Integration Managment : Organisational Culture and Organisational Structure

Organizational Culture : PMBOK guide PP 27-28 :  Organizational culture embodies vitally important factors such as norms and beliefs, methods and procedures , attitudes towards authority , and work ethic. The state of culture and styles in an organization may have a profound effect on project success.

Organization structure: PMI recognizes various organizational structures and the ask numerous questions on this topic.

 

 

Functional: This traditional structure aligns people by Specialization; for example engineering , production, procurement , marketing, finance, and so on. Employees tend to have one clear superior. Functional organizations are sometimes called silo or stovepipe organizations. In this structures, projects have not always enjoy a high prority. Project manager can be found at different levels levels in a functional organizations.

 

A. The Project Manager may be chosen from the lowest working level in a functional organization. In this case , the project manager tends to have extremely limited authority   ( PMI says " Little or None"  )    

B. The Project manager is be called as Project coordinator (if PM chosen from CEO staff), Project expeditor (if PM is chosen from Vice presidents staff), facilitator.  Over all authority is still relatively low but is probably greater than the traditional functional form.

Matrix:  The matrix form of organization maintains the vertical functional lines of authority ,but adds a horizontal structure for the project managers. In this approach , projects take on a more visible and official posture across corporate divisions.Functional divisions are expected to support new projects when they are established.In a matrix organisations, project managers interact with functional manages to acquire the resources they need to support their projects.

A. Weak Matrix , In a week matrix the project manager has comparatively less power in the relationship with functional managers. Formal authority for the project manager is considered to be limited and the project managers role is more like that of an expeditor or coordinator. 

B. In a Balance Matrix , the sharing of power between the project manager and the functional departments is more equal and the authority of the project manager is considered to be in the " Low to moderate".

C.In a "Strong matrix " power shifts more toward the project manager. Formal authority for the project manager moves into the moderate jto high range and he project managers role is more similar to project based organizations.

Prioritized : In a comprised organization, team members are assigned to a project on a full time basis. The project manager has extremely high authority " High to almost total" , including control over budgets, appraisal, work assignments, and physical location of the team.