PROJECTIZED-TYPE ORGANIZATION

Projectized-Type Organization

Projectized-Type Organization

Projectized-Type Organization

Organization that adapt faster to the environment is those that will be in a position to face these hard times, compared to traditional organization (hierarchical and functional) organizations can be wholly directed to projects that are dynamic and organic agile to adapt to the environment and make changes. The structure of the performing organization constrains the availability of resources, covering a spectrum from functional to project-oriented, with various matrix structures in between. In this organizational model, all or most of the team members work full-time project to project. In an organization, that relates to new business projects and wants to control all costs of implementation in order to gain the know-how, or projects promoting the development of new and complex technologies.

The project can be embedded in a parent organization or be the organization itself. In a project-oriented organization, team members can be mostly located in one place. Most of the resources of the organization can be involved in project work, and project managers have greater independence and authority. Project-oriented organizations tend to have units called departments, but these groups report directly to the director of the project or provide support services to various projects (Noel, 2007).

Advantages of Projectized-Type Organization

The project manager has overall responsibility and greater authority over the project.

Shorten the lines of communication, coordination and improving customer response time.

Repetitive projects increase the efficiency and capabilities of the specialists.

Higher level of commitment and motivation.

There is unity of command (one boss).

It's simple and flexible, which facilitates their understanding and implementation.

Improved, integrated project management.

Disadvantages of Projectized-Type Organization

Several simultaneous projects involving a considerable increase of resources (basic and specialized).

Need to ensure availability of critical resources, increases costs.

Difficult access to the technological basis of the functional areas where solutions can be required that are beyond the knowledge of specialists.

Tendency not to ...