Choose language:
» Personal Loan No Credit Check, Online Economics » Planning and organization » Topics begins with P » Pure project organization
Projects are singular, complex and temporally limited tasks. Around the aims of the project to reach the enterprise makes resources available. The project organization can be variously arranged. The forms differ by the degree of the organizational from the basis organization, the characteristic development of the task (uniquely, complex, temporally limited) and the extent at powers of decision and instruction of the project manager. Along a continuum from the weakest to strongest developments of the criteria one differentiates line project organization, staff line project organization, matrix project organization, pure project organization and project company.
At the pure project organization the project is cared for full-temporally by a project team. For the reaching of the achievement, date and cost goals necessary resources are to him for the entire extent of the project at the disposal.
The pure project organization is characterized by the usually great importance, the large scope, the large uncertainty, the high time pressure, the long duration and the high complexity of the project (see trained - Zurhausen, 2002, P. 407). An efficient tuning of the project-related single activities cannot be ensured by the primary organization no more. As consequence the task of project is paged out completely from the basis organization and given up "the idea of a secondary organization 2003, S.194).
Similarly a division organization the tasks are structured object-oriented, however with from the front in here temporally limited horizon. The project `helicopter RX 2000 `or the project `hunter 45 `are examples of such an organization in the aircraft industry (see 2003, S.194). Both a horizontal and a vertical Binnenorganisation of the project are recommended. With increasing project size one divides the overall project consisting in Subprojekte and a project hierarchy of overall project leader and Subprojektleitern is established.
Accordingly, one assigns the project of a result responsible person project group to the process thought. The team recruits itself from coworkers from most diverse functional areas and hierarchy levels. They are separated for the time of the project from their respective range and turned off for the project. Each team coworker brings its specific goals, points of view and proposals for solution into the problem solution process. The team members are subordinate to the project manager technically and specific in direct line, i.e. instructions exclusively receive them from it.
The project manager coordinates the tasks in the interest of the total company. There it for the fulfilment of the achievement, date and cost goals is responsible possesses it unrestricted power in the following interests: Task contents (), temporal operational sequence (), personnel allocation (), technical execution (), Work places (), and kind and quantity of the materials (with ) (see trained - Zurhausen, 2002, S.405f.). The project manager has to dispose thus the exclusive right personnel and material resources reserved for the project. The project manager is subordinated to the steering committee. By this resources autonomy the pure project organization differs substantially from the staff and matrix project organization. On the other hand the project company represents the highest degree at since it acts not only organizational, but also legally independently.
The unrestricted order over project-specific resources increases the chance for the reaching of the achievement, date and cost goals. Clear assignments of tasks, responsibility and authority contribute by reduced conflict potential likewise to the Zielerreichung. Due to the large identification of the coworkers with the task a high readiness exists to master difficulties. In further consequence project-specific decisions can be found more rapid. Additionally the co-operation of coworkers from different divisions makes the reduction possible of interface problems. A better co-ordination can be achieved and the duration of the project to a necessary minimum be reduced by the keeping of an holistic view. The line authority of the project manager makes not only a relatively rapid reaction to disturbances but also the combination possible of will formation and will penetration in a hand. The quality of the results achieves thus a high level.
A substantial problem results from the project-specific supply of resources. Always coworkers and materials are not dispensable for the entire duration of the project. The tidy enterprise of the enterprise may not be disturbed and/or weakened qualitatively and quantitatively. From it the tendency of the departments of concerned only those coworkers results to often send, who go off them to few. A similar problem results from the simultaneous completion of several projects. It can to demarcation - and co-ordination problems between the projects if these for instance same resources come to need. The multi-project management makes for this suitable solutions available. In the temporal operational sequence of a project different coworkers are needed. The extent of utilization of the persons cannot be ensured with varying employment intensity in the different project phases. Coworkers represent another problem field, who procure themselves for their project activity information and assistance of their traditional department. Thus the routine operational sequence in the basis organization can be interrupted. The problem of the reintegration of the project workers represents an important aspect into the primary organization (RH - entry - problem). Often the coworkers over their future tasks and superiors are disconcerted. They do not have to bring a motivation the current project fast to end. This is supported likewise by a communication-promoting atmosphere of the project there the coworkers a return to "the stickigen "everyday life to resist. Motivation-lowering also the line authority of the project manager can work, since it expresses itself frequently in an authoritarian style of leadership. Finally the project can develop an independent existence that to excessive date and budget excesses leads.
The pure project organization is to be found predominantly with large-scale projects with long duration. It offers itself because of the small interfaces for the operational events of the day. "In extreme developments knows the lines - project organization the primary principle of organization become. "(Kasper, Heimerl, 2002, S.39). This is e.g. in the equipment construction, with the high - and foundation engineering, in the aircraft industry, at software companies, or in the research and development the case.
We found here 33 articles.
We found here 4 related websites.
Index | Privacy | Terms Of Use | Sitemap | Feedback
Printer Friendly Format
Bookmark this page
Back to "Planning and organization"
Back to top