Project team structure

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Project team structure and organization indicates the maturity of the organization and its approach to project management. There are a number of models for project teams:

Network structure

  • democratic
  • pretty equal participation of members in decision making
  • the role of a leader can be transitive
  • in the case of the departure of leader – easy reconstruction of team
  • communication: "peer to peer"
  • the number of participants 8-12
  • leader: only coordinates, represents the team, also serves administrative functions
  • lack of division due to management distance,
  • no space for new, inexperienced members, because they would not keep up with the pace of work
  • early stage work on the project
  • often turns into a team with a more centralized structure (eg. star type)

Star structure

  • central position of a leader
  • the leader is an intermediary in the transmission of information
  • only he knows the whole project – his departure is a huge danger
  • leader distributes all the work and supervises them personally
  • centralized power
  • can be a team of inexperienced people (leader helps inexperienced)
  • employees with different levels of competences
  • further stages of work on the project
  • absence of leader is a problem (eg. vacation, illness)

Isomorphic structure

  • reflects the structure of the project
  • development of documents in accordance with the competencies of the team
  • simple design
  • clearly defined responsibilities
  • parallel operation
  • application in complex, multipart projects

Specialization structure

  • most experienced member is responsible for results
  • tasks are given to people according to their specialization
  • development of own abilities is very important
  • requires independence


  • Davenport, T. H., De Long, D. W., & Beers, M. C. (1998). Successful knowledge management projects. MIT Sloan Management Review, 39(2), 43.
  • Yazici, H. J. (2009). The role of project management maturity and organizational culture in perceived performance. Project Management Journal, 40(3), 14-33.