Project team structure

Project team structure
See also
Quality manager Hersey and Blanchard model Centralized organizational structure Decision-maker Project steering committee Functional structure Quality system in local government Distribution of decision-making powers Unity of direction

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
• star,
• isomorphic,
• specialization.

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 (e.g. 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 (e.g. 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

References

• 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.