Project team structure
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| 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
- 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.
