Project team structure

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

Examples of Project team structure

• Hierarchical Model: This is a traditional model where the project manager is at the top of the structure and all team members report to the project manager. This model works best when there is a defined chain of command and clear roles and responsibilities.
• Matrix Model: This model is used when multiple teams are working on a project. It is a combination of the hierarchical and self-organizing models. The project manager is responsible for the overall project, but individual teams are responsible for their own work.
• Self-Organizing Model: This model is more flexible, with team members working collaboratively to meet project goals. There is less of a focus on the traditional hierarchy and more of a focus on the collective effort.
• Virtual Team: This model is used when team members are located in different locations and need to collaborate remotely. This requires strong communication and coordination between team members.
• Scrum Model: This model is used when a project requires frequent re-evaluation and adaptation. The team is organized into small, self-organizing teams that work in short sprints. The team is then regrouped to review their progress and adjust based on feedback.

Advantages of Project team structure

A project team structure provides a number of advantages, including:

• Increased efficiency and productivity: A project team structure ensures that each team member is focused on their individual tasks, allowing for a more efficient and productive workflow. This structure also encourages collaboration and open communication between team members, which can help reduce project costs and improve overall performance.
• Enhanced accountability: Each team member is held accountable for their specific tasks and is expected to provide updates on their progress. This encourages team members to take responsibility for their own work and provides a sense of ownership over the project, which can increase engagement and motivation.
• Improved communication: Project teams are organized in a way that encourages team members to share their ideas and feedback in an open and collaborative environment. This can help to ensure that all stakeholders are kept informed and on the same page, which can reduce the risk of misunderstandings and ensure that the project is progressing as expected.
• Reduced risks: By having a clearly defined structure and roles, there is less room for error or miscommunication. This can reduce the risk of project delays or failure and help ensure that the project is completed on time and to a high standard.

Limitations of Project team structure

Project team structure is an important element of project management that can determine the success or failure of a project. However, there are several limitations of project teams that can impede progress and lead to undesirable results. These limitations include:

• Poor communication: Project teams can be subject to poor communication if members are not trained in effective communication techniques and do not have a good understanding of the project goals and objectives.
• Lack of clarity: Project teams can also lack clarity in the roles and responsibilities of each member, leading to confusion and misunderstandings.
• Limited resources: Project teams can be limited by the resources available, both in terms of budget, personnel, and equipment.
• Limited expertise: Project teams can suffer from a lack of expertise, either due to a lack of experience or because the wrong person is assigned to a specific task.
• Change management: Project teams can struggle to manage changes in the project, either in the timeline or scope, leading to delays and cost overruns.
• Conflict of interest: Project teams can be hindered by a conflict of interest, either between team members, or between team members and stakeholders.

Overall, project teams can suffer from a number of limitations that can lead to suboptimal results. Effective project management and communication is essential for teams to succeed and avoid these issues.

Other approaches related to Project team structure

A project team structure is a key factor in the success of any project. There are several approaches to organizing a project team, including:

• Matrix Organization: This approach is based on a functional organization structure, but combines functional and project teams in the same line of authority. Project managers and functional managers both report to the same senior manager. This approach allows for flexibility in the project team structure, while still providing a clear chain of command.
• RACI Model: The RACI model is a popular approach for organizing project teams. It assigns roles and responsibilities to each team member, indicating who is Responsible, Accountable, Consulted, and Informed for each task. This approach ensures that everyone knows their role and helps keep the project running smoothly.
• Agile Teams: Agile teams are organized around specific tasks rather than a traditional hierarchy. This approach allows for rapid response to changes in the project and encourages collaboration between team members.
• Cross-Functional Teams: Cross-functional teams bring together people with different skills and expertise. This approach encourages collaboration and innovation, and can help to ensure that the project is completed on time and within budget.

In summary, there are several approaches to project team structure, each with its own strengths and weaknesses. It is important to choose the best approach for the specific project and team in order to ensure success.

Project team structure — recommended articles

Scrum of scrums — Hersey and Blanchard model — Organizational dependence — Staff structure — Hierarchical dependence — Reasons for creating project teams — Organic organization — Importance of teamwork — Organizational culture and project management

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.