The structure of the project is used to determine the final result to be obtained, as well as to relate it to the required resources, activities, labor and equipment. The structure also allows you to associate elements not only with the goods or products that arise in the end, but also themselves with each other. The formation of the project should begin with what will turn out in the end. Next comes the main breakdown into blocks, which continue to split up and increase in quantity until the smallest detail required in production is taken into account. This process also includes the establishment of not only vertical, but also horizontal connections between elements, if such actions are necessary.
What is a project structure ?
The activities of any company in the world begins with the development of a common plan of action. For example, the company has an order for the supply of pasta. Now the management, specialized departments, analysts and other interested parties draw up a plan, which is the structure of the project development. In this case, you need to determine where to get the raw materials and where to process it to the desired state. These are already two blocks. Each of them can develop further. The question of raw materials can be broken down into the search for a supplier, transport for transportation and quality control. The processing of raw materials, in turn, is also divided. It is necessary to decide which room to use, where to find equipment, specialists, installers and how to start the production cycle. This is only the simplest example, because the blocks will continue to be divided until there are no questions left. This is how the basic structure of the project helps to achieve the desired result on time. When each contractor will clearly understand its functions and actions, be aware of why each specific element is being performed and what should ultimately be achieved, only then will the maximum efficiency of the enterprise be achieved.
Selected structure
The simplest organizational structure of the project is described above. But this is only the beginning. There is such a thing as a dedicated structure, which refers both to the process of organizing a company as a whole, and directly to a specific project. There is a certain company in which there is a clear division into functions, features, production cycles and employee search. But in order for the whole mechanism to work, management must first find a suitable project that will bring profit. This is done by a completely different company, which has its own structure. This is the selected type of organization. For example, a company is engaged in the production of metal products. The system has been worked out, but it is not clear what exactly will be profitably sold, and which products will lead to losses. For this, another analytical firm is hired, which studies the market and issues its recommendations. Based on them, the entire mechanism of the first company comes into effect.
Dual type
This is the second type that a project management structure can take. It implies the presence of two companies, each of which carries out its part of the work. Subsequently, these elements are combined, and the final product is obtained. The same applies directly to projects within the same company. Take, for example, a company that creates computer games. One of her departments is responsible for creating graphics, and the second for the storyline. Only when both components are ready and interconnected will a finished product arise. Usually this is done by another department (or company), which ensures interaction between different structures and regulates their activities.
Complex construction
This project structure is distinguished by the presence of many departments (or enterprises), each of which has its own area of responsibility. Using the example of the same computer game, the whole system may look something like this: there is a manual that made a strong-willed decision to start creating a product. Then there are several departments, each of which must provide a part of the total product. They may not have their own specialists, which is why they have to hire people from outside. Those, in turn, can do the work on their own or delegate it to someone else. That is, the foundation of the company is literally several blocks or departments. The rest is done by third-party organizations. But the final result is already collected by employees of the main company.
Functional structure
Above we talked more about the process of organizing the work of the enterprise, although this is also directly related to project management. But the functional structure, which is incidentally the most common and popular, is already a direct reference specifically to projects. Its general principle was formulated in the 20th century by Max Weber. Since then, not much has changed. Such organizational structures of project management are distinguished by the presence of a strict hierarchy of subordination, the separation of powers, labor and functions. Actively apply the standardization of all actions performed and the clear coordination of the whole process. There is no binding of the identity of an employee to his functions, which makes it easy and simple to replace them with each other. The main positive features of this structure are the ability to stimulate specialization, reduce the total number of actions and save significant resources. At the same time, there are significant shortcomings. So, isolation of different departments occurs, the number of conflicts in the team increases, the overall efficiency of the entire production cycle decreases and the connections between horizontal departments gradually become more complicated, which was to be avoided. Basically, all this is due to the incompetence of the management team. This structure requires a minimum of a simple employee, but a maximum of superiors. They must respond in a timely manner to the smallest elements and provide a very clear interaction between horizontal groups.
Reseller Functions
Since Max Weber was German, it is not surprising that such a system can work quite efficiently with them. In conditions of mild or severe disorder in the management team, domestic enterprises need connecting links. In fact, they duplicate the functions of superiors, having no management rights, but with extensive control capabilities. As a result, the project work structure acquired such a concept as intermediaries. These are special people (or entire departments) that regulate the interaction between horizontal groups. Ultimately, such coordinators give the final management the final result at the same time as the direct managers, whose function is reduced to the transfer of teams and general management. If they try to delve directly into the project and ensure the interaction of individual teams, usually the situation only worsens.
Matrix structure
This is the next form that arises as the number of intermediaries increases. Such a structure of a business project is called matrix. The main problem here lies precisely in the fact that those same coordinators get much more control capabilities and come closer to the heads of departments in their functions. It is very difficult to clearly distinguish between what one leader can indicate and what another. For simplicity, they are divided into design and functional chiefs. The former provide a common system of interaction between departments. They are obliged to clearly and clearly convey to the subordinates the whole idea, as well as to understand the features of the units. They should establish communication between different employees and take into account their whims, desires and requests. Also, these bosses are responsible for possible unforeseen situations and the absence of conflicts. Functional managers, in turn, ensure the availability of the required resources, designate the time and place of work, are responsible for the quality of manufactured products, as well as their compliance with the stated requirements. It is these people who are obliged to adapt very quickly to different conditions, including the most unfavorable for work. They must find a way out of difficult situations and ensure the production of products of the declared quality on time.
Design type
This project structure is especially useful for those types of enterprises, all of which are tied to one or more projects. In this case, each of them has everything necessary to perform their functions. For example, there may be several bookkeeping departments, financial departments, design bureaus, and so on, for each of the projects separately. The remaining units, which are not included in any of the groups, provide exclusively auxiliary, albeit very important, functions. The personnel department can be one and respond to requests from all departments. Such, for example, may be the structure of the investment project. It is inherent in the responsibility of each employee for the final result, very flexible and vague management and the absence of clearly regulated actions for each employee. Such structures can very quickly redesign, respond to unusual situations and fulfill orders in the shortest possible time.
Separation and features
All organizational structures for project management can be divided into two large groups - mechanistic and organistic. The first is a functional system, and the second is a matrix system. Design enters both categories at once, as it is very flexible. The mechanistic types of structures are distinguished by a clear vertical of power, tightly regulated functions and actions of employees, and so on. Organic, on the contrary, are very simple, flexible and do not have the ability to clearly indicate to each employee what and how to do it. Both options have a right to exist. The first is best suited for the production of specific products. For example, a car. When each worker performs only his functions, nothing will distract him. But for more creative projects, it is more profitable to use a matrix structure, since sometimes it is “abnormal" interaction between employees that gives the maximum result at the lowest cost.
Creature
The structure of the project plan is difficult to draw up, because the whole subsequent production process depends on it . It is almost impossible at the initial stage to set exact tasks and outline concrete actions. First you need to choose the very shape of the structure. It should correspond to the peculiarities of interaction between all sides of the project, be suitable for its content and work successfully within the existing external environment. The project management structure is usually created once for a long time, so it is better to spend more time on it, but get the most effective result than constantly redoing it in the near future. The next stage is detailed planning for the current situation. At the very end, methodological, organizational, reference and other useful documentation are collected for each stage, department or group of employees. This also includes staffing, job descriptions, requirements for the availability of specialists, as well as the application of this all within the framework of the general budget of the project.
Distribution by area of responsibility
As mentioned above, the organizational structure of the project is based on the responsibility of all categories of employees. It is logical that the higher the personal interest of an individual employee, the more effective the overall process will be. It is necessary to convey to all groups of people participating in the project the importance of the actions they perform and the impact on the final result. Naturally, one should not forget about responsibility. It is necessary to explain how catastrophic the consequences will be if an employee fails to fulfill his functions. You can also designate awards for proper performance and penalties for errors. Everyone should know all this, and the submission of information must be as simple and accessible as possible. For example, somewhere in the job description it will be blurry that if the locksmith Sidorov does not work as expected, he will be punished. It is inefficient. You need to say bluntly that the part that he does is needed in order for the car to go. Without this, the project will be disrupted, and the company will incur a loss of 1 million. And only he will be to blame. But if this locksmith makes one piece more in the same time, he will receive a bonus of half the salary. Everything is clear, understandable and accessible. The punishment is indicated and there is encouragement.
Detail Features
In most cases, especially when using the mechanistic structure of the project, the maximum detail of any issue is required. It is necessary to continue to divide blocks and elements until there are no unreached parts. In some cases, this process can occur even when the project begins its work, the main thing is that this does not affect the overall effectiveness of the work. But there are also enterprises in which an accurate list of actions and maximum detail can only interfere. This usually refers to creative teams. For example, the situation with the creation of a computer game was described above. If you give clear commands to all employees, the product will be created quickly and with minimal cost. However, great ideas or sensible comments from all participants in the project that could make a masterpiece worthy of many awards will be ignored.
Total
In general, the structure of the project must be thought out as detailed and precise as the current production process requires. It is impossible to apply uniform norms and examples to absolutely all enterprises without exception. You always need to consider a lot of features and parameters that may not be obvious to most employees at the beginning of the creation of the project, but can become a significant problem closer to its end. And the main thing to remember is that the project structure is not a rigidly fixed scheme. It can and should be constantly refined, refined and deepened. Only in this way it will be possible to achieve the highest efficiency in the minimum amount of time and with insignificant expenditure of resources.