• The Security Triangle in Project Risk Management

  January 6, 2009

  
  

• SMART Goals Reduce Ambiguity and Increase Commitment

  January 5, 2009

  
  

• Writing an Unbeatable Business Case

  January 4, 2009

  
  

• The MSP (Managing Successful Programmes) Governance Themes

  January 3, 2009

  
  

• Project Managers: The Value of Understanding Technology

  January 2, 2009

  
  

• Building the High-Performance Global Workforce

  December 31, 2008

  
  

• The Most Important Lesson

  December 29, 2008

  
  

• The Elements of Change in Every Organization

  December 27, 2008

  
  

• Still Trying to Integrate Running and Project Management

  December 26, 2008

  
  

• What We Need from Project Sponsors

  December 25, 2008

  
  

Project Management Authority in a Composite Organization

September 4, 2008 | Author: PM Hut | Filed under: HR Management, Organizational Structures

Project Management Authority in a Composite Organization (#6 in the series Human Resources in Project Management)
By Joseph Phillips

It’s never as easy as it looks, right? Well, I can think of a few things that are: falling down, eating ice cream, and drinking beer. But when it comes to identifying your organizational structure you may find that you’re in a blend of the previous models. You’re in a composite. A composite is just two or more models that are adapted for a special project, for simplicity, or to keep power in check.

Knowing the type of structure you, the project manager, are operating in helps determine the autonomy you’ll have, the communication demands you’ll have to satisfy, and the workflow of your project. Of course, you’ll still have to live by all of your company’s HR policies. Just because you’re in a projectized model doesn’t mean you get to wear a comb over, squint a lot, and shove your hand in people’s faces while saying, “You’re fired.”

Joseph Phillips is the author of five books on project management and is a, PMI Project Management Professional, a CompTIA certified Project Professional, and a Certified Technical Trainer. For more information about Project Management Training, please visit Project Seminars.

Related Articles

• The Project Organization and Management By Exception
• Program and Project Management: Two Critical Tools For Effective Organizational Change
• Which Type of Project Management Organization Is Right For You?
• Organizational Structures In Project Management
• Project Management Authority in a Projectized Organization

This entry was posted on Thursday, September 4th, 2008 and is filed under HR Management, Organizational Structures. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

feel free to leave a comment

Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!

XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>

All fields marked with " * " are required.

Name: *
Email (will never be displayed): *
URL:
Your comments: *
Remember my information for the next time I visit.

• Agile Project Management
• Certification
  •  >> CAPM
  •  >> ITIL
  •  >> PMP
• Change Management
• Communications Management
  •  >> Communications Planning
  •  >> Information Distribution
  •  >> Performance Reporting
  •  >> Project Closure
• Computer Based Information Systems
  •  >> Latest Trends
  •  >> Project Collaboration
• Concepts
  •  >> Project Lifecycle Phases
  •  >> Project Stakeholder Mgmt
  •  >> Role of the Project Manager
• Corporate Transformation
• Cost Management
  •  >> Cost Estimating
  •  >> Economic Evaluation
• Critical Chain Project Management
• Delegation
• History
• HR Management
  •  >> Organizational Structures
  •  >> Team Building
• Implementing Project Management
  •  >> PM Implementation Plan
• Integration Management
  •  >> Change Control
  •  >> Project Management Framework
  •  >> Project Plan Development
• Lessons Learned
• Management
• Miscellaneous
• People Issues
  •  >> Conflict Management
  •  >> Leadership
  •  >> Motivation
• PMBOK
• PRINCE2
• Procurement Management
  •  >> Contract Administration & Close-out
  •  >> Procurement Plannning
  •  >> Solicitation & Source Selection
• Program Management
• Project Management Advantages
• Project Management Best Practices
• Project Management Charts
• Project Management Definitions
• Project Management Ethics
• Project Management for Beginners
• Project Management Musings
• Project Management Office
• Project Management Proposals
• Project Management Templates
• Project Portfolio Management
• Project Workforce Management
• Quality Management
  •  >> Principles
  •  >> Techniques
• Requirements Management
• Risk Management
  •  >> Risk Identification
  •  >> Risk Quantification & Analysis
  •  >> Risk Response & Control
• Scheduling
  •  >> Normal and Crash Costs
  •  >> Project Plan Refinement
  •  >> Resource Constrained Projects
  •  >> Resource Leveling
• Scope Management
  •  >> Process of Change Control
  •  >> Project Scope Management
  •  >> Scope Change Control
• SCRUM
• Soft Management
• Time Management
  •  >> Activity Definition
  •  >> Activity Duration Estimate
  •  >> Activity Sequencing
  •  >> Critical Path
  •  >> Network Planning
  •  >> Project Milestones
• Training
• Uncategorized