Project organization is temporary, it ceases after
completion of project. It is conceived during the project conception stage and
it comes into existence at the start of planning stage. It grows gradually. It
undergoes changes in various stages of the project lie cycle to meet project
needs. Towards the end, it runs down and ceases after completion of the
project. Its special attributes include its innovation capacity to overcome
problems as they arise. It is staffed with experienced person to respond speedly
with changing situations and to speed up decision making.
The guidelines for designing of the project
organization include the following:
· Organizational
groups are designed to generally conform with the project work break down
structure.
· Each group is
assigned responsibilities and allocated resources to meet the assigned tasks.
· The size and
structure of the organization is changed due to alternation in requirements.
However, the core project team continues till the end.
· Project groups
are suitably structured with emphasis on team work and informal relationship.
· Organization
structure is kept flat to avoid bureaucratic tendencies and reduce channels of
communication with the project manager.
· Where possible,
key staff is derived from their respective parent departments in corporate
office and their interfaces and communication links and clearly defined.
· The heads of line
and staff departments are generally grouped into project management team and
planning chief is assigned responsibility of the coordination function.
Management of a construction project mission entails
multidirectional interaction of dynamic forces represented by its time,
resource constraints and the changing costs. There is always a dynamic link in
how to manage time, how to manage resources and how to stay within budget.
This dynamic linkage in the life span of a project,
can be conceptualized by a typical project management model sketched fig. below.
Despite diversities and multifarious activities, each
project is an entity in itself. It is organized to achieve its mission, within
pre-determined objectives. Its accomplishment is entrusted to a single
responsibility centre, commanded by the project manager.
In such unpredictable fast-changing environments, the
project manager aims at achieving the project mission
·
Within the
project time, cost and quality.
· By planning,
organizing, coordinating, monitoring and controlling the available resources.
· Managing the organizational behaviour with
the assistance of the project team and the specialists.
