Project Structure PDF

II. THE MAIN STRUCTURES E. Project structure The project structure (team structure) is based on the occasional creation of teams intended to initiate and implement time-limited projects. Example: launching new products, improving quality, reducing costs, customer satisfaction, etc....

II. THE MAIN STRUCTURES E. Project structure The project structure (team structure) is based on the occasional creation of teams intended to initiate and implement time-limited projects. Example: launching new products, improving quality, reducing costs, customer satisfaction, etc. 78 II. THE MAIN STRUCTURES E. Project structure Organization by projects works very well in a company that has adopted a matrix-type structure. Examples of companies using this structure: NASA, Google, start-ups, advertising agencies, consulting firms, etc. 79 II. THE MAIN STRUCTURES E. Project structure ADVANTAGES DISADVANTAGES Very flexible structure perfectly suited to Lack of consistency between projects changing environments. Poor combination of individual skills within The role of managers in this type of project teams organization is to act as a facilitator, mentor The permanent dissolution of teams can and coach. They support the teams and hinder the accumulation of knowledge... provide the necessary resources to get the job done efficiently. 80 II. THE MAIN STRUCTURES E. Project structure Advantages : Very flexible structure perfectly adapted to changing environments. The role of managers in this type of organization is to act as a facilitator, mentor and coach. They support teams and provide the necessary resources to accomplish the work efficiently. Motivation of employees. 81 II. THE MAIN STRUCTURES E. Project structure Limits : Lack of consistency between projects. Poor mix of individual skills within project teams. The permanent dissolution of teams can hinder the accumulation of knowledge… In France, 6% of companies operate in project mode. 82 II. THE MAIN STRUCTURES F. The extended enterprise The rise of ICT to give rise to new forms of organizations: 1. The unstructured company (boundaryless organization ) : Organization which is not determined by boundaries linked to a predefined structure. The president of General Electric, Jack Welch was the first to speak of a destructured company to improve performance (Work-out program). We eliminate: horizontal boundaries (between departments) and vertical boundaries (between hierarchical levels) The external boundaries between the organization and its customers, suppliers and other stakeholders. 83 II. THE MAIN STRUCTURES F. The extended enterprise 2. The virtual company: It is made up of a small core of permanent employees supplemented by external experts who are recruited temporarily depending on current projects. By working with independent contractors: the company benefits from a network of skills without having to endure administrative burden and structural complexity. 84 II. THE MAIN STRUCTURES F. The extended enterprise 3. The network organization: is based both on its own collaborators and on a network of external members ( suppliers, transporters, financiers, competitors, etc. ). The units remain independent of each other but are linked by partnership and contractual relationships. The network business has no defined border. Its size and number of units fluctuate depending on the projects developed. 85 II. THE MAIN STRUCTURES F. The extended enterprise Advantages : Pooling of skills Pooling of costs It is an evolving structure : the partners change depending on the projects. 86 II. THE MAIN STRUCTURES G. And tomorrow the liberated company? The objective is to put people at the heart of the company's operations. The principles : Let employees take individual initiatives rather than following directives imposed by their superiors. The hierarchy is removed : the pyramidal hierarchical structure is replaced by a flat structure where each employee directs themselves or organizes themselves into small teams (controls and surveillance are a thing of the past). 88 II. THE MAIN STRUCTURES G. And tomorrow the liberated company? Advantages : Employees are more productive and efficient : by improving their quality of life , their well-being at work and their personal involvement , employees are more motivated. Internal cohesion is stronger : by highlighting collaborative work and collective intelligence , employees form a strong and united collective. 89 II. THE MAIN STRUCTURES G. And tomorrow the liberated company? The organization becomes more agile : decision-making is faster and the structure can adapt almost instantly to changes in the markets. The company becomes more innovative : the autonomy of the teams allows everyone to express their ideas and take initiatives without going through months and months of internal research. 90 II. THE MAIN STRUCTURES G. And tomorrow the liberated company? Limits : French employees are not ready : the pyramid hierarchy is strongly anchored in the culture of French companies. A risk of anarchy An increase in pressure : with the increase in everyone's responsibilities there is increased stress and the risk of burn-out. 91