A project management organizational structure defines the hierarchy and authority of project participants. A chart's structure defines each team member's function and the reporting lines that team members might refer to during a project (Eby, 2022). There are three primary types of project management structures: functional, matrix, and projectized project management structure.

Functional Project Management Structure

In the functional project structure, many temporary teams coexist with a consistent hierarchical organization. Project managers are at various organizational levels, with no clear subordination. Hierarchy replaces organizational hierarchy, a scenario in which numerous temporary authority centers on various levels of the organization shift when tasks are completed (Cristobal et al., 2018). This structure is unsuitable for projects requiring a wide mix of people with varying degrees of knowledge, but it is ideal for small projects requiring a high level of technical skill.

Matrix Project Management Structure

The matrix or temporary matrix structure is a hybrid of a project structure and a line-and-staff structure that evolved through a collaboration of functional design and horizontal project teams. In this corporation, project managers have more authority than functional managers (Cristobal et al., 2018). Functional and project management approaches are integrated into the matrix framework. The functional manager is in control of the team members' work and resources, whereas the project manager is in charge of project deliverables and timetables. This structure works best when an organization has many projects requiring diverse functional expertise.

Projectized Project Management Structure

A projectized or project-based organizational structure establishes a separate project division within a company. This division is responsible for project coordination. Project managers have sole responsibility over the project and are assigned dedicated employees who work to achieve project objectives (Eby, 2022). This structure is useful when the company works on complex projects with a high level of interdependence between different teams and the project is unique and specific to the company. This structure can have higher overhead costs and lower efficiency outside the projects.

 

In conclusion, organizations can choose either project management structures or a combination of both based on their aims and project requirements. Each structure has benefits and drawbacks, and it is necessary to properly study and choose the one that will best meet the organization's project management objectives. what is your own opinion to it?