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Given that the railroad engineering company produced drawings and designs of customer proposed projects, the projectized organization was a fine form of organization structure to operate under. The projects were the work, we produced no other project and we did not work without a project mandate, so it made sense to make the project managers act as the line managers for the engineers and designers. A functional organization would have been too restrictive in terms of project manager authority to allow managers to make the staffing and work decisions required to ensure our projects were brought to completion.