Project organization - Revision history

Marcus chr at 10:47, 5 May 2023

2023-05-05T10:47:18Z

Marcus chr at 09:49, 5 May 2023

2023-05-05T09:49:01Z

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			Written by Marcus Christiansen.

	== Abstract ==		== Abstract ==
	Project organization is a term referring to the structure of a project throughout its entire lifecycle, and its purpose is to define a structure of responsibilities and accountability across the project team <ref name="prince2"/>. An effective establishment of a project organization is characterized by communicated clear lines of authority and appropriately assigned roles between the project employees with the associated responsibilities. This clarity of the project structure implies an improved alignment of the overall project goals with the project activities executed by the employees, which leads to an increase of the operating efficiency and hence an increase of the overall performance <ref name="thakkar"/>. Neglecting efficient organization of projects often leads to a lack of motivation, which causes schedule overruns and hence budget overruns <ref name="lock"/>. Consequently, well planned project organization and maintaining it during the project is essential to the success of the project <ref name="kerzner"/>. The modern and commonly acknowledged way to establish an effective project organization is to create an organization chart <ref name="thakkar"/> <ref name="PMI"/>.		Project organization is a term referring to the structure of a project throughout its entire lifecycle, and its purpose is to define a structure of responsibilities and accountability across the project team <ref name="prince2"/>. An effective establishment of a project organization is characterized by communicated clear lines of authority and appropriately assigned roles between the project employees with the associated responsibilities. This clarity of the project structure implies an improved alignment of the overall project goals with the project activities executed by the employees, which leads to an increase of the operating efficiency and hence an increase of the overall performance <ref name="thakkar"/>. Neglecting efficient organization of projects often leads to a lack of motivation, which causes schedule overruns and hence budget overruns <ref name="lock"/>. Consequently, well planned project organization and maintaining it during the project is essential to the success of the project <ref name="kerzner"/>. The modern and commonly acknowledged way to establish an effective project organization is to create an organization chart <ref name="thakkar"/> <ref name="PMI"/>.

Marcus chr at 09:26, 5 May 2023

2023-05-05T09:26:04Z

Marcus chr at 09:17, 5 May 2023

2023-05-05T09:17:26Z

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	Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.		Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.

	[[File:Organizational chart matrix homemade.PNG\|thumb\|~~x450px~~\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]		[[File:Organizational chart matrix homemade.PNG\|thumb\|450px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]

	==== Matrix organizations ====		==== Matrix organizations ====

Marcus chr at 09:14, 5 May 2023

2023-05-05T09:14:13Z

← Older revision		Revision as of 09:14, 5 May 2023
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	Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.		Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.

	[[File:Organizational chart matrix homemade.PNG\|thumb\|~~450px~~\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]		[[File:Organizational chart matrix homemade.PNG\|thumb\|x450px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]

	==== Matrix organizations ====		==== Matrix organizations ====

Marcus chr at 09:13, 5 May 2023

2023-05-05T09:13:00Z

← Older revision		Revision as of 09:13, 5 May 2023
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	The commonly acknowledged way to establish an effective project organization is to create an organizational structure also known as an organization chart, which also is referred to as an organizational breakdown structure chart <ref name="thakkar"/> <ref name="PMI"/>. Organization charts vertically represent the role or status and authority of each organization member. The status and authority decreases from top to bottom of the chart, which means the most powerful member organizational role is located in the top of the chart. An example of organization chart is given in ''Figure 1''. This tool is very powerful to demonstrate and clearly communicate the authority and roles within projects. Additionally, it emphasizes the internal organizational context of the project. This can further be useful to communicate the organizational project governance structure and interdependencies between the specific project and other projects and/or programs of the organization <ref name="lock"/>.		The commonly acknowledged way to establish an effective project organization is to create an organizational structure also known as an organization chart, which also is referred to as an organizational breakdown structure chart <ref name="thakkar"/> <ref name="PMI"/>. Organization charts vertically represent the role or status and authority of each organization member. The status and authority decreases from top to bottom of the chart, which means the most powerful member organizational role is located in the top of the chart. An example of organization chart is given in ''Figure 1''. This tool is very powerful to demonstrate and clearly communicate the authority and roles within projects. Additionally, it emphasizes the internal organizational context of the project. This can further be useful to communicate the organizational project governance structure and interdependencies between the specific project and other projects and/or programs of the organization <ref name="lock"/>.

	[[File:Organizational chart.PNG\|thumb\|~~400px~~\|''Figure 1:'' Organization chart (simplified example) <ref name="lock"/>]]		[[File:Organizational chart homemade.PNG\|thumb\|450px\|''Figure 1:'' Organization chart (simplified example) (inspiration from <ref name="lock"/>)]]

	== Application ==		== Application ==
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	There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations <ref name="witte"/>. Before the creation of the organization chart is initiated, it is important to consider which of the following types are most suitable due to their characteristics and appropriate applications. Then inspiration can be drawn from the information and examples below.		There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations <ref name="witte"/>. Before the creation of the organization chart is initiated, it is important to consider which of the following types are most suitable due to their characteristics and appropriate applications. Then inspiration can be drawn from the information and examples below.

	[[File:Organizational chart ~~matrix~~.PNG\|thumb\|~~400px~~\|''Figure 2:'' Staff line project organization example where the project manager ~~(called "project coordinater" in the figure)~~ has no direct line of authority over the project employees <ref name="lock"/>]]		[[File:Organizational chart staff line project organization.PNG\|thumb\|450px\|''Figure 2:'' Staff line project organization example where the project manager has no direct line of authority over the project employees (inspiration from <ref name="lock"/>)]]

	==== Staff Line Project organizations ====		==== Staff Line Project organizations ====
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	Staff line project organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.		Staff line project organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.

	[[File:Organizational chart project team organization.PNG\|thumb\|~~400px~~\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project <ref name="lock"/>]]		[[File:Organizational chart project team organization homemade.PNG\|thumb\|450px\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project (inspiration from <ref name="lock"/>)]]

	==== Project team organization ====		==== Project team organization ====
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	Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.		Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.

	[[File:~~Matrix organization~~.PNG\|thumb\|~~400px~~\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees <ref name="witte"/>]]		[[File:Organizational chart matrix homemade.PNG\|thumb\|450px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]

	==== Matrix organizations ====		==== Matrix organizations ====

Marcus chr at 08:09, 5 May 2023

2023-05-05T08:09:46Z

← Older revision		Revision as of 08:09, 5 May 2023
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	== Abstract ==		== Abstract ==
			Project organization is a term referring to the structure of a project throughout its entire lifecycle, and its purpose is to define a structure of responsibilities and accountability across the project team <ref name="prince2"/>. An effective establishment of a project organization is characterized by communicated clear lines of authority and appropriately assigned roles between the project employees with the associated responsibilities. This clarity of the project structure implies an improved alignment of the overall project goals with the project activities executed by the employees, which leads to an increase of the operating efficiency and hence an increase of the overall performance <ref name="thakkar"/>. Neglecting efficient organization of projects often leads to a lack of motivation, which causes schedule overruns and hence budget overruns <ref name="lock"/>. Consequently, well planned project organization and maintaining it during the project is essential to the success of the project <ref name="kerzner"/>. The modern and commonly acknowledged way to establish an effective project organization is to create an organization chart <ref name="thakkar"/> <ref name="PMI"/>.

	~~The success~~ of a project ~~is highly dependent~~ on the ~~term project organization~~. The ~~term~~ is ~~defined as a clear establishment of~~ the ~~project management team structure along with a communication approach in the beginning~~ of ~~the project. Maintaining the project~~ organization ~~during the entire project is essential to make the project a success~~. ~~According to~~ the ~~PRINCE2 standard, the purpose of project~~ organization ~~is ''to define~~ and ~~establish the project's structure~~ of ~~accountability~~ and ~~responsibilities'' <ref name="prince2"/>~~.		This article examines the state-of-the-art applications of project organization as well as hands-on guidance describing how to apply the best practices. The application section is divided into three subsections characterizing the commonly used types of organization charts in recent time. These sub-sections explain the organization chart types in detail and in which context each of them are applicable as well as their respective advantages and disadvantages. Ultimately, this article contains a limitations section discussing organization charts, organizing of projects in an agile project management environment, and how the future organizational hierarchy trend might threaten the applicability of organization charts.

	~~To successfully create and institutionalize~~ a ~~project~~ organization, ~~the~~ project ~~authority should be clearly communicated throughout the project team. This implies that each project team member knows their respective responsibilities. An effective way to visualize~~ and ~~hence intuitively communicate~~ the organizational ~~structure along with its division~~ of ~~authority is using~~ organization charts ~~(or organigrams). <ref name="lock"/>~~.

	__TOC__		__TOC__

Marcus chr at 12:28, 4 May 2023

2023-05-04T12:28:24Z

← Older revision		Revision as of 12:28, 4 May 2023
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	Assuming the required roles within the project team are fulfilled, each role is supposed to be indicated as a box containing the function and the name of the employee. By convention, the function of an employee is supposed to be the job title. The boxes are then arranged with regard to authority, where the most powerful role of the project is placed at the top. As illustrated in ''Figure 1'', the manager of Department A is above the members of Department A. If this department e.g. represented a project team, the project manager would be the manager of Department A, while the project team would be represented as boxes below the project manager. Usually in case of smaller projects, the project team members are represented with equal authority, i.e. they are placed side-by-side horizontally. However, large projects often tend to deviate from this flat structure due to the increasing amount of employees. Accordingly, the authority is distributed further within the project team, and this implies more layers of authority below the project manager. The solid lines illustrated in ''Figure 1'' demonstrates lines of command. Downwards, the lines indicate who the employee can give commands to. Upwards, the lines indicate who the employee has to report to. Dotted lines between employees demonstrate appointed lines of communication or reporting. E.g. in ''Figure 1'', the manager of department B might have to communicate with the members of Department C for some specific reason, and this would then be indicated by a dotted line. However, the dotted lines are not usually implemented in organization charts. Finally, staff roles such as the Secretary in ''Figure 1'' have no direct authority. Nevertheless, by supporting their line manager, they exploit the authority and status of their manager <ref name="lock"/>.		Assuming the required roles within the project team are fulfilled, each role is supposed to be indicated as a box containing the function and the name of the employee. By convention, the function of an employee is supposed to be the job title. The boxes are then arranged with regard to authority, where the most powerful role of the project is placed at the top. As illustrated in ''Figure 1'', the manager of Department A is above the members of Department A. If this department e.g. represented a project team, the project manager would be the manager of Department A, while the project team would be represented as boxes below the project manager. Usually in case of smaller projects, the project team members are represented with equal authority, i.e. they are placed side-by-side horizontally. However, large projects often tend to deviate from this flat structure due to the increasing amount of employees. Accordingly, the authority is distributed further within the project team, and this implies more layers of authority below the project manager. The solid lines illustrated in ''Figure 1'' demonstrates lines of command. Downwards, the lines indicate who the employee can give commands to. Upwards, the lines indicate who the employee has to report to. Dotted lines between employees demonstrate appointed lines of communication or reporting. E.g. in ''Figure 1'', the manager of department B might have to communicate with the members of Department C for some specific reason, and this would then be indicated by a dotted line. However, the dotted lines are not usually implemented in organization charts. Finally, staff roles such as the Secretary in ''Figure 1'' have no direct authority. Nevertheless, by supporting their line manager, they exploit the authority and status of their manager <ref name="lock"/>.

	There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations. ~~Regardless~~ of ~~how~~ the ~~project~~ is ~~organized within the organization~~, ~~the project manager has the complete responsibility~~ of ~~achieving~~ the ~~desired goals~~ and ~~objectives of~~ the ~~project <ref name="witte"/>~~.		There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations <ref name="witte"/>. Before the creation of the organization chart is initiated, it is important to consider which of the following types are most suitable due to their characteristics and appropriate applications. Then inspiration can be drawn from the information and examples below.

	[[File:Organizational chart matrix.PNG\|thumb\|400px\|''Figure 2:'' Staff line project organization example where the project manager (called "project coordinater" in the figure) has no direct line of authority over the project employees <ref name="lock"/>]]		[[File:Organizational chart matrix.PNG\|thumb\|400px\|''Figure 2:'' Staff line project organization example where the project manager (called "project coordinater" in the figure) has no direct line of authority over the project employees <ref name="lock"/>]]
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	* ''Knowledge exchange with specialist departments difficult''" <ref name="witte"/>		* ''Knowledge exchange with specialist departments difficult''" <ref name="witte"/>
	Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.		Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.



	[[File:Matrix organization.PNG\|thumb\|400px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees <ref name="witte"/>]]		[[File:Matrix organization.PNG\|thumb\|400px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees <ref name="witte"/>]]

Marcus chr at 12:22, 4 May 2023

2023-05-04T12:22:07Z

Marcus chr at 12:13, 4 May 2023

2023-05-04T12:13:52Z

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	<ref name="thakkar"> Thakkar, J.J. (2022). Project Organization. In: Project Management. Management and Industrial Engineering. Springer, Singapore.</ref>		<ref name="thakkar"> Thakkar, J.J. (2022). Project Organization. In: Project Management. Management and Industrial Engineering. Springer, Singapore.</ref>

	<ref name="johansen"> Johansen, B. (2020), BROADER SPECTRUMS OF HIERARCHY: NEW ANIMATED ORGANIZATION CHARTS. Leader to Leader~~, 2020~~: 27-32.</ref>		<ref name="johansen"> Johansen, B. (2020), BROADER SPECTRUMS OF HIERARCHY: NEW ANIMATED ORGANIZATION CHARTS. Leader to Leader: 27-32.</ref>


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	* Witte, F. (2022). Project Organization. In: Strategy, Planning and Organization of Test Processes. Springer, Wiesbaden		* Witte, F. (2022). Project Organization. In: Strategy, Planning and Organization of Test Processes. Springer, Wiesbaden
	Examining software testing projects, this book covers the essential steps of planning and conception necessary to execute successful projects. It provides a broad explanation of all aspects of procedures and processes associated with tests and testing projects, and it ends with exhaustive chapters concerning test methods, test organization in agile projects and testing in an environment of artificial intelligence. The Project Organization chapter of the publication was initially applied as a particularly recent source to investigate what the acknowledged ways to organize projects are that belong to the current and best practices. Additionally, the book provided a comprehensive description of the three identified project organization types along with their respective area of application as well as advantages and disadvantages.		Examining software testing projects, this book covers the essential steps of planning and conception necessary to execute successful projects. It provides a broad explanation of all aspects of procedures and processes associated with tests and testing projects, and it ends with exhaustive chapters concerning test methods, test organization in agile projects and testing in an environment of artificial intelligence. The Project Organization chapter of the publication was initially applied as a particularly recent source to investigate what the acknowledged ways to organize projects are that belong to the current and best practices. Additionally, the book provided a comprehensive description of the three identified project organization types along with their respective area of application as well as advantages and disadvantages.



	* Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management		* Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management
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	* Thakkar, J.J. (2022). Project Management. Management and Industrial Engineering. Springer, Singapore.		* Thakkar, J.J. (2022). Project Management. Management and Industrial Engineering. Springer, Singapore.
			This book delves into the complex field of operational and strategic difficulties when managing projects, and it covers qualitative and quantitative practices to examine these key issues of project management. To equip project managers appropriately to deal with these problematic topics, the book provides detailed studies of and frameworks concerning communication, procurement, scheduling and risk management. Since the book was published recently, its Project Organization chapter was applied to determine the characteristics and essence of project organization in the Big Idea section. Additionally, it was used to identify what recent best practices of organizing projects are in the State of the art section. Ultimately, it was applied to briefly introduce the basics in the section concerning creation of organization charts.

			* Johansen, B. (2020), BROADER SPECTRUMS OF HIERARCHY: NEW ANIMATED ORGANIZATION CHARTS. Leader to Leader
			This article discusses the role and shift of organization charts in the future, which is claimed in the article to be characterized by an absence of hierarchies. This implies there will be a constant reassessment of who is in the best position to make decisions at what time, which entails the traditional distributions of authority of organizations will fade away. Page 27-32 of this publication was used to discuss the applicability and future of organization charts, since the article states that the conventional chain of command in organizations will disappear within the next decade.

	* Johansen, B. (2020), BROADER SPECTRUMS OF HIERARCHY: NEW ANIMATED ORGANIZATION CHARTS. Leader to Leader, ~~2020~~

← Older revision		Revision as of 09:26, 5 May 2023
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	The commonly acknowledged way to establish an effective project organization is to create an organizational structure also known as an organization chart, which also is referred to as an organizational breakdown structure chart <ref name="thakkar"/> <ref name="PMI"/>. Organization charts vertically represent the role or status and authority of each organization member. The status and authority decreases from top to bottom of the chart, which means the most powerful member organizational role is located in the top of the chart. An example of organization chart is given in ''Figure 1''. This tool is very powerful to demonstrate and clearly communicate the authority and roles within projects. Additionally, it emphasizes the internal organizational context of the project. This can further be useful to communicate the organizational project governance structure and interdependencies between the specific project and other projects and/or programs of the organization <ref name="lock"/>.		The commonly acknowledged way to establish an effective project organization is to create an organizational structure also known as an organization chart, which also is referred to as an organizational breakdown structure chart <ref name="thakkar"/> <ref name="PMI"/>. Organization charts vertically represent the role or status and authority of each organization member. The status and authority decreases from top to bottom of the chart, which means the most powerful member organizational role is located in the top of the chart. An example of organization chart is given in ''Figure 1''. This tool is very powerful to demonstrate and clearly communicate the authority and roles within projects. Additionally, it emphasizes the internal organizational context of the project. This can further be useful to communicate the organizational project governance structure and interdependencies between the specific project and other projects and/or programs of the organization <ref name="lock"/>.

	[[File:Organizational chart homemade.PNG\|thumb\|~~450px~~\|''Figure 1:'' Organization chart (simplified example) (inspiration from <ref name="lock"/>)]]		[[File:Organizational chart homemade.PNG\|thumb\|500px\|''Figure 1:'' Organization chart (simplified example) (inspiration from <ref name="lock"/>)]]

	== Application ==		== Application ==
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	There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations <ref name="witte"/>. Before the creation of the organization chart is initiated, it is important to consider which of the following types are most suitable due to their characteristics and appropriate applications. Then inspiration can be drawn from the information and examples below.		There exist a broad range of different types of organization charts based on the terms and definitions specified above. The project organization types that define the current standards and hence are the most common in practice are staff line project organizations, and project team organizations and matrix organizations <ref name="witte"/>. Before the creation of the organization chart is initiated, it is important to consider which of the following types are most suitable due to their characteristics and appropriate applications. Then inspiration can be drawn from the information and examples below.

	[[File:Organizational chart staff line project organization.PNG\|thumb\|~~450px~~\|''Figure 2:'' Staff line project organization example where the project manager has no direct line of authority over the project employees (inspiration from <ref name="lock"/>)]]		[[File:Organizational chart staff line project organization.PNG\|thumb\|500px\|''Figure 2:'' Staff line project organization example where the project manager has no direct line of authority over the project employees (inspiration from <ref name="lock"/>)]]

	==== Staff Line Project organizations ====		==== Staff Line Project organizations ====
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	Staff line project organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.		Staff line project organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.

	[[File:Organizational chart project team organization homemade.PNG\|thumb\|~~450px~~\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project (inspiration from <ref name="lock"/>)]]		[[File:Organizational chart project team organization homemade.PNG\|thumb\|500px\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project (inspiration from <ref name="lock"/>)]]

	==== Project team organization ====		==== Project team organization ====
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	Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.		Project team organizations are most applicable in either time-critical, large or international projects <ref name="witte"/>.

	[[File:Organizational chart matrix homemade.PNG\|thumb\|~~450px~~\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]		[[File:Organizational chart matrix homemade.PNG\|thumb\|500px\|''Figure 4:'' Matrix organization example where the project manager partially have authority over the project employees (inspiration from <ref name="witte"/>)]]

	==== Matrix organizations ====		==== Matrix organizations ====

← Older revision		Revision as of 12:22, 4 May 2023
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	==== Staff Line Project organizations ====		==== Staff Line Project organizations ====
	A staff Line Project organization <ref name="witte"/> is an organizational structure often referred to as a ''coordination matrix'' or a ''functional matrix''. This kind of organization chart is used when a project is executed within an organization alongside its regular manufacturing activities. Consequently, the original line of command of the organization and its authority is allowed to continue normally parallel to the project execution. However, this implies that the project manager has no authority over any manager or their staff, and thus the project manager does not have a fixed project team. Accordingly, the project manager must have high skills in dealing with people along with associated skills in motivation and reasoning. An example of a staff ~~Line Project~~ organization is illustrated in ''Figure 2''. Note that the project manager in this figure is called ''Project coordinator'', and the vertical levels generally but not necessarily indicate authority.		A staff Line Project organization <ref name="witte"/> is an organizational structure often referred to as a ''coordination matrix'' or a ''functional matrix''. This kind of organization chart is used when a project is executed within an organization alongside its regular manufacturing activities. Consequently, the original line of command of the organization and its authority is allowed to continue normally parallel to the project execution. However, this implies that the project manager has no authority over any manager or their staff, and thus the project manager does not have a fixed project team. Accordingly, the project manager must have high skills in dealing with people along with associated skills in motivation and reasoning. An example of a staff line project organization is illustrated in ''Figure 2''. Note that the project manager in this figure is called ''Project coordinator'', and the vertical levels generally but not necessarily indicate authority.

	In case conflicts arise and the project manager fails to resolve the matter, the project manager has the opportunity to seek support from the senior management. Hence the project manager can obtain the power needed to accomplish the needed changes to achieve the desired project objectives. This use of the management's authority is equivalent to how the secretary in ''Figure 1'' acquires authority in certain situations <ref name="lock"/>.		In case conflicts arise and the project manager fails to resolve the matter, the project manager has the opportunity to seek support from the senior management. Hence the project manager can obtain the power needed to accomplish the needed changes to achieve the desired project objectives. This use of the management's authority is equivalent to how the secretary in ''Figure 1'' acquires authority in certain situations <ref name="lock"/>.

	The '''advantages''' of using a staff ~~Line Project~~ organization are:		The '''advantages''' of using a staff line project organization are:
	* "''The organizational structure will not be changed''		* "''The organizational structure will not be changed''
	* ''The project organization can be set up and dissolved again quickly''		* ''The project organization can be set up and dissolved again quickly''
	* ''Project staff remain in their departments and can draw their expertise from there''" <ref name="witte"/>		* ''Project staff remain in their departments and can draw their expertise from there''" <ref name="witte"/>
	The '''disadvantages''' of using a staff ~~Line Project~~ organization are:		The '''disadvantages''' of using a staff line project organization are:
	* "''The project manager has no direct right to issue instructions''		* "''The project manager has no direct right to issue instructions''
	* ''Coordination is very time-consuming''		* ''Coordination is very time-consuming''
	* ''Measures are often difficult to enforce''" <ref name="witte"/>		* ''Measures are often difficult to enforce''" <ref name="witte"/>
	Staff ~~Line Project~~ organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.		Staff line project organizations are most applicable in either non-critical and smaller projects or strategic and cross-departmental projects <ref name="witte"/>.

	[[File:Organizational chart project team organization.PNG\|thumb\|400px\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project <ref name="lock"/>]]		[[File:Organizational chart project team organization.PNG\|thumb\|400px\|''Figure 3:'' Project team organization example where the project manager has direct authority over the project employees and all aspects of the project <ref name="lock"/>]]