Line project organization

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In line project organization , a project is incorporated into the respective functional area of ​​a line organization . The project manager reports directly to the head of the specialist department. This can be a disadvantage, as the project manager is dependent on the intentions of the department head.

Projects are used when tasks cannot be satisfactorily solved within the framework of the primary organization . Project organization , which is a form of secondary organization , is used to carry out such projects . This is a structural form that is set up in parallel to an existing primary organization. They therefore do not interfere with the existing organizational structure . Existing department or division heads retain their basic authority to issue instructions. In certain matters - the project objects - the project employees are also subordinate to a project manager. A project organization can be recognized by its time limit, the clearly defined tasks and the differentiated internal structure in structure and process. A distinction is made between line, staff and matrix project organization .

In contrast to the other forms, the line project organization is characterized by the extensive skills of the project manager and the mostly spatial and temporal concentration of the project team. It also differentiates most strongly between primary and secondary organization. In the structure of the line project organization, an organizational unit is formed from all project employees, which is under the direction of a project manager. For the implementation of the project, the project employees are removed from the existing organization and combined spatially. The task of the project manager is to coordinate the dates, costs and the service creation process. He himself is usually subordinate to a superior and is responsible for the implementation of the project. The project manager is therefore in the position of line manager. The project staff will be subordinate to him for the duration of the project, both disciplinary and technical.

This leads to a parallel or secondary organization with a high degree of independence. Therefore, and due to the full concentration of the project team on the project, the project team members identify more with the task, which can be expressed in an increased willingness to cope with difficulties. The line project organization enables quick project-related decision-making and high flexibility.

A great danger is not only that the traditional hierarchy with its strengths and weaknesses is reproduced within the project . The position of the employees, their workload and the reintegration into the primary organization represent considerable problem areas. Employees from different departments are assigned for the duration of the project. This means a qualitative and quantitative weakening for the departments concerned. This means that there is a risk that the departments will try to send those employees who are the least absent in the department. Above all, it is up to the client to ensure that the project team is correctly composed . During the project duration, there may be different workloads of the staff. In this form of organization, idling on the one hand and overloading on the other hand cannot be ruled out. Regarding the reorganization, it can be difficult for the project members to return to the old, often petrified structures. Tensions mainly arise when the project member did not represent the interests of the department in the course of project implementation.

Differentiation between primary and secondary organization

Since the line project organization differentiates between primary and secondary organization more than other forms, it requires a high degree of problem awareness on the part of the line departments. The establishment and the start as well as the conclusion are therefore generally critical phases. During the project, however, this form of organization enables a comparatively high level of stability.

An independent project organization does not generally have to be set up to solve project tasks . The project can also be integrated into the given organizational structure . This is especially true for functionally oriented projects such as B .:

  • Market launch projects that serve to introduce new products to the market.
  • Development projects that are used to develop new products in production.
  • IT projects set up in the administration to improve information and communication technology.

The area of ​​application of the line project organization particularly includes the area of ​​extensive, long-lasting, difficult and intensive projects. Typical fields of application for this form of organization can be found in plant construction, civil engineering and research and development. In extreme forms the line project organization this can the primary organization to push back a few central areas and are themselves the primary organizing principle. These structures can often be found in research-intensive organizations and companies in plant, building and civil engineering.

Advantages and disadvantages

advantages

  • Better coordination through professional assignment
  • Skilled employees do not have to be passed on to other specialist departments
  • Area resources are immediately available for the project

disadvantage

  • The importance of the projects is not clear in the organizational structure
  • The position and assertiveness of the project manager depends on the intentions of the department head
  • Less identification of the company management with the project

literature

  • Manfred Burghardt: Introduction to Project Management . 3. Edition. Publicis-MCD-Verlag, Munich 2001.
  • Oskar Grün: Concise dictionary of the organization . 1992.
  • Helmuth Kasper, Peter Heimerl, Jürgen Mühlbacher: Human Resources Management Organization Linde Verlag Vienna, Vienna 2002.
  • Manfred Schulte – Zurhausen: Organization . 3rd edition, Verlag Franz Vahlen, Munich 2002.