Staff line project organization
A project is a unique, innovative undertaking in which the realization of a specific idea is planned within a certain period of time. In order to realize projects, a suitable form of organization is required. There are many different types of project organization . The best known variants are the line project organization , the staff line project organization , the matrix project organization , the pure project organization and the project company . The staff line project organization is often referred to as the influence project organization .
In staff line project organization, the project tasks are carried out by a project team like staff tasks . This is mainly concerned with the search for and processing of information as well as the preparation of decisions, since the project staff are not authorized to issue instructions to the line. Important project decisions are made by the higher-level authorities.
![](https://upload.wikimedia.org/wikipedia/commons/thumb/4/45/Stabprojektorg.jpg/220px-Stabprojektorg.jpg)
features
The staff line project organization is characterized by a weak distinction from the primary organization . The project manager receives a staff position directly assigned to company management . This makes it clear that the project is desired and supported by the company's management.
The staff project organization is typical for companies with a pure line organization in which only a few strategic projects are carried out.
The essential characteristics of a staff line project organization are that the project manager is employed full-time. The project is managed in the form of a staff unit. The project manager has no formal right to give instructions to line workers. Furthermore, the project manager has more of the function of a coordinator. The decision-making and instruction powers - the overall responsibility for a project - always rests with the project manager's superior. ( Lit .: Patzak / Rattay, 2004, p. 118) This now means that in a staff line project organization, the project manager is a staff position without authority. He coordinates the cooperation of the employees, who often come from different departments of the company.
Advantages and disadvantages
A major advantage of this form of project organization is the low organizational effort. The employees who are involved in the project work on their tasks on the project as well as on their routine tasks that they have to perform in the line. Because the organizational effort is so low, it is possible to carry out many projects at the same time in the form of staff line project organization. Another advantage is the flexible workload of employees: when they are not working on a project, they can be used immediately for line tasks.
A significant disadvantage is the project manager's lack of assertiveness. Due to the lack of formal skills, he can hardly take responsibility for the project. However, in practice a project manager often has a stronger influence on the projects than the actual staff conception. In the staff function it is quite possible to influence a project through professional competence, through a high level of information and through a strong personality. ( Lit .: Schulte-Zurhausen, 2002, p. 308f) Another disadvantage is that the actual purpose of a staff unit - relieving the burden on the line - is not always achieved, since the responsibility for a project always lies with the higher-level management unit - in contrast to the project manager - has decision-making and instruction powers. ( Lit .: Kasper / Mayrhofer, 2002, p. 40f) Furthermore, there may be delays in the implementation of the project if the project manager cannot resolve conflicts in the project team and is therefore only able to pass the project on to the higher-level management department after a delay . This unnecessarily lengthens the project.
application areas
This type of project organization is particularly useful when it comes to projects that are not very extensive. The staff line project organization is therefore used with relatively little effort for short and simple projects as well as for special tasks.
literature
- Patzak / Rattay: Project Management , 4th edition, Linde Verlag, Vienna 2004, ( ISBN 3-7143-0003-1 )
- Kasper / Mayrhofer (ed.): Personnel management, leadership, organization , 3rd edition, Linde Verlag, Vienna 2002, ( ISBN 3-7073-0430-2 )
- Manfred Schulte-Zurhausen : Organization , 3rd edition, Verlag Franz Vahlen GmbH, Munich 2002, ( ISBN 3-8006-2825-2 )