Three Main Project Organization Types
While projects can be organized based on on a function, project, or matrix, matrix is by far the most complex.
The problem with matrix organization of projects is that the project manager has the least control of the resources for the project. Whether it is technical expertise, legal, or any other resources, the project manager will be subject to completing priorities from the departments themselves, loose commitment from the individuals, and competition for the same resources from other projects. Often times, in a matrix organization, simply managing those resources is a full time job unto itself - something that is not even an issue with the other project types. While theoretically the matrix organization looks ideal, it is plagued by hidden obstacles that separate the ownership of the project from the resources performing the work.
The Project Charter is the first template that can really help you - and on smaller projects it can actually be the only one you need! See Method123 PM templates and Method123 Project Management Methodology.
Here's the TenStep post on "Three Main Project Organization Types":
The project organization is described in the Project Charter. The way that the project team is organized is directly related to the way the entire organization is structured. There are three major organization structures to manage work and people.
In a functional organization, a project team is generally staffed with people from the same department. All the resources needed for the project team come from the functional organization. For instance, if the project is related to the finance function, the project resources come from the Finance Division.
Another way a project is staffed in a functional organization is by executing portions of a project in separate functional organizations. For example, let’s say that a large project needed resources from the Finance, Purchasing, IT and Manufacturing departments. In a functional organization, the project would be broken down by organizational unit and each unit would do its own part relatively independently. At the end, all of the independent solutions would be integrated into one final solution.
The biggest advantage of functionally-based projects is that there is usually clear authority, since the project managers tend to also be the functional managers. You also do not need to negotiate with other organizations for resources, since all of the staff needed for your project will come from the same functional organization.
A major disadvantage of the functional organization is that your functional area may not have all of the specialists needed to work on a project. A Finance project with an IT component, for instance, may have difficulty acquiring specialty IT resources.
When projects are large enough, it's possible to form functional departments around the project team. This is especially practical when a large program has hundreds or thousands of people assigned over a long period of time. Advantages include clear authority, since the project manager is also the functional manager, and a clear focus, since everyone on the team has only the project for their primary responsibility.
One disadvantage is duplication of resources, since scarce resources must be duplicated on different projects. For instance, a large project may have its own Human Resources staff, which could duplicate a central Human Resources Department. There can also be concerns about how to reallocate people and resources when projects are completed. In a functional organization, the people still have jobs within the functional department. In a project-based organization it is not so clear where everyone is reassigned when the project is completed.
Matrix organizations allow functional departments to focus on their specific business competencies and allow projects to be staffed with specialists from multiple functional organizations. For instance, a Legal resource might report to the Legal Department, but be assigned to a project in another department that needs legal expertise.
The main advantage of the matrix organization is the efficient allocation of all resources, especially scarce specialty skills that cannot be fully utilized by only one project. The matrix-based organization is also the most flexible when dealing with changing business needs and priorities.
The main disadvantage is that the reporting relationships are complex since many people have multiple work managers - both a functional manager and one or more project managers. Staff members need strong time management skills to ensure that they fulfill the work expectations of multiple managers.
The matrix-based organization is the most common. Can you tell which model your organization uses?