Organizational models of structures of project activities

We again return to the issue of organizational structuring of project activities. This time we have to study in more detail the issue of how the project management structure can be integrated into the organizational structure of the entire company, which is the project manager. It is proposed to consider in detail the advantages and disadvantages of possible organizational models of such integration, to determine the factors influencing the choice of the most suitable option for the dominant culture and established management practice.

Project participants from the perspective of its organization

The organizational structure is often called a rigid decomposition of the system of power in a controlled system of relations. But does the project have the features of an organizational unit? It is safe to say that it has, regardless of which more general system of power ties it fits into: functional, project-oriented or otherwise. It should be noted that we are considering commercial organizations that have overcome the stage of "Childhood" and have passed the first stages of "Youth". That is, we are talking about entities that conduct a fairly large-scale activity and have developed regular management.

An organizational structure in the general theory of management refers to such a device of a management system, which is characterized by a set of allocated organizational units (officials and subdivisions led by them). In addition, lines of power interaction from the subjects of management and the relationship between structural units as objects of management are built in the structure.

There are two groups of organizational structures involved in the regulation of the company's project activities.

  • Permanent.
  • Temporary.

The first group includes the strategic structural level. It is also called the level of the top management of the organization. On this bridgehead, the strategic goals of activities, investment policy and tactics of investment processes are determined. Project curators are appointed and their leaders are approved, budgets are allocated, resources are allocated, and project activities are monitored. Here are the actions:

  • the sole executive body represented by the CEO;
  • the board of directors;
  • the development (investment) and innovation council;
  • project committee;
  • budget committee;
  • portfolio directors (s).

The operational level of permanent bodies is associated with the organization and development of project activities in the company. Bodies such as a project office or even an entire project management service, including a system of project offices, including offices of functional divisions, are represented here. Often, line managers and heads of functional departments of the organization are connected to the operational level.

If you go from the level of the entire organization to the size of a local project, then the scheme presented above allows you to focus more deeply on the structural links between the development strategy and the actual implementation of a separate project. This helps to more clearly represent the organizational model of the project activity of the enterprise, which, with varying degrees of interpretation, is replicated throughout the entire investment portfolio. The next section will focus on temporary organizational structures, namely project team structures.

Temporary Organizational Structures

Organizational models of structures of project activities

In the "Organizational plan" section, a comprehensive justification of organizational measures is given in accordance with the main stages of the business plan implementation. This section is devoted to the enterprise management system and its personnel policy. The section structure may look like this:

key management personnel;

professional advisors and services;

social development plan;

legal support of the firm's activities.

Separately, the rationale for the staffing of the organization, the choice of a rational system for managing production, personnel, supply, sales and the organization as a whole are given. At the same time, they indicate the capabilities of the initiators of the project in the selection and training of personnel, the ability of the management team to implement this project, determine the necessary qualifications and the number of specialists, justify the introduction of multiple shifts in work.

This section is necessary due to the fact that funds are usually invested in specific people, not in an idea. The team that implements the project is the key to its successful implementation. The investor's interest in business and belief in success often depend on the business qualities of the staff. The importance of this section is confirmed by the fact that 98% of failures in small business are due to poor management, and only 2% - to reasons beyond the control of the enterprise.

In the process of organizational planning, the organizational structure of the enterprise is formed, which is defined as:

a set of formalized tasks assigned to employees and departments;

formal accountability relationships, including lines of authority, responsibility for decisions, the number of levels of hierarchy and the rate of governance;

development of systems that ensure effective coordination of the activities of employees and departments.

The project management structure cannot be viewed in isolation without the corporate-wide context of the organizational model. The article discusses the forms of integration of design structures into the organizational

Among all sections of the business plan:

  • Cover Page
  • Confidentiality Memorandum
  • Executive Summary
  • Investment Plan
  • Marketing plan
  • Production plan
  • Organizational plan
  • Financial plan
  • Risk analysis

it is the organizational plan that describes the project staff, initiators, their shares in project management, qualifications and remuneration of project managers, as well as staff motivation.

If you are writing a business plan to receive investments for the development of an already operating enterprise, you will need to prove to potential partners that its organizational structure is as effective as possible. If you are just planning to open a company, production or retail outlet, you will need to describe in detail how you are going to ensure the operation of the new business.

All information related to the management of the enterprise should be presented in a section called "Organizational plan". Moreover, it is this point of the business plan that will prepare the ground for writing the financial section of the project.

Business Plan Organizational Plan Structure

Legal form

First of all, in this section it is necessary to justify the choice of the form of activity. Indicate whether you are an individual - individual entrepreneur, or the founder of an organization - LLC or JSC. In the latter case, it is imperative to list the governing bodies and their powers, the composition of the founders and their rights and obligations. After that, it is necessary to describe the organizational structure of the enterprise.

Organizational structure

Organizational structure is the composition, system of relationships and functions between the various departments of the enterprise, each of which is responsible for its own area of ​​activity and is part of the hierarchical system of the organization.

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NON-STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"VOLGOGRAD INSTITUTE OF BUSINESS"

Department of Economics and Management

Discipline Enterprise Economics

Topic Business plan of the enterprise and methodology for its justification

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