Projectized Organization: Clear Structures for Clear Goals

The projectizedorganization is an organizational form that creates a separate, independent team for the duration of a specific project. This structure is characterized by a clear line structure in which the responsibility for implementing a specific project lies exclusively with the project team. Unlike traditional organizational structures, the resources are not tied to formal departments, but are directly under the project manager. The employees involved in the project are completely released from their line activities and daily tasks in order to devote themselves solely to the project work.

This makes the Projectized Organization the strongest form of demarcation from the company's core organization. The project manager bears full responsibility, both professionally and disciplinarily. This means that the project manager not only decides on the distribution of project tasks, but also on personnel matters such as hiring, vacations and layoffs.

The basic idea of this organizational form is that the project team works completely independently for the duration of the project and concentrates on achieving the defined project goals. This autonomy enables efficient collaboration because responsibilities and decision-making powers are clearly defined.

The structure of the Projectized Organization is temporarily limited and tailored to the specific requirements of the project. This enables flexible adaptation to the needs of the project and contributes to the rapid implementation of decisions.

1. Resource conflicts

There is a risk of resource conflicts, especially if several projects are carried out simultaneously. Limited resources may have to be shared between projects.

2. High organizational effort

The introduction of a project-based organization requires extensive organizational changes. This high level of effort can pose a challenge for the company.

3. Low flexibility

The structure of a Projectized Organization is geared towards a specific project. This can make changes more difficult because the organization cannot react flexibly to new requirements.

4. Decreasing motivation at the end of the project

Team members may feel insecure about their return to the core organization and their future tasks. This can lead to a decline in motivation towards the end of the project.

5. Spin-off risk

An autonomously operating project organization can lose contact with the rest of the company and develop into an independent company. This risk should be taken into account during implementation.

An example of the use of a projectized organization can be found in the development of and launch of a new product in a technology company. Let's assume that the company is planning to launch an innovative smartphone. To successfully implement this project, the company decides to use a projectized organization.

In a projectized Organization, the company puts together a dedicated team consisting of experts from various departments, such as research and development, marketing, production and quality control. This team is given clear authority and accountability to manage the project independently from concept to market launch.

The advantages of this projetized organization are that the team can react quickly andflexibly to changes in the market without having to constantly seek approval from various department heads. The team's efficiency and innovative strength are enhanced by the clear focus on the common goal of successfully launching the smartphone on the market.

However, challenges can also arise, such as a potential lack of coordination with other company departments or limited resource allocation. To overcome these disadvantages, transparent communication and coordination with other departments as well as effective resource planning are crucial.

As comprehensive project management software, Projektron BCS offers a variety of features that optimally cover the requirements of a projectized organization and enable efficient collaboration between project management, the project team and stakeholders.

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The Projectized Organization, also known as an autonomous project organization, is an excellent form of organization that is particularly suitable for complex and time-critical projects. Its characteristic feature is the clear line structure, in which responsibility for a specific project lies exclusively with the dedicated project team.

The clear demarcation from the core organization allows the project team to focus entirely on the project work without being distracted by line activities. This not only promotes efficient collaboration and quick decision-making, but also increases the identification of the project team members with the project.

The advantages of a projectized organization, such as clear responsibilities, efficient communication, full access to resources and high initial motivation in the team, make it particularly suitable for large and complex projects and for projects with a high degree of innovation.

Despite these strengths, however, challenges must also be taken into account, such as possible resource conflicts, high organizational effort and low flexibility when changes are made.

Overall, Projectized Organization can be considered a powerful tool that enables companies to respond to demanding projects in a targeted manner, while establishing clear structures and efficient communication channels. However, its use should be carefully considered and limited to projects with high significance for the company.