Staff project organization: An efficient form of project structuring

The staff organization is characterized by a loose connection to the primary organization, often a line organization. In particular, a combination of staff and line project organizations is often used in the form of the staff-line project organization, also known as the staff-line project organization or the staff-line organization. In this model, the project manager is given a staff position directly assigned to the company management, which makes it clear that the project is desired and supported by the top management level. The organization is thus directly linked to the company management via the staff position. The staff position fulfills a coordinating and advisory function. This form of organization is typical for companies with a pure line structure that carry out only a few, but strategically important projects.

The main characteristics of a staff line project organization are:

In the staff organization, the project manager often has no fixed project team, but accesses resources from the existing departments. These resources are procured in close coordination with the heads of the specialist departments. The project manager is responsible for the cooperation of the employees, who often come from different departments of the company.

Projects are carried out parallel to the line tasks of the employees involved. This approach enables flexible employee utilization, as they can be deployed directly for line tasks when they are not actively involved in the project.

The presence of project work in the company is maintained during the staff organization, as the project staff continue to work in their departments. This promotes the transparency of project results and facilitates the exchange of knowledge between the project and line organization.

What is the difference between the staff organization and the influence organization?

The staff organization is often equated with the influence organization, also referred to as the influence project organization or weak matrix organization. However, there are significant differences to the staff or staff-line organization: the influence organization is the simplest form of project organization. It is characterized by the fact that the project organization is completely subordinate to the line organization. The project manager has no direct authority to issue instructions or make decisions to the project staff and can only lead by persuasion. He usually has a position in the line organization himself, acts as an advisor and coordinator, and influences the project through his professional authority and negotiating skills. The actual power often lies with the management or a higher-level department that supports the project.

1. No direct authority of the project manager

A key disadvantage is that the project manager has no direct authority over the project staff. This can lead to challenges in enforcing measures and decisions.

2. Complex coordination and alignment

Since the project manager does not have direct resources, coordination and alignment between different departments requires additional effort. This can lead to delays and loss of efficiency.

3. Difficulties in enforcing measures

Due to the project manager's limited decision-making authority, it can be difficult to effectively enforce necessary measures. This particularly applies to decisions that affect the line organization.

4. challenges in project conflicts

The project manager may have difficulties resolving conflicts in the project team, which can lead to delays andlonger project execution times. The project manager's limited authority can affect the project dynamics. Conflicts can arise not only internally, but also between the project management and line managers: conflicts over prioritization in resource allocation can arise because line tasks are given priority.

5. Higher workload for employees

The project team members remain part of their departments. While this promotes knowledge sharing, it can also lead to a double burden if they have to take on both their regular tasks and project tasks.

An IT company is planning to introduce new software for its customer relationship management (CRM) in order to optimize customer care and sales processes. The management has recognized the strategic benefits and wants to create a sound basis for decision-making before making a major investment.

Since the first phase involves a feasibility study and concept development, the staff organization is chosen as the appropriate project structure. An IT manager with experience in software implementation takes on the role of project manager, but primarily acts as advisor and coordinator, without direct authority over the departments involved.

His main tasks include:

Analyzing the requirements of sales, customer service, and IT.

Evaluating various CRM systems in close coordination with the departments.

Coordinating external software providers for test installations or demos.

Creating a recommendation paper for management.

Since employees continue to work in their regular departments, day-to-day operations remain unaffected. The project manager uses their expertise and communication skills to build consensus across the departments involved.

Should the project move beyond the concept phase and begin the operational implementation of the software rollout, a matrix organization or even a projectized organization may be required. These would ensure that the project manager has sufficient authority to efficiently manage implementation processes, training, and system adjustments.

The staff organization presents project managers with special challenges: Without direct authority, they have to coordinate teams, manage dependencies and ensure an efficient flow of information. This is where Projektron BCS comes into play. The software offers numerous functions that are perfectly suited to the requirements of the staff project organization and help project managers to successfully manage projects – even without direct decision-making authority.

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The staff organization proves to be an efficient solution in specific project scenarios, especially if it can count on the support of high-level instances. The clear structure and the ability to quickly set up and dismantle make this form of organization a practical choice in various business contexts. The project manager acts as an influencer and coordinator, which means that the existing hierarchies remain largely intact.

The adaptability of the staff organization is particularly evident in small-scale projects, short-term projects and special tasks with limited effort. The rapid set-up and dissolution enable an agile structure that can react flexibly to business requirements. Meanwhile, the project staff remain in their departments, which makes the project results transparent and visible to everyone.

Nevertheless, it is crucial to consider the limited authority of the project manager and the associated challenges in implementing measures. The lack of direct decision-making authority requires close coordination between the various departments. Overall, the staff organization remains a suitable option for certain project contexts in which a flexible and quickly implementable structure is required. The project manager plays a crucial role as a link between the project team, department heads and management, which allows them to exert influence and coordinate effectively.