Project organization
A common obstacle to success in project management is resolving the conflict between the charter of the project manager and the charter of the division or group managers.
The conflict arouse because they are dealing with the same employees, who are recruited to work on a project for their specific competences and in the same time they should bring along their daily assignments.
A referee has to be appointed to settle this conflict before the project can start.
Once the goals are aligned between the project and the groups there are three ways to approach the issue.
Task force project management
In this case the project manager is the new superior of the project participant. The employees are therefore separated from their daily business on a temporally and limited basis and can fully devote themselves to the project with the project manager.
Coordination project management
In this instance the employees are in effect borrowed from their parent group forcing the project manager to bargain with the immediate line manager for their time and resources.
Matrix project management
Here the project employee has two managers. Not only the one line superior but also the project manager will claim a certain authority to issue instructions towards the employee. In this case, it is very important to exactly describe to which authorities the employee shall respond.
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