In fact, in a functional business, you're nothing more than a resource yourself to a functional manager.
There are three main structures that a company can follow.
Well, the different structure in the business helps to determine the power of the project manager in the business.
For example, in a functional company, the project manager has very little power versus in a project oriented business or a project size business where the project manager gains all the power.
So right off the bat, you understand that the structure of the business determines how much power over those resources that you're going to have in the business.
This is a structure that groups staff members according to their areas, areas of expertise, sales, marketing, construction, functional structures require the team members to report directly to the functional manager.
If I jump the gun now and I go to a Project Ties organization, this is a structure where the PM has the greatest amount of authority. The team is assigned to the project on a full time basis. When the project is completed, the project team member moves on to other assignments within the business, sometimes even release.
Now we do have this middle ground where we have a weak balance and a strong matrix.
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