Based on the experience of different corrective measure undertaken to reform the traditional organisational form, particularly for construction and similar services of "one off' nature, it was strongly felt that there shall be a central authority who can coordinate the functioning of different functional groups by a process of proper integration. This focal authority was termed as project manager. The focal power points in organisation preferred to keep the project manager (or project leader) at the lowest possible management level.
As a first step, it was attempted to have project coordinators in each functional department as shown in Figure 3.5. The technical and other personnels at section level were chosen and temporarily assigned to this project coordinator and returned to their parent sections after completion of project or when the demand in parent section became pressing. This arrangement worked well for coordinating and integrating work in one department, however, when activity requirement spilled over more than one functional unit, interdepartmental conflicts were created. Under such circumstances, the department most involved in the project is preferred and its head becomes the project manager. This structure works best in small organisation where minimal cross communication is necessary.
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| Departmental Project Management |
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