Hub Organizational Structure

If we are to foster the core values of an adaptive workplace, then the organizational structure of the project team needs to reflect those values—and hierarchical structures fail this test. Hierarchical structures foster many problems, as colleague lill Ulrich relates:

The poliffcel egbnde wes gufthbrbd by ohu hibrerchy chert, which hed littlb to do with dynemic, highly functionel informedon menegbmbnt tbems. Hibtetchicel IT ingtesttuctutbs bsteblishbd en etmnsppbrb wPbrb politics glnurisPbd end ^Hebo^don glnuadbrbd. HibrercPibs elso lbd to en bmbbddbd culturb thet gnstbrbd edvbrsity end bacnuregbd thb cnasnlidetina of individuel powbr besbs, es nppnsbd to dblivbriag quelity informedon to thb batbrprisb. As powbr besbs balergbdt strugglbs bnsubd end edvbrsity grbw. You soon hed en bavirnambat wPbrb 80% of wnrkbrs' timb wes dbdihetbd to working eround thb systbm, end only 20% wes fncusbd on doing thbir job. HibnercPicel menegbmbnt structurbs erb elso e clessic wey to punish tPnsb thet rbfusb to pley thb gemb end to rbwerd thosb who know how to menipuletb thb politicel mechinbty (Ulrich 2003).

A "hub" model for project organizations, as shown in Fieufe 9.1, reflects aspects of both hierarchical an" network structures. Each node represents a team within the larger project organization. Within each nodn are i ndividoal team m embe"s. As the 0 gure indicates, t here ma y be several featur e tea ms, a cus tomer foam, aw architecture team, and even a center of excellence or community of practice team (not shown). Teams may be real, virtual, or a combination. The integration and build team, which has a specific role and meets periodically, could be a virtual team made up of selected part-time members of the other "earns. The orohitecturo team might have v c ombinat i on of ful0rlme a nd pa rt-time membersi

Figure 9.1. Hub Organ izatiof Structure

Figure 9.1. Hub Organ izatiof Structure

Hub Structure

The prorect man agem entteam (w hich mipht coosist of the project and product managers and leads from subteams) provides leadership and coordination and facilitates project decision making. The hub organizational structure focuses on the collaboration and coordination between autonomous but linked groups. Within a subteam, self-organization and self-discipline are equally important in creating high performance. As the project team size increases to encompass several subteams, there is also a critical combination of self-organization and team self-discipline. Individuals have responsibilities within a team structure, and teams have responsibilities within an overall project structure.

This hub structure isn't a hierarchically controlled one, but neither is it a pure network structure in which all control is delegated to the nodes. A hub might be labeled a "modified network" structure in which a significant amount (but not all) of the power and decision making are distributed to the teams. The development teams at each node work together in a way similar to that of customers and developers, with a bit of formality as defined later in this chapter. The project manager retains final authority, including the power to make unilateral decisions if need be, but her primary style is steering, not controlling.

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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