Brief introduction of project organization.

For example, if all the staff in the sixth project department are fixed, including vehicles and instruments, we can guarantee the progress of the project when the construction is tense, but when the construction task is not so full, it will cause great waste of manpower and material resources. Musical instruments are not appreciated. Due to the lack of communication, members of different projects cannot enjoy experience and knowledge, which is not conducive to the improvement of professional skills of construction personnel. For another example, at present, in nine project departments of our company, due to various reasons, the construction tasks of individual project departments are not full, and a large number of personnel are idle, while some project department personnel are very nervous. Therefore, in order to maximize the use of resources, reduce expenses and save costs, it is necessary to formulate detailed and accurate construction plans, which is very difficult for Unicom's projects. So this kind of organization is not suitable for the requirements of our unit at present.

Project organization is suitable for enterprises that carry out multiple projects at the same time but do not produce standard products. Common in some companies involved in large-scale projects, such as construction, aerospace and so on.

Examples of project enterprises: design institutes, contractors, supervision companies, project management companies, consulting companies, highly dispersed manufacturers, etc.

Examples of internal departments of enterprises: new product R&D institutions, IT departments and infrastructure departments. Examples of government or other institutions: municipal development institutions, national defense and military project development institutions, research institutions, etc.

In a project-based organization, every project runs like a micro-company. All the resources needed to achieve each project goal are fully allocated to this project, which is dedicated to this project. Companies that adopt project-based organizations do not produce standard products, but their business is projects. Full-time project managers have complete project power and management power over project teams (in functional organizations, project managers can have project power, but functional managers still retain management and technical power over staff assigned to projects). Because each project team is strictly committed to a project, the project organization is established to respond to the project objectives and customer needs quickly and effectively. No matter from a single project or the whole company, project-based organizations are inefficient in cost. Each project must provide salaries for team members who specialize in their work, even if their work is easy at some stages of the project. In a project-oriented organization, in order to maximize the use of project resources and ensure the smooth completion of the project within the budget, detailed and accurate planning and effective control systems are needed.