The Implementation of Project Management: The Professional's Handbook

By Linn C.Stuckenbruck | Go to book overview

CHAPTER FIVE
ORGANIZING FOR PROJECT MANAGEMENT

James N. Salapatas Manager, Project Control Services Florida Power and Light Miami, Florida

In the past, companies involved in the management of projects placed little importance on the organizational implications of this new form of management. A company merely decided to take on a project, appointed a project manager, assigned personnel, and staked a claim on project management. Although the concepts are simple, project management can be very complex in its application, particularly in its initial appearance in the organization. Ineptly conceived or poorly executed, project management is doomed to failure.


INTRODUCTION

The most traumatic aspect of the process of implementing project management is the extensive reorganization or realigning of the existing organization that is necessary. However, it pays not to get too carried away in completely reorganizing; the more drastic the changes, the more the likelihood of failure. In addition, it must be remembered that the project management organization is an integral part of the existing management structure, and must be compatible with it. The form of project management must be chosen to fit the requirements of each particular organization and management struc-

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