6. Organizational Alignment
This chapter presents tools and concepts to help you review the roles, responsibilities, and structure of your organization to integrate project management successfully. While these tools and concepts are relatively simple, you may discover a significant cultural push-back when you attempt to address this issue. I first examine the origin of this resistance and then suggest mechanisms for successful integration.
Managing Projects in a Process-Oriented Organization
Since Henry Ford developed mass production (and probably well before that time), most organizations’ structures have been based on process and operations, not projects. If projects didn’t exist, the common matrix management structure would work quite well. ...
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