ABSTRACT
Project work really does not fit well with most organizations, primarily because their goals are different. A typical organization is established to maintain repetitive activities designed to repeatedly achieve defined outcomes. A project, on the other hand, must achieve a unique result and then finish. This chapter discusses the problems arising from this incompatibility and recent management innovations to resolve the disconnects and related issues. It begins with a description of matrix management, the problems it can solve, and those it can’t. A detailed review of organizational fixes for this dilemma includes the Chief Information Officer, the Project Management Office, Delivery Management, and the Value Management Office. The author offers suggestions on how these alternatives might be best suited to implement the proposed Delivery Organization.
