The most important roles in classic project management:
- Project owner/sponsor or project committee (also steering committee): Individual or committee; decides on the project objectives and provides resources.
IMPORTANT: “The higher the project sponsor is represented in the line organization, the better for the project, as it is given a higher priority and the project sponsor can make most of the decisions themselves.” * - Project manager: Plans, organizes and manages the project together with the project team. Together with the project client, he is responsible for the success of the project.
- Project team: Implements the project tasks. Can in turn belong to and coordinate specialist sub-teams.
The project organization chart (formed from a line organization, the so-called “mixed” project organization)
Simplified explanations:
In many cases, the project organization is formed from an existing so-called staff-line organization (core organization). Other stakeholders such as partners, suppliers, customers, umbrella organizations, etc. may also be represented.
- Blue = project owner: The top level that approves and monitors the project, but also provides the necessary resources.
- Green = Project Manager (PM): The captain of the project, leads the project team and is responsible for successful implementation.
- Yellow = Project team: The team that does the work.
- Gray = project team collaborator: Work for the project team; either directly or in their own sub-teams around a project team member; project team members are usually technical experts.
Why are roles important?
- Clarity: everyone knows what they have to do.
- Efficiency: Avoids duplication of work and misunderstandings.
- Responsibility: Everyone is responsible for their own area of responsibility.
Conclusion:
A successful project needs a clear allocation of roles. The organization chart helps to understand the relationships and ensure efficient collaboration.
Additional aspects of the P organization that can be added depending on the target group and context:
- The magic triangle: time, costs, quality – a constant balancing process. This also applies to project organization. The number of people involved (naturally) has an impact on resources, time and money invested!
- Risk management: Identifying and assessing/weighing up opportunities and risks in relation to the staffing of the P organization. Who is in, who is out? Who do we take with us and when? Do we have a fixed or phase-adjusted project team? Where are the advantages, where are the disadvantages? -> see opportunities & risks
- Communication: Regular exchange between all participants (internally) and with project environments/stakeholders (externally).
Internal communication, in particular meetings in the project team and sub-teams, ties up resources – and is it progressive? Who can actively contribute, who is more passive and “only” a listener, who should remain informed without being present?
Note: This version is deliberately simplified and serves as a basis for further consideration and adaptation. Depending on the target group and context of a project, further details can be added or omitted.
