Three basic project management structures were described and assessed as to

their
weaknesses and strengths. Only under unique circumstances can a case be
made for
managing a project within the normal functional hierarchy. When thinking
only in terms of
what is best for the project, the creation of an independent project team is
clearly favored.
However, the most effective project management system appropriately
balances the needs of
the project with those of the parent organization. Matrix structures emerged
out
of the parent organization’s need to share personnel and resources across
multiple projects and operations while creating legitimate project focus. The
matrix approach
is a hybrid organizational form that combines elements of both the functional
and the project
team forms in an attempt to realize the advantages of both.
The second major characteristic of the parent organiz