Summary of Chapter 3

This chapter examines two important parenting factors that affect the implementation and
completion of projects. The first is the formal structure of the organization and how it plans and
manages projects. Although a lot is said about each project manager about how a company
manages projects, it should also consider the strengths and weaknesses of different methods in
addition to the options available. The three infrastructure for project management are defined and
evaluated for their weaknesses and strengths. Different situations arise to host a project only
under normal circumstances. The creation of an independent project team is clearly selected
when the project is considered only in terms of qualification. However, the most effective project
management system balances the needs of the project with the parent company. Creating a parent
structure shifts the focus of an official project beyond the parent company’s need to allocate
employees and resources to multiple projects and activities.

The manufacturing division is responsible for developing new production methods based on
these new production details. It is the responsibility of the marketing department to identify the
stores that are most in demand and to balance demand and prices. The project is usually managed
in a short way and the project becomes part of the senior management programs. Depending on
the type of project, the work environment plays an important role in project completion or where
effective execution is most often used where there is greater interest in the success of these tests,
the senior manager in this field is responsible for the project. To coordinate. For example, the
transfer of equipment and staff to a new office is arranged by a senior manager in the factory
facilities department. Similarly, the Information Systems Division manages the Project
Management System Development Project. In both cases, most of the project work is done in a
specific section and contact with other sections is done through the same channels. On the other
side of the scope of the building is the construction of a separate project team. These groups act
as a separate entity for the entire parent company. Typically, a full-time project manager is hired
to form a core team of professionals who work full-time on a project. The project manager hires
the necessary staff inside and outside the parent company. The following team will be physically
separated from the parent company and given parade instructions to complete the project. The
Matrix method is a hybrid company that combines functional and project team elements to see
your two interests. The second major aspect of parent organization discussed in this chapter is
the concept of organizational culture. Organizational culture is a model of beliefs and
expectations shared by organization members. Culture includes ethics, traditions, shared values
and "rules of the game" of harmony and progress in the organization. Project managers need to
be “culturally sensitive” so that they can develop appropriate strategies and responses and avoid
violating key principles that undermine their performance in the organization. The interaction
between project management structure and organizational culture is complex. In some
organizations, we suggest that culture promotes the implementation of projects.

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The project management structure implemented in this context plays a minor role in project
success. On the other hand, in some societies where culture prioritizes internal competition and
loneliness, the opposite may be true. Organizational culture and organizational structure are one
of the most researched concepts in the organization sector because they have a strong influence
on the behavior and performance of the organization and on the members of the organization.
The paper starts with the idea that two concepts are interconnected, so if they are identical, they
can have a powerful impact on an organization’s performance. If culture and organization are not
conducive, there can be serious conflicts and problems that affect the organization’s performance
and its outcomes. It is therefore important to know how the culture of an organization and its
structure affect each other.

Current practices, cultures and ethics hinder effective project management and project
management structure plays a key role in the successful implementation of projects. At the very
least, in adverse cultural conditions, the project manager should have more authority over the
project team; In critical situations, companies must physically assign teams of dedicated teams to
complete important projects. In both cases, the management strategy is to avoid project work
from the dominant culture so that a good “culture” can emerge among the project participants.
Organizational project management structure and organizational culture are the major
environmental factors in undertaking a project. The following chapters focus on how project
managers and professionals can successfully complete projects in this area.