Organizational dynamics-Project driven

teams in IT sector

Group 2
Section C

Group members:
AYUSH JAIN (21130)
AYUSHMAN ARUN (21131)
VISHNU PRASAD H G (21132)
S HEMANTH (21133)
JAYANT VASHISTH (21134)
K DEGASREERAM (21135)
KAUSHIK GUPTA (21136)
NIHAL A BHAT (21137)
POOJA REGHUNADH (21138)

SUBMITTED TO
Dr. Nilanjan Sengupta
Table of Contents
Introduction...........................................................................................................................................1
Types of Project Organizational Structure.........................................................................................2
Theoretical perspectives of project driven teams.................................................................................3
Best practices by IT companies..............................................................................................................5
Adobe................................................................................................................................................5
APD Inc..............................................................................................................................................6
Persistent systems.............................................................................................................................8
Godrej infotech limited....................................................................................................................10
Recommendations...............................................................................................................................13
Conclusion...........................................................................................................................................14
Bibliography.........................................................................................................................................15
Introduction
The IT sector is divided into two divisions: software and information technology enabled
services (ITES), and business process outsourcing (BPO). Companies that develop software
in various fields such as the applications internet, systems, home entertainment, database
management, also the companies that manufactures hardware equipment that manufactures
semiconductor and their equipment, and the companies that provide information technology
consulting and services make up the information technology (IT) sector.
Business organizations are revisiting their workforce strategies in response to digital
transformation as a result DevOps and Agile environment is widely embraced which results
in-
 New roles
 New team structures
 New hierarchies
While the allocation of roles and the structure of functional teams varies based on the broader
IT organization, the sorts of functions that IT teams do are consistent. (Scribd, n.d.)
A team's strategy to ensuring that expectations and goals are clear and organized is known as
project organization. When your team uses project management, each person has a separate
position and set of duties. Knowing how to organize a project is a skill that will aid your team
in achieving its goals. A dedicated team is deployed to the project from start till it finishes
under a project-based organizational paradigm. The team includes developers, designers,
project managers, business analysts and testers – basically, individuals who possess all the
necessary talents to complete the project.
Businesses can tackle software projects in two ways: project-based and team-based
organizational structures. Each model has its own set of pros and drawbacks, as well as perks
particular to certain sorts of projects.
Project-based models are ideal for the following situations:
 One-time activities with flexible deadline and which are not linked to another project.
 Also, the project that need the participation of numerous people (such as project
manager, tester, designers etc.)
 As in early stage the various initiatives that needs a complete participation (from
finding problems, requirements gathering for designing, coding, testing, deploying,
and maintaining). (Spiralscout, n.d.)
Models under the teams are ideal for:
 Enhancing your IT workforce, for example, to help with various projects by
strengthening your development resources.
 In progress and mutual projects for which you have in-house resources.
 Projects which have already fulfilled their needs.

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Types of Project Organizational Structure
The organizational structure of a project plays a vital role in identifying the hierarchy of
employees, functional groups, workflow (work breakdown structure), and the reporting in
proper standard operating procedure. It is basically divided into three categories-
 Project Organizational structure
The project manager takes the decision in this structure. Here, the team members are
deployed as per the project requirements and all team members report to the project
manager directly. So, by designing this structure for the project by allocating required
resources to a single project works effectively. Here the main theme is organization
must have enough resources for all projects as it is costly in nature.

 Functional Organizational structure

The project teams work within all various department in a functional organization
structure. The functional manager such as IT manager, marketing manager has final
authority and here project manager reports to functional heads. In this structure the
project manager has least amount of authority. This model is ideal when for an project
where you don’t need much inputs from all the functional units.

 Matrix Organizational Structure

In the above two structure the authority is mentioned clearly but in matrix model here
organizational structure includes a combination of project and functional
organizations which means that here authority of decision making is shared between
project manager and functional head. Members of the team are accountable to both.
(Twproject, n.d.)

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Theoretical perspectives of project driven teams
There are some management theoretical approaches uses by project driven teams in IT sector,
we are going to discuss below those theoretical approaches.

Modern management theory.

To generate effective personnel, this approach combines mathematical analysis based on a

thorough understanding of human emotions and motivation. IT companies are now
employing modern management theory to ensure the accuracy of their job. Managers that
implement this Theory would track employee productivity and performance.

Quantitative theory

This is a simple strategy that involves weighing the risks, benefits, and downsides of any
activity before performing it because this method Statistics, computer simulations,
information models, and other quantitative tools are among the techniques available. into a
company's management, it is known as quantitative management. it plays a highly important
role in the IT industry for proper business analysis. This approach is rarely applied to the
management of a company on its own.

Systems theory

This concept states that to corporate, all parts of organization, from upper level to lower-level
employee must work together. Nowadays, most project-driven teams adopt this strategy to
maintain positive employee-employer relationships. Companies those who take this theory
think that departments and employees should work together rather than separately. The
emphasis in this paradigm is on departmental synergy and interdependence.

Contingency theory

Each circumstance, according to this theory, needs a different leadership style, as a result, no
one theory can be used to run a full office. Fred Fiedler created this notion in the 1960s,
arguing that it is the responsibility of a management to evaluate situation and determine the
effective plan. As we all know, any project nowadays needs a leader to ensure the company's
growth and workforce allocation.

Traditional management theory-

Classical management theory

Employees are only driven by physical and economic necessities, according to the Classical
Management Theory belief paradigm. It necessitates a defined management structure in
which the workforce is separated into three groups: owners, middle management, and
supervisors. Instead of multitasking, this approach sees the workplace as an assembly line,
with each worker performing a specific duty. The corporation frequently allocates the task
separately for more and more productivity, like in the notion of project driven teams.

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Scientific management theory

This theory was proposed by Fredrick Taylor at the end of the nineteenth century. He
believed that employing the scientific method would yield the finest results from office
personnel. To begin, use the scientific method to discover the optimal technique for
completing a task. Then you allocate workers to jobs that are a good fit for their skills and
train them to get the most out of them. Then you must regularly check the personnel to ensure
that they are employing the most efficient approaches. Finally, managers should devote their
time to training and future planning.

Theory X and Theory Y

According to this theory, which was introduced by Douglas McGregor in 1960, there are two
basic management styles, and leaders must select between them based on their employees'
perceived motivation. When dealing with a staff that is unmotivated and dislikes work,
leaders should employ Theory X. To get anything done, managers that embrace Theory X
must use an authoritarian work style. When managers believe their employees are engaged,
self-motivated, and enjoy their work, they should employ Theory Y. Theory Y managers are
more participative in their leadership approach.

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Best practices by IT companies
Adobe
Adobe is a multinational American computer software firm located in San Jose, California
that was founded in Delaware in 1982. It has historically specialised in software for the
creation and publication of a wide range of content, including graphics, photography,
illustration, animation, multimedia/video, motion pictures, and print. Adobe later expanded
into animation and multimedia with the acquisition of Macromedia, from which it obtained
Adobe Flash.
Organizational structure
For most digital implementation projects, a centralised team structure is used. A team lead
oversees each team and reports to the head of digital, ecommerce lead, or product owner.
The merits of using a centralised model in a digital implementation project include
following.:

 Promotes control and consistency

 Unifies budget and strategy
 Helps scalability
 Supports wider business (Adobe, n.d.)

Hybrid Teams
Employees can work remotely or in-house with a hybrid style of team cooperation. Some
businesses have entirely remote employees, while others are always in the office, and yet
others have a combination of the two. Adobe has also declared a permanent transition to a
hybrid strategy. How can you put the hybrid model into practise and lead a team that includes
both in-person and virtual members?
To overcome the problems in working as a hybrid team they took various majors such as:
 Allow for social interactions and spontaneous collaboration.
 Put yourself in the shoes of your remote team members.
 Utilize digital technologies and conduct asynchronous tasks.
 Rethink your workflows to expand hybrid creative work. Balance remote work with
collaboration in optimal physical settings.
 One size does not fit all — flexibility is the norm. (Xd adobe, n.d.)

Recruitment for Teams

The hiring process may be a breeding ground for every human stress and emotion in the
workplace. Managers are frequently under-resourced and pressed for time to fill unfilled
positions. Members of the team may be concerned about how a recruit may affect the group
dynamic. We all desire a well-rounded team with people whose skills and experiences
complement one another. However, studies reveal that the hiring process consistently favours
the "alike" over the "different."
Adobe received various prizes and distinctions in 2021 because of its Dynamic working
culture and improving how a team operates, such as World's 25 Best Workplaces (2021)
Adobe receives top honours for the sixth year in a row for its people-centric approach to
business. The reason behind this is:

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  A longstanding people-based culture committed to values: Adobe can only be as
successful as its workers are glad to come to work here, and we know that our
innovation and financial performance are dependent on the people who work here.
Since 2001, the Adobe Founders' Award has been given to twelve employees each
year. This peer-to-peer appreciation awards programme enables teams all through the
organisation to appreciate those who boost to Adobe's image as a great place to work.
 Progressive people policies: Adobe has demonstrated an unwavering commitment to
its employees by spending in training and development, enabling a culture of
innovation and growth, and offering industry-leading benefits. An excellent example
is the wide range of family-friendly leave policies that address the various conditions
that employees may encounter while establishing a family. We are currently looking
into the fairness of our promotions and horizontal movement, which we have dubbed
"opportunity parity." (Adobe blog, n.d.)
The Organisational Dynamic in Adobe Inc is highlighted from the fact They came up with
“Adobe for All” vision which includes “Adobe for All in Action Series” which is as follows.
Adobe's vision for advancing diversity and inclusion is called "Adobe for All," and they
believe that everyone deserves respect and equal treatment. In their Adobe for All in Action
series, they are looking at how leaders and teams can create a more inclusive workplace. It
consists of five components:
 Appreciate the Uniqueness: Recognize the distinctions in other people's tales and
perspectives.
 Amplify Others: Make sure that everyone's voice is heard.
 Enhance the Team: Think about what a fresh, unique member will bring to the team.
 Rethink your routine: Look for ways to balance meetings, assignments, and social
gatherings.
 Broaden: Speak up for what you require and solicit opinions. (Adobe, n.d.)
APD Inc

Automatic Data Processing Unit Inc. is an American provider of Human Resources

management and software and services. (Wikipedia, n.d.)

Workforce at ADP

 ADP has discovered that using a dynamic team’s approach is the most effective for
their workforce. ADP Workforce Now aims to provide comprehensive HR and
employee management solutions. They use the platform to keep track of all employee
records, wage history, and to process payroll and taxes. In addition, the system keeps
track of employee PTO, holidays, and ACA reporting.
 They use the ADP Learning platform, which has proven to be a useful tool for staff
skill development and new management onboarding. Our organisation has found the
recruitment and talent acquisition solution to be beneficial, and the Career Centre
allows us to reach out to a far larger number of possible candidates.
 There are still official reporting lines like human resources, legal, and IT inside the
matrix linkages that come with dynamic teams, but when it comes to the real work
relating to goods and sales, these silos transcend over formal boundaries to support

6
 projects or objectives. The nature of direct and indirect reporting has changed because
of this.
For example: When a senior leader is given a project and a team to help him or her
complete it, the team will comprise some direct reports from the leader's typical team
as well as those who are not. As a result, additional people with different viewpoints
and skill sets may work together to finish the project.
 Dynamic teams can help other companies better exploit their strengths by allowing
them to apply those skills in new and creative ways. This necessitates matrix leaders
returning to the fundamentals of leadership in a new environment: getting to know
their team members and pushing them to accomplish outstanding work.
 It was able to convert to a paperless records system for everything connected to HR
and people because to the data cloud storage, and it was able to generate robust
reporting for the corporate leadership thanks to the custom reports. (Prnewswire, n.d.)
Effectiveness of the team
 The Benefits Services Team has ensured that employees and their benefits options are
seamlessly integrated upon hire, as well as annual enrolment for all employees.
Untold hours can be saved not just in communicating with all benefit partners, but
also in invoice reconciliation and life event changes.
 Payroll processing is something ADP excels at. This may appear simple, but their
system offers a great deal of flexibility. They had to execute one-time checks, rectify
earlier checks, and amend end-of-year reports, and the payroll team was always
available to assist and guide us through the process. (Techadp, n.d.)
About talent strategy in ADP
 They aim to attract and retain ambitious and passionate.
 They make the people grow in career, challenging tasks, risk taking and create
positive challenge.
 Their journey begins with extensive training and membership
Types of teams used in ADP
 To unlock potential and establish a culture of connectivity based on engagement and
performance, organisations of all sizes must break through silos.
 Even though work is frequently done in groups, HCM systems have not been
designed to allow dynamic teamwork to until. That is likely to change. A flat
organisational structure that unlocks the potential of dynamic teams is the way of the
future of work.
 The competition for talent will continue to be fuelled by a tight labour market, driving
firms to reassess their teams and look for alternative hiring alternatives. Companies
will increasingly try to supplement their employees with highly specialised gig
workers, former, returning workers, and retirees who can enable nimble work to fulfil
their talent demands. (ADP, n.d.)
At present APD uses Cross-functional based approach-

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  The flat organisational structure of ADP complements the company's underlying
beliefs and goals. In favour of decentralised authority and empowered product teams,
ADP minimises unnecessary management layers. This structure appeals to these
empowered associates because it helps them understand their objective,
accomplishments, and accountability.
 From the first project management phases to the final testing and quality assurance
phase, dedicated cross-functional product teams "live with" the product
implementation. Most competitors take twice as long as these seasoned and dedicated
teams to develop new goods. ADP also employs strategic control measures to ensure
that its products maintain their high-quality standards.
 The Product Marketing Council and Product Steering Committee meet on a regular
basis to assess the quality of their products and services in terms of how well they fit
their clients' business needs and how well they function. Managers discuss market
trends and external product advancements, as well as the necessity to alter platforms
or offer new products to ADP, at these sessions.
 The product trio paradigm was recently introduced by ADP, in which product
managers, UI/UX designers, and app developers collaborate from start to finish. As a
result, meaningful talks are continually occurring, and a high level of empathy is
fostered, which is critical in cross-functional teams. (ADP, n.d.)
Persistent systems
Persistent Systems is an Indian multinational technology services company which was
incorporated on 16 May 1990. They are a dependable Digital Engineering and Enterprise
Modernization partner, integrating deep technical understanding and industry experience to
assist their clients in anticipating what will happen next and answering issues before they are
asked. Our clients benefit from their products and proven solutions because they enable them
to see beyond and climb above the competition.
Multi-skilled team
They bring together specialists in design, technology, domain knowledge, and business to
create digital solutions and digitise customer experiences that deliver business outcomes.
Cross function teams
In area of digital strategy and design, Cross-functional teams of strategists, designers and
skilled technologies come together to put user experiences and client experiences. Their
process combines human-centric design thinking with the industry and technical know-how
required to bring ideas to life. (Persistem systems digital strategy, n.d.)
Another example where cross function teams are used is when partnering with MuleSoft
(software company). The teams use frameworks, and industry-specific common data models
to meet client needs. A cross-functional team whose goal is to integrate technology with
business strategy, allowing IT to be more productive and provide ROI through technological
projects. (Persistent systems mulesoft, n.d.)
The company’s team works under 3 attributes-
 Resilience- They deliver high performance and business continuity not only for their
clients, but also for their partners and the communities they serve.

8
 Example- They gave the team complete freedom to work from home. Their crew
rapidly adjusted to working remotely, and the company is glad to say that they didn't
miss a beat in meeting clients' needs and completing all projects on time. This
exemplified perseverance.
 Relationships- As they planned their routes to digital acceleration, their teams
proactively partnered with their clients. They offered engagement models that were
more unique, greater in value, and result-oriented.
Example-Customers, suppliers, and vendors were contacted to assure them of the
company's support. They reached out to all the company's customers' needs, both
evident and hidden, and encouraged the team to See Beyond and Rise Above.
 Reinvention- They are continually reinventing themselves as a solution-focused
innovator, delivering the most sophisticated technologies to their clients and assisting
them in doing so.
Practical applications of the above framework-
 Resilience- Working with HealthTech and FinTech companies to ensure continuity
and engagement during the pandemic while also assisting them in reimagining
systems to enable hyper customised, touchless digital interactions.
 Relationships- Working with software customers to enhance engineering velocity,
grow ecosystems, expedite product roadmaps, and speed to market at every level of
the software product lifecycle.
 Reinvention - Helping corporate software companies redesign their applications,
processes, and infrastructure to accommodate remote workers and services.
(Persistent systems report 2020-2021)
Risk Management Framework
The teams follow a framework to reduce risk. The schematic of it is shown below.

For further assessment, risk categories are classified into financial, operational, reputational,
and compliance perspectives. Each of the functional heads has recognised, prioritised, and
addressed the risks. A Risk Register is kept and updated on a regular basis, taking developing
hazards into account.
To manage these risks, risk owners must implement mitigation measures. Such initiatives are
integrated into day-to-day operations and constantly monitored. If any of the risk indicators
indicate that the mitigation plans are unsuccessful, the risk owners must re-evaluate the
present mitigation plans and, if necessary, propose new ones.
Core values that help employees work as a team-

9
Experiential Programs-
Persistent employees are better aligned with the organisation because to experiential
programmes that cover topics including the company's values, business needs, executives'
expectations, team dynamics, and cross-hierarchical alignment. These programmes were
gamified and jam-packed with people- and business-focused lessons.
The employees were quite enthusiastic about these programmes. The CII National HR Circle
Competition 2018 recognised Persistent's Experiential Programs 2.0 concept – a 2-hour
model of in-house experiential programmes – 1st Runners-up.
Leadership Development-
Building a robust leadership pipeline and bridging existing leaders' skill gaps are part of their
Leadership Development charter, which aims to give them a competitive advantage. In 2019,
they want to focus on improving their business understanding and client engagement.
(Persistent systems report 2019)
Awards and recognitions related to team performance-
 LearningElite-One of the best organizations worldwide for learning and development,
and for exemplary workforce development strategies.
 Healthy Workplace Award-At Arogya World’s 2019 Platinum Healthy Workplaces.
 Bronze award for “excellence in team building engagement” from the Economic
times HR world
Godrej infotech limited
Godrej Infotech Ltd is a software services and consulting company headquartered in
Mumbai, India. Their services range from Business Process Consulting, Infrastructure
Management, Implementation and Global Rollout, Application support & maintenance,
Mobile Development, and Training.
Teams in the company
Through cross functional, cross business, and cross geographic job rotations, the company
gives equal possibilities for individuals to grow both laterally and vertically. This provides
professionals with several opportunities to provide value and achieve their career goals.

10
Problem solving team
Employees are from the same company heads level who work all together for a company’s
growth and expansion, but from they are in different department areas, who come together to
accomplish or to finish a single project which is given by their clients.
 Group consists of 22 members in this project.
 They have members from different department in this project.
 Members are one from planning the project, two members from analysist department,
three members from designing department, four members to implement the project,
five members from to test and integrate the project in market, six members to
maintain the project software and last 1 from finance to look after their cost. Total 22
members in team.
 Each employee or member are experts in their field or department knowledge.
 Everyone works as a team, to bring a solution to the problem.
 Cost of the project must be estimated by the team before starting their work.

Team building in the company for the projects Face AI-Pro Solution for Retail
Creating Effective Teams: Context
Adequate Resources
 To finish this project, they need the effective tools in AI.
Effective Leadership and Structure
 Accepting to do specifics work which they have agreed, and leader will build a team
that fits in such a way that each one should fit together to integrate individual skills.
 In this team leadership was important to look after all the activities of this project, that
the project is going in a smooth and systematic way which company as given and
important in multi-team systems
Climate of Trust
 In this team each everyone where Members must trust each other and the leader
Performance and Rewards Systems that Reflect Team Contributions
 Everyone should work as a team to achieve goal which they have been given in this
project, goal cannot be achieved on individual effort it needs team effort by all the
members in a team.

Creating effective teams: composition

Abilities of Members
 In this project team members are being expertise in AI, solving the face detection and
recognition problem, decision-making process, and good interpersonal skills
Personality of Members
 Having experience in this type of project, Conscientiousness, and agreeableness all
relate to team performance
Allocating Roles and Diversity

11
  Team builder took complete responsibility, that members filled the roles which the
Face AI-pro project need.
 In this project everyone should work as a unity, diversity should not be there so that
we can avoid lower performance in this project.
Size of Team
 In this project there was 22 members all are well knowledge members in the field of
AI.
Members’ Preference for Teamwork
 Leader will understand the mindset of the team members are they are willing to be on
team and have interest to work together with all their team members.

Key role in this project

 Creator: There was one planner in this project who came with an innovative idea.
 Promoter: In this project team leader who had an idea about AI, he promoted this
project to handle it and build team.
 Assessor: There where 2 people who have analysed the client problem, which was
Face detection and recognition of their customer when they visit their shops.
 Organizer: There where 3 designers in this project who designed the software of AI to
their client need.
 Producer: There are 4 members in the team who implemented this project and brought
the finished AI software, and it was ready to test.
 Controller: There are 5 members in a team are to test this software whether it works or
not, that means can it detect and recognize peoples.
 Maintainer: In a team there was 5 members who must maintain the server of this
software and to build according to the need of the client.
 Adviser: Leader has taken the advice of experienced person from the similar project
who has taken in recent project.
 Linker: There is only 1 person the team leader, who will coordinate and integrates the
team in every moment in this project by giving guidelines and helping hands.

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Recommendations
By analyzing above four companies we can say that the team structure of the companies is
based upon the type of product, services, and solutions they are providing.
Our recommendations are based on analysis of above four companies and their market
competitors as it is important to be in line with your respective competition and how one
company can outperform its competitors by making its organizational structure optimum and
sustainable.
Adobe is the IT product-based company, so it follows centralized team structure with hybrid
type of team cooperation. So, we recommend following similar approach to upcoming
product based ITES companies. For example, one of Adobe competitor’s apple inc. follows
hierarchical organizational structure earlier all of the important strategic management choices
were made by Jobs. This hierarchy in Apple's corporate structure has somewhat modified
during Tim Cook's leadership.

At present APD uses Cross-functional based approach this structure appeals to these
empowered associates since it clarifies their goals, successes, and responsibilities. ADP also
uses strategic control techniques to guarantee that its high-quality standards are maintained.
Whereas other players which provides similar degree of enterprise resource planning like
SAP follows a combination of three different structure like Enterprise Structure (Where does
the employee work?), Personnel Structure (What is the employees job function?) and
Organizational Structure (To represent relationships between individual departments and
workgroups).

Persistent systems follow multi-skilled team and Cross function team’s structure. Not just for
their clients, but also for their partners and the communities they serve, they offer high
performance and business continuity. This was a great example of perseverance. As a result,
they were able to create engagement models that were more original, valuable, and outcome
oriented. Looking into same business context/domain company like Cisco Systems have also
changed their approach from silo organizational structure to cross functional team approach.
Godrej infotech limited also follows cross functional team structure approach. Due to this the
corporation provides equitable opportunities for workers to progress both laterally and
vertically through cross-functional, cross-business, and cross-geographic job rotations. This
gives professionals several possibilities to add value and advance their careers.
Most of the successful corporation in ITES domain like Infosys follows functional
organizational structure Many companies utilise a functional structure since it is the most
frequent organisational form. Functional structures have been shown to work effectively in
stable contexts where company strategies are less prone to change or dynamism. However,
the level of bureaucracy in companies makes it difficult for them to adjust rapidly to market
changes.
The most important thing to be learnt from recommendation point of view is that, over the
years emerging ITES giants have made changes to their organisational structure depending
upon the changing market environment. Most of them have went from silo (flat
organisational team structure) to cross functional or multi team structure, hybrid team
structures, whereas most of them stayed on to their traditional organisation structure which at
the end of the day provided them stability and made their business sustainable.

13
14
Conclusion
The right closing of the particular project with post implementation evaluation is the proper
conclusion for a project driven group in the IT sector. The project is not complete unless both
the developer and the client have previously and mutually decided to conclude it.
 The contract closeout procedure may necessitate a thorough examination.
 The Closeout procedure does not have to be completed in one sitting. It does,
however, lay the groundwork for the project to be concluded over a certain period of
time once both parties have fixed all of the difficulties highlighted at the initial close
out sessions.
 Close out may entail a thorough examination of the project, both in terms of the
contract and the many specification papers that have changed over time.
While the project may have been finished from the client's side, it is best not to close it from
the vendor's perspective until a post-project review has been completed. The post-project
review is a last examination of the project with the goal of determining what went well and
what went poorly. The goal is to document lessons learned so that they may be shared with
other project groups and comparable initiatives. There is no set agenda for the post-project
review; nonetheless, it must consider as many elements as feasible in order to extract lessons.
A formal handover of all paperwork, software, and other equipment should also be included
in the post-project assessment.

To conclude this report,

Adobe mainly prioritised Centralised and hybrid teams giving voice to all the team members.
This can be highlighted from the fact They came up with “Adobe for All”
ADP has determined that the most successful way for their staff is to use a dynamic team
approach that is cross functional in nature. When a senior leader is given a project and a team
to assist him or her in completing it, the team will include both direct subordinates from the
leader's regular team and those who are not. As a result, more people with diverse
perspectives and skill sets may collaborate to complete the project.

In the case of Persistant systems, with addition to their cross functional and multi-talented
team structure, their preference in Resilience, Relationships and Reinvention has also been
explained with example in reference to their project. Their risk mitigation and sustainable
leadership development frameworks for long term is stated.
For Godrej Infotech Ltd an example of their live project with respect to their team structure is
analysed.
We hope this report give you a live glimpse of the practices and importance of Project driven
teams which leads to the success of the project.

15
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