Re-tooling the project-driven organization

To compete more effectively, organizations are increasingly relying on projects as a method to develop and deliver the offerings they provide to their clients. As a result, the functional-oriented business culture--driven by mass production--is slowly transforming into a project-focused business. This article discusses why and how today's organizations are increasingly transitioning their corporate structures into project-based enterprises. In doing so, it defines two types of business organizations--the project-driven model and the functional-based model; it identifies examples of each type and lists six traits characterizing the next generation of project-driven organizations. It details the factors that will enable organizations to restructure themselves into project-based enterprises, pointing out the key elements now shaping each factor's evolution. It then suggests how organizations will evolve in coming years as they evolve to meet the requirements of working in the technological age; it discusses how teamwork affects a team's and an organization's performance, noting how effective collaborations--and not simply improved communications--enables project teams to excel. It also overviews the concept of integrated information systems and defines the three processes--from a model developed by Rudolph Boznak--that can help project-driven organizations integrate their strategies and processes.
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