Project-Based Team Structure
Typically, a traditional project-based team structure is most used in most CQV projects. In this type of project team, the project manager is given the most authority over team members and they all report to him or her. This individual is also in charge of creating a project plan and schedule, assembling a team, assigning tasks and responsibilities, and overseeing the project every step of the way.
Functional Project Team Structure
In a functional project team structure, there are multiple functional managers that oversee their teams instead of just one project manager. As the name suggests, those teams accomplish specific functions for an organization, such as manufacturing, engineering or process development and focuses on those functions for the project. Below each leader, the next tier is made up of a group of team members. These team members report to their respective leaders, and the leaders report to the project manager at the top.
Matrix-Based Project Team Structure
A matrix-based organizational team structure is a hybrid between project and functional project team structures. A matrix organizational structure is a company structure where the reporting ladder is in a matrix or grid instead of the traditional hierarchy. This structure means that workers simultaneously report to a functional manager and a project manager. In this project team structure, the project manager may have less authority and leads a team that reports to other leaders. In a balanced team matrix, the project managers and department heads have equal power and team members report to both parties. Keeping the lines of communication open between the project’s various leaders is essential to progress. Under this framework, employees will work on both job obligations and special projects simultaneously.
Project Team Cohesiveness Steps
- Define roles and responsibilities: The Project manager should clearly define the roles and responsibilities of their team members. This information is documented in a team charter, but there are other project planning tools such as a responsibility assignment matrix or RACI chart (Responsible, Accountable, Consulted and Informed) for each project task.
- Define project expectations: The best way to establish communication and keep the project running smoothly is by clearly defining expectations. The most successful projects are led by project managers who lay down ground rules and define expectations from the start. These rules set clear boundaries and the steps to take if something goes wrong. These expectations and ground rules are in writing and are accessible for reference by the CQV team.
- Set project goals & objectives: Project goals and objectives are established by the Project Sponsor and Project Manager. A goal is an achievable outcome that is generally broad and long-term while an objective defines measurable actions to achieve the overall goal. While different, the two terms are often used in unison when working on a project. This is because both are essential to planning and executing a project. Both create measurable steps to reach the desired outcome. These include key performance indicators (KPIs), objectives results, or any other detailed result to be achieve.
- Create a communication plan: Because the project team structure involves so many tiers of individuals, it’s extremely important to keep communication fluid by making a project communication plan. Set regular scheduled project meetings, and require status reports and schedule tracking updates for the team. Set scheduled interdepartmental collaboration time and updates for that Stakeholders know project timing. Set group and one-on-one meetings with team leaders.
MEDVACON and our team of Quality Experts have conducted several CQV projects, some of which involved multidisciplinary teams and others with just one or a few resources. MEDVACON can scale to handle your CQV project.
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