Project Management is not necessarily a full-time function - someone from project team can take responsibility for managing the project
Some key PM responsibilities like Budget decisions etc. are out of PM's control
Functional
Team works in separate silos - each silo reporting to a Functional Manager
All the project work typically happens within a particular department - with department's manager (Functional manager) completely in charge of everything
PM has very less authority and works more of an expeditor to get things done on time
PM does mostly admin tasks
Functional manager has complete authority in this org type
Proejct team members report to a FM
Project management decisions are approved by the FM
PMs are assisstant to FMs in terms of getting the work done
No one person responsible for an entire project
Multi-division
Quite similar to functional org as far as PM role is concerned except that they do a bit of coordination as well like hosting meetings, communicating project status etc.
Each division may have a completely different way of managing projects
Each division may be seen as a different company when it comes to project management
Matrix
Many orgs fall in to this category
Functional and Project Managers share authority
Weak Matrix
Functional Manager has higher authority
Functional Managers are responsible for resource related decisions as well as approving all major project decisions
Project Manager is still a coordinator or expeditor in this org
Balanced Matrix
Project team members report to two bosses - PM and FM
Project Managers get people related decisions approved by the functional managers while functional managers also getting project decisions approved by the PM
Strong Matrix
Proejct Manager has a higher authority
Team still reports to two bosses - but since the delivery of the project is more important, PM has a say in people decisions as well as performance assessment
Project-oriented
Teams are organised around projects
After project completion, teams are released to be allocated to new projects
PM has the most power in this org - responsible for budgets, schedule, quality, resources and other areas
Composite
Blends the functional, matrix and projectised org structure
There can be a particular PM model selected on a project to project basis
Virtual
People from different geographies, time zones and even different companies (like external vendors) are part of the team
PMs often facilitate team communications and can have authority over buudgets, resource allocations and other areas
Hybrid
Aim of hybrid organisation can be two-fold -
Bringing in the best practices from different orgs structures in to one
Ensuring orgs can have adaptive life cycles as well as predictive life cycles based on the requirements
Role of PM varies depending on what kind of hybrid model is being adopted
Project Management Office
PMO has full authority over every project within an org
The way PMO functions is highly depended on how it is set up