The standard for project management

Functionalized structures.

 Some organizations are structured on a spectrum ranging from highly projectized 

to matrixed to highly functionalized. Projects with highly functionalized structures may find general resistance to 

collaboration across its organization.

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Size of project deliverable.

 Reducing the size of a project deliverable will motivate more frequent handoffs 

across departments, and thus more frequent interactions and a faster flow of value across the organization.

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Allocation of people to projects.

 Another approach is to ask for a single person from each department to be 

temporarily, yet fully allocated, to the highest priority project.

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Procurement-heavy organizations.

 Some organizations choose to implement projects primarily through 

vendors. Although project goals may be clear, vendors have a responsibility to look after their own financial 

viability. Moreover, once vendors complete their obligations and leave the engagement, the associated project 

knowledge goes with them. This limits the internal competencies needed for sustained flexibility and speed. Agile 

techniques such as retrospectives and follow up on possible improvement areas when the vendor is still engaged 

can help mitigate loss of product knowledge.

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