- What does a simple org chart say about the project management philosophies of a construction company?
- What positions on the org chart operate within the greatest levels of authority – PM or Super? – why?
- Why do some companies implement a ‘strong’ or “full charge” model while others utilize a more ‘reliant’ model for their PMs?
- Does it even matter?
- How and by whom are these models formed?
- Can both models co-exist within the same company? Should they?
- Are there distinct advantages or disadvantages associated with either or both models?
- How is the bottom line affected?
“Okay”, you say. “What’s the answer?” I wish it was that simple. There are so many considerations, and yes it comes down to the company’s philosophy of project authority and control. Over the next few posts, I’ll work though the questions posed here and explore the ways in which great construction companies employ the different PM models.
Meanwhile, I’m facilitating a PM Boot Camp in San Diego on Thursday 9/25/14 so it’s just around the corner. But there’s still time to register.
Hope to see you or your personnel there.