To a lesser degree, a company's organizational structure can get in the way of, or help support, the overall success of a project. Culture, on the other hand, is not easily changed. Culture can take years for a large organization to develop a culture of excellence.
Some organizational structures can definitely impair one's ability to deliver projects. One's organizational structure may also impede the ability to share resources. For instance, if a project team needs a resource with a specific expertise; one may not be able to easily share that person with another functional area. Some of this is also related to the company's culture.
A number of organizational factors support or inhibit the ability of the project managers (PM) to be successful. Granted, culture is a broad term, but the organizational culture plays the biggest role in whether a project manager will be able to deliver projects successfully.
Organizational structure can also help or hinder a project manager's success rate. The structure can determine how well the manager focuses on projects and how easy it is to share resources between organizations. If one attacks the broader cultural problems, there will be a positive effect on many of the organizational barriers to success as well.
The project leader is concerned with project management; such as budget, schedule, resource planning, external conducts, and team motivation. The PM is responsible for process observance and contributes to system analysis and structure. A project leader will only run one major project at a time. A project leader must possess personality attributes: decisive, communicative, team player, able to guide and mentor others, stress resistant, taking initiative, and taking responsibility (ABB 2005).
The role of a project leader is important in completing the success of a project. The role goes hand...