Project team management

Abstract: In the organizational form of project management, team is the most basic. The organizational form and culture of the team are the skeleton of team building, and strengthening the organizational form and culture construction is an important link to build a high-performance team. This paper expounds the organizational structure and culture of the team, and compares it with the Shanghai World Expo Village project team, so as to provide reference for the establishment of large-scale complex project teams.

Keywords: project, team, organizational structure, organizational culture, Shanghai World Expo Village

China library classification number: K826. 16 document identification number: a document number:

1. Theoretical Research on Engineering Project Team

1. 1 project team concept and organizational structure

A project team is a group of individual members who cooperate with each other to achieve the same specific goal. Engineering construction project team is a form of team, and its fundamental task is to work together, coordinate and efficiently under the direct leadership of the project manager in order to achieve specific engineering construction tasks. The project team is a temporary organization and follows clear rules and regulations. Once the project was completed, the team was dissolved.

According to the current international classification, the basic forms of project organization can be divided into functional, project and matrix.

Functional organizational structure is to set up several functional departments within the organization, and have the right to give orders to subordinates within each business scope. That is, all grass-roots organizations accept the leadership of various functional departments. It is conducive to the full play of professional management functions, but it has the disadvantage of undermining the principle of unified command; Project-based organizational structure is relatively simple, project management instructions are consistent, and it is easier to control project cost, quality and progress. However, the project organization is a relatively closed organization, and the implementation of the company's management and countermeasures in the project management organization may encounter obstacles, and team communication basically depends on the project manager; The matrix organizational structure is characterized by dual institutions and dual leadership. It is conducive to the communication between departments and the completion of tasks, and has good adaptability, but it is easy to have unclear responsibilities.

1.2 project organizational culture

Organizational culture refers to the sum total of team consciousness, behavior norms and thinking patterns formed in the long-term practice process and generally recognized by the members of the organization. The characteristics of organizational culture are: organizational culture takes organizational values as the core; The center of organizational culture is humanistic culture; The management mode of organizational culture is mainly soft management; The important task of organizational culture is to enhance group cohesion. Organizational culture is divided into three levels: surface culture, intermediary culture and deep culture, which refer to the material culture, institutional culture and spiritual culture of the organizational culture of engineering projects respectively. Material culture is the most intuitive and expressive part of organizational culture, which includes the parts that people can directly see and feel, such as the project itself, construction process, environment, appearance, machinery and equipment, etc. Institutional culture refers to the sum of all kinds of rules and regulations, construction norms and employee code of conduct with organizational characteristics; Spiritual culture refers to the ideological activities formed and accepted by project team employees for a long time, including organizational goals, organizational purposes, organizational spirit, values, organizational ethics and team consciousness.

2. Team organization and cultural analysis of Shanghai World Expo Village

2. 1 project overview

As the only fully functional living supporting project of Expo 20 10, the Expo Village project mainly provides accommodation and other supporting services for the staff and visitors of participating countries during the Shanghai World Expo. Expo Village is located in Plot G, Pudong, Expo Park. The living area of Expo Village includes four plots A, B, D and J, of which plot A is a five-star hotel and the rest are three-star apartment hotels. The newly built living area is about 330,000 m2, the reconstructed area is about 30,000 m2, and the underground construction area is about 87,000 m2, totaling about 447,000 m2. The commercial service supporting area includes plots C, E, F, H, I and K. The newly-built area of the supporting service area is about 56,000m2, the reconstructed area is about 47,000m2, and the underground construction area is about 1.000 m2, totaling about1.654,38+03,000m2. The total construction area of the project is about 560,000 square meters, and the total investment is about 2.35 billion yuan.

2.2 Key and difficult points of project organization and construction

The construction scale of this project is huge, there are many units and contractors, and the workload of organization and coordination is heavy. Therefore, as the owner, the workload of organization and coordination is very large and difficult. Under the premise of heavy workload in technical coordination and organization coordination of this project, the owner needs to appoint a senior project manager with rich experience in large-scale group projects and hotel project management to lead the project management team, straighten out the organizational relationship of this project, and escort the smooth development of this project and the coordinated construction of various types of work and units. Therefore, establishing and perfecting a professional, efficient and clear project organization and guarantee system is the decisive factor to determine the success or failure of the Expo Village project construction. The establishment of the project implementation organization must consider the following factors:

(1) Defining the division of tasks and management functions among departments, and optimizing workflow and information flow are the basic principles of organizational structure design, so as to minimize the interface overlap between management levels and different departments.

(2) Consider the professional background, work experience of the existing management team members of the owner, the requirements for professional training of enterprise employees, and the organic combination of the engineering management service team and the owner's own management team.

(3) Fully consider the characteristics and difficulties of large-scale hotel group projects and the experience and lessons of other large-scale construction project management institutions, and at the same time consider the future order of design management, project contracting, equipment and materials procurement and construction management.

(4) Make full use of experts' knowledge to add value to the project construction, and put forward solutions or optimization schemes for major key issues through holding expert argumentation and consultation meetings during the project implementation.

(5) We must consider the provisions of China's construction laws and regulations, including project management, investment supervision, bidding agency and construction supervision, and properly handle the relationship between these units and the owners.

(6) End-user orientation is another important guiding ideology of engineering construction, and the project construction must serve the future operation and management. Therefore, we should pay attention to the communication between the operation management department and the hotel consulting unit, so as to serve the operation and management of the Expo and the Expo Village after the Expo.

2.3 Analysis of the organizational structure of the Expo Village

The whole project is a huge and complex system, including many subsystems. At the beginning of the organization, the subsystem goal was unclear and the interface was not obvious. Therefore, the traditional organizational forms, whether functional organizational structure, projectized organization or matrix organizational structure, are difficult to accurately express the complex organizational structure of the project and the differentiated management requirements of the project team. Traditional organizational analysis technology is also difficult to quantitatively analyze the workload and backlog of organizational personnel, let alone communication, coordination and rework? Recessive? Work, so three-dimensional perspective theory (see figure 1) and cooperative work theory are put forward in the organizational structure.

Figure 1 Three-dimensional map of project management in Expo Village

Through the project cooperation mechanism, we can summarize six parameters that affect the project organization, namely, information, culture, objectives, scope, process and resources. The order of an organization depends on information flow, and information cooperation is the most important goal of an organization. Information flow will reflect two fundamental differences between different subsystems in the process of system transmission, namely culture and goal. Because all participants in the organization have their own goals, it seems that all participants are consistent with the goals for the group projects in the Expo Village. In fact, in the chaotic stage of the initial formation of organizations, there is fierce competition among organizations, and the difference of goals is an important reason for information distortion. Culture and goals are defined as the intermediate parameters of organizational projects. Scope, process and resources are three important variables in system operation. They do not directly affect the information cooperation of the system, but have a direct impact on cultural cooperation and target cooperation. These three parameters are defined as quick parameters of the project.

As far as the Expo Village project is concerned, there are many elements, which are interrelated and mutually restricted. The change of one element will affect other elements, so we should pay attention to the application of dynamic control and target control methods in the organizational control of the whole project.

2.4 Expo Village Organizational Culture Construction

The effective control of the construction goal of Expo Village can not be separated from the guarantee and promotion of organizational culture. Because the project teams of engineering construction come from different units and have different or even conflicting ideas and values, these units are all cooperating for the first time and have a stage of coordination and adaptation. These differences are difficult to be completely resolved through contractual relationship, which requires the participants to form a series of codes of conduct such as * * * consistent value orientation, moral concept and Expo spirit, so as to reduce the contradictions and conflicts among the participants and enhance the spirit of cooperation. To this end, during the construction and management of the Expo Village, we should establish? The interests of the Expo are above everything else? Core values are the key to the construction of engineering culture.

The organizational culture of the project is formed under the specific cultural background and project management environment of the group, and the applied culture closely combined with the management practice of the project group is the spiritual understanding of the project construction reached by all the builders of the Expo Village. The uniqueness of the construction and management of the Expo Village is something that the organizational culture must face, because it is the starting point of the research and construction of the organizational culture and an important factor to ensure the pertinence and practicality of the organizational culture.

3. Conclusion:

The whole project of Shanghai World Expo Village is huge and complex, and the organizational structure system is changeable, which needs to be dynamically adjusted in real time according to the actual situation. The project involves owners, design units, consulting units, construction units, supervision units and many other units. Team building and coordination between project teams are very challenging. Faced with this background, the success of the whole project is inseparable from the successful formation and systematic organization of each project team. Therefore, the construction of Shanghai World Expo Village is a successful case of large-scale organization construction management and multi-team cooperation, which is worth learning from all similar projects.

refer to

[1] late Ren Yong. Project management [M]. Beijing: Tsinghua University Publishing House, 2009: 63-83.

[2] Zhao Jinxian, Zhang Lixin, Jiang Jikun. Principles of management [M]. Beijing: Economic Science Press, 20 1 1.227-2.

Project management [M]. Yang Aihua, Min Yang, translated by Wang Lizhen. Beijing: Electronic Industry Press, 2006: 182- 189.

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