In project-driven companies, the creation of a project management division is readily accepted as a necessity to conduct business. Organizational restructuring can quite often occur based on environmental changes and customer needs. In non–project-driven organizations, employees are less tolerant of organizational change. Power, authority, and turf become important. The implementation of a separate division for project management is extremely difficult. Resistance can become so strong that the entire project management process can suffer.
Recently, non–project-driven companies have created centers for project management expertise. These centers are not necessarily formal line organizations, but more informal committees whose membership may come from each functional unit of the company. The assignment to the center for expertise can be part-time or full-time; it may be only for six months to a year; and it may or may not require the individual to manage projects. Usually, the center for expertise has as its charter:
● To develop and update a methodology for project management. The methodology usually advocates informal project management.
● To act as a facilitator or trainer in conducting project management training programs.
● To provide project management assistance to any employee who is currently managing projects and requires support in planning, scheduling, and controlling projects.
● To develop or maintain files on “lessons learned” and to see that this information is made available to all project managers.
Since these centers pose no threat to the power and authority of line managers, support is
usually easy to obtain.