Types of Organizational Structures in Project Management

D.

The answer is likely to be either a balanced matrix or a strong matrix organizational structure.

In a functional organizational structure, team members report to functional managers and are assigned to projects as needed. In this type of structure, the project manager has limited authority and is primarily responsible for coordinating project activities and ensuring that the project is delivered on time and within budget. The project manager is not responsible for managing team members, and performance feedback is typically provided by functional managers.

In a projectized organizational structure, team members report directly to the project manager, and the project manager has full authority and responsibility for the project. In this type of structure, the project manager is responsible for managing team members, including providing performance feedback to team members' managers.

A matrix organizational structure is a hybrid of the functional and projectized structures. In a matrix structure, team members report to both a functional manager and a project manager. The project manager has moderate to high authority over team members and is responsible for managing the project and providing performance feedback to team members' managers.

A balanced matrix structure is a matrix structure where the project manager and functional manager share power and authority. The project manager is responsible for managing the project and coordinating activities, while the functional manager is responsible for managing team members and providing performance feedback.

A strong matrix structure is a matrix structure where the project manager has more authority and power than the functional manager. In this type of structure, the project manager is responsible for managing the project and team members, including providing performance feedback to team members' managers.

Based on the responsibilities outlined in the question, the new project manager is expected to coordinate project schedules, manage to the triple constraint, and provide performance feedback to team members' managers. This suggests that the project manager has moderate to high authority over team members and is responsible for managing the project and team members, which would be consistent with a matrix organizational structure.

Therefore, the answer is likely to be either a balanced matrix or a strong matrix organizational structure, depending on the relative power and authority of the project manager and functional manager in the organization.