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The first year of the21st century posed mounting challenges to both, business and public sectors. Guiding principles required to reframe the existing projectized organizations to the requirements of the new era, in the context of the P2M, are summarized as follows:
1) Projectized organizations, to which component projects belong, should exist for the creation of enterprise values.
2) Projectized organizations should not just be frameworks to execute and manage programs or projects; they should embody senior management’s philosophy as to how to continually create new values for their enterprises to stay in market or maintain effective service as going concerns by aligning organizational formats to an evolving portfolio of business or service lines, which are flexible and responsive to end customer needs.
3) Projectized organizations should be consistent with the hierarchy of organizational mission, strategy, derived portfolio of projects and interrelated organizational and operational policy. Blind belief in organizational theories or the creation of organizational units for redundant high-ranking employees or officials that can often happen in Asia should be avoided.
4) Free-form and network type combinations of project teams will growingly seen in manufacturing and
services industry. These principles can be translated into the following organizational mix models in the respective industry branches and public services discussed above.
If we get to the main elements that define the environment for the company (internal and external), it is known in literature as the organisation triangle (market, hierarchy, and networks), from what I see, every company will succeed drawing on these elements, which may be a bit contradicting (as free market will eventually break hierarchy, networks need to be controlled, hence hierarchies appear again).
Why am I referring to this theory, all companies seek to minimise their transaction costs, and build and refine their strategies, structures, and systems to do so. Hence, they will take the appropriate method to reduce that.
Value Stream structure is more applicable to product/service operation, where risks may are low, and essentially, routine is the case, with a bit of continuous development, it works well with defined market demand, and a good sourcing strategy and networks.
Projectised environments on the other side are where we need to develop something unique and special, and where we take risks, hence we need to improve controls to succeed in getting the final outcome that may be new to markets, and need to create many elements.
this is my theory and I haven't made any research about the subject:
stream management implies that somehow one needs to deal with lists, thus one can apply several types of models, most commonly LIFO, FIFO whatever... but this could also require a further analysis between the correlation on streams. The analysis could go on, but to make short long story, the wining part is the one that can pay those professionals that can operationalize the system automatically. So in the latter case enters projectized management that adds singularities to the companies, again ot make short a long story, the wining part is the one that can optimize strategically the system.
It depends on the type of the organization, what it present by what way, and what it products.
