As contractors began to understand project management better and stronger cost control became a requirement, the definition of success changed. Succe… - Harold Kerzner

There are always “class or prestige” gaps between various levels of management. There are also functional gaps between working units of the organization. If we superimpose the management gaps on top of the functional gaps, we find that companies are made up of small operational islands that refuse to communicate with one another for fear that giving up information may strengthen their opponents. The {[w|project manager}}’s responsibility is to get these islands to communicate cross-functionally toward common goals and objectives.

Today, excellent companies realize that project failures have more to do with behavioral shortcomings — poor employee morale, negative human relations, low productivity, and lack of commitment.

There is no such thing as a good or bad organizational structure; there are only appropriate or inappropriate ones.