A framework for the management of projects in complex organizations

A technique that provides insights into the possible ways of dealing with the problems of internally selecting a project manager from a complex organization and power balancing in project management between the functional managers and the project manager is described. The project management technique is based on the technology-environment (T-E) model developed to determine the organizational control structure. The basic concepts and parameters of the T-E model and its relevance to the management of projects in complex organizations are discussed. An example of a multinational oil company under a joint venture agreement with a petroleum owner country is presented to illustrate the application of the technique. The guidelines for project manager selection are outlined