projectgerichte

Projectgerichte is a Dutch term used to describe an approach or organizational structure in which work is organized around projects rather than around functional departments. In a projectgerichte setup, teams are typically formed to deliver a specific objective within a defined timeframe, budget, and set of requirements. The project manager usually has responsibility for planning, execution, and results, while functional managers provide specialized resources as needed.

Characteristics of projectgerichte organizations include temporary cross-functional teams, a clear project lifecycle (initiation, planning, execution, monitoring, closing), and formal project governance. Decisions are often made within the project’s boundaries, and accountability is linked to the project outcome. Depending on the design, organizations may operate in a projectized form, where projects are autonomous and resources report primarily to the project, or in a matrix form, where resources have dual reporting lines to both project and functional managers.

The approach is common in industries that require flexibility and rapid delivery, such as construction, IT, consulting, and product development. It supports strategic alignment by structuring work around programs and initiatives that deliver concrete results. However, projectgerichte organizations can face challenges such as competition for scarce resources, duplication of efforts, or conflicting priorities between projects and ongoing operations. Successful implementation often requires strong project governance, a competent project management office (PMO), clear authority for project managers, and standardized methods for planning, risk management, and performance measurement.