Project-based management, definition and implementation

Project-based management is attracting an increasing number of companies that are seeking to become more agile and competitive. Find out all you need to know about the definition, implementation and benefits of project-based management below.  

What is project-based management?

Project-based management aims to organise a company's way of working around the projects to be carried out, with the help of cross-functional teams. Also known as project-based work, this form of management implies redefining the entire organisational model of a company: its corporate culture, communication mode and managerial practices.  

What are the advantages of project-based management?

Project-based management is an innovative organisational model in the spirit of the times. It breaks down the pyramid structure and the silo-organisation of a company and allows the implementation of a matrix structure, favouring collaboration between different departments. Here are some of the advantages of implementing project-based management:

• All layers of the company are involved.
• Communication is transparent, close and transversal.
• Management by project is participative: it favours autonomy, commitment, motivation, and reinforces the feeling of belonging of employees.
• It offers more agility and flexibility, and is particularly advantageous in the context of change management or the advancement of complex projects.
• Productivity and operational efficiency are boosted; project completion times and costs are therefore reduced, and schedules more easily respected.
• The cross-functional nature of project management creates synergies, which strengthens collective intelligence, creativity and innovation.
• Employees are versatile and develop cross-functional skills.

Project-based management offers a real managerial innovation and can greatly increase a company's performance and competitiveness. However, to be effective, it requires rigorous organisation and excellent task coordination.  

How can project-based management be implemented?

The implementation of project-based management can take different forms. Some companies choose to implement it on an ad hoc basis, to solve a complex problem, manage a large-scale project or steer a change process, for example. Others choose to integrate it into the business model on a permanent basis. In this case, it will be necessary to carry out an in-depth reflection to redefine the entire structure of the company:

• Corporate culture
• Managerial practices
• Organisation of services and teams
• Communication flows
• Management and planning tools
• Work habits and methodology
• Hierarchical model

  The objective is to deploy the necessary means to establish a matrix, and an agile and flexible structure. The implementation of project-based management often implies facing certain challenges in human resources management, particularly since this profound transformation disrupts reference points and habits. It is therefore important to communicate, train and guide employees to support them gradually through this change. The role of the manager and their leadership style are also evolving: managers must learn to coordinate cross-functional teams and to manage profiles with a diverse range of personalities and know-how. They must also implement a collaborative management style and encourage the exchange of ideas, collective intelligence and the crossing of skills. In this way, they become a real "manager-coach". In addition, the manager must adapt operational management around the projects to be carried out, and structure the missions around this new model. They can do this by adopting new project management tools and innovative methodologies such as agile methods. Project-based management also implies adapting coordination and communication tools to promote instantaneous and fluid exchanges. Within the framework of a project-based organisation, some companies choose to create a body dedicated to project management: a PMO (Project Management Office), with a project manager who supervises all projects and optimises processes in order to increase performance. A veritable performance and innovation lever, project management remains complex and delicate to implement. As such, it is preferable to seek the services of an interim manager, an expert in change management, to help in this managerial restructuring.