,Table of Contents
QUESTION 2.1.......................................................................................................................... 3
QUESTION 2.2: The South African Satellite (SAS) Project: Board Activities and Management
Across the Systems Development Cycle ................................................................................... 5
Question 2.3: Project Structure, Formal and Informal Organisations ....................................... 8
Question 2.4: The Project Manager’s Role, Authority, Umbrella Responsibility, and
Qualifications ........................................................................................................................... 12
References ................................................................................................................................ 17
, QUESTION 2.1
(i) The Concept of "Organic" in Project Organisations
The term organic when applied to project organisations denotes a structural and managerial
paradigm fundamentally distinct from traditional bureaucratic or mechanistic organisational
forms. Drawing from the seminal work of Nicholas and Steyn (2021), an organic organisation
is characterised by its adaptive, flexible, and decentralised nature, standing in direct contrast to
the rigid, hierarchical, and rule-bound structures typical of traditional organisations.
At its core, an organic project organisation embraces uncertainty and change as inherent
features rather than anomalies to be suppressed (Crawford, 2021). Unlike mechanistic
organisations that rely upon formalised procedures, clear chains of command, and standardised
operating protocols, organic structures exhibit several defining characteristics. First, they
demonstrate low formalisation, meaning that job descriptions and procedural guidelines are
broad and subject to modification as circumstances dictate. Second, communication flows
horizontally and laterally rather than solely vertically, enabling rapid information exchange
among team members regardless of hierarchical position.
Third, organic organisations feature decentralised decision-making authority, where
individuals closest to problems possess the latitude to respond without awaiting approval from
higher levels (Kerzner, 2022). This is particularly salient in project environments where timely
responses to emerging challenges can determine project success or failure. Fourth, roles within
organic structures tend to be fluid and multidimensional, with team members frequently
assuming multiple responsibilities and adapting their contributions based upon evolving project
demands.
The organic model aligns intrinsically with systems thinking, which Nicholas and Steyn (2021)
identify as foundational to project management. When a project is conceptualised as an open
system continuously interacting with its environment, the organic form becomes not merely
advantageous but necessary. Traditional organisations, with their emphasis on stability and
predictability, prove ineffective in dynamic environments precisely because they resist the very
adaptability that rapid change demands.
Furthermore, organic project organisations exhibit what the authors describe as horizontalness
(Nicholas & Steyn, 2021)—the capacity to bypass formal lines of authority to enable direct
communication between parties affected by or capable of resolving specific problems. This
horizontal orientation stands as the antithesis of the vertical, command-and-control orientation
QUESTION 2.1.......................................................................................................................... 3
QUESTION 2.2: The South African Satellite (SAS) Project: Board Activities and Management
Across the Systems Development Cycle ................................................................................... 5
Question 2.3: Project Structure, Formal and Informal Organisations ....................................... 8
Question 2.4: The Project Manager’s Role, Authority, Umbrella Responsibility, and
Qualifications ........................................................................................................................... 12
References ................................................................................................................................ 17
, QUESTION 2.1
(i) The Concept of "Organic" in Project Organisations
The term organic when applied to project organisations denotes a structural and managerial
paradigm fundamentally distinct from traditional bureaucratic or mechanistic organisational
forms. Drawing from the seminal work of Nicholas and Steyn (2021), an organic organisation
is characterised by its adaptive, flexible, and decentralised nature, standing in direct contrast to
the rigid, hierarchical, and rule-bound structures typical of traditional organisations.
At its core, an organic project organisation embraces uncertainty and change as inherent
features rather than anomalies to be suppressed (Crawford, 2021). Unlike mechanistic
organisations that rely upon formalised procedures, clear chains of command, and standardised
operating protocols, organic structures exhibit several defining characteristics. First, they
demonstrate low formalisation, meaning that job descriptions and procedural guidelines are
broad and subject to modification as circumstances dictate. Second, communication flows
horizontally and laterally rather than solely vertically, enabling rapid information exchange
among team members regardless of hierarchical position.
Third, organic organisations feature decentralised decision-making authority, where
individuals closest to problems possess the latitude to respond without awaiting approval from
higher levels (Kerzner, 2022). This is particularly salient in project environments where timely
responses to emerging challenges can determine project success or failure. Fourth, roles within
organic structures tend to be fluid and multidimensional, with team members frequently
assuming multiple responsibilities and adapting their contributions based upon evolving project
demands.
The organic model aligns intrinsically with systems thinking, which Nicholas and Steyn (2021)
identify as foundational to project management. When a project is conceptualised as an open
system continuously interacting with its environment, the organic form becomes not merely
advantageous but necessary. Traditional organisations, with their emphasis on stability and
predictability, prove ineffective in dynamic environments precisely because they resist the very
adaptability that rapid change demands.
Furthermore, organic project organisations exhibit what the authors describe as horizontalness
(Nicholas & Steyn, 2021)—the capacity to bypass formal lines of authority to enable direct
communication between parties affected by or capable of resolving specific problems. This
horizontal orientation stands as the antithesis of the vertical, command-and-control orientation
