The project organizational structure should follow the originating organization's requirements and policies and the project's particular conditions, and experience from earlier projects, captured as lessons learned, should be used where available to choose the most suitable structure. The structure should be designed to promote effective and efficient communication and cooperation among all participants. The project manager, together with the originating organization, should make sure it suits the project scope, the team size, local conditions and the processes used, which may lead for example to a functional or a matrix structure, and that the split of authority and responsibility within it reflects the split in the originating organization and its structure. The project organization's relationships should be identified and set up with: the customer and the other stakeholders; the originating organization's functions that support the project, especially those monitoring functions such as schedule, quality and cost; and other relevant projects run by that originating organization. Descriptions of jobs or roles, with the responsibility and authority assigned, should be written and documented. The function within the project that is responsible for establishing, operating and sustaining the quality management system of the project should be named, and its interfaces documented, both with the other functions of the project and with the customer and the other stakeholders. The structure should be reviewed on a planned, regular basis to check it is still suitable and adequate.
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