But we're different! ­ organisational context Project processes only work if they are supported by compatible account- abilities, culture and systems (Figure 2.10). The previous sections in this chapter described how many organisations use or are moving toward a staged project framework, but that the environments in which they oper- ate are entirely different. So, when you hear the plaintive cry of `this won't work here, we're different!', you can confidently answer `yes, we are different but we can make it work if we really want to.' The following sections describe some of the wide range of approaches taken by different organisations. Culture Systems Structure Process Figure 2.10 The organisational context for project management and other processes Ensure all your bases are covered. Culture sets out how we behave toward each other, top to bottom and side to side. Structure sets the accountabilities and relationships. Process provides consistency where consistency adds value. Systems make what we do easier, quicker, more reliable and cheaper. Change any one of these and it will impact the others. Structure and accountabilities Organisation structures vary from pure project to pure functional; this impacts the ease of cross-functional working and project management. Figure 2.11 shows the range of organisation shapes and the effect they tend to have on project management. In heavily functionally driven organisa- tions, project managers are generally very weak, disempowered and at the mercy of the functional heads of department. They are often called `project coordinators', which is very apt. In full project organisations, the project managers have greater power and influence over and above heads of department. In the middle is matrix management. This is a much maligned structure but one that can be very effective in organisations which require 34 PA R T O N E · C H A L L E N G E S T O B E F A C E D