There are three commonly used organizational forms. Each has advantages and disadvantages, and it is important to weigh certain
factors in making the optimum choice. It may also be possible to "merge" elements of these basic forms into a hybrid form. There may be overlaps to take into account as a result of employing an unincorporated organizational structure. All these considerations have implications for how the project team is organized. The discussion here also illuminates the roles of different project team members and discusses some behavioral problems that a project manager should anticipate in working with the project team.
The project manager usually has little significant impact on the project’s organizational form. That form itself appears usually as a prerogative of senior management. A project manager is compelled by these circumstances to work this organizational form as far as it can be worked so that meeting the project’s targets is assured. The project or construction manager on site must understand this organizational structure, in all its interactions and relationships. Experienced project managers often re-formulate the organizational structure of the project to fit with their perception of what is best for the development of the project.