More organizations use hybrid models for their project and program management disciplines than centralized or decentralized models. However, organizations using centralized, decentralized, and hybrid project/program management structures perceived their type of structure to be highly effective in equal numbers.
Many best-practice organizations differ from one another in the way they structure project management disciplines. Some employ an enterprise-level project management office, while others adopt a hybrid structure in which there are overarching offices to which program managers representing their business units report. As such, organizations vary when choosing project and program management discipline structures to fit their enterprises' individual needs.