taking smaller bites with pmp-bite series - pmp chapter 1 part 3 (organizational structure)

maywongmeiching82@gmail.commy.linkedin.com/in/maywongmeiching1

May Wong, PMP

Image courtesy of zole4 / FreeDigitalPhotos.net

maywongmeiching82@gmail.commy.linkedin.com/in/maywongmeiching1

May Wong, PMP

taking a smaller

BITEof PMP

CHAPTER 1

PART 2a PMP-BITE series

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

HELLO.Armed with more than 10 years of experience in marketing. Specializing in Project Management of activation campaigns, conferences, events & exhibitions.

Bitten by the travel bug and an explorer at heart.

Loves dogs.

@mayscloset

MAY WONGPROJECT MANAGER @ SHELL INTERNATIONAL

Part1 Part2 Part4Part3

Project Program Portfolio PMO

Time Cost Scope Resource Quality Risk

Functional Projectized Matrix

Product Lifecycle Project Lifecycle

4’P’s ConstraintsOrganizational

StructureLifecycle

ONECHAPTER

taking smaller bites…

Part1 Part2 Part4Part3

Project Program Portfolio PMO

Time Cost Scope Resource Quality Risk

Functional Projectized Matrix

Product Lifecycle Project Lifecycle

4’P’s ConstraintsOrganizational

StructureLifecycle

ONECHAPTER

taking smaller bites…

PART

ORGANIZATIONAL

3

STRUCTURE

5Organizational

Structure

Strong Matrix

Balance Matrix

Weak Matrix

Projectized

Functional

ORGANIZATIONALSTRUCTURES

FUNCTIONAL

PMBOK 5th Edition

Easier management of specialistTeam members report to only one supervisorSimilar resources are centralized – grouped by specialtiesClearly defined career paths in areas of work specialization

People place more emphasis on their functional specialty to the detriment of the projectNo career path in Project ManagementThe project manager has little of no authority

Advantages Disadvantages

Most common form of organization

Least preferred by project managers

PROJECTIZED

Efficient project organizationLoyalty to the projectMore effective communication than functional

No ‘Home’ when project is completedLack of specialization in disciplinesDuplication of facilities & job functionsMay result in less efficient use of resources

Advantages Disadvantages

No job security

Preferred by project managers as they have full

control

PMBOK 5th Edition

STRONG MATRIX

PMBOK 5th Edition

PMBOK 5th Edition

BALANCE MATRIX

WEAK MATRIX

PMBOK 5th Edition

WEAK MATRIX

Project Coordinator

Project Expediter

This position is similar to the project expediter except the coordinator has some power to make

decisions, some authority, and reports to a higher – level manager.

The project expediter acts primarily as a staff assistant and communications coordinator. The

expeditor cannot personally make or enforce decisions

MATRIXHighly visible project objectivesImproved project manager control over resourcesMore support from functional areasMaximum utilization of scarce resourcesBetter coordinationBetter horizontal & vertical dissemination of informationTeam members maintain a “home”

Extra administration is requiredMore than one boss for project teamsMore complex to monitor and controlResource allocation is more complexNeed extensive policies and proceduresFunctional managers may have different priorities than project managersHigher potential for conflict

Advantages Disadvantages

HOW WELL DID YOU PAID ATTENTION? PART

ORGANIZATIONAL STRUCTURE

3

EXERCISE 1

Two project managers have just realized that they are in a weak matrix organization and that their power as a project manager is quite limited. One figures out that he is really a project expediter, and the other realizes that he is really a project coordinator. How is a project expediter different from a project coordinator?

a. The project expediter cannot make decisions

b. The project expediter can make more decisions

c. The project expediter reports to a higher-level manager

d. The project expediter has some authority

PMPexamprep7thEdition-Rita Mulcahy

ANSWER

Two project managers have just realized that they are in a weak matrix organization and that their power as a project manager is quite limited. One figures out that he is really a project expediter, and the other realizes that he is really a project coordinator. How is a project expediter different from a project coordinator?

a. The project expediter cannot make decisions

b. The project expediter can make more decisions

c. The project expediter reports to a higher-level manager

d. The project expediter has some authority

EXERCISE 2

A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?

a. Coordinator

b. Matrix

c. Functional

d. Expeditor

PMPexamprep7thEdition-Rita Mulcahy

A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?

a. Coordinator

b. Matrix

c. Functional

d. Expeditor

ANSWER

EXERCISE 3

A manager an the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of

a. Management attention to scope management

b. Management Planning

c. Change control system

d. A project expediter position

PMPexamprep7thEdition-Rita Mulcahy

ANSWER

A manager an the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of

a. Management attention to scope management

b. Management Planning

c. Change control system

d. A project expediter position

Part1 Part2 Part4Part3

Project Program Portfolio PMO

Time Cost Scope Resource Quality Risk

Functional Projectized Matrix

Product Lifecycle Project Lifecycle

4’P’s ConstraintsOrganizational

StructureLifecycle

…coming soonImage courtesy of Master isolated images / FreeDigitalPhotos.net

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@mayscloset

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