Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)

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I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.

Here's Chapter 1 - Part 2: Project Constraints

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Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)

  1. 1. maywongmeiching82@gmail.com my.linkedin.com/in/ maywongmeiching1May Wong, PMP Image courtesy of zole4 / FreeDigitalPhotos.net maywongmeiching82@gmail.com my.linkedin.com/in/ maywongmeiching1May Wong, PMP taking a smaller BITEof PMP CHAPTER 1 PART 2 a PMP-BITE series Image courtesy of Stuart Miles / FreeDigitalPhotos.net
  2. 2. 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
  3. 3. Part1 Part2 Part4Part3  Project  Program  Portfolio  PMO  Time  Cost  Scope  Resource  Quality  Risk  Functional  Projectized  Matrix  Product Lifecycle  Project Lifecycle 4‟P‟s Constraints Organizational Structure Lifecycle ONE CHAPTER taking smaller bites…
  4. 4. Part1 Part2 Part4Part3  Project  Program  Portfolio  PMO  Time  Cost  Scope  Resource  Quality  Risk  Functional  Projectized  Matrix  Product Lifecycle  Project Lifecycle 4‟P‟s Constraints Organizational Structure Lifecycle ONE CHAPTER taking smaller bites…
  5. 5. PART  ORGANIZATIONAL 3 STRUCTURE
  6. 6. 5 Organizational Structure Strong Matrix Balance Matrix Weak Matrix Projectized Functional ORGANIZATIONAL STRUCTURES
  7. 7. FUNCTIONAL PMBOK 5th Edition  Easier management of specialist Team members report to only one supervisor Similar resources are centralized – grouped by specialties Clearly defined career paths in areas of work specialization People place more emphasis on their functional specialty to the detriment of the project No career path in Project Management The project manager has little of no authority Advantages Disadvantages Most common form of organization Least preferred by project managers
  8. 8. PROJECTIZED Efficient project organization Loyalty to the project More effective communication than functional No „Home‟ when project is completed Lack of specialization in disciplines Duplication of facilities & job functions May result in less efficient use of resources Advantages Disadvantages No job security Preferred by project managers as they have full control PMBOK 5th Edition
  9. 9. STRONG MATRIX PMBOK 5th Edition
  10. 10. PMBOK 5th Edition BALANCE MATRIX
  11. 11. WEAK MATRIX PMBOK 5th Edition
  12. 12. 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
  13. 13. MATRIX Highly visible project objectives Improved project manager control over resources More support from functional areas Maximum utilization of scarce resources Better coordination Better horizontal & vertical dissemination of information Team members maintain a “home” Extra administration is required More than one boss for project teams More complex to monitor and control Resource allocation is more complex Need extensive policies and procedures Functional managers may have different priorities than project managers Higher potential for conflict Advantages Disadvantages
  14. 14. HOW WELL DID YOU PAID ATTENTION? PART  ORGANIZATIONAL STRUCTURE 3
  15. 15.  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
  16. 16.  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
  17. 17.  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
  18. 18. 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
  19. 19.  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
  20. 20.  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
  21. 21. Part1 Part2 Part4Part3  Project  Program  Portfolio  PMO  Time  Cost  Scope  Resource  Quality  Risk  Functional  Projectized  Matrix  Product Lifecycle  Project Lifecycle 4‟P‟s Constraints Organizational Structure Lifecycle …coming soonImage courtesy of Master isolated images / FreeDigitalPhotos.net
  22. 22. QUESTIONS? FEEDBACK? YOUTHANK

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