The document discusses various aspects of project planning and management. It describes different organizational structures for projects, including project-type, functional, and matrix structures. It also discusses the advantages and disadvantages of each structure. Additionally, it covers topics like work breakdown structures, managing resources, and different project planning models such as PRINCE2, PMBOK, Kepner-Tregoe, and logical framework analysis.

1. CHAPTER 3:

2. Project
It is a temporary endavour undertaken to create a
unique product, service or result. A project is a
temporary in that it has a define beginning and end
in time.
Project Management
Is define as application of knowledge,skills, tools
and technique to project to project activities to
meet project requirements.
Project organization
Is describe as human infrastructure of a project. It
is design to identify the project organization chart,
the roles and the relationship of the project team.

3. Organizational structure
It is clearly identify the roles and responsibility of
each position, supplementing the existing roles
definition where necessary to cover all of the
responsibilities.

4. Three types of organizational
structure in project management.
Project- type organizational
structure
Refers to the creation of independent of project
team.
Functional organizational
structure
Is to be managed by the current
organization by hierarchical structure
Matrix Organizational Structure
it loads a level of project management structure on the functional
hierarchical structure. According to the relative power of project
managers and functional managers, in practice there are different
types of matrix systems,

5. Advantage of organizational
structure
Focus on this project team, a project manager is solely
responsible for the project, the only task of the project
members is to complete the project, and they only
report to the project manager, avoiding the multiple
leadership.
The project teams decision is developed within the
project and the reaction time is short.
In this project, members work with strong power, hogh
cohesion, participants share the common goal of the
projectand individuals has clear responsibilities.

6. Disadvantage of the organizational
structure.
When a company has a several project, each project has it own
seperate team, which will lead ro the duplication of efforts and loss
of the scalable economies.
The project team itself is independent entity, prone to condition
known as "project inflammatory" disease that is, there is a clear
dividing line between project team and parent organization,
weakening the effective integration, project team and parent
organization.
The project team members lack of a business continuity and
security once the project ended. Return to their original function
may be more difficult

7. Advantage of functional
organizational structure.
The use of personnel with greater flexibility.as long as the
choice suitable functional department as project
supervisor.the department will be able to provide the
proffesional and technical personnel required by the
project. Technology expert can be used by the different
project and after completion od the work can go back to
his original work.
When the prject team members leave or leave the
company, the function can be used as the basis
maintaining the continuity of the project
Functional department can provide a normal career path
for professional.

8. Disadvantages of functional
organizational structure.
Project often lack of focus, each unit has it own core
function of general business. Sometimes in order to
meet their basic needs, reponsibility for the project will
be ignored, especial when the interest taken in the
project brought to the unit not the same interest
Such organizational has certain difficulties in the inter
department cooperation and exchange.
Motivation is not strong enough the project
participants, they think the project is an additional
burden and not directly related to career development
and upgrading.

9. In such organizational structure sometimes no one
should assume full responsibility for the project.
Often the project manager is only responsible for
the part ofthe project. others are responsible for
the other patrs of the project. Which leads to the
difficulties in coordination situation.

10. Different types of matrix systems
• Functional Matrix
• Project Matrix
• Balance Matrix
Matrix Organizational Structure
it loads a level of project management structure on the functional
hierarchical structure. According to the relative power of project
managers and functional managers, in practice there are different
types of matrix systems,

11. Functional Matrix
in this matrix, functional managers have greater powers than project
managers

12. Project Matrix
in this matrix, project managers have greater powers than functional
managers);

13. Balance Matrix
in this matrix, functional managers and project managers have the
equal powers.

14. • It is the same as functional structure that resources can be shared in
multiple projects, which can significantly reduces the problem of
redundant staff;
• Project is the focus of work, with a formal designated project
manager will make him give more attention to the project, and
responsible for the coordination and integration work between
different units;
• When there are multiple projects simultaneously, the company can
balance the resources to ensure that all the projects can progress to
complete their respective costs and quality requirements;
• The anxiety of project members is reduced greatly after the end of
the project, while they are strongly associated with the project, on
the other hand, they have a “home” feeling about their functions
The advantages of this organizational structure:

15. • The matrix structure has exacerbated the tensions between functional
manager and project manager;
• Under any circumstances, sharing equipment, resources and
personnel among different projects will lead to conflict and
competition for scarce resources;
• In the process of project implementation, the project manager must
negotiate and consult with the department managers on various
issues, which leads to the delay in decision making;
• Matrix management is not according to the principles of unified
management, project members have two bosses, the project manager
and functional managers, when their commands are divided, it will
make members at a loss.
The disadvantage of this organizational structure:

16. Work Breakdown Structure (WBS)
• As defined by PMBOK Guide is a deliverable-oriented
hierarchal decomposition of work to be executed by the
project team to accomplish the project objectives and create
the required deliverables
• It aims to divide complex project for which it is difficult to
create a schedule into individual tasks that require a clearly
defined time to complete.
Three reasons to use a WBS in
Projects
• First, it helps more accurately and specifically define and
organize the scope of the total project.
• Second, using a WBs in projects is to help with assigning
responsibilities, resource allocation, monitoring the project,
and controlling the project
• Lastly, it allows to double check all the deliverables’ specifics
with the stakeholders and make sure there is nothing
missing or overlapping.

17. Project Managers use a work breakdown
system (WBS) to define and organize the
tasks needed to complete the project.
Here’s How:
• Determine the desired project results
• List the major steps
• Define the smaller tasks of each major step
• Figure out what tasks have to be completed
the step
• Continue the process

18. CREATING A WORK BREAKDOWN
STRUCTURE (WBS)

19. CREATING A WORK BREAKDOWN
STRUCTURE IS A TEAM EFFORT AND
IS THE CULMINATION OF MULTIPLE
INPUTS AND PERSPECTIVES FOR
THE GIVEN PROJECT.

20. ONE EFFECTIVE TECHNIQUE IS TO
ORGANIZE A BRAINSTORMING SESSION
WITH THE VARIOUS DEPARTMENTS
THAT WILL BE INVOLED WITH THE
PROJECT.

21. PROJECT TEAMS CAN USE LOW TECHNOLOGY
TOOLS LIKE:
WHITE
BOARD
STICKY NOTES
OR NOTE PADS
TO IDENTIFY MAJOR DELIVERABLES,SUB-
DELIVERABLES AND SPECIFIC WORK PACKAGES.

22. SAMPLE OF A WBS-PLANNING FOR A TRADE SHOW (USING MATCHWARE MINDVIEW)

23. MANAGING
RESOURCES

24. THERE ARE THREE
DIFFERENT TYPES OF
PEOPLE EQUIPMENT MATERIALS

25. PEOPLE
A PROJECT MANAGER NEEDS TO MAKE SURE THAT
HE HAS THE PEOPLE WITH THE SKILL SET
REQUIRED FOR THE TASK.
NOT ONLY WILL THE RIGHT PLACE AT THE RIGHT
TIME,BUT HE MUST ALSO EQUIP THEM WITH THE
TOOLS AND KNOWLEDGE THEY NEED.
IT IS HIS JOB TO MAKE SURE THAT THEY ARE
FULLY AWARE OF WHAT IS EXPECTED FROM
THEM,AND HOW LONG THEY HAVE TO DO IT.

27. E
Q
U
I
P
M
E
N
T
S
PEOPLE NEED EQUIPMENT TO COMPLETE ATASK.
HE NEEDS TO MAKE SURE THAT THE EQUIPMENT
IS AVAILABLE AND IS IN WORKING ORDER.
RENTAL FEES FOR EQUIPMENT CAN ACTUALLY
BE CALCULATED INTO THE PROJECT.

28. NO MATTER WHAT INDUSTRY FOR EVERY PROJECT THAT NEEDS TO
BE COMPLETED,A PROJECT MANAGER WILL REQUIRE A CERTAIN
AMOUNT OF MATERIALS,EVEN SOMETHING AS SMALL AS PEN AND
PAPER.
IT IS UP TO HIM TO MAKE SURE ALL THE MATERIALS THAT ARE
NEEDED FOR THE TASK HAVE ARRIVED ON TIME AND ARE
ACCESSIBLE.
THIS GOES BACK TO MANAGING PEOPLE AND VENDORS.

29. PROJECT
PLANNING
MODEL

31. PROJECTS IN CONTROLLED
ENVIRONMENT (PRINCE 2)
1.STARTING UP (SU)
2.INITIATING A PROJECT (IP)
3.DIRECTING A PROJECT (DP)
4.CONTROLLING A STAGE (CS)
5.MANAGING PRODUCT DELIVERY
(DP)
6.MANAGING STAGE BOUNDARIES
(SB)
7.CLOSING A PROJECT (CP)

32. PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK)

33. *Processes overlap and interact throughout a
project or phase. Processes are described in
terms of.
1.Inputs (document, plans, designs, etc.)
2. Tools and techniques (mechanisms, applied to
inputs)
3. Outputs (documents, products, etc)

35. Each knowledge are contains some or all of the project
management processes.
For example: project procurement management includes.
1. Plan Procurements.
2. Conduct Procurements.
3. Close procurements

36. Kepner
-Model
(KT PM)

37. 1. Definition justifies the project in terms of need and relevance by
determining the specific objectives of the project. The time, cost
resources, required and other performance parameters all find
mention in the process
2. Planning elucidates who executes the specific tasks of the project the
timeline of implementation and risk management aspects
3. Implementation looks into the deliverables by ensuring the effective
use of the evaluating the process.
4. Communication is actually a part of the above three process and
concerns with stakeholder involvement and satisfaction, people
management and developing leadership skills.

38. *Log Frames Model
Log frames or logical frameworks is another project-
planning model. This model adopts a top-down
approach to project planning by identifying the
activities in a project with a rigorous risk and
assumption analysis. One side of the matrix includes
indicators of achievements means of verification and
important risks or assumptions on the other side.

39. *A log matrix frame matrix is a concise documents
that outlines the key features that lead to a project
achieving its goal.
*A Log frame consists of a 4 column by 4 or 5 row matrix
.
1. The first columns represents the hierarchy of
activities to outline that needs to occur for the
project to succeed.
2. The second columns represents the indicators that
are appropriates measures of whether the
activities outputs or outcomes have been achieved.
3. The third column represents the data source have
been achieved
4. The last column is very important and outlines the
assumption that need to hold true for that
particular activity, output or outcomes to occur.

41. THANK YOU
FOR
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