Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)
description
Transcript of Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)
![Page 1: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/1.jpg)
[email protected]/in/maywongmeiching1
May Wong, PMP
Image courtesy of zole4 / FreeDigitalPhotos.net
[email protected]/in/maywongmeiching1
May Wong, PMP
taking a smaller
BITEof PMP
CHAPTER 1
PART 2a PMP-BITE series
Image courtesy of Stuart Miles / FreeDigitalPhotos.net
![Page 2: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/2.jpg)
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
![Page 3: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/3.jpg)
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…
![Page 4: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/4.jpg)
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…
![Page 5: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/5.jpg)
PART
ORGANIZATIONAL
3
STRUCTURE
![Page 6: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/6.jpg)
5Organizational
Structure
Strong Matrix
Balance Matrix
Weak Matrix
Projectized
Functional
ORGANIZATIONALSTRUCTURES
![Page 7: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/7.jpg)
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
![Page 8: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/8.jpg)
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
![Page 9: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/9.jpg)
STRONG MATRIX
PMBOK 5th Edition
![Page 10: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/10.jpg)
PMBOK 5th Edition
BALANCE MATRIX
![Page 11: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/11.jpg)
WEAK MATRIX
PMBOK 5th Edition
![Page 12: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/12.jpg)
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
![Page 13: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/13.jpg)
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
![Page 14: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/14.jpg)
HOW WELL DID YOU PAID ATTENTION? PART
ORGANIZATIONAL STRUCTURE
3
![Page 15: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/15.jpg)
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
![Page 16: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/16.jpg)
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
![Page 17: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/17.jpg)
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
![Page 18: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/18.jpg)
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
![Page 19: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/19.jpg)
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
![Page 20: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/20.jpg)
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
![Page 21: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/21.jpg)
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
![Page 22: Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIONAL STRUCTURE)](https://reader033.fdocuments.net/reader033/viewer/2022061203/546cbcfeb4af9f892c8b51a0/html5/thumbnails/22.jpg)
QUESTIONS?
FEEDBACK?
slideshare.net/MayWongMC
@mayscloset
YOUTHANK