1. Structure of Organisations and Projects Flashcards
1
Q
Fuctional Organisation Characteristics
A
- Traditional
- Line-management
- Site of experience
- Security
- Less prone to projects
- Silo
- Promotion problems
2
Q
Advantages of a Functional Organisation
A
- There is a stable and lasting structure
- There is a clear career path
- Employees have one manager with a clear chain of command
- Employees become specialised in their field / high performance
- Efficient and Productive
3
Q
Disadvantages of a Functional Organisation
A
- Project Manager has little or no formal authority
- Multiple projects compete for limited resources
- Project team members are loyal to the functional manager
- Lack of team work
- May prove difficult for management to control as the organisation expands
4
Q
Projectised Organisation Characteristics
A
- Dynamic
- PM in charge
- Mix of skills
- Potentially less security
- Reliant on projects
- Staff retention
- Promotion prospects
5
Q
Advantages of Projectised Organisations
A
- Prioritises project delivery above all else
- Greater decision making authority for the PM
- Teams work in cohesion
6
Q
Disadvantages of Projectised Organisations
A
- Seperate team per project that may lead to duplication of efforts and loss of economies of scale
- Weakened integration with parent organisation
- Lack of sense of business continuity and security
- No investment in learning and development of staff members
7
Q
Matrix Organisation Characteristics
A
- Mix of traditional & projects
- Availability of experienced personnel
- Diversity
- Managerial conflict
- Confusion of reporting
- Over-working
- Promotion prospects
8
Q
Advantages of Matrix Organisations
A
- Skills and expertise of all functions are available for the organisation
- Commonality
- Resource utilisation
- Line management
- PM autority levels better than in functional organisation but worse than in projectised organisations
9
Q
Disadvantages of Matrix Organisations
A
- Functional conflicts
- Functional loyalties
- Conflict between projects
- Lack of ownership
- Communications
- PM Power
10
Q
Project Board/Steering Group Responsibilities
A
- Provides strategic direction to the project
- Is accountable for the overall success of the project
- Agrees all major plans
- Authorises major changes or deviations
- Go/No-Go decision making at the end of each phase
- Reviews reports
11
Q
Project Sponsor’s Responsibilities
A
- Champions the project
- Owns and creates the business case
- Key decision maker for change requests
- Chairs the Project Board
- Focused on stating & realising benefits from the projects
- Raises profile of project
- Monitors progress
- Provides guidance to PM
- Go-between PM and Project Board
- Assists the PM in issue & conflict resolution
- Is ultimately responsible for the project
12
Q
Project Manager’s Responsibilities
A
- Manages the project and resources day-to-day
- Motivates the project team and provides a vision for the project
- Creates & manages all aspects of the PMP
- Tracks schedule and cost variances/monitor and controls
- Directs solutions to meet project goals
- Manages conflict within (and outside) the team
- Co-ordinates and escalates issue resolution
- Delivers project output within constraints
13
Q
User’s (Client) Responsibilities
A
- Provide their requirements (prioritise) in the concept phase
- Provide consultation on the products/deliverables
- Provide consultation regarding scope, changes
- Provide quality expectations
- Defining the acceptance criteria
14
Q
Project Team’s Responsibilities
A
- Co-developing plans within their areas of expertise
- Providing specialist technical knowledge
- Identifying areas which require change, risks, and issues within their areas of work
- They will report on progress to the PM
- Work with the PM to deliver a successful project
15
Q
Project Management Office (PMO) Types
A
- Weather Station
- Control Tower
- Command Centre
