How Organisations and Projects are Structured Flashcards
4 Elements of a Functional Structure
- Stand Alone Resources
- Team members work directly for their functional line manager
- Staff are permanently allocated to the team some will complete BAU tasks others complete project tasks
- Permanent structure
4 Elements of a Project Structure
- Stand Alone Resources
- Team members work directly for the PM.
- Staff are permanently allocated to a project.
- Temporary Structure
5 Elements of a Matrix Structure
- PM draws resources from BAU function on a needs basis.
- 2 Management structures
- Team members report to both the PM their functional line manager.
- PM has access to all the organisations resources
- Permanent functional Structure with temporary projects
3 Differences between Matrix and Functional Structure
- People: Matrix draws resource from multiple functions in the business. Function has standalone resource
- Management: Function has 1 direct line manager responsible for BAU and project working team. Matrix organisations will have teams working for both project manager and functional manager dependent on the task.
- Output: Function team members will spend all of their time on one specific area either BAU or project work. Matrix team members will spend some of their time on BAU tasks and some on Project tasks.
3 Differences between Matrix and Project Structure
- People: Matrix draws resource from multiple functions within the business. Projects have a standalone resource.
- Management: Project team has a single reporting manager that is the project manager. Matrix teams will report in to 2 lines of management their functional BAU manager and the project manager.
- Time: Matrix structure is permanent function with temporary projects. Project structure is temporary with a set end date.
The Pro’s and Con’s of a Matrix Structure
Pro’s
- Team members will move between BAU function and project productively using resource increasing and decreasing easily where needed.
- Suitable for large Projects and Programmes for internal and external stakeholders
Con’s
- Team members can spend a disproportionate amount of time on projects to BAU responsibilities.
- Change requests although easier can take longer if other BAU tasks are a priority.
The Pro’s and Con’s of a Functional Structure
Pro’s
- Suitable for low level complexity projects often used for internal projects, very close to BAU activity.
- Specialist department
Productivity is high due to staff skill in specialist area.
- Clear Management lines
Con’s
- Silos team become too independent on each other
- Risk of Poor Communication.
The Pro’s and Con’s of a Project Structure
Pro’s
- Team members readily available to complete work assigned only to this project.
- Suitable for high value complex and multiple parties involved in creation
- Clear Management lines
Con’s
- There may be lag times in the project where the resource is not fully utilised but there’s nowhere else for the team to work.
- Least commonly used as expensive and hard to justify.
What is the role of the Project Steering Group
Governance
Legality
Strategy
Decision Making
Resource and Funding Commital
What is the role of the Project Sponsor
Senior Management
Accountable for governance
Accountable for delivery of objectives.
Owns Business Case
Secures Funding
What is the role of the Project Manager
Day to day management
Experienced in delivering objectives and outcomes - time, quality and cost
Coaching and Motivating team
Planning
Monitoring
Controlling
Reporting
What is the role of the Product User?
Contribute to the business case and planning
Specify requirements
define quality and acceptance criteria
Assist with impact analysis of risk and issues
What is the role of Team Members?
The Do-ers
Technical specialist skills
Support planning, monitoring, control and reporting
Ensure PM processes are followed
Collaborate and communicate to ensure objectives are met
What is the role of the Product Owner?
Work with the project team on improving and creating products.
Maximise value and impact
Contribute to requirements gathering
Manage and prioritise product backlog
3 Benefits of an embedded PMO
People: Dedicated fulltime to support delivery of the project.
Systems: Bespoke systems and tools specific to the projects needs
Process: May follow corporate processes but can tailor to the needs of project.
