Structures of Organisations and Projects

Question 1

Explain a Functional organisational structure

Answer 1

• Traditional department/discipline heads
  
  • Work is routine
    Benefits knowledge-sharing within departments.
    Projects can be challenging if there’s a lack of commitment from team members, and the PM has no authority.

Question 2

Explain a Project organisational structure

Answer 2

• Cross-functional teams led by PMs
  
  • Project Manager has authority over the work
    Different functions integrate & work together better.
    Inefficient resource use if staff are not 100% utilised on the project; knowledge sharing within functions is limited.

Question 3

Explain a Matrix organisational structure

Answer 3

• PMs have project authority; functional managers have authority for staff welfare & department efficiency
  
  • Good for orgs that have projects and routine operations
    More flexible - staff can be switched from functional to project when needed.
    Can lead to conflicts between project & operational work.

Question 4

Explain what an Organisational Breakdown Structure is

Answer 4

The OBS shows the hierarchy of the project, e.g. workstream Project Managers reporting to the Programme Director.
Communicates the reporting structure to stakeholders.
Tasks in the Work Breakdown Structure get assigned to roles in the Organisational Breakdown Structure. Then you can create the Responsibility Assignment Matrix (which can be coded with RACI references: Responsible, Accountable, Consulted & Informed).

Question 5

Project Manager role

Answer 5

Role: manage project & ensure successful delivery of outputs
Responsibilities: create project management plan; monitor progress; motivate team

Question 6

Project Sponsor role

Answer 6

Role: own business case & support project manager
Responsibilities: support project manager in keeping other key senior stakeholders on side; monitor high-level progress

Question 7

User role

Answer 7

Role: specify requirements & use deliverables
Responsibilities: explain project requirements & constraints; assist PM with handover

Question 8

Project Team role

Answer 8

Role: carry out work packages in the WBS
Responsibilities: support PM to produce deliverables; report progress on their tasks

Question 9

Project Steering Group role

Answer 9

Role: senior stakeholders who need to be updated with high-level progress, and approve whether project is fulfilling requirements
Responsibilities: receive high-level updates and raise any concerns with the business case

Question 10

Product Owner role

Answer 10

Role: focus on product development and explain product needs to PM
Responsibilities: ensure project is aligned with business objectives; give feedback on work packages to team members

Question 11

Embedded PMO

Answer 11

work controlled internally by Project Manager; for large projects that can justify the investment

Question 12

Central PMO

Answer 12

central team servicing multiple project teams; flexible portfolio of smaller projects

Question 13

Hub and Spoke PMO

Answer 13

central portfolio office linked to satellite embedded project/programme offices; works well when clear lines of communication & responsibility are defined

Question 14

Why use project management governance?

Answer 14

Governance provides confidence to stakeholders that the project is being managed well and value is likely to be realised.

Question 15

Why use processes in project management governance?

Answer 15

standardises ways of working & ensures consistent output across a large team

Question 16

Why use regulations in project management governance?

Answer 16

ensures work conforms to standards