SST101 Principles of Project Management - Study Unit 02 Notes July 2021 PDF

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Functional organization A functional organization means that the project is led based on the functional groups (design, tech, finance…) Advantages    

No change – Projects are completed within the functional org. Flexibility – Multiple people from the same functional team can be switched between projects with ease. In depth expertise Easy post proj transition

Disadvantages    

Lack of focus – Each functional unit still has their primary tasks to complete apart from the project Poor integration – As team members come in and out, it is hard for them to fully understand the project. Lack of speed Lack of ownership

Projectized Advantages    

Simple – Functional org remains intact Fast – Projects can be completed quickly Cohesive – Response times are shorter Cross-functional integration – Expertise from multiple specialties.

Disadvantages    

Expensive – Paying more to hire everyone Internal strife – More prone to conflict. A good PM must be able to make everyone gel together. Limited Tech expertise – Danger of being in silos. Difficult post proj transition – When project ends, the PM has to be the bad guy and release everyone. Morale is low near the end of the proj.

Matrix Organisation  

A hybrid of the previous 2. Team has to report to both functional manager and Project manager. o Command along the functional lines

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Design to optimally utilize resources working on multiple projects.

Weak matrix structure  

Functional managers make the key decisions PMs take a back seat

Strong matrix structure  

Project manager is stronger and has the final say. Functional manager acts as a consultant to PM.

Balanced matrix structure   

Equally shared between PM and FM. FMs will define what are the necessary items, budget, resources. PM will consolidate that information and plan accordingly.

How to choose the right PM structure?

Defining the project Defining the project sets the stage for the project plan. What is the end goal and develop a project scope document (SOW). 1. Project objective – Defines the overall objective to meet customer’s needs. 2. Deliverables – All of the outputs. 3. Milestones – They are significant events in the project which are used to track the project progress. 4. Technical requirements – The exact requirements for each deliverable 5. Limits and exclusions – Limits of scope should be defined as failure to do so can lead to false expectations. E.g Koi pond, but won’t supply the koi. 6. Review with customer – Deliverable list Project charter It refers to a statement of objectives in a project. Different from a project brief, a project charter gives the authority to start the project. Work breakdown structure It is a methodology used to ensure that the work is broken down into tangible chunks. This is to ensure all work elements are identified, and project tasks are integrated to the organization.   

When the work is broken down to its smallest deliverable, it is known as a work package. It serves as a framework to track cost and performance. PMs can also define communication channels and coordinate the various parts of project.

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Allows problems to be solved quickly. It also can be used to identify, duration, cost, resource, progress.

Responsibility matrices (RM) It works together with the WBS to ensure all resources understand their roles for each part of the project. One way to do this is to use the RACI Matrix    

Responsible Accountable – Only one person should be accountable per task. (Must have) Consulted Informed

Question: When would it be appropriate to create a RM instead of a WBS? On smaller projects, RMs are adaquet. However, sometimes a RM can be used in a part of a larger project and WBS....