Module 5 Terms

Question 1

Functional/ Departmentalized Org

Answer 1

The functional (departmentalized) organization is the oldest and most basic form of organization. It is the type of organization most often represented in corporation shareholder reports. A functional organization is very straightforward. Lines of authority are clear cut and well-defined. There is a defined supervisor—subordinate relationship for each department and subdepartment. There is no question of who reports to whom. This is the prototypical hierarchical structure that we most often see in organization charts. Nearly every corporate annual report with an organization chart will use a hierarchical structure to illustrate lines of reporting and authority

Question 2

Matrix Org

Answer 2

The principal differentiation between a matrix structure and either a functional or a projectized structure is that a matrix has less clearly defined lines of reporting.

Question 3

Strong/Weak Matrix Org

Answer 3

Weak matrix:

The structure is very similar to a functional organization.

The project managers are designated to coordinate project activities and essentially act as a coordinator between different functions and departments.

The functional managers remain responsible for their own portions of the projects.

Strong matrix:

There are attempts to provide the appearance of project teams in the matrix organization.

The project manager has much more control over various project aspects than in other organizational forms, including:

Scope, including trade-offs
Schedule
Budget
Assignments of functional personnel

The functional manager maintains the “title” to functional personnel.

Question 4

Projectized Org

Answer 4

In the projectized organization, subject matter experts (SMEs) from different functional areas are assigned to directly report to the project manager (PM) for a specific project. The SMEs report to the PM for the duration of the project. At project conclusion, the SMEs report back to their respective functional areas where they receive work assignments from the functional manager until such time as they are reassigned to another project.

Question 5

PMO

Answer 5

Project Management Office

In an organization with only one project that is not very complex, there is no need for a project management office (PMO).

In today’s larger, more complex organizations, PMOs are increasingly important. The PMO:

Aligns project investment to corporate strategy
Monitors status and availability of all project resources
Keeps resources employed to best advantage across multiple projects
Reduces overhead and bureaucracy and creates economies of scale
Serves as a central repository for all project policies, procedures, and historical records
Serves as a repository for lessons learned and for assuring best practices are carried across to all projects
Ensures consistent policies and procedures across projects
Did I Get This

Question 6

Subject Matter Expert

Answer 6

In the projectized organization, subject matter experts (SMEs) from different functional areas are assigned to directly report to the project manager (PM) for a specific project. The SMEs report to the PM for the duration of the project. At project conclusion, the SMEs report back to their respective functional areas where they receive work assignments from the functional manager until such time as they are reassigned to another project.

The principal differentiation between a matrix structure and either a functional or a projectized structure is that a matrix has less clearly defined lines of reporting. A SME, for example, will have a functional supervisor but may be assigned to a particular, specific project. The SME will report to the PM while assigned to the project, but the functional supervisor still retains administrative authority and responsibility for the SME.

In functional (departmentalized), subject matter experts (SMEs) are available to work on multiple projects.

Question 7

OPM3 Organizational Maturity Levels

Answer 7

The Delaware Department of Technology and Information also uses five levels to define its Organizational Project Management Maturity Model (OPM3).

Ad hoc, Planned, Managed, Integrated, Sustained

Question 8

Ad Hoc

Answer 8

There are no formal standards, processes, procedures, or resources to constitute a project management discipline. Stand technologies and reporting methodologies are sporatic.

Question 9

Planned

Answer 9

Standards, processes, procedures, and resources exist in the organization but are not an organizational standard.
Basic documentation exists.
Management support is inconsistent.

Question 10

Managed

Answer 10

Standards, processes, procedures, and resources are in place as organizational standards
Formal documentation exists
Management support is consistent
Execution is irregularly/inconsistently applied

Question 11

Integrated

Answer 11

More refined standards, processes, procedures, and resources are in place
More refined documentation exists
Management support is consistent
Execution is consistent
There are efficiencies across all projects
Metrics are in place to collect performance data

Question 12

Sustained

Answer 12

Lessons learned and best practices are applied to continuously improve existing standards, processes, procedures, and resources.
Metrics are collected and applied at the project, program, portfolio, and organizational levels
The organization is in the position to evaluate future decisions based on past performance in order to increase competitive performance.