Chapter 5-8 Flashcards
What are the three key components of organizational structures
- Established reporting relationships (number of levels hierarchy)
- Grouping, individuals into departments, departments into organization
- Design of system, effective communication
What are the three types of organizational structure?
Functional
Pure Project
Matrix
Describe functional organizations
Companies are structured by groups of people preforming similar activities into departments.
Members work on multiple projects or product lines
Power and authority flows from the top down
Describe Prue project organizational structure
Companies are structured by grouping people into project teams on temporary basis for the life of the project.
The project manager has all the authority, responsibility, and resources
What is Project Scope Management?
- Project scope management includes the processes involved in defining and controlling what is or is not included in a project.
- Scope refers to all the work involved in creating the products of the project and the processes used to create them. There are two types of scope: product scope and project scope
- Product scope: The features and functions that characterize a product, service, or result.
- Project scope: The work that needs to be accomplished to deliver a product, service, or result.
Project Scope Management Processes
- Collect requirement: is the process of defining and documenting stakeholders’ needs to meet the project objectives.
- Define Scope: detailed description of the project and product
- Create WBS: is the process of subdividing project deliverables and project work into smaller, more manageable components
- Scope verification: Formalizing acceptance of the project scope.
- Scope control: Controlling changes to project scope.
Work Breakdown Structure
- The purpose of the WBS is to sub-divide the scope of work into manageable work packages which can be estimated, planned and assigned to a responsible person or department for completion.
- WBS is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
Methods of Developing WBS
The main components of the WBS are: Structure Methods of subdivision Numbering or coding system Level of detail Number of WBS levels
SCOPE CHANGE CONTROL
- Scope change control involves policies and procedures to detect, analyze, evaluate, and implement modifications to all baselines in your project.
- Sources of change The agents initiating change include; Customer External authority (i.e., government) Project manager Project team Project sponsor
Matrix Organizational Structure
- Matrix is a combination of both functional and project structure.
- It tries to maximize the strength and minimize the weakness of both functional and project structure.
- Responsibility for reporting is to project manager and to functional managers
Who Does What in the Matrix?
- Project Manager is responsible for:
– Developing and maintaining project plans
– Defining the project schedule and financial direction - Functional Manager responsible for:
– Accomplishing the work on schedule and within budget
– Providing functional policy and procedural guidance.
– Providing adequately skilled staff
List the advantages and disadvantages of a project matrix
Advantages: ▪ The project has a clear single point of responsibility - the project manager. ▪ Combines strength of functional and project-oriented organization. ▪ Promotes coordination across functional units.
Disadvantages: ▪ They are more complex because of the additional number of managers involved that need to be kept informed and consulted. ▪ Dual responsibility and authority leads to confusion, divided loyalties
Strong Vs Weak Project matrix?
- In a weak matrix (functional matrix) Weak matrix is close to functional structure
▪ functional departments maintain control over their resources
▪ They are responsible for managing their components of the project. - In a Strong matrix (project matrix): Strong matrix is close to project structure
- The project manager has control over project resources and key decision making authority. ▪ functional managers role is mostly consultative
organizational chart happens after?
- Once organizational structure has been selected, the next step is to develop an organizational chart for the company.
Describe Project Organizational Structure
- Organizational Breakdown Structure (OBS) is a specific type of organization chart that shows which organizational units are responsible for which work packages.
- The organizational structure of a project should be designed as early as possible in the project’s life cycle.
- A clear definition of communication channels, responsibilities, and the authority of each participating unit is a key element affecting project success.
Describe the Responsibility Assignment Matrix (RAM)
- Responsibility Assignment Matrix (RAM) A structure which relates the project organization structure to the WBS to help ensure that each element of the project’s scope of work is assigned to a responsible individual.
- Integrating WBS with OBS After the WBS is complete, the next step is to link the organizational breakdown structure (OBS) from the company to the required work that is defined in the WBS. The linking of the WBS and OBS to identify the various disciplines that are responsible for each part of the WBS. This is done by Responsibility Assignment Matrix (RAM).
PROJECT TIME MANAGEMENT?
- Project time management includes the processes required to ensure timely completion of the project. The major processes in developing the project time schedule are:
1. Activity Definition
2. Activity Sequencing
3. Activity Duration Estimating
4. Schedule Development
5. Schedule Control
Where Do Schedules Come From? Defining Activities
- Project schedules grow out of the basic documents that initiate a project:
1. Project charter includes start and end dates and budget information
2. Scope statement and WBS help define what will be done
Activity Definition
: involves identifying and documenting the specific activities that must be performed in order to produce the deliverables and sub-deliverables identified in the work breakdown structure.
Activity Sequencing
involves identifying and documenting interactivity logical relationships. Activities must be sequenced accurately in order to support later development of a realistic and achievable schedule.
Mandatory dependencies
inherent in the nature of the work - hard logic
Discretionary dependencies
defined by the project team - soft logic. They should be used with care (and fully documented) since they may limit later scheduling options
External dependencies
involve relationships between project and non-project activities. For example, the testing activity in a software project may be dependent on delivery of hardware from an external source, or environmental hearings may need to be held before site preparation can begin on a construction project.
Activity Duration Estimating
: is the process of taking information on project scope and resources and then developing duration’s for input to schedules
- After defining activities & determining their sequence, the next step in time management is duration estimating.
- Duration includes the actual amount of time worked on an activity plus elapsed time.
