Project Management: Difference between revisions

Revision as of 08:43, 19 December 2018

Scope, Cost and Time defines the quality of the work.

Functional Organization: Staff members belong to its own functional unit under the clear supervision of a functional manager. Production, marketing, engineering, or accounting is an example of functional unit. Each functional unit works independently. Functional managers is responsible for project coordination.
Matrix Organization: Staff members still belong to its own functional unit but the project manager authority is greater. The strongest the matrix is, the greater the Project Manager power and influence.
- Weak: Really close to a functional organization but the Project Manager has a little more power. The role of the Project Manager is more of a coordinator. The Project Manager handles the communication but he cannot enforce or make decisions.
- Balanced:The Project Manager can enforce and make decisions but he does not have full authority on the project and the funding.
- Strong: A full-time project Project Manager with considerable authority on the project.
Project-based Organization: Staff members do no belong to a functional unit but to a project under the supervision of a Project Manager who has full authority of the project. Staff members are fully dedicated to the project. The project coordination is on the project unit only and does not encompass multiple functional units.
Composite Organization: This organization is a mix between different organization types at different levels.

Organization Structure	Functional	Weak Matrix	Balanced Matrix	Strong Matrix	Projectized
Project Manager's Authority	Little	Low	Moderate	High	Total
Resource Availability	Little	Low	Moderate	High	Total
Who manages the project budget	Functional Manager	Functional Manager	Mixed	Project Manager	Project Manager
Project Manager's Role	Part-time	Part-time	Full-time	Full-time	Full-time
Project Management Administrative Staff	Part-time	Part-time	Part-time	Full-time	Full-time


Iron Triangle	https://en.wikipedia.org/wiki/Project_management_triangle
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)	http://suncoastpmi.org/images/downloads/BusinessAnalysis/pmbok_5th_edition.pdf

@@ Line 6: / Line 6: @@
 * Matrix Organization: Staff members still belong to its own functional unit but the project manager authority is greater. The strongest the matrix is, the greater the Project Manager power and influence.
 ** Weak: Really close to a functional organization but the Project Manager has a little more power. The role of the Project Manager is more of a coordinator. The Project Manager handles the communication but he cannot enforce or make decisions.
-**Balanced:The Project Manager can enforce decisions and
+**Balanced:The Project Manager can enforce and make decisions but he does not have full authority on the project and the funding.
-**Strong:
+**Strong: A full-time project Project Manager with considerable authority on the project.
-* Project-based Organization
+* Project-based Organization: Staff members do no belong to a functional unit but to a project under the supervision of a Project Manager who has full authority of the project. Staff members are fully dedicated to the project. The project coordination is on the project unit only and does not encompass multiple functional units.
+* Composite Organization: This organization is a mix between different organization types at different levels.
 {| class="wikitable"
 !Organization Structure