Project Management

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

A stakeholder is

First, you need to identify the stakeholders, then you need to assess/analyse their impact on the project.

Classify stakeholders using the following tools depending on what is most import to the Project Manager:

Power/interest grid
- Monitor Low Power/Low interest: give the what they need
- t
Power/influence grid
Influence/impact grid
Salience model: ability to impose their will on the project
Stakeholder cube

Resources


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