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Project management is all about organizing the work of the project in manageable logical chunks (groups or categories of work) With the many dependencies that exist on a project to get from one phase to the next, it is almost like managing many subprojects or subsets of the project Take the case of setting up an ice rink for a hockey game or any other show on ice event Clearly the event will not occur unless the ice is properly frozen, and even if the ice rink is ready for play, unless marketing, advertising, and the box office do their jobs,
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The Emerging World of Project Management
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no tickets will be sold or delivered These are often considered project phases especially when setting them up for the first time Once these steps become repeated, documented, and approved, the steps may ultimately become ongoing operations Also consider a project that is coming to a close Even though you are in the final phase of the original project, the closing phase becomes, and should be managed like, a project Closing a project (as you will see in 13) takes on a project life cycle and should be managed accordingly
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Organizational Structures
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There are many different organizational structures as well as multiple methods of managing projects However, it is best to focus on the basic structures (especially if you are planning to take the PMI exam)
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Basic Organizational Structures According to PMI
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Organizational structure is an enterprise environmental factor that can affect the availability of resources and influence how projects are managed Organizational structure refers to the way a company or group is formed or aligned The basic structures (according to PMI) are as follows:
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Functional This is usually hierarchical (line managers) or by skill (plumbers, event planners, programmers, security administration, and so on) With this type of organizational structure, the power tends to be retained by the functional manager, not the project manager Matrix (Weak, Balanced, and Strong) This is usually a pool of people aligned similarly to the functional structure; however, they are used across multiple projects and organizations and have much more flexibility in cross-coverage between projects Weak, Balanced, and Strong relate to the level of power or authority the PM has in the matrix organizational structure
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Don t get these confused with the term tight matrix, which means to have the project team co-located (working) in the same room or building
Projectized (aligned and managed by project) This structure provides the project manager with the highest level of authority of all the structure types because the team usually reports directly to the project manager However, there are disadvantages For example, when a project ends, the PM and team will have to find a new home (project); otherwise, they close with the project
PMP Certification: A Beginner s Guide NOTE
Remember organizational structures are part of the enterprise environment factors (EEFs) that need to be considered on your project These EEFs can affect a number of areas of your project, such as how you obtain resources (people and equipment), how you execute your project, how payments are made, and so on Some companies may have a combination of these structures or spin-offs they use to manage their business and projects Because of the importance of EEFs, more information is provided in 3 of this book
Organizing the Project (Using Different Breakdown Structures)
Several tools are available to assist the PM in organizing a project The most common are the Work Breakdown Structure (WBS), the Risk Breakdown Structure (RBS), Resource Breakdown Structure (also RBS) and the Organizational Breakdown Structure (OBS) The WBS is extremely beneficial to helping identify the work of the project and to break the work into manageable chunks (groups or categories) The WBS provides a way to systematically carve out (identify) what needs be done to meet the deliverables of the project The WBS also provides a way to capture key categories of work and put them into logical groups (work packages) that can be assigned to different work groups or departments The WBS is deliverables oriented, meaning the WBS should be developed around the deliverables of the project
A deliverable is a product of work completed on a project Deliverables are sometimes described as inputs or outputs One person s output is the next person s input, until the project is complete An example of a deliverable is a training manual, or survey results that are needed as an input to the type of classes that need to be developed to meet a particular program curriculum
It is important to note that PMI is really big on the WBS it is mentioned many times in the PMBOK Guide When you take a PMI exam, you will likely see many questions concerning the WBS As a mater of fact, creating the WBS is a process in the Project Scope Management knowledge area, and we discuss this in more detail in 5 of this book The OBS typically shows the organization s departments, units, or teams aligned to the project activities or work packages they are responsible for delivering The OBS shows who is doing the work of the project The Risk Breakdown Structure (RBS) shows how the risk should be managed The RBS should show the risk events that have been identified, the analysis of impact and probability, and the risk event owner should the risk occur Risk response strategy and how to manage risk on the project is covered in detail in 11 of this book
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