Project Organisation

Question 1

What is the project management triangle

Answer 1

The interaction of Time - Cost - Quality/Performance

Question 2

What lies in the middle of project management triangle

Answer 2

customer satisfaction and health and safety

Question 3

When deviations occur who decides which of the triple constraints can be changed

Answer 3

the sponsor and the project board

Question 4

if deviations occur in the project who advises the the possible options and implications

Answer 4

the project manager

Question 5

What are the 6 major project management activities

Answer 5

1. Planning - making sure plans are in place to meet the project objectives
2. Organising/Integrating - coordinting the mixture of human, financial and physical assets
3. Monitoring - monitoring progress in time, cost, quality and customer satisfaction
4. Controlling - taking corrective action when performance deviates from the plan
5. Leading/Motivating - leading and motivating the team and seeing to the needs of individuals
6. Reporting/Communicating - keeping stakeholders informed of progress and issues

Question 6

What are the main aspects of a Functional project team structure - 2 points

Answer 6

• used mainly when project is within a single function, or a project passes from function to function (product development)
• used for less important projects or in organisations with no PM culture

Question 7

What are the 3 basic types of Project Team Structure

Answer 7

1. Functional
2. Projectised
3. Matrix Structures
   - Weak
   - Balanced
   - Strong

Question 8

In a Functional project team structure who coordinates the activities and makes the major decisions

Answer 8

The Functional Manager - there may or may not be a PM within each function or covering the whole project, however they would have limited power in/out of the function.

Question 9

to whom does the project manager delegate the necessary authority to execute agreed work packages

Answer 9

Team Leader(s) - it is important they are aware of and committed to the overall project goals

Question 10

What defines the End User

Answer 10

the group of people intended to benefit from the project.

It is important to realise they are the ultimate customers who will be the arbiters of the quality of the deliverables. Even if the project meets time and budget specs, if the end user is not satisfied then the project has failed. It is important the end user reps are closely involved in specifying the requirements and acceptance criteria for deliverables. They must be consulted and kept informed through the project lifecycle.

Question 11

What are the main aspects of the projectised structure - 2 points

Answer 11

• mainly used by organisations whose main business consists of large capital projects (infrastructure)
• the PM has total control over all resources and reports directly to the senior executive

Question 12

What are 5 positive factors of a Functional Structure

Answer 12

1. develops strong specialist skills
2. flexible resourcing - all resources under control of function
3. good technical communication - all familiar with work of the function
4. concentration on the business of the function
5. project linked to career development

Question 13

What are 5 negative factors of a Functional Structure

Answer 13

1. communication between functions can be less efficient
2. functional priorities can override project priorities
3. PM has little authority - can be overruled by FM
4. lack of exposure to outside projects can hinder career
5. little customer focus

Question 14

What are 6 positive factors of a Projectised Structure (Task Force)

Answer 14

1. strong commitment to the project - no functional loyalties
2. PM has total authority and accountability - clear management definition
3. strong customer focus
4. short project communications
5. develops PM skills
6. resource dedicated to project

Question 15

What are 5 negative factors of a Projectised Structure

Answer 15

1. loss of centres of excellence - team is temporary
2. duplication and inefficient resource usage - increased cost
3. reduced job security
4. sharing lessons-learned can be problematic
5. team can become distracted near end of project

Question 16

What are the 2 main aspects of a Weak Matrix Structure

Answer 16

• similar to a functional structure but with some responsibility delegated to project staff
• usually a PM/leader/coordinator with limited authority

Question 17

What are the 4 main aspects of a Balanced Matrix Structure

Answer 17

• there is a named PM with authority given by functional manager and CEO
• PM coordinates all project activity
• power is balance between PM and functional managers
• structure is the same as weak matrix

Question 18

What are the 3 main aspects of a Strong Matrix Structure

Answer 18

• PM operate from a separate function under their management and report directly to CEO
• PM is fully independent of of functional managers and in charge of staff once allocated
• functional managers retain line management for staff but day to day activities are controlled by the PM

Question 19

What are the 5 advantages of managing in a Matrix Organisation

Answer 19

1. Expertise - skills of all functions available to project
2. Commonality - cross functional so will adopt companywide policies, methodologies, etc
3. Line management - FM retain line management so PM has less workload
4. PM power - more power than functional
5. flexible and efficient use of resources

Question 20

What are the 6 disadvantages of managing in a Matrix Organisation

Answer 20

1. Functional conflicts - between functions if something goes wrong
2. Functional loyalties - more loyal to function than project
3. Conflict between projects - PM protects own project even if not best for company
4. Lack of ownership - function may not support project if benefits felt elsewhere
5. Communications - more complex than functional or projectised
6. PM power - less power than projectised

Question 21

What are the 6 factors affecting choice of organisation

Answer 21

1. Size and complexity - more complex favours Matrix or Projectised
2. Organisational culture - some company cultures have no central project authority so restrict to Functional or Weak matrix
3. Business scope of project - multi-function projects especially if strategic or complex are unlikely to be functional
4. Business criticality - business crital projects should be at least balanced matrix
5. where in the organisation will the benefits occur - if benefits occur in single function they should manage the project
6. Skills & resources available - as above if most resources lie within a function

Question 22

What are 6 layers of project organisation structure

Answer 22

1. External - client defines requirements and provides funds
2. Sponsorship - link between management and external levels - has overall accountability for success and benefits
3. Management - day to day responsibility
4. Delivery - those who create the outputs
5. Assurance - assures delivery is done effectively and appropriately
   6 . Administration - provides admin and technical support

Question 23

Describe the 6 points that make a case for the Matrix Structure

Answer 23

1. a formal two-dimensional solution
2. improved management of projects
3. preserves the benefits of a functional system
4. economical use of resources
5. retains element of job security
6. good for organisations that routinely carry out projects

Question 24

what are the 7 requirements for success in a Matrix structure

Answer 24

1. balancing functional and project authority
2. PM authority is accepted at project level
3. functional dept deliver to agreed standards
4. PM doesn’t supervise HOW jobs are done
5. commitment from whole organisation
6. strong management support and involvement
7. resourcing issues addressed

Question 25

What are the PM and FM roles in a Matrix structure

Answer 25

PM - controls scope, time, cost and quality/performance (deliverables) FM - controls techniques for delivery, approach and input into resources

Question 26

What is the organisation breakdown structure (OBS)

Answer 26

the OBS defines the organisation of the project represented in a hierarchical way

Question 27

What is the responsibility assignment matrix (RAM)

Answer 27

a RAM chart is used to define who is responsible for the projects deliverables. it has two axis: - key deliverables / work packages - resources