This video explores how organizational structure affects how projects are performed.
- [Voiceover] Organizations can be structured in all sorts of ways. From the classic functional hierarchy, in which each person reports to only one supervisor, to a matrix, which is part hierarchical and part project-oriented, to a projectized organization, where most of the people work on projects. Each of these structures affects how projects are performed. In a functional hierarchy, projects aren't the priority, making it difficult to achieve project success.
Project managers have almost no authority. A functional manager is typically in charge of things like the project budget. Resources are hard to come by because they report to functional managers, not the project manager. Even the project manager and other project management staff have to split their attention between the project and their regular work. Matrix organizations are still functional hierarchies, but they support projects more than pure hierarchies do.
They can be weak, balanced, or strong matrices, depending on how much emphasis they put on projects. In a matrix, project managers have some authority to make decisions. Resources assigned to projects report to two managers, their functional manager and the project manager. In a strong matrix, the project manager and project admin staff work full time on projects. Projectized organizations are all about projects, making it much easier for project managers to produce results.
Project managers have almost complete authority over their projects, including the budget. Resources are dedicated to project work and report to the project manager for the project they're assigned to. Project managers and project admin staff also work full time on project work. Organizational structure has a big influence on how projects are performed, how much a project manager can do, and how easy it is to make projects successful.
Using the characteristics described in this movie, determine which structure your organization uses.
Bonnie Biafore has always been fascinated by how things work and how to make things work better. In this course, she explains the fundamentals of project management, from defining the problem, establishing project goals and objectives, and building a project plan to managing team resources, meeting deadlines, and closing the project. Along the way, she provides tips for reporting on project performance, keeping a project on track, and gaining customer acceptance.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
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- Defining the components of a project
- What it takes to be a project manager
- Using project management software like Microsoft Project
- Managing project scope, budget, and schedule
- Managing project resources, including people
- Managing project risk
- Initiating a project
- Identifying and managing stakeholders
- Identifying requirements and deliverables
- Developing a project plan
- Building a project schedule
- Assigning resources to tasks
- Understanding the critical path
- Running the project
- Managing teams
- Monitoring performance
- Closing a project
Skill Level Beginner
Project Management Foundations: Communicationwith Doug Rose1h 47m Appropriate for all
Project Management Foundations: Budgetswith Bob McGannon1h 11m Appropriate for all
1. Getting to Know Project Management
2. Exploring Project Management Knowledge Areas
3. First Things First
How to develop requirements4m 19s
4. Developing a Project Plan
5. Building a Project Schedule
6. While You Run the Project
7. Working with Teams
8. Monitoring and Controlling Progress and Performance
9. Closing a Project
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