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I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes. These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'. Here's Chapter 1 - Part 2: Project Constraints
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[email protected]/in/maywongmeiching1
May Wong, PMP
Image courtesy of zole4 / FreeDigitalPhotos.net
[email protected]/in/maywongmeiching1
May Wong, PMP
taking a smaller
BITEof PMP
CHAPTER 1
PART 2a PMP-BITE series
Image courtesy of Stuart Miles / FreeDigitalPhotos.net
HELLO.Armed with more than 10 years of experience in marketing. Specializing in Project Management of activation campaigns, conferences, events & exhibitions.
Bitten by the travel bug and an explorer at heart.
Loves dogs.
@mayscloset
MAY WONGPROJECT MANAGER @ SHELL INTERNATIONAL
Part1 Part2 Part4Part3
Project Program Portfolio PMO
Time Cost Scope Resource Quality Risk
Functional Projectized Matrix
Product Lifecycle Project Lifecycle
4’P’s ConstraintsOrganizational
StructureLifecycle
ONECHAPTER
taking smaller bites…
Part1 Part2 Part4Part3
Project Program Portfolio PMO
Time Cost Scope Resource Quality Risk
Functional Projectized Matrix
Product Lifecycle Project Lifecycle
4’P’s ConstraintsOrganizational
StructureLifecycle
ONECHAPTER
taking smaller bites…
PART
ORGANIZATIONAL
3
STRUCTURE
5Organizational
Structure
Strong Matrix
Balance Matrix
Weak Matrix
Projectized
Functional
ORGANIZATIONALSTRUCTURES
FUNCTIONAL
PMBOK 5th Edition
Easier management of specialistTeam members report to only one supervisorSimilar resources are centralized – grouped by specialtiesClearly defined career paths in areas of work specialization
People place more emphasis on their functional specialty to the detriment of the projectNo career path in Project ManagementThe project manager has little of no authority
Advantages Disadvantages
Most common form of organization
Least preferred by project managers
PROJECTIZED
Efficient project organizationLoyalty to the projectMore effective communication than functional
No ‘Home’ when project is completedLack of specialization in disciplinesDuplication of facilities & job functionsMay result in less efficient use of resources
Advantages Disadvantages
No job security
Preferred by project managers as they have full
control
PMBOK 5th Edition
STRONG MATRIX
PMBOK 5th Edition
PMBOK 5th Edition
BALANCE MATRIX
WEAK MATRIX
PMBOK 5th Edition
WEAK MATRIX
Project Coordinator
Project Expediter
This position is similar to the project expediter except the coordinator has some power to make
decisions, some authority, and reports to a higher – level manager.
The project expediter acts primarily as a staff assistant and communications coordinator. The
expeditor cannot personally make or enforce decisions
MATRIXHighly visible project objectivesImproved project manager control over resourcesMore support from functional areasMaximum utilization of scarce resourcesBetter coordinationBetter horizontal & vertical dissemination of informationTeam members maintain a “home”
Extra administration is requiredMore than one boss for project teamsMore complex to monitor and controlResource allocation is more complexNeed extensive policies and proceduresFunctional managers may have different priorities than project managersHigher potential for conflict
Advantages Disadvantages
HOW WELL DID YOU PAID ATTENTION? PART
ORGANIZATIONAL STRUCTURE
3
EXERCISE 1
Two project managers have just realized that they are in a weak matrix organization and that their power as a project manager is quite limited. One figures out that he is really a project expediter, and the other realizes that he is really a project coordinator. How is a project expediter different from a project coordinator?
a. The project expediter cannot make decisions
b. The project expediter can make more decisions
c. The project expediter reports to a higher-level manager
d. The project expediter has some authority
PMPexamprep7thEdition-Rita Mulcahy
ANSWER
Two project managers have just realized that they are in a weak matrix organization and that their power as a project manager is quite limited. One figures out that he is really a project expediter, and the other realizes that he is really a project coordinator. How is a project expediter different from a project coordinator?
a. The project expediter cannot make decisions
b. The project expediter can make more decisions
c. The project expediter reports to a higher-level manager
d. The project expediter has some authority
EXERCISE 2
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?
a. Coordinator
b. Matrix
c. Functional
d. Expeditor
PMPexamprep7thEdition-Rita Mulcahy
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?
a. Coordinator
b. Matrix
c. Functional
d. Expeditor
ANSWER
EXERCISE 3
A manager an the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of
a. Management attention to scope management
b. Management Planning
c. Change control system
d. A project expediter position
PMPexamprep7thEdition-Rita Mulcahy
ANSWER
A manager an the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of
a. Management attention to scope management
b. Management Planning
c. Change control system
d. A project expediter position
Part1 Part2 Part4Part3
Project Program Portfolio PMO
Time Cost Scope Resource Quality Risk
Functional Projectized Matrix
Product Lifecycle Project Lifecycle
4’P’s ConstraintsOrganizational
StructureLifecycle
…coming soonImage courtesy of Master isolated images / FreeDigitalPhotos.net
QUESTIONS?
FEEDBACK?
slideshare.net/MayWongMC
@mayscloset
YOUTHANK
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