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Name:
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Contents
1. Organizational Influences on Project Management
2. Project Stakeholders and Governance
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3. Project Team
4. Project Life Cycle
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ProJcclMonog men! Prof8sslonal Carti0ca11on Examlnellon Training Material Version 5.0 Cop)'l1ghl~
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Organizational influences on Project Management
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1.
2.
Organizational Communication
3.
Organizational Structure
4.
5.
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Project Management Professional Certification
Examination Training Material Version 5.0 Copyright
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MUMBAI CHAPTER
Organizational Communications
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Organizational Structure
2.13
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Organization Structures
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Org1111!Zlttlon
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Moul,
Struaturo
: ProJoc:t
Ch=ctorl.ilcs
e,
Fu1iatlonnJ
,i~
Projectized
Weak Matrix
e-:t Mori~ter'
uU1out
Resou
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Whomal)ilgt;J, Ui,;
JlfOJa$11 b<, ga
Pro;ect Men.iger's
Role
Balanced Matrix
Strong Matrix
Little or None
Low
Low to
Moderate
Moderate
to High
Almost Tota!
Little or None
Low
Low to
Moderate
Moderate
to High
~!most Total
Functional
Manager
Functional
Manager
Proje,ct
~~ixed
Project
Manager
Manager
Parttime
Part-time
Fu!Hime
Full-time
Full-time
Parl'lirne
Part-t ime
Part-time
Fu!Hime
Fulllime
High to
High to
2,1.3 l
Organization Structure
Chief
Executive
Project
Coordination ~
- - - - ----- .....
- - -, .,- ------~---------------------~
Functional
Manager
-------
Functional
Manager
Functional
Staff
Staff
Staff
Stiiif
Staff
Staff
Staff
Staff
Staff
I
I
Manager
- - - - - - - - - - _. -
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Organization Structure
Chief
Executive
Project
Coordination\
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- - - - ....
Project
Manager
\
\
Stoff
Staft
S aff
Staff
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ll!fl
Project
Manager
Project
Manager
Staff
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Figure 2-5. Projectized Organization
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Organization Structure
Sample Matrix Organization
functional authority
GENERAL
MANAGER
project reporting
SALES
MANAGER
CHIEF
ENGINEER
MANUFACT'G
MANAGER
CONTROLLER
Sales Rep
Project
En lneor
Line Manager
Accountant
Sales Rep
Project
En lneer
Line Manager
Accountant
Sales Rep
Project
E fnoer
Line Manager
Accountant
Rep
Project
En lneer
Line Manager
Accountant
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PROJECT
MANAGER
PROJECT
MANAGER
Sales
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Project Mar131Jement Professional CertiflcaUon E.xaminaUon Training Material Version 5.0 Copyright e
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2.1 .3
Organization Structure
Matrix Organizations
- Weak Matrix
Project Manager as coordinator/expeditor
Balanced Matrix
Need for PM recognized
PM not given full control of project resources
- Strong Matrix
Full time PM
Dedicated project admin staff
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Organization Structure
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Chief
Executive
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Funct)onal
Manager
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Functional
Functional
Manager
Manoger
Staff
Manager of
Project Managers
Project Manager
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\
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Staff
., -----:Staff
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'
taff
Staff-
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Pro.see\ lana~r
-----~-------------------;,----
Project A Coordination
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- Personnel administration
- Marketplace conditions
-
Political climate
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MUMBAI CHAPTER
Project Stakeholders
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Stakeholder inter-relationship
ProJoct
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Project Stake~cldcrs
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Project Management Professional Certification
Examination Training Material Version 5.0 Copyright
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Project Governance
Escalations
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organizational structure
- Part time staff - Functional structure
- Dedicated Staff - Projectized structure
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Figure 2-8. Typical Cost and staffing Levels Across a Generic Project Life Cycle Structure
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A project life cycle is the series of phases that a project passes through from its
initiation to its closure
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19
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2.4.1 j
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Probability of success : Lowest at start and gets progressively
higher at the end of the project
Project risk and uncertainty : Highest at start and gets
progressively lower at the end of the project
Ability to influence product and cost : Highest at start and gets
progressively lower at the encl of the project
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Cost & staffing levels : Low at start, higher near end and drop at
closure
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Project Management Professional Certification
Examination Training Material Version 5.0 Copyright
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PLC Characteristics
Max.
CJ
Ability io
Cl)
Ch ang+ Easily
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Min.
Starting the
Project
Organizing
And
Preparing
Closing the
project
TIME
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Cycle
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Project Phases
Projects are divided into phases for better management & control of the
project
Deliverable
- Tangible, veri fiabl e work product e.g: Feasibility study, Detailed design,
working prototype
23
Project Phases
Phase review is used to detect and correct errors and hence control
cost
Phases are named from its deliverable such as Design, Test etc.
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Prtiject Management Professional Certification Examlnalion Training Material Version 5.0 Copyrighl e
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Project Management Professional Certification
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ivf U M BA I C H A P T ER
24 2 1
1. Sequential relationship
- Phase can start only when previous phase is complete
- Reduces uncertainty but limits the options for reducing the
schedule
2. Overlapping relationship
- Phase can start prior to the completion of previous phase
- Helps in schedule compression by fast tracking but may
increase the risk of rework
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Also iterative but iterations are rapid (usually duration of 2 to 4 weeks) with
fixed time and cost
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MUMBAI CHAPTER
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QVostion Elank
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BAI CHAPTER
Organization Influences and Project Life Cycle
Question No.
A.
B.
C.
D.
29
Qililstlon Bank'
You have been assigned to a project in which the objectives are to direct customer ca lls lo an
Interactive voice response system before being connected to a live agent. You are in charge of
the media communications for this project. You report to the project manager In ctiarge of this
project and the VP of marketing, who share respons iblllty for th is project. Which organlzatlona l
structure do you work in?
A.
Functional organization
B.
C.
Projectized organization
D.
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15
TER
Organization Influences and Project Life Cycle
Question No.
C:luestion Bal)k
The first phase of your project has come to an end. What should you
ensure is done BEFORE beginning the next phase?
A.
Verify that the resources are available for the next phase.
B.
C. Confirm thc!t the phase has reached its objectives, and have its
deliverables formally accepted.
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2
QuesliQn Bank
The project life cycle differs from product life cycle in that the project life
cycle:
)
A.
B.
C.
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D.
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Al CHAPTER
Question Bank
A.
B.
C.
D.
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