1. Project Management (x470)
Module 05 : Closing, Organizational Structures, & Beyond the Basics

2. Module 5 Topics Closure Organizational Structure Beyond the Basics
Closure Sign-Off
Turnover of Project Products
Lessons Learned
Account Closure
Organizational Structure
Functional, Traditional
Projectized
Matrix
Beyond the Basics
Project, Programs, Portfolio
Project Management Office
Maturity Models

3. Monitoring and Control
Project Closure
Project Approval
Formal “Go” decision
Project Charter
Project Manager assigned
Project Plan
Clear and approved project or phase definition
Stakeholders
Scope (Deliverables)
Schedule
Cost
Project Execution
Complete deliverables per the project management plans
Determine and communicate project status
Project Closure
Formal end of all project work
Turn-over of project products
Project completion / termination sign-off
Lessons learned
Contracts and Accounts closed
Monitoring and Control
Knowing What the Project Is
Knowing Where the Project Is

4. Monitoring and Control
The Last Words
Project Approval
Formal “Go” decision
Project Charter
Project Manager assigned
Project Plan
Clear and approved project or phase definition
Stakeholders
Scope (Deliverables)
Schedule
Cost
Project Execution
Complete deliverables per the project management plans
Determine and communicate project status
Knowing Where the Project Is
Project Closure
Formal end of all project work
Turn-over of project products
Project completion / termination sign-off
Lessons learned
Contracts closed
Monitoring and Control
Product / Service Processes

5. Organizational System
Project based (driven) - work is characterized through projects, with each project as a separate cost center having its own P&L statement (ex. construction, aerospace)
Non-project based (driven) - projects exist to support product or functional lines, P&L measured on vertical or functional lines, priority given to revenue producing functional line activities

6. Organizational Structures
Types are described in terms of the project manager level of authority
Functional (Traditional, Classical)
Matrix
Projectized

7. Functional Organizational Structure
CEO
Sales
Finance
Operations …

8. Projectized Organizational Structure
CEO
Project Manager A
Sales
Finance
Operations
Project Manager B

9. Matrix Management Structure
CEO
Project Management
Finance
Operations
Sales
Matrix Management Structure
Project Manager 1
Project Manager 2

10. Organizational Structure & PM Authority
High
Low
Functional
Matrix
Projectized
Organizational Structure

11. Project Hierarchy . Portfolio Program 1 Project 1.1 Project 1.2
Temporary endeavor undertaken to create a unique product, service or result
A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives
Portfolio
Program 1
Project 1.1
Project 1.2
Program 2
Project 2.1
Project 2.2
Project A

12. Project or Program? Deliverable complexity (low or high)
Deliverable quantity (few or many)
Deliverable size (small or large)
Number of people (few or many)
Degree of interdependence (simple or complex)
Details of Agreements (tasks only or detailed interfaces)
Co-location of teams

13. Project Management Office
Centralizes and coordinate the management of projects under its domain
Operates on a continuum from providing only project management support functions to actual direct management and responsibility for meeting project objectives
Sometimes called Center of Excellence (COE)

14. Project Management Maturity Models
Harold Kerzner
Level 1
Common Language
Level 2
Common Processes
Level 3
Singular Methodology
Level 4
Benchmarking
Level 5
Continuous Improvement
SEI, CMM
Level 1
Initial
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimizing
OPM3, PMI
Level 1
Standardized
Level 2
Measure
Level 3
Control
Level 4
Continuously Improve
Standard methodology.
Should include development of project portfolio management process

15. The End
May bliss, with its causes and conditions, be with you!