1. Organisational Structures
PMB Week 5, Sept 15
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2. Outline This Lecture Covers LO2 and AC2.1 AC2.2
Review of Project Scheduling
Organisational Structures
Project Team Roles
Monitoring & Control Systems
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3. Forms of Organization Structure
Functional organizations – group of people performing similar activities into departments
Project organizations – group of people into project teams on temporary assignments
Matrix organizations – create a dual hierarchy in which functions and projects have equal prominence
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4. Functional Organizational Structure
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5. Functional Structures
Strengths
Weaknesses
Firm’s design maintained
Fosters development of in-depth knowledge
Standard career paths
Project team members remain connected with their functional group
Functional siloing
Lack of customer focus
Projects may take longer
Siloing means when people are unwilling to cooperate with others.

6. Silo Effect Found in Functional Structures
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7. Project Organizational Structure
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8. Project Structures Strengths Weaknesses Project manager sole authority
Improved communication
Effective decision-making
Creation of project management experts
Rapid response
Chance of loyalty to the project rather than the firm
No pool of specific knowledge
Workers unassigned at project end

9. Matrix Organizational Structure
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10. Matrix Structures Strengths Weaknesses Suited to dynamic environments
Equal emphasis on project management and functional efficiency
Promotes coordination across functional units
Maximizes scarce resources
Dual hierarchies mean two bosses
Negotiation required in order to share resources
Workers caught between competing project & functional demands
Scarce means short in supply

11. Dedicated Project Organizations
Organizations can sometimes gain tremendous benefit from creating a fully-dedicated project organization
Project manager authority expanded
Functional alignment abandoned in favor of market opportunism
Focus on external customer
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12. Project roles and governance
Source : (Maylor, 2010 ; pp. 62 )
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13. Project Roles & Responsibilities
Project Sponsor : The Person who “owns” the project from a business perspective and who is (usually) responsible to the organisation for the projects business case
Project Manager : The Person given the day to day control of a project under the delegated authority of the project board or sponsor.
User : The beneficiaries of a product or service obtained from the project
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14. Project Roles & Responsibilities
Project Champion : A project champion, also known as a project advocate, is a person who supports the team through the completion of a project. He provides moral, psychological, physical support and resources to the team, whilst advocating the benefits of the project to its stakeholders.
Project Board : The group of persons charged with the responsibility for delivering a project. Usually has three distinct roles (Executive, Senior User & Senior Supplier).
Team : Everyone involved directly or indirectly in the execution of the Project.
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15. CONTROL
Control is the act of comparing progress to plan so that corrective action can be taken when a deviation from planned performance occurs.
This refers the use of information as the primary ingredient of control, rather than power.
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16. The Project Control Cycle
Source ( Pinto, 2013) 

17. Project S-Curve Showing Negative Variance

18. Types of Control Systems
Configuration Control
Design Control
Trend monitoring
Document Control
Acquisition Control
Specification Control
Further Reading ( Pinto, 2013 : pp. 178)
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19. Types of control systems
Configuration control : includes procedures that monitor emerging project scope against the original baseline scope.
Design control : relates to systems for monitoring the project’s scope, schedule, and costs during the design stage. (Planning)
Trend monitoring : is the process of tracking the estimated costs, schedules, and resources needed against those planned. Trend monitoring shows significant deviations from norms for any of these important project metrics.
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20. Types of Control Systems
Document control : ensures that important documentation is compiled and disseminated in an orderly and timely fashion
Acquisition control : monitors systems used to acquire necessary project equipment, materials, or services needed for project development and implementation.
Specification control : ensures that project specifications are prepared clearly, communicated to all concerned parties, and changed only with proper authorization
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21. Monitoring and control cycle
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22. Homework For a particular role within a Business Project,
Research and present one job and person
specification. This task should be completed
before your PMB-Seminar.
Explain what is meant by Configuration Management ?
Read Chapter 2 &5 of Pinto
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23. References V. K. Verma. (1997). Managing the Project Team
Pinto, Jeffery K. Project Management, Achieving Competitive Advantage Global Edition, 3rd Edition. Pearson Higher Education (UK), 30/06/2013.
Project Management: Author: Maylor, Harvey, 4th Edition (Pearson 2010)
The Definitive Guide to Project Management, 2nd edition (Pearson 2007)
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24. PMB-WK5