Organizational structure and culture:

Organizational structure refers to the way a company or organization is arranged or

structured. This structure also tells you how job tasks are divided and coordinated
and how all the different members of the organization relate to one another. In
other words, organizational structure gives you a sense of who reports to who

An organization's structure is most commonly mapped out using a reporting chart or

"org chart," which is short for "organizational chart." Reporting charts show the
relationship between people and groups within the organization, and details who
each person or group reports to.

There are a few different types of organizational structures. But for this course,
we're going to focus on two of the more popular ones: Classic and Matrix. Let's
start with Classic.

The Classic grouping includes what are usually called "functional" or "top-down"
structures. The Classic grouping follows a typical chain of command where the Chief
Executive Officer, also known as CEO, and other executives are at the top, followed
by directors or managers, then their direct reports and so on. Each of these
directors or managers typically oversee teams within their function of the
organization, like marketing, sales, or human resources.

Google included, and is usually referred to as the Matrix structure. You might
think of a Matrix structure as a grid where you still have people above you, but
you also have people in adjacent departments who expect to hear updates on your
work progress. These people may not be your direct bosses, but you are responsible
for communicating with them, since they may inform changes to your work.

the Classic structure follows a traditional, top-down system of reporting, and the
Matrix structure has direct higher-ups to report to and stakeholders from other
departments or programs.

Managing a project is a lot easier when you know how to access the people,
equipment, and budget that you need.

What is a PMO?
A Project Management Office, or PMO, is a group within an organization that
defines, sets, and helps maintain project management standards and processes
throughout that organization. It often acts as a coordinated center for all of the
organization’s projects, helping them run more smoothly and efficiently.

An organization’s project managers may operate within the PMO itself or within
other departments. At Google, for example, there are project managers who work in a
PMO focused on operational excellence, but there are numerous project and program
managers in other departments throughout the organization, as well.

What are the functions of a PMO?

PMOs offer guidance and support to their organization’s project managers. They
share best practices, project statuses, and direction for all of the organization’s
projects while often taking on strategic projects themselves. The main functions of
a PMO include:

Strategic planning and governance

This is the most important function of a PMO. This involves defining project
criteria, selecting projects according to the organization’s business goals, and
then providing a business case for those projects to management.

Best practices
PMOs help implement best practices and processes within their organization. They
also share lessons learned from previous successful projects. They help ensure
consistency among their organization’s projects by providing guidance about
processes, tools, and metrics.

Common project culture

PMOs help set common project culture practices by training employees about optimal
approaches and best practices. This helps keep project management practices
consistent and efficient across the entire organization.

Resource management
PMOs are often responsible for managing and allocating resources—such as people and
equipment—across projects throughout the organization based on budget, priorities,
schedules, and more. They also help define the roles and responsibilities needed on
any given project. PMOs provide training, mentoring, and coaching to all employees,
but project managers in particular.

Creation of project documentation, archives, and tools

PMOs invest in and provide templates, tools, and software to help manage projects.
They also play an important role in maintaining their organization’s project
history. Once a project closes, they archive all of the documents created during
the project for future reference and to capture lessons learned.

the key purposes of a PMO include: strategic planning and governance, implementing
project management best practices, establishing common project culture, resource
management, and creating project documentation, archives, and tools. PMOs support
their organizations in managing large numbers of projects and help keep all
employees working in the same direction towards the organization’s goals.

Project Management Office is a team of project managers. We are a group that

coordinates all of the different parts of a project together, including folks who
work on our product, engineers, and many business functions, and we help bring all
of those ideas to life.

One of the most critical things that Project Managers get to do is they get to have
a bird's eye view of everything that's happening in a project.

Organizational Cultures:
An organization's culture provides context and acts as a guide for what their
people value, how they operate on a daily basis, how they relate to one another,
and how they can be expected to perform.

Some definitions emphasize teamwork and innovation, while others focus on attention
to detail and achievement.

Organizational culture is in part the values employees share, as well as the

organization's values, mission, history, and so on. In other words, organizational
culture can be thought of as the company's personality.

A change agent is someone who helps the organization transform by focusing on

improving organizational effectiveness and development.

n project management, the process of delivering your completed project and getting
people to adopt it is called change management.

Change management in project management is centered around three core concepts and
best practices. The first core concept is creating a sense of ownership and urgency
around the project. Ownership means getting others to feel they are empowered to
take responsibility for the successful completion of their tasks.
Urgency means getting them to understand that the project is important and to
identify what actions need to be taken to move the project along. When team members
feel a sense of ownership and urgency around a project, it increases interest,
motivation, and engagement with the project outcome.
Another core concept is to figure out the right combination of skills and
personalities when selecting the people who will work on your team. Find people
whose knowledge and skills complement one another. If your team is selected for
you, see if you're able to choose who gets assigned which tasks. If that's not
possible, then it's extra important for you to find ways to connect with your team.
This will get them excited about the project so then they can be advocates for
change when it's needed.
One effective way of motivating your team is to communicate clearly your vision and
approach for the project.
The final core concept is the ever important one, effective communication