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Activity #09 - How Do The Following Differ - Provide Examples

predictive Iterative incremental agile

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11 views

Activity #09 - How Do The Following Differ - Provide Examples

predictive Iterative incremental agile

Uploaded by

maya ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Activity #09 - How do the following differ? Provide examples.

1. Functional Organizational Structure


2. Week Matrix Organizational Structure
3. Balanced Matrix Organizational Structure
4. Strong Matrix Organizational Structure
5. Projectized Organizational Structure

Understanding different types of organizational structures is crucial for effectively managing projects
within a company. Here is how the structures differ, along with examples for each:

1. Functional Organizational Structure

 Description: In a functional organizational structure, employees are grouped based on their


specialty or function (e.g., sales, marketing, finance, HR). Each department has a manager who
reports to a higher executive level. Project managers typically have limited authority, as the focus
is on departmental operations.
 Example: A software company with separate teams for development, marketing, customer
support, and finance is an example of a functional structure. Project tasks are completed by
employees from different departments under their departmental heads' authority.
 Characteristics:
o Clear lines of authority within departments.
o Project work may lack a dedicated project manager and rely on departmental leadership.
o Employees primarily report to functional managers.

2. Weak Matrix Organizational Structure

 Description: A weak matrix structure is similar to a functional structure but incorporates some
project management functions. Functional managers retain most of the authority, and the project
manager acts as a coordinator or expeditor with limited authority.
 Example: A manufacturing company where a marketing project is coordinated by a project
manager, but the department heads (e.g., sales, R&D) make major decisions on resource
allocation and project priorities.
 Characteristics:
o Project managers have limited control and primarily facilitate communication and
coordination.
o Functional managers dictate project priorities and resource allocation.
o Projects often compete for attention with routine departmental activities.

3. Balanced Matrix Organizational Structure

 Description: In a balanced matrix structure, authority is shared equally between functional


managers and project managers. The project manager has more power than in a weak matrix but
may still require functional managers' approval for key decisions.
 Example: A consulting firm working on client projects. The project manager collaborates closely
with functional managers to allocate resources and manage project timelines, but both parties
have influence over the team.
 Characteristics:
o Project managers have more defined roles and responsibilities compared to weak
matrices.
o Power and authority are balanced between project and functional managers.
o Project decisions are made collaboratively.

4. Strong Matrix Organizational Structure

 Description: In a strong matrix structure, the project manager has more authority than in a
balanced or weak matrix. The project manager leads project activities, resource allocation, and
decision-making, while functional managers have a supporting role.
 Example: An IT services company where project managers oversee large software
implementation projects with dedicated project teams. Functional managers may provide
expertise but have less direct influence over project outcomes.
 Characteristics:
o Project managers have considerable authority over resources, budget, and schedule.
o Functional managers provide subject matter expertise and support.
o Clear focus on achieving project goals.

5. Projectized Organizational Structure

 Description: In a projectized structure, the entire organization is organized around projects.


Project managers have full authority over the project team, resources, and decision-making.
Teams are often dissolved upon project completion.
 Example: A construction company where each building project is managed by a dedicated
project manager with full control over resources, budgets, and project decisions. Once the project
ends, team members may be reassigned to new projects.
 Characteristics:
o High level of autonomy for project managers.
o Project teams are dedicated and report to the project manager.
o Organizations are highly flexible but may face challenges with resource utilization after
project completion.
Summary Table of Key Differences:

Project Manager Functional Manager


Structure Type Focus
Authority Role
Functional Low High Departmental work
Functional work with some project
Weak Matrix Low High
focus
Balanced Equal focus on projects and
Medium Medium
Matrix functions
Project-focused with functional
Strong Matrix High Low
support
Projects as core organizational
Projectized Very High None or Supporting
focus

Conclusion

Each structure serves different organizational needs. For instance, functional structures are efficient for
routine tasks within departments, while strong matrix and projectized structures are effective for
organizations where project delivery is the primary goal. Choosing the right structure depends on the
nature of the organization's work and project management needs.

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