Module 4 Introduction Organizational structure and culture

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A project manager's role within different organizational structures

In the last video, you learned about the way a company is arranged, which is called organizational structure. You also
learned that two of the most common organizational structures are Classic and Matrix.

Understanding the differences in Classic and Matrix organizational structures can help you ask questions during a job
interview to fully understand the role and responsibilities you are considering. This will also help you understand which
skills will be most important for you to have if you get the position.

Once you are hired into a role, knowing a company’s organizational structure can help you identify key points of
communication and key stakeholders. It can also help you navigate within the organization when you need support or
need to determine who has authority in a certain situation. Let’s examine the characteristics of each of these
organizational structures in greater depth so you can identify the type of structure an organization has and how to
navigate it as a project manager.

Classic organizational structures

The Classic organizational structure is a top-down hierarchy system, where a Chief Executive Officer (CEO) has direct
authority over several department managers. The department manager has direct authority over several other sections of
employees. This system requires communication both up and down the ladder. In a Classic structure, authority comes
from the top and filters to the bottom. Frequent reporting of project status updates may be required to pass up through
management levels to keep higher leaders informed.

Classic organizations are also referred to as functional organizations because the organization is divided into departments
based on function. Each department is led by a functional manager, and employees are grouped according to the
functions of their role. For example, the main function of Friendly Skies Airlines, an airline company, is to fly airplanes.
There are typically departments logically arranged to fulfill other important company functions, such as Marketing, Human
Resources, and Strategy. Employees usually have a specialty within the organization and may not work within other areas
during normal everyday operations.

Managing a project in a Classic organization

Friendly Skies Airlines has a Classic organizational structure, as indicated by its reporting or “org” chart.
Imagine that the Friendly Skies Airlines Board of Directors approves an initiative to retrofit existing airplanes to carry more
passengers. The CEO sponsors a project team to redesign the airplanes. The project will be led by a project manager from
the Engineering and Innovation department and will require representatives from Finance, Marketing, Strategy, and
Operations, along with several other team members from the Design department, to successfully complete the project.

The project team will typically remain in their reporting lines but act as their own assembled team. They do not fall under
any of the existing functional departments. In the Classic organizational structure, the project builds from already existing
departments to form teams.

If you are a project manager in this type of structure, you may need to consult with functional managers to understand
your resources and the capacity of each teammate, as well as to familiarize yourself with each function’s internal
processes and approval structure. Your authority may be slightly limited due to competing priorities, approval chains, and
other complexities, but setting expectations up front will enable you to navigate the organization and execute your project
successfully.

Matrix organizational structures

The Matrix structure differs from the Classic structure in that the employees have two or more managers. In Matrix
structures, you still have people above you, but you also have people in adjacent departments with whom you will need to
communicate on your work progress. Functional areas tend to cross paths more frequently, and depending on the nature
of the work, the responsible manager for each area has the most authority.

As a project manager in a Matrix organization, a team will essentially have at least two chains of command, or managers.
You can think of the project manager as being a temporary manager while assigned to the team. The functional manager is
consistent regardless of the project a project manager is supporting. The visual below illustrates what the Friendly Skies
Airlines would look like if it had a Matrix organizational structure.
Managing a project in a Matrix organization
Imagine that Friendly Skies Airlines is organized in a Matrix structure. Their Product Excellence team develops a new
amenity kit for long-haul flights. They ask the Project Manager to help gather marketing materials that present research
data about how this product fulfills passenger desires. The Project Manager is working on behalf of the Product Excellence
team, but they are able to work in partnership with the Marketing team to create these materials.

You can read more about an overview of Matrix organizations in this PMI article.

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.

Key takeaway
To recap, 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.

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Congratulations! You passed!

Grade received 93.75%

To pass 75% or higher

Go to next item

1.
Question 1

Which of the following scenarios best describes a Classic structure?

1 / 1 point
 Imagine you work alongside a small group of project managers. One of your current projects shares team members
with another, ongoing project. To make sure you hit your next milestone, you want your team members to work only on
your project for the next two weeks. You decide to meet with your team to discuss your proposal.

Imagine you are managing an important project at a company that requires all orders to go through its shipping
department. However, your project is on a tight schedule, and the shipping department has a backlog of orders. You
decide to meet with your direct manager to ask for approval to place the order through a third-party vendor. Ultimately,
your direct manager has to meet with a vice president to get final approval.

Imagine you work at a small marketing agency, and you have just begun a new project. All of the company’s graphic
designers work in the Art department and report to the Art Director. However, two of those graphic designers have been
assigned to your project, so they will also report to you while working on the project.

Correct

In a Classic organization, project managers are part of a top-down hierarchy and should communicate with their direct
managers frequently to keep them informed.

Question 2

Why is it important for a project manager in a Matrix organization to clearly define roles and responsibilities? Select all
that apply.

0.75 / 1 point

Because employees may report to more than one person and have multiple responsibilities across teams

Correct

In both Classic and Matrix organizations, project managers must clearly define roles and responsibilities in order to work
effectively. However, within most Matrix organizations, some project managers may have the same level of authority as
the functional managers and operate more directly.

Because project managers must get approval from their direct superiors for any decisions they make about day-to-
day project activities

Because project managers need to identify their single manager or director

Because project managers can have the same level of authority as functional managers

You didn’t select all the correct answers

Question 3

What are some ways that organizational structure can impact the role of a project manager? Select all that apply.

1 / 1 point

Their possibility of career growth

Their approach to getting approvals

Correct
Since Classic structures have a clear chain of command and Matrix structures do not, the process for getting approvals in
these organizational structures differs. A project manager in a Classic structure may have to get approval from the
appropriate managers, directors, and department heads in order to complete certain tasks. A project manager in a Matrix
organization, on the other hand, may have more autonomy to make decisions for the project as needed.

Their level of authority

Correct

A project manager’s level of authority and responsibility will vary in different organizational structures. In a Classic
structure, a project manager might have less authority and a tighter scope. In a Matrix structure, a project manager will
have to cooperate with other leaders in their organization and may have less direct authority over their team members.

Their access to resources

Correct

Organizational structure may affect how the project manager accesses the people, equipment, and budget that they need.
A project manager working in a Classic structure may depend on the functional managers in their organization to approve
resources. In a Matrix structure, a project manager may need to share project resources and negotiate priorities with
other groups.

Question 4

What are some key functions of a Project Management Office (PMO)? Select all that apply.

1 / 1 point

Managing the organization’s income and expenses

Strategic planning and governance

Correct

PMOs define project criteria, select projects according to the organization’s business goals, and provide a business case for
those projects to management.

Creating project documentation, archives, and tools

Correct

PMOs invest in and provide templates, tools, and software to help manage projects and help maintain their organization’s
project history.

Implementing project management best practices

Correct

PMOs share lessons learned from previous successful projects and provide guidance about processes, tools, and metrics to
ensure consistency.

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1. Module 4
2. Introduction to organizational culture
 Project manager = change agent

Learning about an organization’s culture

It is important to learn about the culture of the organization where you work or want to work.
Understanding the company’s culture can help you navigate your team through a project. Consider this
quote from Peter Drucker, an expert on management: "Culture eats strategy for breakfast." Drucker is
implying that the culture of a company always influences its success, regardless of how effective the
company’s business model may be. Organizational culture is critical to the health of a company, the people
who work there, and the customers it serves.

The importance of organizational culture

 Identity: An organization’s culture defines its identity. Its identity essentially describes the way the
company conducts business, both internally and externally. A company’s values and organizational culture
go hand-in-hand; its values are part of its identity. You can almost think of an organization’s culture as its
personality. That is why it is important to learn your company’s (or target company’s) mission and value
statements. The mission and value statements will help you understand why the company exists and will
give you insight into what the company believes in and how it will behave.
 People: Strong, positive organizational culture helps retain a company’s best employees. People who feel
valued, engaged, and challenged are more likely to give their best and want to drive for success. An
organization’s culture can help keep talented employees at a company, and it can attract great people too!
On the other hand, a toxic culture can have the opposite effect. It is important to find an organization with
a culture that fits your personality. One way to find out more about an organization's culture is to talk to
 the people who work there. You can also take note of the current employees’ attire, expressions, and
overall behavior.
 Processes: Organizational culture can have direct impacts on a company's processes, and ultimately, its
productivity. The organization’s culture is instilled throughout the company—from its employees to how its
employees do their job. For example, a company that values feedback and employee involvement might
have that reflected in their processes by including many opportunities for employees to comment. By
allowing employees to feel their voices are heard, this company is adhering to its culture.

Understanding an organization’s culture

As a project manager, it is important to understand your company’s culture, especially because it could
affect the projects you work on. Some aspects of an organization’s culture that are directly related to how
you will manage projects are communication, decision-making, rituals, previous management styles, and
values. To learn more about a company’s culture and how it applies to you as a project manager, you can:

Ask questions
You can learn about an organization's culture by asking questions of management and peers. It can be
helpful to ask these questions in the interview phase to better understand the company’s culture before
accepting a position. You might want to ask questions about:

Atmosphere
 What is the company’s dress code?
 How do people typically share credit at this company?
 Is risk-taking encouraged, and what happens when people fail?
 How do managers support and motivate their team?
 How do people in this role interact with customers and users?
 When and how do team members give feedback to one another?
 What are some workplace traditions?
 What are some of the ways the company celebrates success?
Policies
 What are the policies around sick days and vacation?
 Does the company allow for employee flexibility (e.g., working from home, flexible working hours)?
 What policies are in place that support employees sharing their identity in the workplace?
Processes
 What is the company’s onboarding process?
 How do employees measure the impact of their work?
Values
 What are the company’s mission and value statements?
 How might the person in this role contribute to the organization’s mission?
 How does the organization support professional development and career growth?

Listen to people’s stories

Listening to what current employees have to say and how they portray the company will give you great
insight.

 What were employees' experiences with similar projects in the past?

 What can they tell you about key stakeholders and customers?
 Take note of company rituals
Rituals can be powerful drivers of culture. They engage people and help instill a sense of shared purpose
and experience.

 How are birthdays and holidays celebrated?

 Do employees generally eat lunch at the same time and in the same place?
 Watch employee interactions: Observing how employees interact can help you tailor your interaction style
to the company norm.
 Are employee interactions more formal or informal in nature?
 Are ideas solicited from employees in different roles?

Understand your impact

As a project manager, you become a change agent. Remember: a change agent is a person from inside an
organization who helps the organization transform by focusing on improving organizational effectiveness
and development. When you begin a new role, sit down with management to better understand what is
expected of you and how you can make the most of the opportunity.

Sharpen your communication skills

Interpersonal communication skills are a major part of project management. How a company
communicates is directly tied to its organizational culture. You will most likely have interactions with
various departments and management levels while executing projects. To communicate effectively, you
will need to understand how to navigate the different channels in your company. Ask questions about
communication practices when you start a new role such as: Is it customary to sign emails from the team
rather than from you individually? Should presentations include team members or be solely presented by
the project manager? This can help you make sure you are adhering to expectations.

Approaching projects differently from how similar projects were managed in the past may be met with
some resistance. Although some projects may call for you to break the status quo, when you show an
appreciation of your organization’s culture, you may help your team members accept any improvements
you are implementing.

Key takeaway
Organizational culture is important because it has a direct impact on you as a project manager, and
learning how to navigate organizational culture gives you a great advantage when you are executing
projects. Being able to navigate departmental interactions, communicate effectively, and plan your project
in line with the organization’s culture will help set you up for success in your project management career
path.

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Congratulations! You passed!

Grade received 93.75%

To pass 75% or higher

Question 1

Fill in the blank. Organizational culture refers to a company’s _____.

1 / 1 point

logo and slogan

income and expenditures

values and personality

stock price and capital

Correct

A company’s organizational culture is almost like its corporate personality. It includes the organization’s values, mission,
and history.

Question 2

A project manager can learn about an organization’s culture in which of the following ways? Select all that apply.

1 / 1 point

Ask management questions to better understand what they expect.

Correct

You can find out a lot about organizational culture by talking to managers about their expectations. It can be helpful to ask
these questions in the interview phase to better understand the company’s culture before accepting a position.

Observe employees within the organization.

Correct

Observing other employees can help you get a better sense of the organization’s culture. When working in different
geographies, it can also make you aware of established customs like bowing, shaking hands, or wearing head coverings.

Ask employees about workplace rituals and traditions.

Correct

You can find out a lot about organizational culture by talking to employees about their experiences. Rituals can be
powerful drivers of culture, and considering what current employees share about them will give you great insight.

Survey employees on how their personal histories might impact their work.

Question 3

What are three reasons that it is important for project managers to understand a company’s organizational culture?

1 / 1 point

It can help them set an accurate budget.

It can affect many aspects of their projects.

Correct
Organizational culture can have an impact on the way projects are run. Some aspects of an organization’s culture that are
directly related to how projects are managed are communication, decision-making, rituals, previous management styles,
and values.

It can help them avoid bumps in the road when their projects disrupt the status quo.

Correct

Project managers are change agents, so finding out how things have worked in the past can help smooth the way for any
changes they propose.

It can help them determine if they want to accept a position with the company.

Correct

Asking questions about the organization’s culture in an interview can help a project manager determine whether the
position is a good fit for them. It also shows the interviewer that they are knowledgeable about the impact culture can
have on a project.

Question 4

Imagine you are interviewing for a project manager role at a local start-up. You are very interested in the work the
organization is doing, but you want to find out more about their culture to make sure the position is a good fit. How could
you find out more about the organization’s culture? Select all that apply.

0.75 / 1 point

You could ask the HR department about the proposed salary for the role.

You could ask your interviewer questions about the organization’s atmosphere, policies, processes, and stories.

Correct

Asking questions about organizational culture during an interview can help you learn if the role is a good fit for you. It can
also show the interviewer your awareness of how organizational culture can impact projects.

You could ask current employees about their employment history at other companies.

It’s important to find out about the people you may eventually work with, but learning about someone's previous roles at
other organizations won’t tell you about this organization’s culture. Instead, ask them to share their experiences at this
company.

You could ask current employees about their experiences at the company.

Correct

Considering how current employees portray the company will give you great insight into the organization’s culture.

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Case study: Balancing company culture and strategic goals

As you’ve learned, organizational culture refers to the values employees share and an organization’s
values, mission, history, and more. In other words, organizational culture can be thought of as a company's
personality. A company’s organizational culture can help drive its internal and external success. When a
company’s culture is aligned with its corporate strategy and goals, the level at which it can perform is
impressive. When researching a company for a possible new job, understanding the company’s culture can
 help you decide if it is a good fit for you and your priorities. Also, understanding a company's culture as a
project manager can help you make informed choices about when you want your actions and decisions to
fit within the culture or when you might choose to intentionally push back against the culture to affect
change or create improvements. Let’s explore an example of a positive organizational culture and how a
project manager fits into that culture.

The Family Java culture

The Family Java coffeehouse has over 2,000 stores worldwide. The Family Java’s culture is closely linked to
their strategy and capabilities—this is what they feel sets them apart from other coffee shops. The
company has invested in a relationship-driven, employees-first approach. Their culture establishes that the
employees are what makes the company unique. This helps foster a warm, comfortable, and calm
environment for both employees and customers alike. Because The Family Java’s organizational culture has
cultivated employees who genuinely care about the company and their jobs, those employees create the
same environment for their customers to enjoy.

The Family Java’s mission and values speak to this approach directly:

Mission

 To provide a welcoming environment where our employees become our family and our guests become our
friends
Values

 To create a place where everyone is welcome

 To always give our best and hold ourselves accountable for the results
 To treat others with respect and kindness
The Family Java has worked hard to be able to create the structure to put their mission and values into
practice daily. They practice these values, all while achieving new levels in sales and growth. For example,
The Family Java believes in expressing their employees-first value by spending more on employee
healthcare than on coffee beans! Each employee is crucial to the success of the company and their ability
to fulfill their mission and adhere to their values. In turn, the company makes their employees feel valued
by offering substantial training, education scholarships, assistance with daycare, and growth within the
company.

The Family Java is able to capitalize on the critical link between culture and strategic goals to achieve
optimal performance. When evaluating their organizational culture, the company focuses on their positive
attributes and adapts to what works and has proven to be beneficial. By taking the time to perfect what the
company does well, The Family Java has created a culture that drives out negativity, empowers employees
to be their best selves, and aligns with their strategic goals.

A project manager’s relationship to organizational culture

Learning the company’s values
Avi was excited to begin his role as a project manager at The Family Java. He had asked questions about the
organization’s culture during his job interview and was told about the company’s people-first approach.
Avi’s previous company prioritized profitability over teamwork and mentorship. While his previous
company was very successful, it was difficult for Avi to engage meaningfully in his work because the culture
was so focused on financial results rather than on their employees’ job satisfaction. Avi felt like The Family
Java’s approach better aligned with his own values.
Clarifying the company’s expectations
Avi’s manager at The Family Java said that his role would involve a substantial emphasis on team building
and keeping morale high. When he began, Avi asked his manager to clarify the time investment expected
by the company in order to accomplish team- and morale-building goals. He also asked for suggestions and
guidance based on what had been done at the company in the past. If Avi had made incorrect assumptions
about the company’s culture and tried to manage projects with his previous company’s culture in mind, he
might have emphasized speed over collaboration and communication. Avi now knew that he would need to
carefully balance expectations related to The Family Java’s culture with the project workload in order to
meet project timelines and achieve the desired outcome.

Applying organizational culture to a project

Before beginning his first project, Avi planned a team lunch to get to know everyone at The Family Java.
Then, he scheduled one-on-one meetings with each of his team members to learn more about their
working style and professional goals. He also asked how he could help support and remove any barriers for
them. One of Avi’s team members, Miguel, said that he needed to start his workday early because he
picked his children up from school at 3:00. After hearing this, Avi avoided scheduling team meetings in the
late afternoon. Another team member, Elisa, told Avi that she preferred face-to-face or phone
conversations to email since she felt like she communicated better verbally. When Avi needed to discuss
something with Elisa, he made sure that he talked with her in person as much as possible. Avi continued to
check in with all of his team members regularly as the project progressed. He also scheduled weekly
“Coffee Chats” with his team, since he had learned that this was company tradition. Avi’s efforts to align his
project management style to The Family Java’s organizational culture were noticed by executives and
stakeholders, and he was given a lot of support in getting the resources he needed.

Key takeaway
The culture of each organization you encounter will be different and can change over time. Like Avi, it is
worth your time as a project manager to learn about your company's culture because it directly relates to
your projects’ success.

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1. Module 4
2. Introduction to change management

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 A project manager’s role in change management
In this lesson, you’re learning about how to support the change management process for your project. To review, change
management is the process of delivering your completed project and getting other people in the organization to adopt it.
In this reading, we will discuss strategies for approaching change management as a project manager.

Your project’s success depends on the adoption and acceptance of your project—whether that entails the launch of a new
external tool or a process that will change operations at a production facility. In both cases, the greatest impact of the
change will be on the people who use and interact with the product or process that is changing.

For example, if your website’s user interface changes, the major impact of that change affects the user. The user must
learn how the website has been reorganized and adapt to the new way to navigate it. If part of the website’s interface
update includes a new brand logo, the major impact of that change impacts your organization’s employees. They must be
made aware of the new logo and measures must be taken to ensure that all company communications include the new
logo, not the old one.

You can help ensure your project’s success by embracing changes as they come and by convincing the wider audience,
whether that is the end user or members of the organization, to embrace changes, too. When you implement a careful
approach to change management, you can address issues that might occur in the later stages of your project.

Integrating project management and change management

Change management is a major undertaking and a project in and of itself. When it comes to change
management, you may not always be responsible for leading and planning the entire end-to-end process.
There will be times when your manager, a team member, or another senior leader might be responsible for
taking on that transition and successfully implementing the changes. However, although you may not be
the one directly leading the change, there are still ways in which you can support and participate in the
successful adoption of your project.

As a project manager, you can think of change management as necessary for the successful outcome of
your project. Both change management and project management aim to increase the likelihood of project
success. They also incorporate tools and processes to accomplish that goal. The most effective way to
achieve a project goal is to integrate project management and change management, and it is your
responsibility as a project manager to do so.

When you are thinking about change management as it relates to your project, begin by asking yourself the
following questions:

 How will the organization react to change?

 Which influencers can affect change?
 What are the best means of communication?
 What change management practices will lead to the successful implementation of my project?
The answers to these questions will help you prepare for a variety of possible scenarios and allow you to
craft solutions to effectively support the adoption of your project.

Let’s look at some best practices for approaching change management on your projects:

Be proactive. Proactive and inclusive change management planning can help keep any potentially impacted
stakeholders aware of the upcoming changes.

 Incorporate change management into your project management steps. For example, you can schedule time
during team meetings or create a feedback document to ensure that your team members know there is a
place to voice their suggestions and concerns.
 You can also plan steps towards the end of your project to introduce the deliverable to stakeholders in the
form of demonstrations, question and answer forums, or marketing videos. You can factor all of these
decisions into your plan so that any potential changes are less likely to impact your timeline. If these steps
 have not been built into your plan, you can escalate and stress the importance of a change management
plan to your stakeholders.
Communicate about upcoming changes. Communication should occur regularly among impacted
stakeholders, the change management team, and the project team. Check in and communicate throughout
the project about how the changes will provide a better experience for end users of the project
deliverables. In this way, you support the process by providing everyone with the information they need to
feel prepared to adjust to changes once the project is ready to launch.

Follow a consistent process. Following a clear change management process helps maintain consistency
each time there is a change. The change management process should be established and documented early
on in your project to guide how the project will handle change. Your organization may also have an
overarching change management plan that can be adopted for your project. This may include when the
promotion of the change should happen, when training should occur, when the launch or release will
occur, and corresponding steps for each phase of the process.

Practice empathy. Changes are inevitable, but we are often resistant to them. By being empathetic to the
challenges and anxiety change can bring, you can support the process in subtle ways.

Use tools. Incorporating tools to assist in the adoption of a change can be very helpful. Here are a few
examples you can use on your next project:

 Feedback mechanisms, such as surveys, can capture input from stakeholders.

 Flowcharts can visualize the project's development process.
 Culture mapping can illustrate the company's culture and how the company's values, norms, and
employees behavior may be affected by the change.
As the project manager, you are responsible for successfully delivering projects. As you hone the skill set
you acquire throughout this program, you will find that change management is essential to your projects’
success.

For more on how to participate in the change management process, check out the following resources:

 Change Management at the Project Level

 5 Steps to Successful End-User Adoption
 Change Management Framework
If you don't have a Google account, you can download this file directly from the attachment below:

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Corporate and project governance

Governance in business is the management framework within which decisions are made and accountability and
responsibility are determined. In simple terms, governance is understanding who is in charge. In this reading, we will
discuss corporate governance and project governance. It is important to learn how corporate and project governance are
 related since you may have to speak about governance in an interview. Additionally, you will need to understand how your
project relates to the governance structure of the organization.

Corporate governance
Each organization is governed by its own set of standards and practices that direct and control its actions. Those standards
and practices are called corporate governance, and they will influence your projects. Corporate governance is the
framework by which an organization achieves its goals and objectives. Corporate governance is also a way to balance the
requirements of the various corporate entities, such as stakeholders, management, and customers. Corporate governance
affects every part of an organization, including action plans, internal and external controls, and performance
measurements.

Governance and change management go hand-in-hand. Think back to the previous videos on change management. To
successfully implement change management, it is essential that you understand the structure and culture of the
organization. Effective governance in change management provides clearly defined roles and responsibilities during
change. This enables the people within the organization to have a precise understanding of who makes decisions and of
the relationship between those managing and participating in the change management process.

Another example of governance within an organization is the creation and use of steering committees. Steering
committees decide on the priorities of an organization and manage the general course of its operations. The steering
committee essentially acts as an advisory board or council to help the project manager and the company make and
approve strategic decisions that affect both the company and the project.

Project governance
As a project manager, you will be responsible for project governance. Project governance is the framework for how
project decisions are made. Project governance helps keep projects running smoothly, on time, and within budget. Project
governance involves all the key elements that make a project successful. It tells you what activities an organization does
and who is responsible for those activities. Project governance covers policies, regulations, functions, processes,
procedures, and responsibilities.

How project and corporate governance intersect

Project governance needs to be tailored to your organization's specific needs. These needs will influence how you
implement and monitor the governance framework on your project. Project governance concerns those areas of corporate
governance that are specifically related to project activities. Effective project governance ensures that an organization’s
projects are aligned to the organization’s larger objectives, are delivered efficiently, and are sustainable. This includes:

 Considering the long- and short-term interests of your organization

 Making thoughtful decisions about which projects to take on and avoiding projects if you do not have sufficient resources
 Providing timely, relevant, and reliable information to the board of directors and other major stakeholders
 Eliciting the input and buy-in of senior managers since they are the decision-makers
 During the initiation phase, prioritizing clear, reachable, and sustainable goals in order to reduce confusion and conflict
 During the planning phase, assigning ownership and accountability to an experienced team to deliver, monitor, and
control the process
 During the execution phase, learning from mistakes and adapting to new or improved knowledge
Corporate governance can involve clearing many hurdles before making decisions. These decisions can influence not only a
single project, but the entire corporation.

At the same time, corporate governance can help support project governance, as it provides oversight on compliance and
mitigating risk and offers guidance and direction for project managers. Good corporate governance can also help project
managers secure resources, get issues addressed, avoid delays in decision-making, get buy-in from stakeholders, and
achieve visibility for projects on the executive level.

Key takeaway
You should think about an organization’s culture and structure when you are interviewing for a new role and as you begin
a new role or project. You should consider an organization’s governance processes and practices in the same way. This will
help you understand how decisions are made, who is responsible for what, and what are the potential issues and areas of
concern.

&&&

Congratulations! You passed!

Grade received 100%

To pass 75% or higher

Go to next item

Question 1

What are three core concepts of the change management process? Select all that apply.

1 / 1 point

Create a sense of ownership and urgency around the project.

Correct

When team members feel a sense of ownership and urgency around a project, it increases interest, motivation, and
engagement with the project outcome.

Select the right combination of skills and personalities for the team.

Correct

A project manager should find team members whose knowledge and skills complement one another and get them excited
about the project. They can be advocates for change when it's needed.

Communicate effectively.

Correct

To ensure effective communication with the team and the rest of the organization, the project manager can do three
things. First, they can be transparent and up front with plans. Second, they can make information available. Third, they can
make sure everyone is kept up-to-date on the project’s progress.

Adopt different change management best practices for each individual project.

Question 2

Which of the following project outcomes will most likely require change management in the organization? Select all that
apply.

1 / 1 point

Kicking off planning for the next quarter

Holding an annual meeting for stakeholders

Adopting a new supply ordering system

Correct

Switching to a new system means that employees will need to learn new processes and protocols. Change management
strategies would help support the transition to these new processes.

Installing new scheduling software on employees’ computers

Correct

Installing new software means that employees will need to adapt to how the software operates. Change management
strategies would help support the transition to this new tool.

Question 3

Which three best practices can help a project manager approach change management on their projects? Select all that
apply.

1 / 1 point

Only incorporate change management strategies during the closing phase of the project life cycle.

Use tools to help implement a change.

Correct

Incorporating tools like flowcharts, feedback mechanisms, and culture mapping to assist in the adoption of a change can
be very helpful.

Practice empathy.

Correct

Changes are inevitable, but people are often resistant to them. A project manager can support the process by being
empathetic to the challenges and anxiety change can bring.

Communicate about upcoming changes.

Correct

Project managers should communicate throughout the project about how the changes will provide a better experience for
end users of the project deliverables. This provides everyone with the information they need to feel prepared to adjust to
changes once the project is ready to launch.

Question 4

How does an organization align its project governance with its corporate governance? Select all that apply.

1 / 1 point

By avoiding the input of senior stakeholders

By providing stakeholders with timely, relevant, and reliable information

Correct
Good project governance supports corporate governance with clear communication and attainable goals. It also involves
making thoughtful decisions about what projects to take on and consideration of the long-term and short-term interests of
the organization.

By considering the long-term and short-term interests of the organization

Correct

Leaders and stakeholders are more likely to support the project if it aligns with the overall interests and objectives of the
organization. Good project governance also includes making thoughtful decisions about what projects to start and clear
communication with stakeholders.

By making thoughtful decisions about which projects to take on and avoiding projects if they don’t have sufficient
resources

Correct

An organization should carefully select projects and avoid projects if there are insufficient resources to make them
sustainable. Good project governance also includes clear communication with stakeholders and consideration of the long-
term and short-term interests of the organization.

&&&

How to uncover job opportunities

Starting a new career means not only developing a new skill set but also learning how to relate your previous experience
and skills to the new role you’re pursuing. If you’re ready to start your journey on a new career path, this reading will help
you position yourself for success in your job search. You’ll learn how to understand what your potential employer is
looking for and how to connect your background to their needs. The strategies outlined below are designed to help you
become a strong job candidate, even if you don’t have directly relevant experience.

The first step is to fully understand the role you’re targeting.

 Understand your target role
One of the primary challenges for anyone looking to launch a new career is how to stand out against candidates who
already have experience in the field. Overcoming this challenge begins with developing a comprehensive understanding of
the role you’re targeting. You'll need to understand the role in the context of any company you’re applying to, and more
broadly as well. Having a holistic understanding of what it takes to succeed in your target role will help you determine your
suitability for the role, and identify any steps you can take to improve your chances of getting hired.

To understand everything from minimum must-have requirements to skills that might help you stand out from the crowd,
you can begin by researching and analyzing job descriptions across different organizations.

Below you’ll find our recommended strategy for how to approach this process effectively.

Analyze job listings

The first part of the process is to gather information from multiple job listings:

 Pull up ten job descriptions for your target role. To do this, you can use job boards like Indeed, Glassdoor, and LinkedIn.
Make sure the roles you select come from different companies, share similar titles, and are roles you would actually apply
for. In each job description, you should be able to identify a section listing requirements for the role.
 Combine all the job requirements. To do this, create a new Google document and copy over all the required
responsibilities from all ten job descriptions.
 Order requirements based on appearance frequency. Certain requirements will likely appear in multiple descriptions. The
more commonly they appear, the more likely it is that they’re essential for the role. Put the most frequently appearing
requirements at the top of your list. For example, a requirement that appears in all ten descriptions would go at the very
top.
After completing these steps, you should have a clearer picture of which requirements are most common and important
for the role. You may also have questions:

 Why do requirements differ across job descriptions? One of the most common reasons for this has to do with overly
general job titles, or job titles that don’t necessarily communicate the specific scope of a given role at a particular
company. For example, a program manager at one company might be focused on customer management, while at another
company, the emphasis might be on project management. A Data Analyst might primarily use SQL at one company and
Python at another. Because of these differences, it’s important to look beyond job titles. This is why we recommend the
process outlined above—to help ensure you’re targeting the exact roles that are right for you—and that you understand
the requirements for those exact roles.
 Why are some requirements higher on my list than I thought they would be, while others I expected to see barely show
up at all? If you’re surprised by your results, you may need to spend more time learning what the role really entails, as
you may have some preconceptions about the role that require adjusting. You might also need to do additional research to
ensure you’re targeting the right roles in your job search.
 How do I know if I’m really right for my target role? It’s perfectly normal to experience self-doubt at this stage of the
process. Remember, this is a new career for you. You’re not expected to know everything about the role, and it’s likely
that your existing skills and experience won’t line up perfectly. The more you learn about the role, the better you’ll
understand what’s required for success, and the more you’ll know about how to prepare yourself for that success.

Create your professional inventory

For this next step, you can temporarily set aside the master list of role requirements you previously created. The focus
here will be on your existing professional qualifications, and any other skills or experience you possess that might be
relevant to your target role and of value to a potential employer.

To begin, assemble a comprehensive list of the following:

 Technical (hard) skills. These are skills relating to a specific task or situation such as programming, technical writing,
project management, and more.
 Non-technical (interpersonal) skills. These are the skills that enable people to navigate their environment, work well with
others, perform well, and achieve their goals. They include skills like communication, leadership, team management, and
more.
 Personal qualities. These are positive attributes and personality traits such as being honest, having a good sense of humor,
and being dependable. You can also include your professional interests on this list.
 Education. This includes any post-secondary education, certifications, or independent classes completed online or offline.
Tip: You do not need to limit your professional inventory to skills and qualities developed through professional experience.
Consider any volunteer, extracurricular, or personal experiences that might help a hiring manager understand your
capabilities.

Once you’ve created your inventory of skills and experience, you’re ready to line these up against your requirements list.

Match your profile to the job requirements

The concluding step in this process is to match your profile to the job requirements. The goal here is to make it easy for
any hiring manager to see why you’re a great fit for their role. You’ll accomplish this by learning what to emphasize and
focus on in your search, on your resume, and during interviews.

To begin, go through your professional inventory of skills and experience, highlighting each item in green, orange, or red,
depending on its relevance to your target role. Relevance is determined by whether a given skill appears on your role
requirements list, how high it appears on your list, and how directly it aligns with your list.

For example, let’s say you’re interested in a program manager role. If you’re skilled at using project management software,
and project management software skills are high on your job requirements list, then highlight that item in green. If you
have some experience with tools that do not consistently show up on job descriptions but could still be relevant, highlight
these skills in orange.

 Green should be used for skills that are directly relevant to your target role. You should look for roles that emphasize
these skills. You should also highlight these skills on your resume, and be prepared to discuss them in an interview.
 Orange should be used to identify those skills and experiences that are relevant for the role but not necessarily in a direct
way. These are generally your transferable skills—skills that you bring with you from past experiences that can help you
succeed in your new role. Plan to have to explain these to recruiters and hiring managers, as their relevance may not be
immediately evident.
 Red should be used for items that are not relevant for your job search. De-prioritize these skills, and steer clear of
highlighting them on your resume and focusing on them during interviews.
Of these three categories, the orange items are where you’ll need to focus extra attention. When it comes to transferable
skills, you have to do the convincing, as you can’t count on a recruiter or hiring manager making the connection. For
example, no job description for a project manager role calls for waitstaff experience. However, that project manager job
description will likely mention excellent communication skills—which you would have developed during your hospitality
career. When applying for the project manager role, make sure your resume specifically mentions excellent
communication in addition to listing “waiter” or “waitress” as your previous occupation. Once you’ve categorized your
skills and experience based on how well they align with the requirements for your target role, you’re ready to move your
job search forward.

&&&

How to uncover job opportunities

Starting a new career means not only developing a new skill set but also learning how to relate your previous experience
and skills to the new role you’re pursuing. If you’re ready to start your journey on a new career path, this reading will help
you position yourself for success in your job search. You’ll learn how to understand what your potential employer is
looking for and how to connect your background to their needs. The strategies outlined below are designed to help you
become a strong job candidate, even if you don’t have directly relevant experience.

The first step is to fully understand the role you’re targeting.

 Understand your target role
One of the primary challenges for anyone looking to launch a new career is how to stand out against candidates who
already have experience in the field. Overcoming this challenge begins with developing a comprehensive understanding of
the role you’re targeting. You'll need to understand the role in the context of any company you’re applying to, and more
broadly as well. Having a holistic understanding of what it takes to succeed in your target role will help you determine your
suitability for the role, and identify any steps you can take to improve your chances of getting hired.

To understand everything from minimum must-have requirements to skills that might help you stand out from the crowd,
you can begin by researching and analyzing job descriptions across different organizations.

Below you’ll find our recommended strategy for how to approach this process effectively.

Analyze job listings

The first part of the process is to gather information from multiple job listings:

 Pull up ten job descriptions for your target role. To do this, you can use job boards like Indeed, Glassdoor, and LinkedIn.
Make sure the roles you select come from different companies, share similar titles, and are roles you would actually apply
for. In each job description, you should be able to identify a section listing requirements for the role.
 Combine all the job requirements. To do this, create a new Google document and copy over all the required
responsibilities from all ten job descriptions.
 Order requirements based on appearance frequency. Certain requirements will likely appear in multiple descriptions. The
more commonly they appear, the more likely it is that they’re essential for the role. Put the most frequently appearing
requirements at the top of your list. For example, a requirement that appears in all ten descriptions would go at the very
top.
After completing these steps, you should have a clearer picture of which requirements are most common and important
for the role. You may also have questions:

 Why do requirements differ across job descriptions? One of the most common reasons for this has to do with overly
general job titles, or job titles that don’t necessarily communicate the specific scope of a given role at a particular
company. For example, a program manager at one company might be focused on customer management, while at another
company, the emphasis might be on project management. A Data Analyst might primarily use SQL at one company and
Python at another. Because of these differences, it’s important to look beyond job titles. This is why we recommend the
process outlined above—to help ensure you’re targeting the exact roles that are right for you—and that you understand
the requirements for those exact roles.
 Why are some requirements higher on my list than I thought they would be, while others I expected to see barely show
up at all? If you’re surprised by your results, you may need to spend more time learning what the role really entails, as
you may have some preconceptions about the role that require adjusting. You might also need to do additional research to
ensure you’re targeting the right roles in your job search.
 How do I know if I’m really right for my target role? It’s perfectly normal to experience self-doubt at this stage of the
process. Remember, this is a new career for you. You’re not expected to know everything about the role, and it’s likely
that your existing skills and experience won’t line up perfectly. The more you learn about the role, the better you’ll
understand what’s required for success, and the more you’ll know about how to prepare yourself for that success.

Create your professional inventory

For this next step, you can temporarily set aside the master list of role requirements you previously created. The focus
here will be on your existing professional qualifications, and any other skills or experience you possess that might be
relevant to your target role and of value to a potential employer.

To begin, assemble a comprehensive list of the following:

 Technical (hard) skills. These are skills relating to a specific task or situation such as programming, technical writing,
project management, and more.
 Non-technical (interpersonal) skills. These are the skills that enable people to navigate their environment, work well with
others, perform well, and achieve their goals. They include skills like communication, leadership, team management, and
more.
 Personal qualities. These are positive attributes and personality traits such as being honest, having a good sense of humor,
and being dependable. You can also include your professional interests on this list.
 Education. This includes any post-secondary education, certifications, or independent classes completed online or offline.
Tip: You do not need to limit your professional inventory to skills and qualities developed through professional experience.
Consider any volunteer, extracurricular, or personal experiences that might help a hiring manager understand your
capabilities.

Once you’ve created your inventory of skills and experience, you’re ready to line these up against your requirements list.

Match your profile to the job requirements

The concluding step in this process is to match your profile to the job requirements. The goal here is to make it easy for
any hiring manager to see why you’re a great fit for their role. You’ll accomplish this by learning what to emphasize and
focus on in your search, on your resume, and during interviews.

To begin, go through your professional inventory of skills and experience, highlighting each item in green, orange, or red,
depending on its relevance to your target role. Relevance is determined by whether a given skill appears on your role
requirements list, how high it appears on your list, and how directly it aligns with your list.

For example, let’s say you’re interested in a program manager role. If you’re skilled at using project management software,
and project management software skills are high on your job requirements list, then highlight that item in green. If you
have some experience with tools that do not consistently show up on job descriptions but could still be relevant, highlight
these skills in orange.

 Green should be used for skills that are directly relevant to your target role. You should look for roles that emphasize
these skills. You should also highlight these skills on your resume, and be prepared to discuss them in an interview.
 Orange should be used to identify those skills and experiences that are relevant for the role but not necessarily in a direct
way. These are generally your transferable skills—skills that you bring with you from past experiences that can help you
succeed in your new role. Plan to have to explain these to recruiters and hiring managers, as their relevance may not be
immediately evident.
 Red should be used for items that are not relevant for your job search. De-prioritize these skills, and steer clear of
highlighting them on your resume and focusing on them during interviews.
Of these three categories, the orange items are where you’ll need to focus extra attention. When it comes to transferable
skills, you have to do the convincing, as you can’t count on a recruiter or hiring manager making the connection. For
example, no job description for a project manager role calls for waitstaff experience. However, that project manager job
description will likely mention excellent communication skills—which you would have developed during your hospitality
career. When applying for the project manager role, make sure your resume specifically mentions excellent
communication in addition to listing “waiter” or “waitress” as your previous occupation. Once you’ve categorized your
skills and experience based on how well they align with the requirements for your target role, you’re ready to move your
job search forward.

&&&

Congratulations! You passed!

Grade received 85%

Latest Submission Grade 85%

To pass 80% or higher

Go to next item

Question 1

Which of the following are part of organizational structure? Select all that apply.

0.75 / 1 point

How members of an organization are compensated

 How job tasks are divided and coordinated

Correct

How the different members of an organization relate to one another

Correct

How the organization reports its earnings

Question 2

Which main function of a PMO involves training employees about optimal approaches and best practices?

0 / 1 point

Common project culture

Resource management

Productivity assessment

Strategic planning and governance

Question 3

As a project manager, you believe limited access to the necessary people and equipment could cause the
project to go past deadline. Which organizational topic could you discuss with your key stakeholder to get the
project back on track?

1 / 1 point

Stakeholder availability

Meeting availability

Report availability

Resource availability

Correct

Question 4

Define organizational culture.

1 / 1 point

A company’s schedule and plans

A company’s shared values, mission, and history

A company’s structure, hierarchy, and goals

 A company’s income and expenses

Correct

Question 5

Why should project managers learn about organizational culture? Select all that apply.

1 / 1 point

So they can demonstrate how a project supports the company’s mission and values

Correct

So they can communicate more effectively with teams

Correct

So they can manage change effectivelyCorrect

So they can assign the right number of people to a project

Question 6

Which of the following best describes an example of successful change management?

1 / 1 point

HR adopts the new onboarding process that your project team was tasked to develop.

Your team develops software that meets the success criteria presented to you by your company’s CFO.

Your team is selected to implement a key project for your company’s Office of Procurement.

Your company is restructuring and you have been chosen to manage a key project.

Correct

7.
Question 7

What questions can project managers ask themselves in order to help manage change effectively? Select all that
apply.

1 / 1 point

What are the best means of communication to convey the change?

Correct

Which influencers in the organization can affect the change?

Correct

Which leaders shouldn’t be informed of the change?

 How will the organization react to the change?

Correct

8.
Question 8

As someone interviewing for a project management role, you want to understand the organizational culture of the
company you’re interviewing with. Which of the following questions could help you learn about the atmosphere at
the company? Select all that apply.

1 / 1 point

How do managers support and motivate their team?

Correct

What are some of the ways the company celebrates success?

Correct

What is the average salary for the company’s project managers?

What is the company’s dress code?

Correct

9.
Question 9

As a project manager, you want to integrate change management into your project. Which of the following
questions will help you understand how to do so? Select all that apply.

0.75 / 1 point

What other products are available to achieve the goals of my project?

What are the best means of communication for informing people about my product?

Correct

What is the timeline for implementing my project?

What management practices will lead to the successful implementation of my project?

Correct

10.
Question 10

Fill in the blank: _____ is the framework for how project decisions are made.

1 / 1 point

Corporate governance
 Project governance

Corporate vision

Organizational structure

&&&&