1.

He synchronizes groups of related projects

instead of just manage individual projects. Chapter 5: Project Management
Answer: C. Program Manager Organizational Structure

2. It is a structure that facilitates the A program manager synchronizes groups of

coordination and implementation of project related projects instead of just manage
activities. individual projects. The program manager
Answer: B. Project Organization supervises horizontally across the functional
projects involved with the program. From a
3. It illustrates that individuals located nearer business point of view this manager makes
to the peak of the pyramid have greater certain that cross- project work endeavor stays
authority and responsibility compared to viable and recognized gains.
members positioned to the bottom.
Answer: A. Organizational Chart A lot of project managers look up to program
managers and aspire to be in their shoes one
4. It is characterized with team members day. In order to be able to get to that level,
forming strong attachments to the project and project managers, as well as their
to each other known. organizations, must clearly understand the
Answer: C. Project general responsibilities that are expected from
each role.
5. It is actually a project management structure
that combines the very best components of
functional organization and project
organization structures.
Answer: B. Matrix

6. The balance of authority in this form is

strongly inclined on the side of the project
manager.
Answer: B. Strong

7. It has a project team that may work in

different time zones, in geographically
THE PROJECT ORGANIZATIONAL
dispersed places, in different organizations,
STRUCTURE
and in different cultures.
A project organization is a structure that
Answer: D. Virtual
facilitates the coordination and implementation
of project activities. Its major basis is to form
8. This manner of communication saves time
an environment that encourages good relations
and money for the geographically dispersed
between the team members with a least
team for periodic face-to-face meeting.
amount of troubles, overlaps and conflict. The
Answer: D. Videoconferencing
form of organizational structure that will be
employed for the project is one of the vital
9. It provides a faster and cheap mode of
decisions in project management.
communication worldwide.
Every project is exclusive because it is a
Answer: D. Internet
one-time effort with definite start and end.
10.Who is responsible for the choice of the
Each project has its distinctive characteristics.
organizational form in managing a project?
The organizational situation, the project
Answer: B. Project Manager
characteristics in which it will function, and ORGANIZING PROJECTS WITHIN A
the level of authority the project manager is PROJECTIZED ORGANIZATION
provided ought to be reflected on in designing Projectized organization is a structure that is
the blueprint of an organizational structure. particularly created for executing projects. It is
really principally tailored to meet the demands
One of the key objectives of the organizational of complex projects by isolating exclusive
structure is to lessen uncertainty and disorder function and maintaining a strong focus on
that usually transpires at the project initiation completing the project. When the project is
stage. The structure delineates the interactions completed, this structure disbands. This
amongst members of the project management structure is powerful in maintaining dedicated
and tie dealings with the external environment. resources all through the life of the project.
The structure also identifies the authority by
way of a graphical diagram named an
organization chart.

FORMS OF PROJECT
ORGANIZATIONAL STRUCTURE
A project structure can be in different forms.
Every form has its own advantages and
disadvantages. There are often varied project
organizational structures that are used in the
organization. These structures are at times
informal and often overlap and sometimes
even oppose each other. The different types of
organizational structures utilized for projects
can often be described as follows:

ORGANIZING PROJECTS WITHIN A

MATRIX ORGANIZATION
The functional structure is the oldest yet the
most effective organizational technique. This
strategy is best suited for routine functions.
However, it doesn't work effectively when
used in complex projects.

ORGANIZING PROJECTS WITHIN A

MATRIX ORGANIZATION
Matrix organization is actually a project
management structure that combines the very
best components of functional organization
and project organization structures peries the
recognition of intrinsic defects inside these
two structures. When properly coordinated this
model functions very well in multiple projects.
The staffing, training, job assignment and 3. Project, heavyweight or strong matrix - The
evaluation of the projects personnel are balance of authority in this form is strongly
supervised by the functional managers. In inclined on the side of the project manager.
order to best achieved objectives of
individualized projects via the optimal use of
resources the functional specialists are
assigned one or more projects.

THERE ARE FOUR TYPES OF

ELECTRONIC COMMUNICATION
BEING USED HELP IN BEATING THE
LACK OF FORMAL AND INFORMAL
PERSONAL CONTACT BETWEEN
MEMBERS OF THE PROJECT TEAM.
THESE MANNERS OF ELECTRONIC
COMMUNICATION HAVE BEEN
EXTENSIVELY EVEN BEFORE BY
MANAGERS OF VIRTUAL PROJECTS.
1. The Internet - It provides a faster and cheap
mode of communication worldwide. This is a
necessary ways of contacting all participants in
virtual project especially with virtual project
manager who depends on emails to exchange
project data with his dispersed team. Email is
an effective, easier and faster tool for
exchanging information updates of project
activities.
2. The pager - Each member has a paging
system with individual pager number. A
particular team member can be " paged"
whenever an issue surface that requires the
THERE ARE SEVERAL FORMS OF person ' s attention. This mode of
MATRIX ORGANIZATION BASED ON communication is good for quick response to
THE AUTHORITY OF THE problems and issues. A culture though must be
FUNCTIONAL AND PROJECT developed by the team to respond quickly
MANAGER, SPECIFICALLY: every time the pager rings.
1. Functional, lightweight or weak matrix - 3. Teleconferencing - This mode of electronic
The balance of authority in this form supports communication allows all essential persons to
the functional manager. share conversation and resent their view in real
2. Middleweight or balanced matrix - This time. The absence of visual though needs the
form resembles the traditional matrix one speaking to make proper identification
arrangement in which both parties work when participating in the discussion via this
closely together and jointly approve technical telephony technology.
and operational decisions.
4. Videoconferencing - This manner of
communication saves time and money for the
geographically dispersed team for periodic
face-to-face meeting.

SELECTING THE OPTIMAL

ORGANIZATIONAL STRUCTURE
Here are some basic considerations that may
influence the selection of the organizational
structure for project management:
1. Project size - a project could be small,
medium and large.
2. Project length - number of calendar periods
it takes from the time the execution of element
starts to the moment it is completed.
3. Experience with project management
organization - familiarity with other
organizations' way of handling projects.
4. Philosophy and visibility of upper level
management - the beliefs and the presence of
support of top management.
5. Project location - the geographic location CHAPTER 6: PROJECT ACTIVITY
using the street address, nearest major city, or PLANNING
the latitude and longitude.
6. Available resources - the accessibility of “BY FAILING TO PREPARE, YOU ARE
needed resources. PREPARING TO FAIL. ” - BENJAMIN
7. Unique aspects of the project - the best FRANKLIN
control of human resources classified as
labor-intensive and capital intensive; labor PROJECT PLANNING IN ACTION
intensive projects need a formal structure Project planning entails describing apparent,
while capital intensive may use informal distinct activities and the work required in
organizational form. order to finish each activity in a particular
project. It frequently calls for making several
assumptions about the accessibility of
resources like hardware, software, and
personnel.

Project plans are normally created by

jotting down the order of activities needed
to implement the project from start to
completion. The project is divided into nine
segments based on the planning process
leaned around the life-cycle events frequently
for software and hardware product developers:

1.Concept evaluation - A project concept

evaluation is a type of evaluation in which the
product/project concept developed so far is Every project charter should consist of at least
reviewed. three primary components which are project
2.Requirements identification - It is overview section, project approach section and
determining the resources needed for the project approval section.
completion of the project like labor, equipment
and materials. There must also be a schedule PROJECT OVERVIEW SECTION
indicating when each resource will be employ 1.Identification (Project Formal Name) -
and note any assumptions and constraints Give the formal name of the project as well as
made during the resource planning process. any other terms that might be used to identify
3.Design - It is creating the blueprint of the the project and the primary groups that will be
project with technical details that will enable involved with it. With this consistent
the development team to proceed with the terminology, it will be easier for all parties
build and/or configuration of the solution. It involved like the project team, stakeholders,
should be approved to ensure compliance with and end users to discuss and work on the
the standard. project
4.Implementation - This is the manner of 2.Project Background and History - Give
completing the project. any background information that will help
5.Test - This segment will detail all levels of explain how the project came to be.
testing to be performed during the 3.Project Purpose and/or Business Need -
build/configure/test phase of the project. Explain why the project is needed. If
Iterations of testing cycles as well as applicable, include details of why existing
environments to be utilized for the testing tools or products are insufficient. If there are
should be indicated. supporting documents available for any of
6.Integration - It is the coordination of the these reasons, list them here and include them
various elements of the project in order to as appendices to the charter.
meet their mutual goals of scope, schedule and 4.Project Scope and Limitations - Define the
budget to meet the entire project goals. project scope, being watchful to note
7.Validation - It confirms that the work being boundaries and limitations. The project scope
considered matches the details in the WBS, should be unmistakably detailed so that all
project scope and project management plan. parties involved are very aware of exactly
8.Customer test and evaluation - It is a what the project includes as well as what it
critical aspect of project management doesn't.
involving complex systems that must satisfy 5.Project Goals and Objectives - Using
specification requirements of the customer. appropriate business terminology; state all
9.Preparation and maintenance - It is the objectives for the project. Be sure to include
guide in the preparation for the the project's intended purpose in language that
implementation of the project and the is both concise and self-explanatory.
sustenance of all resources. 6.Project Sponsorship and Major
Stakeholders - Provide a list of names
THE PROJECT CHARTER identifying the major parties involved in the
The project charter is a single, consolidated project, such as project sponsors, stakeholders,
source of information about the project in and eventual project owners. In addition, be
terms of initiation and planning. Essentially, sure to identify the role of each individual
the project charter defines the boundaries of listed so that there is no confusion concerning
the project. The charter lays the foundation of responsibilities later down the line. These
the project. It includes a statement of the names should also be included in the Project
business's needs. Approval section.
7.Pertinent Documents and References - 6.Project Life Cycle Overview - Give a basic
List any related documents or other resources breakdown of the project life cycle, and list the
that could be helpful in understanding various various stages that the project will go through.
aspects of the project, such as the scope and Make sure to include the objectives of each
business need. If these documents are stage and why the stage is necessary.
particularly crucial, they can also be included 7.Basic Project Control and
as appendices to the charter. Communication Plan - The project control
8.Overview of Project Terminology - Provide component explains the tools that will be used
a basic, but complete, glossary that defines to assist the project manager in tracking the
special terms related to the project. If there are project's progress. It also serves as a
any key terms, phrases, or acronyms that communication device for communicating the
might prove to be confusing or new to anyone project's progress to the project team, project
related to the project, be sure to include them sponsor, and project stakeholders.
in this section. 8.Project Schedule - Provide a fundamental
schedule overview that lists, among other
PROJECT APPROACH SECTION things, the key milestones and stages of the
1.Project Deliverables - List the major project. Various exhibits, such as a Gantt chart
deliverables of the project and include when (including the associated Work Breakdown
these goals should be achieved. Most Structure) should be included in this section.
importantly, remember to include the key Here, it can be quite advantageous to use a
milestones of the project. project management software tool to produce a
2.Responsibilities and Roles - Include a schedule that can be monitored and adjusted as
summary of all parties that will be involved in the project progresses. Depending on the size
the project and what their roles will be. Also, of the project, such tools can be critical to its
list the needed skills and expertise that each success.
individual brings to the project as well as each
person's responsibilities. PROJECT APPROVAL SECTION
3.Project Resources - In addition to the 1.This section should list all of the names
human component; include other resources and roles of the major stakeholders along
that will be needed for satisfactory completion with their signatures, indicating that each of
of the project. Provide a list of computer these individuals is satisfied with the details
equipment, raw materials, working space, and included in the project charter.
any other resources that might be taxed during 2. In addition, if the project will require
the project's life cycle. If certain resources will resources from other departments or groups, a
only be needed during specific phases of the representative from each of these divisions
project, make note of that as well. should be listed in the Approval section as
4.Risk Management Overview - Give a well. The signatures of these individuals will
summary of the risks that may be encountered signify that they accept their own
during the project as well as how these risks responsibilities for successful completion of
may be minimized. Risk mitigation and action the project and agree to provide needed
steps can be listed. support.
5.Project Process Summary - Explain which
of the organization's project management WRITING THE PROJECT SCOPE
methodologies will be employed for this In order to identify the scope of a project, it is
project. If there is a plan to deviate from indispensable to first establish the project
standard means and methodologies, explain objectives. A well-defined objective parallel to
that as well. the mission, goals and strategy of the
organization is a guarantee to a successful
initiation of the project. The objective of a 7.Assumptions - Statements about how
project may be to generate a new product, uncertain information will be addressed when
make a new service to offer within the conceiving, planning, and performing the
organization, or develop the latest bit of project.
software. There could be number of objectives
for as long as they must be essential to a given Once these things have been established, there
project. is a need to clarify the limitations or
Project scope is the description of what the parameters of the project and clearly identify
project is estimated to attain and state the any aspects that are not to be included. In
budget of both time and cost that wants to be specifying what will and will not be included,
stipulated to generate the project deliverables the project scope must make clear to the
before the project is terminated. It is the part stakeholders, senior management and team
of project planning that involves members involved, what product or service
determining and documenting a list of will be delivered.
specific project goals, deliverables, tasks
and deadlines. DEVELOPING THE WORK
The scope of the project outlines the objectives BREAKDOWN STRUCTURE ( W B S )
of the project and the goals that need to be met The Work Breakdown Structure (WBS) is a
to achieve a satisfactory result. comprehensive, systematic and major tool
in project planning that centers on the actual
WRITING THE PROJECT SCOPE tasks of the project. The purpose of WBS is to
1.Justification - A brief statement regarding make certain that the entire work necessary to
the business need the project addresses. meet the project objectives is acknowledged,
Project justification is simply identifying the described and delegated. It shows the
reason for the project's existence. It is usually subdivision of tasks, subtasks, and work
a statement or two identifying why the project packages in terms of organizational elements
is being created. associated with the project.
2.Product scope description - The
characteristics of the products, services, and/ The Work Breakdown Structure ought to
or results the project will produce. consist of:
3.Acceptance criteria - The conditions that Product/Service Delivery Tasks - The work
must be met before project deliverables are necessary to productively describe, build and
accepted. execute a product or service is completely
4.Deliverables - The products, services, and/or detailed in the Work Breakdown Structure to
results your project will produce (also referred guarantee that all project deliverables can be
to as objectives). Deliverables may include finished on time and according to conditions.
any training necessary for personnel at the Project Management Tasks - Tasks that
culmination of the project. Or deliverables address project management activities like
may be a final product to be provided to the starting the project, generating and tracking
stakeholders. No matter what makes up a the project plan, supervising the project team
project's deliverables, specific details and preserving expectations are all shown in
regarding them are the golden rule. the Work Breakdown Structure to allocate
5.Project Exclusions - Statements about what sufficient time and resources.
the project will not accomplish or produce. Training Tasks - Training tasks are part of the
6.Constraints - Restrictions that limit what Work Breakdown Structure so that team
can be achieved, how and when can it can be members and users obtain the right training at
achieved, and how much achieving it can cost. the exact times with no negative impact on the
project schedule.
Project dependencies - The four types of The Tree Structure View is the most well-liked
project dependencies and their deliverables are layout for the Work Breakdown Structure. It is
integrated in the Work Breakdown Structure to very simple to view and understand view.
make sure that they are followed. However, it is complicated to construct in the
absence of an application exclusively intended
for creating this organizational chart structure.
The Tree Structure design of WBS can be
created using only Microsoft Word and the
More levels of detail are generally required for SmartArt graphics option under the insert
projects which are larger, more risky, menu.
dissimilar to past projects and difficult to
define or vulnerable to change. Overall for a
generic project, the levels of details for WBS
follow this format:

Consider the illustration of a group of student

preparing for a paper and final presentation for
a seminar.

There must be a complete breakdown of

activities identified at both the deliverable and
work package levels. The WBS also provides
numeric codes for each activity. The assigned
code for each activity aids in allocating costs
more accurately, track activities that are over
or under budget and maintain financial control
of the development process.