PROJECT

MANAGEMENT

02
 1. Organizational Breakdown Structure
2. Responsibility Assignment Matrix
Lecture (RAM)
Contents 3. Organizational Influence
3.1 Organizational Influences
3.2 Organizational Leadership
3.3 Organizational Culture
4. Organizational Structure
4.1 Functional Organization
4.2 Projectized Organization
4.3 Matrix Organization
5. Project Coordinator
6. Project expeditor 2
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1. The Organizational Breakdown Structure (OBS)

is a project organization framework for
identification of responsibility, accountability,
management, and approvals of all authorized
work scope.

1.
Organizational
Breakdown
Structure
Types of organizations
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1. A responsibility assignment matrix (RAM)or

linear responsibility chart (LRC), describes the
participation by various roles in completing tasks
or deliverables for a project or business process.

2.
Responsibility
Assignment
Matrix (RAM)
  Projects are typically part of an organization.
 E.g. of organizations
• Corporations
• Government agencies

3.
• Health institutions
• International bodies
Organizational • Professional associations
Influence & • Etc..…..

Structure

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 ▪ Projects can play an important leading role in the
success of an organization.
▪ Projects give the organization the focus and the ability
to control activities requires to complete special
objectives within the organization.
▪ Three primary areas within the organization can

3.1 have a significant influence on how projects are

structured, budgeted, scheduled, and controlled.

Organizational • Organizational Leadership

Influences • Organizational Culture

• Organizational Structure

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 ▪ It is important that Executive Management
understand their role in leading by example. They
also must understand the impact their leadership can
have on the organization. Their leadership can be a
large part of the culture established within the
organization.
• Poor selection of key managers in critical roles.

3.2 • Approval or non-approval of certain projects

and activities
Organizational • Unnecessary timelines or budget constraints
Leadership creating undue stress on projects and activities.
• Misunderstanding or ignorance of critical
activity update information.
• Personality conflicts with project managers.
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 ▪ It is important that project managers understand the
DNA or personality of the organization in the form of
a management style so that they can be consistent
with the way the organization conducts business
internally and externally.

▪ This helps project managers be consistent in their

3.3 management style with the general culture of the

organization and can make it easier to gain the
Organizational approval of senior management
Culture

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 ▪ Organizational structure is the foundation of how
business is conducted both internally and externally.
▪ It plays a large role in how daily operations are
carried out and how projects are integrated within
daily operations.
▪ Some organizations utilize projects at a very low
level, accomplishing small tasks, whereas other

4. organizations utilize projects in their main course of

business since the organization is structured with
Organizational emphasis on these large projects.
Structure ▪ Functional, Projectized and Matrix Organizations

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 ▪ The general idea with the functional structure is that
each department has a specific objective with a clear
chain of command wherein each department has a
manager overseeing the work activities of the
department.
▪ Project developed in a Functional Organization will
have a Project Coordinator in place of Project

4.1 Manager.

Functional
Organization

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 ▪ Projectized organizations use a completely different
type of business structure than that of functional
organizations where staff members are grouped into
workforces that may include representatives from
several traditional departments and are tasked with a
unique project objective.

4.2
Projectized
Organization

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 Matrix organizations are a blend of functional and
Projectized structures using the benefits of each in
completing the organization’s objectives.
▪ Strong Matrix:
The project manager has considerable authority
and will have full time staff assigned.

4.3
▪ Weak Matrix:
The project manager provides a coordination role,
with limited or no project authority.
Matrix
▪ Balanced Matrix:
Organization
A balanced matrix recognizes the need for a project
manager, this structure does not provide the project
manager with the full authority over the project
and project funding.
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  In some organizations, Project Manager does not
exist. Instead these organizations use the role of
Project Coordinator.
 He / She has less authority than a Project
Manager.
 This person may not be allowed to make budget
decisions or overall project decisions, but they
5 have some authority to assign resources. They
are found in Weak Matrix.
Project
Coordinator

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  This role has least amount of authority.
 A staff member who makes sure things arrive on
time and that tasks/activities are completed on
time.

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Project
expeditor

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Discuss the different Types of the Organizational
structures ,Functional, Projectized and Matrix
Organizations, the advantages and disadvantages of
each type
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1/10/2019
100%

3/10/2019
80%

8/10/2019
50%

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 10/9/2019

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Queries
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