A Guide to Project Management

Or negatively affected as a result of project

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Unformatted text preview: le Part-time Project Coordinator/ Project Leader Part-time Part-time Project Coordinator/ Project Leader Part-time Full-time Project Manager/ Project Officer Part-time Full-time Project Manager/ Program Manager Full-time Full-time Project Manager/ Program Manager Full-time A Guide to the A Guide to the Project Management Administrative Staff Figure 26. Organizational Structure Influences on Projects 2.3.2 Organizational Cultures and Styles Most organizations have developed unique and describable cultures. These cultures are reflected in their shared values, norms, beliefs, and expectations; in their policies and procedures; in their view of authority relationships; and in numerous other factors. Organizational cultures often have a direct influence on the project. For example: A team proposing an unusual or high-risk approach is more likely to secure approval in an aggressive or entrepreneurial organization. A project manager with a highly participative style is apt to encounter problems in a rigidly hierarchical organization, while a project manager with an authoritarian style will be equally challenged in a participative organization. Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 2.3.3 Organizational Structure The structure of the performing organization often constrains the availability of or terms under which resources become available to the project. Organizational structures can be characterized as spanning a spectrum from functional to projectized, with a variety of matrix structures in between. Figure 2-6 shows key project-related characteristics of the major types of enterprise organizational structures. Project organization is discussed in Section 9.1, Organizational Planning. The classic functional organization, shown in Figure 2-7, is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level, with engineering further subdivided into functional organizations that support the business of the larger organization (e.g., mechanical and electrical). Functional organizations still have projects, but the perceived scope of the project is limited to the boundaries of the function: the engineering department in a functional organization will do its work independent of the manufacturing or marketing departments. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 19 ACROYMNS LIST Chapter 2--The Project Management Context Figure 27 | 2.4 Chief Executive Project Coordination Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff ment ment (Black boxes represent staff engaged in project activities.) Figure 27. Functional Organization geE L geE PL P For example, when a new produc...
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