Strong Matrix

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For th PMP e*a~, ^ ¿"ume tKdi yen. work ,r, a organization unjCis -tKcy say o&erw,sC

Project managers have more authority ihaii functional managers, hut the team still reports to both managers.

Hie team might be judged based on performance on their projects, as well as on their functional expertise. In ¡1 strong matrix, delivery of thr projn i is moM important.

you've **>rked a ¿ontratU or consul they a« usually or^aniz.ed l»ke ib.v

Wait o second. Nor all companies will fit into one of these five categories, will fney?

you've **>rked a ¿ontratU or consul they a« usually or^aniz.ed l»ke ib.v

Wait o second. Nor all companies will fit into one of these five categories, will fney?

This is just one way to think about it.

Most importantly, it's the way tli.it appears on the exam, so you're going to need to know it.

This is just one way to think about it.

Most importantly, it's the way tli.it appears on the exam, so you're going to need to know it.

Teams are organized around projects. W hen a project is done, the team is released, and the team members mow to anc»ther project.

The project manager makes all of the decisions about a project's budget, schedule, quality, and resources,

The I'M is responsible for the success or failure of their project.

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Dumb Questions

Qj I'm still not clear on the difference between a project coordinator and a project expediter.

They're actually pretty similar A project expeditor is somebody who keeps track of status but has no decision-making authority on a project at all. A project coordinator is someone who does pretty much the same thing, but does get to make some of the minor decisions on the project without having to run them by the functional manager. Coordinators usually report to somebody who is pretty high up in the organization, while expeditors are more like assistants to the functional manager Both of them usually exist in weak-matrix organizations o

VL* What's the difference between the way teams are run in a functional organization and a projectized one?

Think of a major bookkeeping project being run by the Admin department Usually the head of Admin is the one who is ultimately responsible for what happens to it. If a project manager is called in to help out, she's just there to keep things straight for the Admin department manager The team is made up of people who already report to the Admin manager, so nobody questions his authority. That's an example of a functional organization.

Contrast that with the way the bookkeeping project would be run if a consulting company that specialized in bookkeeping were contracted to do it They would assemble a team of bookkeepers and assign a project manager to lead them When the project was over the team would dissolve, and the team members would go join other teams working for other project managers. That's how a projectized organization works The team is organized around a project and not around a job function

Can I be an effective PM in a functional organization?

Since project managers don't have much authority in a functional organization, it's hard to have as much impact in a functional organization as you would in a matnxed or projectized one

Of course, you can be good at your job in any kind of organization But, for your company to really get the most out of having project managers on staff, it really pays for them to look into changing the way they balance power The project managers who are accountable for project success or failure should also have the chance to influence the team, budget, and schedule for those projects

Qj Does the PMP exam favor any kind of organization?

J\'. When you're taking the PMP exam, if you see a question that mentions a PM. then you should assume that the question is asking about a matrix or projectized organization if it doesn't say up front which kind of organization is being desenbed. Functional organizations are usually painted in a negative light because they tend to give less authority to project managers

BULLET POINTS: AIMING FOR THE EXAM

Functional managers have all the power in a functional organization. Project managers have the power in a projectized organization

If a question on the exam doesn't state an organization type, assume it's refemng to a matrix organization. That means the PM is responsible for making budgets, assigning tasks to resources, and resolving conflicts

Project coordinators and expeditors don't exist in a projectized organization.

A project expeditor keeps track of project status only A project coordinator has some authonty, and usually reports to someone higher up in the company. Neither role has as much power or authority as a real project manager, even though an expeditor or coordinator may have "Project Manager' written on their business cards.

^^ Here are a few excerpts from some of Kate s job interviews Can you figure out what kind of r organization each interviewer is representing?

ExsRctSe

Interviewer #1: We're looking for someone who can work with our development manager to deliver our products on time We have a good programming team; they just need a little encouragement to meet their deadlines You'll be expected to keep really good status meeting notes. If you run into any trouble with the team, just kick it back to the Dev Manager, and she'll address the problem

Interviewer #2: We need someone who can manage the whole effort, start to finish. You'll need to work with the client to establish goals, choose the team estimate time and cost, manage and track all of your decisions, and make sure you keep everybody in the loop on what's going on. We expect the project to last six months

I | Functional Q] Matrix Projectized

Interviewer #3: We have a project coming up that's needed by our customer service team The project is a real technical challenge for us. so we've assembled a team of top-notch programmers to come up with a good solution We need a project manager to work with the programming manager on this one. You would be responsible for the schedule, the budget, and managing the deliverables The programming manager would have the personnel responsibilities.

I! Functional Q Matrix Q Projectized

Interviewer #4: Most of the work you'll be doing is contract work You'll put together three different teams of software engineers, and you'll need to make sure that they build everything our customer needs And don't forget: you've got to stay within budget, and it's got to be done on time! It's a big job. and it's your neck on the line if things go wrong Can you handle that?

I I Functional Q Matrix Q] Projectized interviewing with different imzatior types

Here are a few excerpts from some of Kate's job interviews Can you figure out what kind of 0 organization each interviewer is representing? •

Solution j^aWts to leave. Just

Interviewer #1: We're looking for someone who can work with our development manager gathering status to deliver our products on time We have a good programming team; sounds pretty they just need a little encouragement to meet their deadlines You'll be boring expected to keep really good status meeting notes. If you run into any trouble with the team, just kick it back to the Dev Manager, and she'll address the problem

Interviewer #2: We need someone who can manage the whole effort, start to finish. You'll need to work with the client to establish goals, choose the team, estimate time and cost, manage and track all of your decisions, and make sure you keep everybody in the loop on what's going on. We expect the project to last six months Everybody -oves W

m r-i 1^7< project to project

I I Functional LJ Matrix uQ Projectized organisation

Interviewer #3: We have a project coming up that's needed by our customer service team The project is a real technical challenge for us. so we've assembled a team of top-notch programmers to come up with a good solution We , need a project manager to work with the programming manager on ^^ Shared a« t nor« / this one. You would be responsible for the schedule, the budget, and between the r >■

managing the deliverables The programming manager would have the and the Vunct>ona personnel responsibilities. manager

I | Functional J/*C Matrix Q Projectized

Most contractors

Interviewer #4: Most of the work you'll be doing is contract work You'll put together three are projected the different teams of software engineers, and you'll need to make sure that ^ the tear»» they build everything our customer needs And don't forget: you've got to and ««akes wt t t stay within budget, and it's got to be done on time! It's a big job, and it's yk <*or,e your neck on the line if things go wrong . Can you handle that? /

I I Functional Q Matrix Projectized

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Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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