(have to know these)
||P Coord/P Leader
Organization charts define company relationships. They help answer the
Who am I? (What
is my position in the organization?)
What do I do?
(What is my title and job description?)
whom am I accountable?
is accountable to me?
are other people of interest in the organization?
do these people do? (What are their titles and job descriptions?)
are the reporting relationships for these people?
If you work on projects, it is likely that you use a matrix
A matrix organization generates a great deal of conflict because it
begs the question, "Who is my boss?"
In a matrix
organization, Project Manager does not have authority about doing
Personnel Performance Management, this task is done by the Functional
Managers.Project Manager reports to Functional Manager
Matrix structures are typically used for very important activities
with a time-sensitive schedule. The essence of this type of structure
is that it combines functional and product (project) orientation.
advantage of a matrix organization is that it is very effective
if buy-in occurs and a project manager has proper power and
authority. The disadvantage of a matrix organization is the
presence of interpersonal conflict.
Project Manager has maximum authority in a
Projectized organization and least authority in a Functional
Strong matrix organizations have characteristics of
projectized organizations. Weak matrix organizations have
characteristics of functional organizations.
review Section 2.3.3 of A Guide to the PMBOK about
project organizational structures.
employees have direct responsibility and authority to accomplish enterprise
objectives. Staff employees support line employees.
Centralization and decentralization refers to degree of delegation of
duties and authority granted to lower levels of an organization.
The determinant of a
centralized or decentralized organization is the degree of control, not the
physical location of personnel.
Span of control refers to
the number of people or activities that can be effectively managed. When
you direct just a few employees, you use a narrow span of control. When you
direct many employees, you use a wide span of control.
parity principle states that authority and responsibility go hand in hand
to effectively perform a task.