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SANGEETHA SHIVA

PMP Certification Exam Preparation

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• Basic Difference Between PMBOK 4 & PMBOK 5• Project• Project Management Framework• PMO• Organizational Structure• Project Life Cycle • Project Phases

Agenda

PMBOK 4 PMBOK 5

Process Groups 5 Process Groups 5

Knowledge Ares 9 Knowledge Areas

10

Processes 42 Processes 47

Major Differences BetweenPMBOK 4 Vs PMBOK 5

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PMBOK 4 42 PMBOK 5 47Knowledge Area No of Processes Knowledge Area No of Processes

Integration 6 Integration 6

Scope 5 Scope 6

Time 6 Time 7

Cost 3 Cost 4

Quality 3 Quality 3

HR 4 HR 4

Communications 5 Communications 3

Risk 6 Risk 6

Procurement 4 Procurement 4

Stakeholders 4

Major Differences BetweenPMBOK 4 Vs PMBOK 5

Manager Vs Leader

Skills of Project Manager

• A Functional Organization structure is a hierarchical type of organizational structure wherein people are grouped as per their area of specialization and supervised by the functional manager with expertise in the same field, so that their skills can be effectively utilized and the organization’s objective can be achieved.

• Here, all authority, budget allocation, and decision making power stays with the functional manager. A project manager has no role in this type of structure. Even if he exists, his role will be very limited and he has to ask the functional manager for his requirements. Here, a project manager may have the title of a coordinator or an expeditor.

• The Functional Organizational structure is suitable for an organization which has ongoing operations such as manufacturing and production operations.

• In functional organizations, the organization is divided into various specific departments; e.g. human resource, marketing, finance, operations, etc. Each department will have its own department head and he will be responsible for the performance of his section. This helps control the quality and uniformity of performance.

Functional Organization

• Employees are grouped as per their knowledge and skills.• Workers are very skilled and efficient because they are

experienced in same type of work and hence they perform well.• Job responsibilities and reporting are straight to the functional

head, and the hierarchy path is clear.• Employees feel job security, and therefore, perform without any

fear.• Employees have faith in the organization.• Employees have a clear career growth path.• Within the functional department communication, cooperation and

coordination is excellent.

Functional OrganisationBENEFITS

• The employee may become lazy due to repeating the same type of work.• Conflicts may arise due to the promotion of another employee.• Highly skilled employees cost more to the organization.• The functional manager pays attention to only his department; he

usually doesn’t care for other teams or sections.• Poor communications and poor inter-department coordination.• Employees may have little understanding or concern for anything

happening outside of their functional area. • This may cause obstacles in communication, coordination, and

cooperation.• Functional structure is rigid; therefore, they are very slow to adopt

changes.Delays in decision making due to bureaucratic hierarchy.

Functional OrganizationDISADVANTAGES

• The project manager has full time project team members working under him. Usually, all personnel working for a particular project are grouped together and are often co-located for the duration of the project.

• The project manager has all authority and power in this type of organizational structure.

• Project team member report to the project manager.• The project manager controls the budget, resource, and work

assignment.• When the project ends, project team is disbanded and team

members and other resources are released.

Projectized Organization

• Clear line of authority.• Strong communication with single reporting system.• Flexibility in trade-offs and decision making.• Fast decision making.• Usually responses to stakeholders’ concern are very fast.

Projectized Organization BENEFITS

• Authority and power can make project manager arrogant.• The work environment can be stressful because there is always a

deadline (milestones).• Resources may be duplicated.• Team members have sense of insecurity because once the project

finishes, they may lose their jobs.• If the project get elongated, cost of employee and equipment can

go higher.• If the organization has multiple projects, then there is very poor

communication and co-operation among the different project teams.

Projectized Organization DISADVANTAGES

• A matrix Organization Structure is a type of an organization structure, which takes the best features of both worlds; i.e. the projectized organization structure and the functional

• In matrix organization structure, the knowledge and skills of the talented employees could be shared between the functional departments and the project management teams, as needed.

• In matrix organization structure, usually employees have two bosses to whom they may have to report. Which boss is more powerful depends upon the type of matrix structure.

Matrix Organization

• Matrix organizational structure exists in large multi-projects organizations so that they can move or relocate employees to any team wherever their services are needed. Matrix structure has the flexibility of applying the organization’s talent where it is needed. Here, employees are considered to be shared resources between the project teams and the functional units.

• Matrix organization structure can be further divided into three categories; e.g.

1.    Strong Matrix2.    Balanced Matrix, and3.   Weak Matrix.

Matrix Organization

• Strong Matrix: In strong matrix, most authority and power lies with the project manager. Here, the project manager has a full time role; he controls the project budget, and he has full time project management administrative staff under him. Strong matrix structure has a lot of common characteristics of the projectized organization.

Matrix Organization

• Balanced Matrix: In balanced matrix, power is shared between the functional manager and the project manager. Although, the project manager has full time role, he has only part time project management administrative staff under him. In a balanced matrix both managers control the project budget.

Matrix Organization

Matrix Organization

Weak Matrix: In a weak matrix, the project manager has a part time role with very limited power and authority. His role will be more like a coordinator or an expediter. Weak matrix structure is very close to the functional organization structure. In a weak matrix structure, the functional manager controls the project budget.

Matrix Organization

Weak Matrix: In a weak matrix, the project manager has a part time role with very limited power and authority. His role will be more like a coordinator or an expediter. Weak matrix structure is very close to the functional organization structure. In a weak matrix structure, the functional manager controls the project budget.

• The main benefit of matrix organization is that highly skilled and capable resources can be shared between the functional units and important strategic projects.

• Communication is smooth across the boundaries.• It is a good environment for professionals to develop their career.• Project team can get the highly skilled personnel they require.• People can be selected based on skills and suitability. Employees

have job security. • Typically the efficiency of matrix organizations is higher.

Matrix OrganisationBENEFITS

• Employees may have to report to two bosses, which can add confusion, and conflicts may arise, particularly in the balanced matrix environment where both bosses have equal authority and power.

• Conflicts may arise between the bosses regarding the power and authority.Employees may become confused regarding their roles and responsibilities, especially when they are assigned to a task which is somewhat different than what they were doing.

• Sometimes unclear priorities may also confuse the employees.Generally matrix organizations have more managers, which make overhead cost very high.

• Many times in matrix organizations, workload is high. Employees have to do their regular work, along with the additional project related tasks.

Matrix OrganizationDISADVANTAGES

• Assets: A useful or valuable thing or property owned by a person or company, regarded as having value and available to meet debts, commitments, or legacies.

Assets are something that we can own, keep and use for our benefits; for example, we can have a car by which we can move around, we can have house to live in, computers to work on, etc. These things; i.e. car, house, computers, etc are called Assets.

Organizational Process Assets

• In the same manner, organisations also have Assets, which they call Organizational Process Assets, and are stored in some central repository so that they could be used whenever required by anyone.

For example:• Policies• Procedures• Standard templates• Stakeholder register• Risk register• Lesson learned• Historical information, etc.

Organizational Process Assets

Environment is “Relating to the natural world and the impact of human activity on its condition”.

From the definition itself it is clear that the Environment is a condition which influences us or our behavior in a certain way.

For example, in cold weather we need to wear woolen clothes to keep ourselves safe from the cold. Hence, cold weather is the Environment which forces us to wear woolen clothes. This is the impact of this cold environment on us.

Enterprise Environmental Factors

• In the same manner, Enterprise Environmental Factors influence the project’s outcome, and organisations have to live and work within it. Enterprise Environmental Factors can be either internal or external.

For example:• Organizational Culture• Type of Organizational Structure• Internal & External Political Conditions• Infrastructure• Government Regulations• Market Conditions etc.

Enterprise Environmental Factors

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