I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.
Here's Chapter 1 - Part 2: Project Constraints
2. HELLO.
Armed with more than 10 years of experience in marketing. Specializing
in Project Management of activation campaigns, conferences, events &
exhibitions.
Bitten by the travel bug and an explorer at heart.
Loves dogs.
@mayscloset
MAY WONGPROJECT MANAGER @ SHELL INTERNATIONAL
7. FUNCTIONAL
PMBOK 5th Edition
Easier management of
specialist
Team members report to
only one supervisor
Similar resources are
centralized – grouped by
specialties
Clearly defined career
paths in areas of work
specialization
People place more
emphasis on their functional
specialty to the detriment of
the project
No career path in Project
Management
The project manager has
little of no authority
Advantages Disadvantages
Most common form of
organization
Least preferred by project
managers
8. PROJECTIZED
Efficient project
organization
Loyalty to the project
More effective
communication than
functional
No „Home‟ when project is
completed
Lack of specialization in
disciplines
Duplication of facilities &
job functions
May result in less efficient
use of resources
Advantages Disadvantages
No job security
Preferred by project
managers as they have full
control
PMBOK 5th Edition
12. WEAK MATRIX
Project Coordinator
Project Expediter
This position is similar to the project expediter
except the coordinator has some power to make
decisions, some authority, and reports to a
higher – level manager.
The project expediter acts primarily as a staff
assistant and communications coordinator. The
expeditor cannot personally make or enforce
decisions
13. MATRIX
Highly visible project objectives
Improved project manager control over
resources
More support from functional areas
Maximum utilization of scarce resources
Better coordination
Better horizontal & vertical dissemination of
information
Team members maintain a “home”
Extra administration is required
More than one boss for project teams
More complex to monitor and control
Resource allocation is more complex
Need extensive policies and procedures
Functional managers may have different
priorities than project managers
Higher potential for conflict
Advantages Disadvantages
14. HOW WELL DID
YOU PAID
ATTENTION? PART
ORGANIZATIONAL
STRUCTURE
3
15. EXERCISE 1
Two project managers have just realized that they are in a weak
matrix organization and that their power as a project manager is
quite limited. One figures out that he is really a project
expediter, and the other realizes that he is really a project
coordinator. How is a project expediter different from a project
coordinator?
a. The project expediter cannot make decisions
b. The project expediter can make more decisions
c. The project expediter reports to a higher-level manager
d. The project expediter has some authority
PMPexamprep7thEdition-Rita Mulcahy
16. ANSWER
Two project managers have just realized that they are in a weak
matrix organization and that their power as a project manager is
quite limited. One figures out that he is really a project
expediter, and the other realizes that he is really a project
coordinator. How is a project expediter different from a project
coordinator?
a. The project expediter cannot make decisions
b. The project expediter can make more decisions
c. The project expediter reports to a higher-level manager
d. The project expediter has some authority
17. EXERCISE 2
A project manager is trying to complete a software development
project, but cannot get enough attention for the project.
Resources are focused on completing process-related work, and
the project manager has little authority to assign resources. What
form of organization must the project manager be working in?
a. Coordinator
b. Matrix
c. Functional
d. Expeditor
PMPexamprep7thEdition-Rita Mulcahy
18. A project manager is trying to complete a software development
project, but cannot get enough attention for the project.
Resources are focused on completing process-related work, and
the project manager has little authority to assign resources. What
form of organization must the project manager be working in?
a. Coordinator
b. Matrix
c. Functional
d. Expeditor
ANSWER
19. EXERCISE 3
A manager an the head of engineering discuss a change to a
major work package. After the meeting, the manager contacts you
and tells you to complete the paperwork to make the change. This
is an example of
a. Management attention to scope management
b. Management Planning
c. Change control system
d. A project expediter position
PMPexamprep7thEdition-Rita Mulcahy
20. ANSWER
A manager an the head of engineering discuss a change to a
major work package. After the meeting, the manager contacts you
and tells you to complete the paperwork to make the change. This
is an example of
a. Management attention to scope management
b. Management Planning
c. Change control system
d. A project expediter position