Page 1 of 34

© Created & Designed by Eng. Mohamed Raslan - 2022

 Page 2 of 34

• It is an enterprise
environmental factor, which
can affect the availability
of resources and influence
how projects are
conducted.
 Page 3 of 34

Organizational Structure Types

The type of project delivery organization will have an
impact on the way a project is managed and its success.

 Organic or Simple  Matrix – Balanced

 Functional (Centralized)  Projectized

(Project-Oriented)
 Multi Divisional
 Virtual
 Matrix - Strong
 Hybrid
 Matrix - Weak
 PMO
 Page 4 of 34

Organization type
Organic or Simple: Very small organizations fall in this category where
everything is done by everybody.

Functional: An organization in which project team members work for a functional

department. In a functional organization, the functional manager has the most
power. The project manager, if the role exists, is typically only part-time and has
little organizational authority.

Multi Divisional: Multiple divisions at multiple locations which may replicate

the work across the divisions. Little centralization as compared to functional.

Virtual: Employees or even enterprises are working as separate entities to achieve

the common objective of the project. This type of organization is highly dependent
upon information technology to support their work.
 Page 5 of 34

C.E.O

Engineer Prod Finance IT

VP VP VP VP

Staff Staff Staff

Staff

Project coordination

Staff Staff Staff Staff

 Page 6 of 34

C.E.O

Engineer Prod Finance IT

VPer VP VP VP

Staff Staff Staff

Staff

Project manager Staff Staff Staff

Project coordination
 Page 7 of 34

C.E.O

Engineer Prod Finance Manager of Project

VP VP VP Managers

Staff Staff Project manager

Staff

Staff Staff Staff

Project manager
 Page 8 of 34

PMO structures
Project management office (PMO)
An organizational structure that standardizes the project-related governance processes and
facilitates the sharing of resources, methodologies, tools, and techniques..

Control Agile Centers of

Excellence
provide a consultative role to projects
(ACoEs)

repository
aka Value Delivery
Supportive

Low
Supplying Office (VDO)
templates, best practices, training, access to ACoEs enable,
information and lessons learned
rather than manage,
project efforts:
PMO Controlling support and require compliance. • Coach teams

moderate.
Structures
*Adopting pm frameworks / methodologies, • Build agile
*Using specific templates, forms & tools, or mindset, skills
conformance to governance and capabilities
throughout the
Directive organization
• Mentor
control projects by directly

High
sponsors and
managing product owners
 Page 9 of 34

Organization type
Projectized: An organization which is structured by projects; no functional
departments exist. In a projectized organization, the project manager has
responsibility for the people and the project. While it gives the PM complete
control, it risks overburdening the PM with human resource responsibilities.

Hybrid: Mixture of many other organization types.

PMO: Discussed in the previous slide.

 Page 10 of 34

Relative Authority in Organizational Structures

Consider your authority relative to the functional manager’s authority over the
project and the project team.

-Oriented
 Page 11 of 34

Project Life Cycle

A project life cycle represents the progression of a project, from defining the
project, through planning, executing the work, and closing out the project.
 Page 12 of 34

Kill point or exit gate

A review that takes place at the end of a project phase

Projects go through phase-end reviews

(Governance gates, Tollgates, kill points, or
exit gates) to determine:

(1) If the project should continue and

(2) If it should progress to the next phase.

12
 Page 13 of 34

Progressive Elaboration
A popular concept in project management that project
details will often be revisited and refined

Progressive Elaboration indicates that everything is

not known up front, and that processes, assumptions,
requirements, and decisions are reviewed and
adjusted throughout the life of the project.

13
 Page 14 of 34

Types of Life Cycles

the project scope, time, and cost are determined in the early phases of the life cycle.
Predictive Any changes to the scope are carefully managed.
Predictive life cycles may also be referred to as waterfall life cycles
They are agile, iterative, or incremental. The detailed scope is defined and approved
Adaptive before the start of an iteration. Adaptive life cycles are also referred to as agile or
change-driven life cycles.
It is a combination of a predictive and an adaptive life cycle. Those elements of the
project that are well known or have fixed requirements follow a predictive
Hybrid
development life cycle, and those elements that are still evolving follow an adaptive
development life cycle.
the project scope is generally determined early in the project life cycle, but time and
cost estimates are routinely modified as the project team’s understanding of the
Iterative product increases.
Iterations develop the product through a series of repeated cycles, while increments
successively add to the functionality of the product
the deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame.
Incremental The deliverable contains the necessary and sufficient capability to be considered
complete only after the final iteration.
 Page 15 of 34

Waterfall vs. Agile

 Page 16 of 34

Waterfall Project Life Cycle

Starting Organizing Carrying Out the work
Ending the Project
the Project and Preparing

Process Groups

Monitoring
Initiating Planning Executing and Closing
Processes Processes Processes Controlling Processes
Processes

10 Knowledge Areas

Phase Gate Project Phase Potential use Timeline

Page 17 of 34
 Page 18 of 34

Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS

6.1. Plan Schedule Management.

6.2. Define Activities
6. Project schedule
6.3. Sequence Activities 6.6. Control Schedule
Management
6.4. Estimate Activity Durations
6.5. Develop Schedule

7.1. Plan Cost management

7.Project Cost
7.2. Estimate Costs 7.4. Control Costs
Management
7.3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. Manage Quality 8.3. Control Quality
Management
9.3. Acquire Resources
9. Project Resource 9.1. Plan Resource Management
9.4. Develop team 9.6. Control Resources
Management 9.2. Estimate Activity Resources
9.5. Manage team
10. Project
10.1. Plan Communications 10.3. Monitor
Communication 10.2. Manage Communications
Management Communications
Management
11.1. Plan Risk Management
11.2. Identify Risks
11.3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
11.4. Perform Quantitative Risk
Analysis
11.5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
13.2. Plan Stakeholder Engagement
Management Stakeholders Engagement Engagement

2 24 10 12 1
 Page 19 of 34

Waterfall Process
Project Management Process Groups are linked by the objectives they
produce, with the results or outcomes of one generally becoming an input
to another or is a deliverable of the project

INPUTS T&T OUTPUTS

INPUTS

Documents or
Documents or Mechanisms applied documentable items
documentable items that to the inputs to create that are a result of the
will be acted upon
T&T OUTPUTS
outputs process
Page 20 of 34
Page 21 of 34
 Page 22 of 34

Tailoring

Waterfall is based on defined process,

While Agile is based on empirical process
 Page 23 of 34

QUESTIONS
 Page 24 of 34

Q1- In a projectized organization, the project team:

A. Reports to many bosses.

B. Has no loyalty to the project.
C. Reports to the functional manager.
D. Will not always have a ‘’home.’’
 Page 25 of 34

Q2-Who has the MOST power in a projectized organization?

A. The project manager

B. The functional manager
C. The team
D. They all share power
 Page 26 of 34

Q3- In your organization, all big technical projects go through Initiate,

Analyse, Design, Implement, Test, and Closeout. In this context, a
project life cycle?
A. Defines the product life cycle

B. Defines the project phases

C. Contains several product life cycles

D. Has deliverables that must be completed before work starts on the

next phase
 Page 27 of 34

Q4- For which of the following structures would you expect to see
the Project Manager being full time but the Administrative staff
part time?

A. Balanced Matrix.
B. Weak Matrix.
C. Strong Matrix.
D. Projectized.
 Page 28 of 34

Q5- The Project Manager has least authority in a....................

Organization.

A. Balanced Matrix.
B. Weak Matrix.
C. Functional.
D. Projectized.
 Page 29 of 34

A. Responding to Change

B. Working Software

C. Customer Collaboration

D. Individuals and Interactions

 Page 30 of 34

A. Businesspeople and developers must work together daily throughout

the project

B. Individuals and interactions over processes and tools

C. Responding to change over following a plan

D. Customer collaboration over contract negotiations

 Page 31 of 34

A. Request that the product owner immediately re-prioritize the backlog.

B. Ask the product owner if the viability of the project has changed.

C. Cancel the project.

D. Alert the team that they can expect to be assigned to a new project
soon.
 Page 32 of 34

A. Changes are accepted only if other features are removed from

the backlog such that a fixed end-date is maintained.
B. Changes are accepted up until the point that the first Sprint
begins. Then, changes are deferred to a future release.
C. Changes are accepted at any time during the development effort
depending on the business value of the change, the Product
Owner's acceptance, and the ability of the team to respond in a
timeframe acceptable to the Product.
D. Changes are accepted up until about halfway through the project,
then all changes are deferred to a future release.
 Page 33 of 34

A. Constraint

B. Decision tree

C. Monte Carlo

D. Exit gate
Page 34 of 34