Organizational Influences and Project Life Cycle
Organizational Structure
A project operates within an organization’s people, processes, and technology. It can affect the organization’s culture, policies, procedures, and other practices. The organizational structure, in turn, shapes how the project is carried out, including which resources are available and how people communicate.
Functional Organization
The functional organization is the most common organizational structure. Departments are grouped by area of specialization. Projects generally stay within a single function, where team members do project work in addition to their usual departmental duties. Most communication also stays within that function.
Project-Centric Organization
A project-centric company is organized around projects. Employees are assigned to projects and report to a project manager who directs the work. When their project ends, they need a new project assignment. Most communication stays within the project.
Matrix Organization
A matrix organization draws on both functional and project-centric structures. Team members do departmental and project work and report to both a functional manager and a project manager. They communicate with both managers.
Weak Matrix
The functional manager holds authority. The project manager primarily coordinates work or escalates issues.
Balanced Matrix
The functional manager and project manager share authority equally.
Strong Matrix
The project manager holds authority.
Life Cycles
A life cycle is a progression through a series of developmental stages.
Product Life Cycle
A product life cycle begins when a new product is conceived and ends when the product is withdrawn.
Project Life Cycle
The project goes through a life cycle to produce its deliverables. It can span initiation through closure, and the number of steps may vary by industry.
Project Management Process Groups
The five process groups are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
Lessons Learned
The lessons learned document records what the project manager found went well, what went wrong, and what a project manager should do differently.
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