Question: Discuss the challenges facing Project Manager in each of the following

Question

Question:
Discuss the challenges facing Project Manager in each of the following forms of organization structures:

A. Traditional, B. Pure Project/Product, C. Matrix, and D. Integrated Product/Process

Team Now assume you have been tasked as Project Manager in a Matrix Organization to lead the development and production of a system. Describe who you will include in the Project Office, why, and how you will establish alignment within the Project Office staff and between the Project Office and the parent organization. Provide a diagram showing how the Project Office relates to the parent organization.

Explanation / Answer

Project Manager does not have much authority as the information has to to be approved by all departments and they all contribute thus altering the original decision of the Project Manager.

It is time-consuming for approvals to be passed and approved from every department which causes delay.

The Project Manager report to only 1 supervisor which in the case of conflict can take a lot of time for resolution.

The Project Manager has the highest level of control over the project that can lead to increased risks.

There is not clear career progression for competencies

Since there are no functional teams, the project team can modify the standards of the company leading to increased risks.

Team members are assigned purely to the project when they can be utilized on other project to increase their efficiency.

There is no defined job after the project is complete.

Dual reporting can create confusion and misunderstandings.

Sometimes there is a project management component to the matrix organization that created extra work for project managers.

There could be a constant shifting of power between the Project Manager and the functional managers.

It is difficult to define the roles since everyone is working on multiple projects.

Project Manager serves only as a coordinator and has minimum input since all project contributors communicate with their functional managers.

The Project Manager does not have any authority since all decisions is made by a group of people.

IPT’s involve a large group of people so it increases confusion and conflicts and the Project Manager’s major work in conflict resolution.

As a Project Manager, I will include leads from every functional group in the project office.An alignment can be established by clearly defining the roles and the time allocation of the associates to the project.

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