TPV1 – CHAPTER 3
Management’s job is to support the vision of the company. Their role is to cut costs, increase productivity, increase revenues, and ensure that the requirements of upper management are met.
Functional organizations are fairly common. These types of organizations are segmented by departments and their “functions. * In a true functional environment, all team members, including the project manager, report to their functional manager. * Project managers are sometimes simply called project coordinators or expeditors in a functional structure.
A matrix organization model allows a project team to incorporate resources from around the organization regardless of which department employees may work in. * Weak matrix The functional managers have autonomy and power over the project team members. * Balanced The project manager and the functional manager have equal power and autonomy over the project team. * Strong matrix The project manager has autonomy over the project and the project team.
Working in a Projectized Organization - In this structure the project manager works with complete autonomy over the project. The project team is on the project full-time and reports only to the project manager.
Presenting the Project to Management * When you begin a presentation, you want to capture your audience’s attention. You want to hook them and reel them into your project idea. One of the most effective ways to do this is to start at the end. Tell your audience first what the proposed project will deliver. * The WIIFM, or “What’s In It For Me,” principle is the ability to make a presentation touch the audience members so that they see how they will benefit from the proposal. You have to realistically look at four major points in the WIIFM principle to determine if your plan is viable: * Profitability If the ROI on your project