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

1. maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1May Wong, PMP
Image courtesy of zole4 / FreeDigitalPhotos.net
maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1May Wong, PMP
taking a smaller
BITEof PMP
CHAPTER 1
PART 2
a PMP-BITE series
Image courtesy of Stuart Miles / FreeDigitalPhotos.net

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

3. Part1 Part2 Part4Part3
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
 Product Lifecycle
 Project Lifecycle
4‟P‟s Constraints
Organizational
Structure
Lifecycle
ONE
CHAPTER
taking smaller bites…

4. Part1 Part2 Part4Part3
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
 Product Lifecycle
 Project Lifecycle
4‟P‟s Constraints
Organizational
Structure
Lifecycle
ONE
CHAPTER
taking smaller bites…

5. PART

ORGANIZATIONAL
3
STRUCTURE

6. 5
Organizational
Structure
Strong Matrix
Balance Matrix
Weak Matrix
Projectized
Functional
ORGANIZATIONAL
STRUCTURES

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

9. STRONG MATRIX
PMBOK 5th Edition

10. PMBOK 5th Edition
BALANCE MATRIX

11. WEAK MATRIX
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

21. Part1 Part2 Part4Part3
 Project
 Program
 Portfolio
 PMO
 Time
 Cost
 Scope
 Resource
 Quality
 Risk
 Functional
 Projectized
 Matrix
 Product Lifecycle
 Project Lifecycle
4‟P‟s Constraints
Organizational
Structure
Lifecycle
…coming soonImage courtesy of Master isolated images / FreeDigitalPhotos.net

22. QUESTIONS?
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