APM PMQ
[ ORGANISATION
STRUCTURE]
Exam.questions and
answers A+
****
(1) Functional Organisation Structure - ANSWERS-- Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
(1) Functional Organisation Structure Advantages - ANSWERS-- Staff gain technical expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
(1) Functional Organisation Structure Disadvantages - ANSWERS-- Corporate projects become
difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
,(1) Matrix Organisation Structure - ANSWERS-- Still may have functional teams - but temporary
functional teams created for projects
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
(1) Matrix Organisation Structure Advantages - ANSWERS-- Shared resources between projects
- PM is single POC
- Consistent methods and rules for project governance
- Access to additional SQEP if required
(1) Matrix Organisation Structure Disadvantages - ANSWERS-- Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
- Resource conflicts and divided loyalties
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
(1) Organisational Breakdown Strucutre (OBS) - ANSWERS-- Describes the structure of the
delivering organisation that can then be matched to work-packages in the WBS
- Combining a WBS and OBS can inform a RAM (Responsiblity Asignment Matrix)
,(1) Responsibility Assignment Martix (RAM) - ANSWERS-- Defines boundaries of cross-functional
teams
- Derived from WBS and OBS
- May be required, or similar, for RFP, etc response
- May be called a RACI matrix
(1) Project Manager Responsibilites - ANSWERS-Manage project to ensure succesful delivery
1. planning what work needs to be done, when and who's going to do it;
2. looking at the risks involved in a particular project and managing these risks;
3. making sure the work is done to the right standard;
4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and benefits;
**
(1) PM vs Project Sponsor - ANSWERS-1. Sponsor owns business case, whereas PM contribute to
business case but is mainly responsible for delivery of its stated outputs (which are capable of
achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project manager focuses on the delivery of
the project outputs.
3. Sponsor champions & supports the project, whereas PM responsible for managing the
project
4. Sponsor reports to corporate management, whereas PM reports to Sponsor and Project
Board
, (1) Project Sponsor Responsibilities - ANSWERS-1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
6. Enough experience to see that project is managed efficiently.
7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
(1) PM vs Sponsor @ stages - ANSWERS-Concept phase: sponsor creates business case, PM
when appointed supports this. Sponsor secures corporate agreement & budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor agrees this.
Deployment phase: PM manages the project, monitors, reports progress, risks & issues to
Sponsor. Sponsor chairs project board, makes decisions inc. proceeding at milestones; supports
PM.
Transition phase: PM produces closure report. Sponsor signs off closure, takes over
responsibility for adoption & benefits realisation.
(1) Project "Users" - ANSWERS-- provide the requirements
- may act as subject matter expert
- conduct UAT
- use the deliverable//output.
[ ORGANISATION
STRUCTURE]
Exam.questions and
answers A+
****
(1) Functional Organisation Structure - ANSWERS-- Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
(1) Functional Organisation Structure Advantages - ANSWERS-- Staff gain technical expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
(1) Functional Organisation Structure Disadvantages - ANSWERS-- Corporate projects become
difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
,(1) Matrix Organisation Structure - ANSWERS-- Still may have functional teams - but temporary
functional teams created for projects
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
(1) Matrix Organisation Structure Advantages - ANSWERS-- Shared resources between projects
- PM is single POC
- Consistent methods and rules for project governance
- Access to additional SQEP if required
(1) Matrix Organisation Structure Disadvantages - ANSWERS-- Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
- Resource conflicts and divided loyalties
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
(1) Organisational Breakdown Strucutre (OBS) - ANSWERS-- Describes the structure of the
delivering organisation that can then be matched to work-packages in the WBS
- Combining a WBS and OBS can inform a RAM (Responsiblity Asignment Matrix)
,(1) Responsibility Assignment Martix (RAM) - ANSWERS-- Defines boundaries of cross-functional
teams
- Derived from WBS and OBS
- May be required, or similar, for RFP, etc response
- May be called a RACI matrix
(1) Project Manager Responsibilites - ANSWERS-Manage project to ensure succesful delivery
1. planning what work needs to be done, when and who's going to do it;
2. looking at the risks involved in a particular project and managing these risks;
3. making sure the work is done to the right standard;
4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and benefits;
**
(1) PM vs Project Sponsor - ANSWERS-1. Sponsor owns business case, whereas PM contribute to
business case but is mainly responsible for delivery of its stated outputs (which are capable of
achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project manager focuses on the delivery of
the project outputs.
3. Sponsor champions & supports the project, whereas PM responsible for managing the
project
4. Sponsor reports to corporate management, whereas PM reports to Sponsor and Project
Board
, (1) Project Sponsor Responsibilities - ANSWERS-1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
6. Enough experience to see that project is managed efficiently.
7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
(1) PM vs Sponsor @ stages - ANSWERS-Concept phase: sponsor creates business case, PM
when appointed supports this. Sponsor secures corporate agreement & budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor agrees this.
Deployment phase: PM manages the project, monitors, reports progress, risks & issues to
Sponsor. Sponsor chairs project board, makes decisions inc. proceeding at milestones; supports
PM.
Transition phase: PM produces closure report. Sponsor signs off closure, takes over
responsibility for adoption & benefits realisation.
(1) Project "Users" - ANSWERS-- provide the requirements
- may act as subject matter expert
- conduct UAT
- use the deliverable//output.
