PRO4801 ASSGN 4 2023 062621185/0680538213/0717513144
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE MCQ BANK
IS NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PROJECT
MANAGEMENT. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT WAS
PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO ARE
EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS SOURCES.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, SCHs, ORGs among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717
513 144 or email
, PRO4801 ASSGN 4 2023 062621185/0680538213/0717513144
Question 4.1
Projects go through many uncertainties. Therefore, projects must be able to
adjust. Traditional organisations are ineffective in the face of rapid change. In
contrast, project organisations should be organic. Explain what is meant by
'organic' and distinguish how the different kinds of integrators can enhance
interaction, coordination and mutual adjustments. (20)
Project organization refers to the style of coordination, communication and
management a team uses throughout a project’s life cycle (Steyn, 2002). Project
organization encourages participation by each team member and embraces diverse
talents and skills. Team involvement is laid out in an organizational structure chart that
graphically shows where each person is placed in the project structure. Project
organizational charts are useful tools for clarifying who does what, securing buy-in and
setting expectations for the group. By applying project organization, a project team
optimizes resources, provides clear communication about roles and responsibilities
and reduces potential roadblocks. To maintain a strong project organization, the team
needs proper direction and training from colleagues and supervisors. Each company
has its own approach to project organization, depending on how many employees they
have and what the project entails.
The following are some of the different kinds of integrators:
➢ Liaison roles
➢ Task forces and teams
➢ Project expeditors and coordinators
➢ Pure project managers
➢ Matrix managers
Liaison roles
The liaison role is not always effective. Although the inventory controller expedites
parts ordering, the reason for part shortages still goes unresolved (Rand, 2000). To
unravel that problem, it might be necessary to involve people from elsewhere in the
company. This is where the next kind of integrative role, a multifunctional task force or
team, comes into play.
Task force teams
, PRO4801 ASSGN 4 2023 062621185/0680538213/0717513144
A task force is a temporary group with representatives from several subunits
(multifunctional) that is formed to address a need or solve a problem. When the group
begins addressing the problem, it is, in fact, conducting a project (Leach, 2014). For
example, to address the shortage problem, the assembly foreman might call together
representatives from the areas of inspection, finance, and purchasing. The task force
meets as often and as long as necessary to solve the problem, and then it disbands.
The most effective task forces have ten or fewer members, a team leader or
coordinator, and are short lived.
Project expeditors and coordinators
Projects that involve much complexity, major resource commitments, and high stakes
require a pure project or projectized form of organization. A pure project is a separate
organization, sometimes its own company, created especially for and singularly
devoted to achievement of the project goal. Whatever is needed to accomplish project
goals—all necessary human and physical resources—is incorporated into the pure
project organization. Often, within the pure project organization are liaisons, task
forces, and teams.
NB: WITH THE ABOVE THEORY, STUDENTS MUST NOW GIVE PRACTICAL
EXAMPLES ON HOW EACH INTEGRATOR CAUSES MUTUAL ADJUSTMENT/
COORDINATE THE ACTIVITIES WITHIN AN ORGANIC PROJECT.
Question 4.2
The South African Satellite (SAS) project for the installation of two very
advanced satellite systems has been assigned to the board. Explain the specific
content, typical activities and different management approaches of the board,
referring to each of the four phases in the SAS systems development cycle.
[Hint: you may make assumptions with the SAS project with inadequate
information] (20)
Stage A: Conception
Each venture is an endeavor to take care of an issue, and an initial phase in taking
care of the issue is perceiving that the issue exists (Budd & Cerveny, 2010). From that
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE MCQ BANK
IS NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PROJECT
MANAGEMENT. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT WAS
PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO ARE
EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS SOURCES.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, SCHs, ORGs among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717
513 144 or email
, PRO4801 ASSGN 4 2023 062621185/0680538213/0717513144
Question 4.1
Projects go through many uncertainties. Therefore, projects must be able to
adjust. Traditional organisations are ineffective in the face of rapid change. In
contrast, project organisations should be organic. Explain what is meant by
'organic' and distinguish how the different kinds of integrators can enhance
interaction, coordination and mutual adjustments. (20)
Project organization refers to the style of coordination, communication and
management a team uses throughout a project’s life cycle (Steyn, 2002). Project
organization encourages participation by each team member and embraces diverse
talents and skills. Team involvement is laid out in an organizational structure chart that
graphically shows where each person is placed in the project structure. Project
organizational charts are useful tools for clarifying who does what, securing buy-in and
setting expectations for the group. By applying project organization, a project team
optimizes resources, provides clear communication about roles and responsibilities
and reduces potential roadblocks. To maintain a strong project organization, the team
needs proper direction and training from colleagues and supervisors. Each company
has its own approach to project organization, depending on how many employees they
have and what the project entails.
The following are some of the different kinds of integrators:
➢ Liaison roles
➢ Task forces and teams
➢ Project expeditors and coordinators
➢ Pure project managers
➢ Matrix managers
Liaison roles
The liaison role is not always effective. Although the inventory controller expedites
parts ordering, the reason for part shortages still goes unresolved (Rand, 2000). To
unravel that problem, it might be necessary to involve people from elsewhere in the
company. This is where the next kind of integrative role, a multifunctional task force or
team, comes into play.
Task force teams
, PRO4801 ASSGN 4 2023 062621185/0680538213/0717513144
A task force is a temporary group with representatives from several subunits
(multifunctional) that is formed to address a need or solve a problem. When the group
begins addressing the problem, it is, in fact, conducting a project (Leach, 2014). For
example, to address the shortage problem, the assembly foreman might call together
representatives from the areas of inspection, finance, and purchasing. The task force
meets as often and as long as necessary to solve the problem, and then it disbands.
The most effective task forces have ten or fewer members, a team leader or
coordinator, and are short lived.
Project expeditors and coordinators
Projects that involve much complexity, major resource commitments, and high stakes
require a pure project or projectized form of organization. A pure project is a separate
organization, sometimes its own company, created especially for and singularly
devoted to achievement of the project goal. Whatever is needed to accomplish project
goals—all necessary human and physical resources—is incorporated into the pure
project organization. Often, within the pure project organization are liaisons, task
forces, and teams.
NB: WITH THE ABOVE THEORY, STUDENTS MUST NOW GIVE PRACTICAL
EXAMPLES ON HOW EACH INTEGRATOR CAUSES MUTUAL ADJUSTMENT/
COORDINATE THE ACTIVITIES WITHIN AN ORGANIC PROJECT.
Question 4.2
The South African Satellite (SAS) project for the installation of two very
advanced satellite systems has been assigned to the board. Explain the specific
content, typical activities and different management approaches of the board,
referring to each of the four phases in the SAS systems development cycle.
[Hint: you may make assumptions with the SAS project with inadequate
information] (20)
Stage A: Conception
Each venture is an endeavor to take care of an issue, and an initial phase in taking
care of the issue is perceiving that the issue exists (Budd & Cerveny, 2010). From that
