PROJECT

MANAGEMENT
BPA 31803
TOPIC 2

PROJECT MANAGER AND ORGANIZATIONS

COURSE LEARNING
OUTCOME 1

Discuss who is a project manager and

their characteristics. 2
Who is a Project Manager (Various
Definitions)
• A project manager is a professional responsible for leading a team to achieve specific
goals and objectives within a defined timeline and budget.
• A project manager is an individual who is responsible for planning, executing,
monitoring, and closing projects, while ensuring that they meet the requirements of
the stakeholders.
• A project manager is a person who manages and oversees a project, including its
planning, execution, and delivery, to ensure that it is completed on time, within
budget, and to the satisfaction of the stakeholders.
• A project manager is a leader who is responsible for guiding a team of individuals to
accomplish a specific goal, while ensuring that they have the necessary resources,
tools, and support to do so effectively.
• A project manager is a person who has the responsibility for the success or failure of a
project, including managing the budget, resources, timelines, and risks associated with
the project
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 PROJECT MANAGERS
CHARACTERISTICS
• Leadership: Effective project managers must possess leadership skills to motivate and guide their
team towards project success. They must be able to inspire and influence team members to achieve
project goals.
Example: Elon Musk, the CEO of SpaceX and Tesla, is a great example of a leader who inspires his
team to achieve ambitious goals. His leadership has been instrumental in the successful launches of
SpaceX rockets and the development of cutting-edge electric vehicles at Tesla.
• Communication: Project managers must be able to communicate clearly and effectively with
stakeholders, team members, and other project partners. This includes the ability to listen actively,
articulate ideas clearly, and adapt communication style to suit the audience.
Example: Mary Barra, the CEO of General Motors, is known for her excellent communication skills. She
is able to communicate complex ideas in a clear and concise manner, and is skilled at listening and
engaging with stakeholders.
• Adaptability: Project managers must be able to adapt to changing circumstances and adjust project
plans as needed. They must be flexible and able to think on their feet to respond to unexpected
challenges.
Example: Tim Cook, the CEO of Apple, is known for his ability to adapt to changing market conditions
and pivot the company's strategy as needed. His leadership has helped Apple remain successful
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despite significant changes in the tech industry.
 PROJECT MANAGERS SKILLS

1. Project Planning: Effective project managers must be able to develop detailed project plans that
outline the timeline, budget, and resources required to achieve project goals. They must be able to
identify potential risks and develop contingency plans to mitigate them.
Example: Ginni Rometty, the former CEO of IBM, was known for her strong project planning skills. She
oversaw numerous complex projects at IBM, including the development of Watson, IBM's artificial
intelligence platform.
2. Budget Management: Project managers must be able to manage project budgets effectively to ensure
that projects are completed within budget. This includes the ability to track expenses, identify cost-
saving opportunities, and negotiate contracts with vendors.
Example: Sundar Pichai, the CEO of Google, has strong budget management skills. He oversaw the
development of the Chrome browser and Google Drive, both of which were completed within budget.
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 PROJECT MANAGERS SKILLS

3. Risk Management: Effective project managers must be able to identify potential risks and develop
strategies to mitigate them. This includes the ability to assess risk probability and impact, develop risk
response plans, and monitor risks throughout the project lifecycle.
• Example: Jeff Bezos, the founder and former CEO of Amazon, is known for his risk management skills.
He has overseen numerous successful projects at Amazon, including the development of Amazon Web
Services and the acquisition of Whole Foods.

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 Project Managers’ Roles &
Responsibilities
• Defining project scope, goals, and deliverables: Project managers are
responsible for determining the project objectives, setting goals, and
defining the scope of the project. They must ensure that the project
is aligned with the organization's strategic goals and objectives.
• Developing a project plan: The project manager must create a
project plan that outlines the timeline, resources, and budget
required for the project. The plan must be detailed and well-thought-
out to ensure that the project is completed within the allocated
resources and timeline.
• Managing project risks and issues: The project manager must
identify potential risks and issues that could impact the project's
success and develop strategies to mitigate these risks. 7
 Project Managers’ Roles &
Responsibilities
• Ensuring the project is completed on time and within budget: The
project manager is responsible for ensuring that the project is
completed within the allocated budget and timeline.
• Communicating regularly with stakeholders: The project manager
must provide regular updates to stakeholders on the project's
progress. Communication is key to keeping stakeholders informed
and ensuring that they are satisfied with the project's outcome.
• Motivating and managing project team members: The project
manager must motivate and manage project team members to
ensure that they are productive and meeting their objectives. This
involves creating a positive work environment, providing resources,
and resolving conflicts. 8
Organization Structures & Project
Management
CO2: Discuss the different organizational structures and their implications on
projects
Presentation Title 9
 PROJECT & ORGANIZATIONAL
STRUCTURE
Structure has implications for managing projects, as it determines how
project teams are formed, who has decision-making authority, and how
communication flows within the organization. There are several types of
project organization structures that can be used to manage projects,
each with its own advantages and disadvantages. Some of the most
common types of project organization structures include:

Functional organizational structure is a traditional organizational structure where employees

are grouped according to their specialty or function such as marketing, finance, or operations.
In this type of structure, employees report to a functional manager who is responsible for the
performance of the department. The functional manager has decision-making authority over
the employees in their department, and the employees are accountable to the manager for
their performance.. The functional structure has several implications on managing projects:
• Resource Allocation: In a functional structure, resources are allocated based on the needs of
the department rather than the needs of the project. This can create challenges when
managing projects because project managers may need to compete with other departments
for resources such as personnel, equipment, and funding. For example, a project manager
who needs the assistance of the marketing department may need to compete with other 10
projects for the attention of the marketing manager.
 PROJECT & ORGANIZATIONAL
STRUCTURE (FUNCTIONAL)
• Communication: Communication can be a challenge in a functional structure because employees tend
to communicate vertically within the department rather than horizontally across departments. Project
managers need to establish clear communication channels between departments to ensure that
information is shared and tasks are coordinated. For example, a project manager who needs to
coordinate with the finance department to allocate project funding may need to communicate directly
with the finance manager rather than through their functional manager.
• Decision Making: In a functional structure, decision-making authority resides with the functional
manager, who may not have a full understanding of the project's goals and objectives. Project managers
may need to work closely with functional managers to ensure that decisions are made in the best
interest of the project. For example, a project manager who needs to make a decision regarding a
project deadline may need to work with the operations manager to understand the impact of the
decision on the department.
• Lack of Ownership: In a functional structure, employees tend to identify more with their department
than with the project. This can lead to a lack of ownership and accountability for project outcomes.
Project managers need to establish clear roles and responsibilities for employees and communicate the
importance of their contribution to the project's success. For example, a project manager who needs to
motivate employees in the marketing department to complete a project task may need to communicate
the importance of their contribution to the project's overall success. 11
 PROJECT & ORGANIZATIONAL
STRUCTURE (PROJECT-BASED)
• In a project-based organization, team members are assigned to specific projects
and work exclusively on those projects. The project manager has full authority and
control over the project team and resources. An example of a company that uses a
project-based organization structure is NASA. A project-based organization (PBO) is
a type of organizational structure that is designed around projects rather than
functions or departments. In a PBO, project managers have full authority over
project resources, and employees are assigned to projects based on their skills and
experience. This structure is commonly used in industries such as construction,
engineering, and software development.
The PBO has several implications on managing projects:
• Resource Allocation: In a PBO, resources are allocated based on the needs of the
project rather than the needs of the department. This allows project managers to
have greater control over resource allocation, which can be beneficial for
managing project timelines and budgets. For example, if a project manager needs12
additional personnel to complete a project task, they can allocate resources from
 PROJECT & ORGANIZATIONAL
STRUCTURE (PROJECT-BASED)
• Communication: Communication can be more streamlined in a PBO because
employees are assigned to projects based on their skills and experience. This can
facilitate cross-functional collaboration and information sharing, which can be
beneficial for managing complex projects. For example, a software development
project may involve employees from the development, testing, and design
departments, who can collaborate more effectively when they are assigned to the
same project.
• Decision Making: In a PBO, project managers have full authority over project
resources, which includes decision-making authority. This allows project managers
to make decisions quickly and efficiently, which can be beneficial for managing
fast-paced projects. For example, if a project manager needs to make a decision
regarding a project timeline, they can make the decision quickly without having to
consult with other department managers.
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 PROJECT & ORGANIZATIONAL
STRUCTURE (PROJECT-BASED)
• Accountability: In a PBO, employees are accountable to the project manager for
their performance. This creates a culture of ownership and accountability for
project outcomes, which can be beneficial for managing project quality and
timelines. For example, if a project task is not completed on time, the employee
responsible for the task can be held accountable by the project manager.
• Flexibility: A PBO is often more flexible than other organizational structures
because it can be adapted to suit the needs of the project. This allows project
managers to respond quickly to changing project requirements, which can be
beneficial for managing complex and dynamic projects. For example, if a project
requirement changes midway through the project, the project manager can adapt
the project plan and allocate resources accordingly.
In conclusion, a project-based organization has several implications on managing projects,
including greater control over resource allocation, streamlined communication, efficient
decision-making, accountability for project outcomes, and flexibility to adapt to changing
project requirements. Project managers need to be aware of these benefits and develop 14

strategies to work within a PBO to ensure project success. This may involve building
 PROJECT & ORGANIZATIONAL
STRUCTURE (MATRIX)
A matrix organization is a hybrid organizational structure that combines elements of
both functional and project-based structures. In a matrix organization, employees
report to both a functional manager and a project manager, and projects are
managed across functional departments. This structure is commonly used in
industries such as aerospace, defense, and pharmaceuticals. The matrix
organization has several implications on managing projects:
• Resource Allocation: In a matrix organization, resources are allocated based on
both the needs of the project and the needs of the functional department. This can
create challenges when managing projects because project managers may need to
compete with other projects and functional departments for resources. For
example, a project manager who needs the assistance of the marketing
department may need to compete with other projects for the attention of the
marketing manager, and also with the marketing manager's functional manager
for their time.
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 PROJECT & ORGANIZATIONAL
STRUCTURE (MATRIX)
• Communication: Communication can be a challenge in a matrix organization
because employees report to both a functional manager and a project manager.
This can create confusion about roles and responsibilities, which can lead to
conflicts and delays. Project managers need to establish clear communication
channels between functional departments to ensure that information is shared and
tasks are coordinated. For example, a project manager who needs to coordinate
with the finance department to allocate project funding may need to communicate
with both the project and functional managers to ensure that everyone is on the
same page.
• Decision Making: In a matrix organization, decision-making authority is shared
between the functional manager and the project manager. This can create conflicts
and delays when decisions need to be made quickly. Project managers need to
work closely with functional managers to ensure that decisions are made in the
best interest of the project. For example, a project manager who needs to make a
16
decision regarding a project deadline may need to work with the operations
manager to understand the impact of the decision on the department, and with
 PROJECT & ORGANIZATIONAL
STRUCTURE (MATRIX)
• Accountability: In a matrix organization, employees are accountable to both the
functional manager and the project manager for their performance. This can create
a culture of ambiguity and lack of ownership, where employees are unsure about
who they report to and who is responsible for their performance. Project managers
need to establish clear roles and responsibilities for employees and communicate
the importance of their contribution to the project's success. For example, a
project manager who needs to motivate employees in the marketing department
to complete a project task may need to communicate the importance of their
contribution to the project's overall success and work closely with the marketing
manager to ensure that everyone is on the same page.
• Flexibility: A matrix organization is often more flexible than other organizational
structures because it allows for cross-functional collaboration and the sharing of
resources across projects. This can be beneficial for managing complex and
dynamic projects. For example, a pharmaceutical company may need to share
resources between different drug development projects to ensure that they meet17
regulatory deadlines.
 PROJECT & ORGANIZATIONAL
STRUCTURE (MATRIX)
In conclusion, a matrix organization has several implications on
managing projects, including challenges with resource allocation,
communication, decision-making, accountability, and flexibility.
Project managers need to be aware of these challenges and develop
strategies to work within the matrix organization to ensure project
success. This may involve building relationships with functional and
project managers, establishing clear communication channels,
providing incentives for employees to take ownership of project
outcomes, and fostering a culture of collaboration and flexibility.

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PROJECT TEAM
CO3: Discuss and evaluate Project teams in the context of project
management
Presentation Title 19
 PROJECT TEAMS

• A project team is a group of individuals who are

brought together for a specific purpose, typically to
accomplish a specific project or task. The team is
usually formed by a project manager or a project
sponsor, and may include members from different
departments, functions, or even different
organizations. The purpose of forming a project team
is to bring together a diverse set of skills and expertise
to achieve a common goal. 20
 PROJECT TEAMS (EXAMPLES)

Examples of project teams:

• Construction project team: A construction project team may include architects, engineers, project
managers, construction workers, electricians, and plumbers. Their common goal is to build a
structure, such as a house or a commercial building.
• Software development project team: A software development project team may include software
engineers, designers, testers, project managers, and quality assurance analysts. Their common
goal is to develop a software application, such as a mobile app or a web-based tool.
• Marketing campaign project team: A marketing campaign project team may include marketing
managers, graphic designers, copywriters, social media specialists, and data analysts. Their
common goal is to create and execute a marketing campaign, such as a product launch or a
promotional event.
• Research project team: A research project team may include researchers, analysts, data
scientists, and statisticians. Their common goal is to conduct research on a specific topic or issue,
such as market trends or customer behavior.
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 PROJECT TEAM

There are several key roles within a project team, including:

• Project Manager: The project manager is responsible for leading and managing the
project team, ensuring that all aspects of the project are completed within the timeline,
budget, and quality standards. They are responsible for developing the project plan,
monitoring progress, and making adjustments as necessary.
• Project Coordinator: The project coordinator assists the project manager in planning and
executing project activities. They may be responsible for scheduling meetings, tracking
project progress, and communicating with stakeholders.
• Subject Matter Experts: Subject matter experts (SMEs) are individuals with specialized
knowledge or expertise in a particular area relevant to the project. SMEs may be
involved in the project to provide guidance and advice on specific aspects of the
project.
• Team Members: Team members are responsible for completing specific tasks and
activities required to achieve the project's objectives. They may come from different22
functional areas, such as marketing, engineering, or finance, and work together to
 PROJECT TEAM CHARACTERISTICS

Effective project teams have some characteristics that differentiate them from ineffective
ones. These include:
• Clear roles and responsibilities: Each team member must understand their role and
responsibilities within the project team to avoid confusion and ensure that everyone is
working towards the same goal.
• Communication: Effective communication is essential for project success. Team
members must be able to communicate effectively with one another to share
information, provide feedback, and resolve issues as they arise.
• Collaboration: Collaboration is crucial in project teams as it promotes teamwork, trust,
and the sharing of ideas. Effective collaboration ensures that the project is completed
efficiently and effectively.
• Leadership: The project team needs a strong leader who can provide direction,
motivate team members, and ensure that the project is on track to meet its objectives
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 CASE STUDY: PROJECT MANAGER

• Gamuda Construction is a well-established construction company that

has completed numerous projects in Malaysia and abroad. With a team
of highly experienced professionals and a track record of successful
projects, Gamuda Construction has established a reputation for quality
and timely delivery. Sarah, a highly experienced project manager with 20
years of experience in managing large projects, was appointed to lead
the construction of a new 22km highway linking the Port of Tanjung
Pelepas to the town of Senai. Sarah had an impressive CV, having
successfully managed several commercial building projects in the past.
This was her first time leading a project in highway construction, but she
was confident in her abilities.
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 CASE STUDY: PROJECT MANAGER

• Sarah's appointment was welcomed by the team at Gamuda Construction, who were
excited to work with her. However, as the project progressed, issues began to arise that
threatened its success. Sarah's trust issues and temper became more evident, and the
managers of the smaller units responsible for specific sections of the highway began to
struggle to work with her.
• Despite Sarah's excellent past performance in managing large projects, her lack of
experience in highway construction led to several problems. The team was not
adequately prepared for the unique challenges that came with constructing a highway,
leading to delays and additional costs. Sarah's trust issues and temper further
complicated matters, causing a breakdown in communication and teamwork.
• The managers of the smaller units reported that Sarah's lack of technical knowledge
and experience in highway construction resulted in unrealistic expectations and a lack
of guidance. Sarah's temper also contributed to an unhealthy work environment, with
team members feeling undervalued and demotivated. 25
• The project is still ongoing, but the challenges faced by the team have made it clear
 CASE STUDY: PROJECT MANAGER

• QUESTION
• Explain how Sarah's background and experience as a
project manager differs from the ideal characteristics
of a project manager, and how this impacted the
outcome of the highway construction project
• Discuss the characteristics of the project manager that
you might hire for this project.

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REFERENCES 20XX

Project Management Institute (2021). Guide to the

Project Management Body of Knowledge (PMBOK Guide).
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Institute, Inc.
Kerzner, H. (2017). Project management metrics, KPIs,
and dashboards: a guide to measuring and monitoring
project performance. Wiley.
Chartered Institute of Building (2016). Code of practice
for project management for construction and
development. 5th ed. John Wiley & Sons.
Project Management Institute (2017). Agile Practice
Guide. Newtown Square, PA: Project Management
Institute, Inc.
Association for Project Management (2020). APM Body of
Knowledge 7th edition. APM Publishing.
"7 Key Characteristics of a Successful Project Manager."
ProjectManager.com, 19 Dec. 2019,
projectmanager.com/7-key-characteristics-of-a-
successful-project-manager.
27
Choudhury, Samir. "8 Essential Qualities That Define
Great Leadership." Forbes, 9 May 2016,
REFERENCES 20XX

Gartner. (2020). 8 Characteristics of Successful Project Managers.

Retrieved from https://www.gartner.com/smarterwithgartner/8-
characteristics-of-successful-project-managers/
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10551
Forbes. (2020). CEOs Who Excelled In Project Management.
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who-excelled-in-project-management/?sh=1e3e3d3c6b95
Cleland, D. I., & Ireland, L. R. (2007). Project manager's handbook:
Applying best practices across global industries (2nd ed.). McGraw-
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Project Management Institute. (2017). A guide to the project
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planning, scheduling, and controlling. John Wiley & Sons.
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a
managerial approach. John Wiley & Sons. 28
 2023

THANK YOU!
BPA 3803