سؤال قراءة ستيب محلول — فهم التفاصيل (تدريب 5093)

(1) There is no single organizational approach to projects. Each project is organized to accomplish the work effectively and efficiently. Several factors influence the organizational approach to execute a project. The complexity profile of a project, the culture of the parent organization, the preferences of the project manager, the knowledge and skills of the team, and a parent organization with a project management office are examples of factors that influence the project's organization. (2) In developing the project organizational structure, the project manager considers the span of control for each manager. The span of control represents the number of people reporting to a manager (3) Most projects have similar functions that are important to successfully managing the project. Included among there are the following: • Sponsor • Project manager • Controls • Procurement • Quality • Administration (4) On smaller projects, more than one function can be managed by one person. On larger projects, large teams may be needed to accomplish the work within the function. Project Sponsor (5) The project sponsor is outside the day-to-day operations of the project and has the organizational authority to provide resources and overcome barriers for the project. The project sponsor is typically a leader in the parent organization with an interest in the outcome of the project. As a leader in the parent organization, the project sponsor can provide input into the project scope and other documents that define project success. The guidance and support from the project sponsor enhance the ability of the project to successfully meet the parent organization's objectives. Project managers (6) Project managers often have the breadth of responsibility associated with corporate chief executive officers CEOs). The project manager facilitates the start-up of a project and develops the staff, resources, and work processes to accomplish the work of the project. He or she manages the project effectively and efficiently and oversees the closeout phase. Some projects are larger than major divisions of some organizations, with the project manager responsible for a larger budget and managing more risk than most of the organizational leaders. A mining company that builds a new mine in South Africa, an automobile manufacturer that creates a new truck design, and a pharmaceutical company that moves a new drug from testing to production are examples of projects that may consume more resources in a given year than any of the organization's operating divisions. (7) The function of the project manager can vary depending on the complexity profile and the organizational structure. Defining and managing client expectations and start-up activities, developing the scope, and managing change are functions of the project manager. On some projects, the project manager may provide direction to the technical team on the project. On other projects, the technical leadership might come from the technical division of the parent organization. (8) Although the functional responsibilities of the project manager may vary, the primary role is consistent on every project. The primary role of the project manager is to lead to provide a vision of success, to connect everyone involved in the project to that vision, and to provide the means and methods to achieve success. The project manager creates a goal-directed and time focused project culture. The project manager provides leadership. Project Procurement (9) The approach to purchasing the supplies and equipment needed by the project is related to the complexity profile of the project. A small project with a low complexity level may be able to use the procurement services of the parent organization. In an organization where project resources reside in various departments, the departments may provide the supplies and equipment each team member of the project may need. Project quality (10) Project quality is often part of the technical manager's responsibility. On large projects or projects with a high degree of technical complexity, the quality is sometimes a separate function reporting to the project manager. The project quality manager focuses on the quality of the project work processes and not the quality of the client's product. For example, if the project is to design and construct an automobile factory, the quality manager focuses on the project work processes and meeting the technical specification of the equipment installed by the project team. The project quality manager is not responsible for the quality of the car the plant produces. If the plant functions to the defined project specifications, the quality of the plant output is the responsibility of the plant quality department, and it may take several months for the plant to refine the work processes to meet the design specifications of the car. Project Administration (11) The administrative function provides project specific support such as the following • Accounting services • Legal services • Property management • Human resources HR) management • Other support functions found in most parten organizations. In most organizations, support for these functions is provided by the parent organization. For example, people assigned to the project will get human resources HR) support from the HR department of the parent organization. Salary, benefits, and HR policies for employees assigned to the project will be supported out of the HR department. The parent organization will provide accounting functions such as determining the cost of cash, taxes, year-end project reports, and property disposal at the end of the project