PRO4801
PROJECT MANAGEMENT
ASSIGNMENT NO.4
Year 2023
, Table of Contents
Question 4.1 .......................................................................................................................................... 3
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. ................................................................ 3
Question 4.2 .......................................................................................................................................... 8
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......................................... 8
Question 4.3 ........................................................................................................................................ 10
Defend the selection of a project structure (form of organisation) by referring to the importance of
organisational structure for projects. ................................................................................................... 10
Question 4.4 ........................................................................................................................................ 12
Differentiate between the formal and informal organisational structures and explain the informal
organisation’s role in project management.......................................................................................... 12
Question 4.5 ........................................................................................................................................ 12
Illustrate the different focal points of a project manager’s role. Explain the effect of a project
manager’s 'umbrella' responsibility in projects. ................................................................................... 12
Question 4.6 ........................................................................................................................................ 13
Since graduating from the University of South Africa, for the last two years you have been employed
by the Tulani Projects company, which provided services and operated in a dedicated (projectised)
structure. An opportunity arose and you decided to seize it and work for Mzansi Corporate, a new
and dynamic technology company that manufactures state-of-the-art systems products and
operates within a matrix structure resulting in a shift in project manager authority. Distinguish
between the four different qualification categories of a project manager and explain why these are
important for a successful project manager considering the power shift. (20) Distinguish between
and explain the different categories of qualifications for a successful project manager..................... 13
References .......................................................................................................................................... 18
, 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.
Organic means, the ability to be adaptable to the unexpected, and be both highly differentiated
and highly integrated to accommodate a variety of problems and situations, (John Nicholas and
Steyn, 2017)
The following are different kinds of integrators and how they can enhance interaction,
coordination and mutual adjustments.
Liaison roles
Task forces and teams
Project expeditors and coordinators
Pure project managers
Matrix managers
Integrating contractors.
1. LIAISON ROLES, TASK FORCES, AND TEAMS
The liaison role is a specialized person or group that links two or more departments. This person
performs duties in the assembly department, but also notifies purchasing of impending
shortages and keeps track of orders placed, (John Nicholas and Steyn, 2017). The role relieves
the assembly foreman of the responsibility and, by legitimizing the process, ensures that orders
get placed and are funded and documented. But the liaison role is not always effective. Though
the inventory controller in the example expedites parts ordering, the reason for part shortages
goes unresolved. To unravel the 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, (John Nicholas and Steyn, 2017).
PROJECT MANAGEMENT
ASSIGNMENT NO.4
Year 2023
, Table of Contents
Question 4.1 .......................................................................................................................................... 3
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. ................................................................ 3
Question 4.2 .......................................................................................................................................... 8
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......................................... 8
Question 4.3 ........................................................................................................................................ 10
Defend the selection of a project structure (form of organisation) by referring to the importance of
organisational structure for projects. ................................................................................................... 10
Question 4.4 ........................................................................................................................................ 12
Differentiate between the formal and informal organisational structures and explain the informal
organisation’s role in project management.......................................................................................... 12
Question 4.5 ........................................................................................................................................ 12
Illustrate the different focal points of a project manager’s role. Explain the effect of a project
manager’s 'umbrella' responsibility in projects. ................................................................................... 12
Question 4.6 ........................................................................................................................................ 13
Since graduating from the University of South Africa, for the last two years you have been employed
by the Tulani Projects company, which provided services and operated in a dedicated (projectised)
structure. An opportunity arose and you decided to seize it and work for Mzansi Corporate, a new
and dynamic technology company that manufactures state-of-the-art systems products and
operates within a matrix structure resulting in a shift in project manager authority. Distinguish
between the four different qualification categories of a project manager and explain why these are
important for a successful project manager considering the power shift. (20) Distinguish between
and explain the different categories of qualifications for a successful project manager..................... 13
References .......................................................................................................................................... 18
, 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.
Organic means, the ability to be adaptable to the unexpected, and be both highly differentiated
and highly integrated to accommodate a variety of problems and situations, (John Nicholas and
Steyn, 2017)
The following are different kinds of integrators and how they can enhance interaction,
coordination and mutual adjustments.
Liaison roles
Task forces and teams
Project expeditors and coordinators
Pure project managers
Matrix managers
Integrating contractors.
1. LIAISON ROLES, TASK FORCES, AND TEAMS
The liaison role is a specialized person or group that links two or more departments. This person
performs duties in the assembly department, but also notifies purchasing of impending
shortages and keeps track of orders placed, (John Nicholas and Steyn, 2017). The role relieves
the assembly foreman of the responsibility and, by legitimizing the process, ensures that orders
get placed and are funded and documented. But the liaison role is not always effective. Though
the inventory controller in the example expedites parts ordering, the reason for part shortages
goes unresolved. To unravel the 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, (John Nicholas and Steyn, 2017).
