Maxim Ryklis

IS350

1. Explain the four frames of organizations. How can they help project managers

understand the organization context for their projects?

The four frames are: structural, human resources, political, and
symbolic.
The structural frame focuses on the structure of the organization as
depicted in organizational charts. This frame aids the pm to identify
the hierarchy and whom to escalate issues to.
The HR frame attempts to keep a balance between the needs of the
organization and the needs of the employees. This should help the
pm understand available resources and the kinds of strain a project
will place on the employees.
The political frame deals with organizational and personal politics of
the various parties involved in the project. The benefit derived from
understanding this frame is how to walk through the political mine
field of egos and power struggles within an organization.
Finally, the symbolic frame addresses the perception of actions
taken during the project and considers the company culture. This
frame aids the pm in understanding different perspectives and to be
sensitive of different cultures; organizational and social cultures.

2. Briefly explain the differences between functional, matrix and project

organizations. Describe how each structure affects the management of the

project?
The functional model is a rigid formation of working within your unit
and reporting up to your supervisor. Segmented structure with a silo
effect. If you need resources for various technical skillsets, then you
will need to arrange buy in from many different managers.
The project focused model replaces are rigid hierarchy of reporting
up the chain with human resources reporting to project managers on
various projects. Teams are usually temporary and focus on short
term project goals.

Maxim Ryklis

IS350

The matrix model is a cross between the functional and the project
model. This model looks like the classic functional organizational
structure but add the Project Management Office as unit that reports
up to the CEO. The PMO works with the other heads of the units on
projects and borrows resources, and provide pm guidance.

3. Describe how organizational culture is related to project management. What

type of culture promotes a strong project environment?

PMs must have a strong understanding of company culture to be
able to navigate through day to day tasks and to successfully
manage resources. According to the text, a culture where the
employees identify strongly with the company ideals and goals, is
the model that supports projects purposes. But the other cultures
contribute to success just as much in other areas of project
management.

4. Discuss the importance of top management commitment and the development

of standards for successful project management. Provide examples to

illustrate the importance of these items based on your experience on any type
of project.
Commitment or buy in from top management is crucial to the
success of a project initiation and carrying it along to completion. To
kick off a project senior management must have buy in and provide
support and resources to the PMO to carrying out its directives. Top
level intervention is required to align the PMO goals with those of
the functional managers. Executives could intervene when there are
resource conflicts at the organizational level. Project management
standards allow the organization to understand the process and
importance of the PMO.
I found many projects have much enthusiasm and steam in the start
but by the middle of the project things become disorganized and
some projects fall off the radar. That is until the CIO starts asking
about the project in the managers meeting. After that its full steam
ahead again. People starting scrambling for answers, looking for
updates on projects that have been stale for months. Other projects
end up being bumped to fast track the project in question. Without
continued interest from top level management and the pms
2

Maxim Ryklis

IS350

following project standards for schedules and keeping the

stakeholders interested, projects die.

5.

6. What are the phases in a traditional project life cycle? How does a project life

cycle differ from a product life cycle? Why does a project manager need to
understand both?
The phases of the project life cycle are the concept phase where the
project is thought up on the drawing board and resources needed
estimated; WBS created.
Then the development phase begins. During the phase the project is
developed in detail; schedule WBS, cost estimates, risks and
assumptions, roles and responsibilities.
Implementation phase is when the work begins and actual cost and
time estimates are visualized. Monitoring and performance reports
are used to gauge progress of the project cycle.
In the close-out phase the work is completed. A review of the project
is conducted to evaluate positives and areas of improvement.
Deliverable is provided to the customer.
The difference between a project and product lifecycle is that the
project cycle is from start to end of the product. While the product
lifecycle only focuses on the deliverables portion of the project. It is
vital that the pm understand the product cycle because it is
intertwined with the overall project.