Discussion Forum Week 3: Assigned Readings Chapter 4 Organiz

Discussion Forum Week 3assigned Readingschapter 4 Organizational Cap

For Week 3 Discussion Forum, you will discuss your understanding of the readings from Kloppenborg, et al (2023) completed for Weeks 4, 5 and 6. You will then think of three questions you’d like to ask other students and add these to the end of your thread (after the Reference section). The questions should be taken from Chapters 4, 5 and 6 of the required course material (Kloppenborg, et al 2023). Finally, go to two (2) other students’ threads and post comments, answering at least one of their questions.

Provide Continuing Discussion by responding to another student's response. The Continuing Discussion to the response to a response, not a third response to an initial post.

You must do the following:

1. Create a new thread and ensure your initial post is properly formatted.
2. Draft a first section (words) answering, with supporting and properly cited source material, the following questions (do not quote any of the source material; you must explain in your own words but properly citing material found in the assigned sources): Describe how a strong (project) matrix is different from a weak (functional) matrix. List advantages and disadvantages of functional, projectized and matrix forms of organization.
3. Draft a second section (words) explaining, with supporting source material, the following questions (do not quote any of the source material; you must explain in your own words but properly citing material found in the assigned sources): During all five stages of team development, it is important that the project manager keep in mind the needs of which three groups? Why might it be helpful to bring out the charter when people are arguing over a decision?
4. Draft a third section (words) answering, with supporting and properly cited source material, the following questions (do not quote any of the source material; you must explain in your own words but properly citing material found in the assigned sources): What is the difference between an internal and external stakeholder? What is the difference between a key and secondary stakeholder? Name three criteria you should consider when prioritizing stakeholder? Why?

Provide three (3) questions that you would like to ask other classmates in relation to the weekly reading material. These need to be specific questions based on weekly reading material identified above. Do not just ask general questions; be specific.

Paper For Above instruction

Differences Between Strong and Weak Project Matrices and Organizational Structures

A key aspect of project organizational structure is the type of matrix used to coordinate and manage project resources and activities. A strong (or balanced) matrix organization maintains a nearly equal distribution of authority between project managers and functional managers. In such arrangements, the project manager has significant control over resources, budget, and decision-making processes, which facilitates a focused approach to project objectives. Conversely, a weak (or functional) matrix shifts authority predominantly to functional managers, with project managers acting more as coordinators rather than decision-makers. This structure reflects a traditional functional organization where responsibilities are departmentalized, and project-specific authority is limited (Kloppenborg et al., 2023).

The advantages of a strong matrix include clear authority of project managers, streamlined decision-making, and dedicated project focus, promoting efficiency and accountability. However, it can also lead to conflicts over resource allocation and authority ambiguity if not managed carefully. Conversely, the weak matrix emphasizes functional expertise, resource sharing, and organizational stability; yet, it may result in fragmented communication, slower decision processes, and less project control, potentially impacting project success.

The organizational structure significantly influences project execution. In a fully projectized organization, the project manager has complete authority, with resources and staff dedicated solely to projects. This structure enhances focus and agility but can be costly and limit resource sharing across projects. A functional organization, on the other hand, organizes staff by departments, favoring operational efficiency but often neglecting project priorities. The matrix, sitting between these two, balances resource sharing and dedicated project management. It allows flexible utilization of resources while maintaining project control to varying degrees, depending on whether it’s a strong or weak matrix (Kloppenborg et al., 2023).

Team Development and Stakeholder Considerations

Throughout the five stages of team development—forming, storming, norming, performing, and adjourning—the project manager must recognize and address the needs of three primary groups: team members, stakeholders, and the project sponsor. Each group has unique concerns and motivators that impact team dynamics and project success. For example, team members seek clarity of roles and a supportive environment; stakeholders are interested in project progress and outcomes; and the sponsor looks for alignment with organizational goals and value realization (Kloppenborg et al., 2023).

Bringing out the project charter during conflicts or disagreements is immensely helpful because it reaffirms the project's objectives, scope, and key agreements. The charter serves as a formal document that clarifies roles, responsibilities, and boundaries, helping resolve disputes by grounding discussions in shared understanding and documented commitments. It emphasizes organizational alignment and can refocus team efforts on common goals, reducing miscommunication and personal biases (Kloppenborg et al., 2023).

Stakeholders: Internal, External, Key, and Secondary

An internal stakeholder exists within the organization and has a vested interest in the project’s success, such as employees, managers, or departments directly involved. External stakeholders are outside the organization but are affected by or can influence the project, including clients, suppliers, or regulatory agencies (Kloppenborg et al., 2023).

Key stakeholders are those with significant influence or impact on the project’s success, such as sponsors or critical clients; secondary stakeholders have a less direct influence, like community groups or ancillary departments. When prioritizing stakeholders, criteria such as their power, legitimacy, and urgency should be considered. Power determines the stakeholder’s ability to influence project decisions; legitimacy relates to the stakeholder's position or relationship; and urgency pertains to the immediacy of their needs or concerns, helping project managers focus on relationships that are crucial for project success (Kloppenborg et al., 2023).

References

• Kloppenborg, T. J., Anantatmula, V., & Wells, K. (2023). Contemporary Project Management (4th ed.). Cengage Learning.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
• Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
• Heldman, K. (2018). Project Management JumpStart. Wiley.
• Gido, J., & Clements, J. (2014). Successful Project Management. Cengage Learning.
• Heldman, K. (2018). PMP Project Management Professional Exam Study Guide. Wiley.
• Larson, E. W., & Gray, C. F. (2017). Project Management: The Managerial Process. McGraw-Hill Education.
• Thamhain, H. J. (2014). Managing Technology Projects: Fundamentals, Strategies, and Best Practices. Wiley.