Hello, I Hope All Is Well. Please, I Am Needing Assistance.

Helloi Hope All Is Well Please I Am Needing Assistance With The Ite
Hello, I hope all is well. Please, I am needing assistance with the items below. Please review before accepting bid. As usual, plagiarism will be check, thank you. part 1: Organizational Structures Your textbook outlines several organizational structures in which a project manager may be employed, including functional, divisional, and matrix. Describe the organizational structure of your current or former workplace, or another that you are familiar with. Give examples as to the benefits and weaknesses of that structure as it applies to project management, and discuss if you feel that the structure is effective for the selected environment when compared with a different organizational structure. Each post should contain at least 200 words and be supported by at least one additional professional or academic source. Part 2: Project Processes As discussed in Chapter 1, a project is inherently a temporary endeavor with a definite start and end, made up of five processes. Use your textbook as a starting point for this assignment. In your paper, List each of the five processes in the project lifecycle. Explain what each process entails. Describe a project from your career, personal life, or one that you are aware of that was not as successful as it could have been. Discuss the project’s intended outcomes. Select one of the five process areas that could have been improved upon to make your project more of a success. Explain why you selected this step. Discuss what changes you would make in the future if asked to repeat the same project. The Project Processes paper Must be 900 (not including title and references pages) and formatted according to APA style as outlined in the Writing Center (Links to an external site.) . Must include a separate title page with the following: Title of paper Student’s name Course name and number Instructor’s name Date submitted Must use at least three academic or professional sources in addition to the course text. The Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment. Must document all sources in APA style as outlined in the Writing Center. Must include a separate references page that is formatted according to APA style as outlined in the Writing Center.
Paper For Above instruction
This paper addresses two key aspects of project management: organizational structures and project processes. Each section provides an in-depth analysis with practical examples, supported by scholarly sources, to enhance understanding of effective project management practices.
Part 1: Organizational Structures
Organizational structure significantly influences how projects are managed within a company. In my previous role at a mid-sized manufacturing firm, the organizational structure was a functional-based model. This structure divided the company into departments such as Production, Marketing, Finance, and Human Resources, each led by a department head. The project managers operated within these functional units and coordinated projects across departments as needed.
The functional organizational structure offers several benefits for project management. Firstly, it promotes specialization, allowing employees to develop deep expertise in their respective areas, which can improve project outcomes. Additionally, it creates clear reporting relationships and streamlined communication within departments. However, this structure also has notable weaknesses. It often leads to siloed communication, limited cross-functional collaboration, and competition for resources among departments. These issues can hinder project progress and delay decision-making processes.
Compared to a matrix or projectized structure, a functional organization may struggle with resource allocation, especially for multi-disciplinary projects requiring input from multiple departments. While effective for routine, operational projects with clear departmental boundaries, it may be less suitable for complex or strategic initiatives that benefit from integrated teams. Some organizations adopt a matrix structure to overcome these weaknesses, combining functional authority with project management focus. This approach enhances flexibility and resource sharing but can create confusion about reporting lines and accountability.
In conclusion, the functional structure was effective for routine and operational tasks but posed challenges for collaborative projects. For project environments demanding high cross-functional integration, a matrix or projectized structure might be more effective, offering better resource management and collaboration opportunities (Kerzner, 2017).
Part 2: Project Processes
The project lifecycle comprises five primary processes: initiation, planning, execution, monitoring and controlling, and closing. Each plays a vital role in ensuring project success.

• Initiation: This first phase defines the project at a broad level, establishing its purpose, scope, and feasibility. It involves activities such as developing a business case, conducting a feasibility study, and obtaining stakeholder approval.
• Planning: Detailed planning is conducted during this stage, where project objectives, scope, schedule, resources, and risks are defined. The creation of a project management plan guides subsequent phases.
• Execution: In this phase, the project plan is put into action. Resources are allocated, tasks are performed, and deliverables are produced. Effective communication and coordination are crucial during execution.
• Monitoring and Controlling: This process runs concurrently with execution. It involves tracking project performance, managing changes, and ensuring that project objectives are met. Tools like Gantt charts and KPIs are used for performance measurement.
• Closing: The final phase involves completing all project work, obtaining formal acceptance, and documenting lessons learned. It ensures the project is officially closed and resources are released.

Real-Life Project Analysis

I recall a software development project undertaken at my previous organization aimed at creating a new customer relationship management (CRM) system. The project was intended to enhance customer service and streamline sales processes. Unfortunately, it was not as successful as envisioned. The primary issues stemmed from inadequate planning and scope creep, leading to missed deadlines and budget overruns.

Analyzing this project, I identified that the 'Monitoring and Controlling' process could have been significantly improved. Weak oversight resulted in unaddressed risks and scope creep, which compromised project timelines and quality. Strengthening this process would have enabled better performance tracking, early issue identification, and more effective change management.

If I were to revisit this project, I would implement more rigorous monitoring tools, establish clear change control procedures, and maintain closer stakeholder engagement throughout the process. These modifications could have contributed to a more successful outcome.

Conclusion

Understanding organizational structures and the five project management processes is essential for executing successful projects. Selecting an appropriate organizational model aligned with project demands and diligently managing each phase from initiation to closing can significantly impact project success. Learning from past experiences and continuously refining processes are critical to improving future project outcomes.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Schwalbe, K. (2018). Information Technology Project Management (9th ed.). Cengage Learning.
• Heagney, J. (2016). Fundamentals of Project Management (5th ed.). AMACOM.
• Meredith, J.R., & Mantel, S.J. (2014). Project Management: A Managerial Approach (8th ed.). Wiley.
• Heldman, K. (2018). Project Management JumpStart (3rd ed.). Wiley.
• Heldman, K. (2018). PMP Project Management Professional Exam Study Guide. Wiley.
• Larson, E. W., & Gray, C. F. (2017). Project Management: The Managerial Process (7th ed.). McGraw-Hill.
• Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Wiley.
• Schwalbe, K. (2020). The Projects Management Test Book. Cengage Learning.