IT PROJECT

MANAGEMENT
Principles and methodologies of IT
project management investigation
Contents
1. Introduction................................................................ 3
2. Project management .................................................... 3
2.1. What is project management? ................................. 3
3. Project planning .......................................................... 3
3.1. What is project planning? ........................................ 3
3.2. What is included in a project plan? ........................... 4
3.3. How to plan a project? ............................................ 5
4. Project life cycle .......................................................... 6
4.1. Project initiation ..................................................... 7
4.2. Project planning ..................................................... 7
4.3. Project implementation or execution ......................... 7
4.4. Project closure ....................................................... 8
4.5. Project monitoring and control ................................. 8
5. Project methodologies .................................................. 8
5.1. PRINCE2 ............................................................... 9
5.1.1. Benefits......................................................... 10
5.1.2. Limitations .................................................... 10
5.2. Waterfall .............................................................. 10
5.2.1. Benefits......................................................... 11
5.2.2. Limitations .................................................... 12
5.3. AGILE .................................................................. 12
5.3.1. Benefits......................................................... 13
5.3.2. Limitations .................................................... 13
6. Project management structures .................................... 13
6.1. User requirements ................................................ 14
6.1.1. Functional requirements .................................. 14
6.1.2. Non-Functional requirements ........................... 15
6.2. Job Roles ............................................................. 16
6.3. Quality assurance ................................................. 17
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 6.4. Operational and Deployment Test Environment ......... 18
6.5. Functional structure .............................................. 18
6.6. Line structure ....................................................... 19
6.7. Line-and-staff structure ......................................... 20
6.8. Matrix structure .................................................... 20
6.9. Divisional structure ............................................... 21
6.10. Organic structure ................................................ 21
6.11. Virtual structure ................................................. 21
6.12. Project structure ................................................. 22
7. Compare the characteristics of different methodologies and
structures – M1 ............................................................... 22
7.1. PRINCE2 vs Waterfall ............................................ 22
7.2. Functional vs Matrix Structure ................................ 26
8. Evaluate different methodologies and structures – D1 ..... 27
9. References ................................................................ 30

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 1. Introduction
This document investigates the different project management
methodologies the intended company could use. The record also
evaluates three projects delivered using various methodologies
such as PRINCE2, RAD, Waterfall, or Agile. The report explains
what is involved at each project stage and covers the benefits
and limitations of using each methodology based on the project
context. It consists of evaluating the structures used in the
delivery of each project and how they play an essential role in
the management of the project.

2. Project management

2.1. What is project management?

Project management uses procedures, techniques, skills,
knowledge, and experience to meet project objectives within
agreed-upon boundaries while adhering to project acceptance
criteria. A specific timeframe and budget in project management
bind final outputs.
Project management is vital because it guarantees that a solid
strategy is in place for achieving strategic objectives. By
breaking down a project into tasks for our teams, we position
ourselves as project managers to avoid such a circumstance and
push the timely completion of tasks.

3. Project planning

3.1. What is project planning?

Project planning is an absolutely vital stage of the project
management lifecycle. At this stage, the project managers or
personnel responsible for the project gather all necessary
information such as project information, all tasks, task owners,
and ways to plan implementation.

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Learning what to include and what strategy to use for a project
can benefit the development of more effective processes and
execute successful projects all the way to the end.
The project management lifecycle consists of four stages:
initiation, planning, execution, and closure. Here, we can see the
planning stage, during which the project manager develops the
plan containing all information about aspects of the project. The
elements include resources, financing, risk, quality control, and
procurement. Creating the program is crucial in project
management because it serves as a project "map," providing
essential factors.

3.2. What is included in a project plan?

The project plan is a guide, and it is a guide for the project team
during all stages of the project, especially its execution. The
manager covers all information for the rest of the group so they
understand the project and how to execute the plan. The plan
includes the following:
• Scope planning – describes what the team must deliver
to complete the project successfully.

• Organisational planning - is where a project manager

divides the deliverables into detailed tasks and activities. It
also involves labour or employee acquisition and the
resource's assignments to project tasks.

• Developing a schedule – Here, we discuss the milestone

list, sequencing of the project activities, and timeline.

• Resource planning - is about planning and determining

the resources for particular parts, such as staff, materials,
equipment, and other essential things to complete the
project. Also, we need to estimate how much the resource
cost carefully.

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 • Quality cost – The team's work quality must meet set
standards, and this part of the project plan identifies them
and how to ensure high quality.

• Budget planning – Each project or plan depends on the

budget, and operating and completing the project within
the budget is crucial. The project manager carefully links
all costs to critical tasks during this planning.

• Communication planning – Communication is the key

between the stakeholders, and it is the success of a project.
It is about the place, methods, channels, and frequency of
the communication that must happen during the process.

3.3. How to plan a project?

No matter who is in charge of the project and what type of
approach they choose to plan the project, there are key features
that all projects must follow. These are:
→ Set project goals – It is crucial to set the project goals
and identify the stakeholders, sponsors, clients, and end-
users. Every project should establish user needs and
expectations. After all, requirements are specified, the
project goals must be determined to address the needs and
outline the project's objectives. This is extremely important
because defining these objectives ensures the goals'
achievement.

→ Define the project scope – To achieve and complete the

objectives, it is imperative to define its scope. The team
must know perfectly what to do to achieve the goals, and
the scope helps define the limits and boundaries. The
project manager must ensure that no products fall outside
the agreed scope.
→ Create the scope statement – the scope document
contains essential information about business needs,
objectives, scope, deliverables, assumptions, exclusions,

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 and critical milestones. Once the document is ready, it is
presented to all parties involved in the project, such as
stakeholders and sponsors to avoid miscommunication and
agree on project details. It is a primary type of contract
between the project manager and the sponsor.

→ Create the schedule – all tasks that must be delivered

should have a schedule. The schedule consists of
deliverables structured separately, from big to smaller
ones, all in logical sequences for a team to understand what
to perform. Afterwards, there should be a plan on how long
each task takes and the cost of executing them.

→ Assign roles and responsibilities – The specific tasks

must be assigned to the team, and everyone must
understand their responsibilities. No project is successful
without this mandatory fact. There are other tasks the
project manager can give, such as sourcing external
resources, specialists for complex tasks, or other experts
needed for it.

→ Complete a risk assessment – A risk assessment is a

process where the potential risk that may cause harm must
be evaluated. Particular steps must be implemented to
decrease the hazard. In the case of project management,
risk assessments are a vital aspect of planning, and it
addresses the project's factors that may negatively
influence the completion. All possible risks must be
identified as soon as possible because the risk response
plan must be developed if there is a high possibility of these
occurring. The procedure consists of responses and a plan
if the risk happens. This minimises any major threat that
could affect the project dramatically.

4. Project life cycle

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The project management life cycle represents the phases the
project goes through from the beginning to the end. It covers all
operations, tasks, and steps the project must undergo. The life
cycle is a complete process of initiating, planning, executing,
closing, and controlling the project. Before it begins, all the
planning stages can help the project to be completed on time
with fewer complications.

4.1. Project initiation

This first stage involves identifying a problem and evaluating if
the project-based solution is worth creating. In this stage, the
documents and various studies assess the potential project's
value. We can proceed to the second stage if the idea passes the
evaluation.

4.2. Project planning

I have mentioned above the specifics of the project planning.
Project planning is the second stage of the life cycle. Depending
on the nature of the project, the project manager can create a
plan that covers the whole scenario in detail.

4.3. Project implementation or execution

During this stage, the practical part happens. The project
manager gives tasks to the team, and the team members

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execute them. The actual production and work occur to achieve
the set project's goals, and the team creates deliverables and
executes the plan.

4.4. Project closure

Another stage of the project life cycle is closure. The whole
project moves into the closure stage when all implementation is
completed. The manager presents the completion to
stakeholders, who receive all deliverables during this stage.
Sometimes, the evaluation also happens so that the managers
can improve the life cycle management process in the future with
other projects. However, closure is not the last stage of the
project life cycle.

4.5. Project monitoring and control

Sometimes the project life cycle contains another stage:
monitoring and control. This stage is somewhat similar to the
previous stage of implementation and execution. The project
manager oversees the performance of the project. Feedback is
involved when the team members are notified about all project
elements' completion on time and address obstacles. Again, by
monitoring and execution, the manager can ensure that the
scope does not change and that the project stays within all limits
and boundaries.

5. Project methodologies

When we have an enormous task, project management

methodologies come on the scene to complete it with their
processes. Methodologies are a set of steps that the team must
take and follow at every project stage. All the techniques, rules,
and practices that make up the methodologies can impact all
project planning, implementation, and controlling. The
methodology represents precise approaches describing the

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following steps, their purpose, and how to perform each stage
during the entire length of the project.

5.1. PRINCE2
PRINCE2, or Projects in Controlled Environments, is a project
management methodology that excessively focuses on the
control split between the board of directors (organisation) and
the project manager (control). The board usually provides
resources, while the project manager executes the steps and
manages the team. The project management methodologies can
be found in more than 150 countries worldwide, and PRINCE2 is
one of the widely recognised forms. It also includes core project
management principles like outlining the budget and scope,
making it an excellent option for beginners. It is usually based
on seven principles, themes, and processes. These are:
• Continued business justification
• Learn from experience
• Defined roles and responsibilities
• Manage by stages
• Manage by exception
• Focus on products
• Tailor to suit the project environment

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 5.1.1. Benefits
• It is a widely used and recognised methodology
• Simple to manage because it splits projects into distinct
parts, which is easier to handle
• Improves communication between various participants of
the project
5.1.2. Limitations
• Document changes might be hard to accommodate
• Any requirement change means the documentation must
be redone and resources allocated again

5.2. Waterfall
This methodology is the oldest methodology of all present on the
list. It was first outlined in 1970 for managing increasingly
complex software development. Since then, it has become
widely used and adopted in software development. The key
feature of this methodology is sequencing and focus on heavy
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requirements. The crucial factor here is a clear idea about
demands before the project goes live. There is no scope and less
likely space for a correction once the project is underway. The
Waterfall is split into stages as well. Those are:
• Collecting and analysing requirements
• Designing solution and approach
• Implementing the solution
• Fixing issues
One stage must be wrapped up before the project manager
moves to another one.

5.2.1. Benefits
Waterfall has several advantages, such as:
• Ease of use – the model is easy to understand
• Structure – moving from one stage to another one helps to
better results because the work must be divided and
organised between stages, and due to the fact there is no
way back for correction, each step must be perfect before
the finish
• Documentation – this methodology relies heavily on
documentation, making it easy for new resources to move
in when needed.

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 5.2.2. Limitations
• Higher risk – in need of any change, the project must start
from the beginning. The substantiality might be an issue
here and a chance of failure.
• Front-heavy – the whole methodology depends on
understanding the requirements correctly because if that is
not about to happen, the manager must start over with the
project. This lack of flexibility affects the whole process,
especially when the project is complex.

5.3. AGILE
Agile methodology was created to respond to Waterfall and the
failure to manage complex projects. This methodology and its
ideas were used for quite a long time before it formally emerged.
Agile is actually the opposite of Waterfall; as the name implies,
it prefers a fast approach. No heavy requirements are involved,
and it is somewhat iterative, with minor changes responding to
requirement changes.

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 5.3.1. Benefits
• Flexibility and freedom – since there is no focus on
requirements or any stages, this methodology's strength is
flexibility, which makes it well-suited for creative projects.
• Lower risk – AGILE allows making changes accordingly,
drastically reducing the risk of project failure because
stakeholders give regular feedback.

5.3.2. Limitations
• No fixed plan – the constant juggling of resources is needed
here because the methodology lacks any revised plan;
therefore, the resource management scheduling is more
challenging.
• Collaboration-heavy –close collaboration is required
because all parts must work closely to deliver the results
without a fixed plan.

6. Project management structures

Project management structures are different approaches and

ways to split and coordinate groups of employees. The structure
usually defines the positions and tasks needed to complete the
project or achieve the goals. It can be a vital part of project
management because it helps decide who is in charge. It lays
out the chain of command, task delegation, communication, who
has responsibilities and makes decisions etc.
Another benefit is that project structures group employees more
efficiently. There are a few ways to do it, and one is placing
individuals into specialised groups because some employees
may be better suited for particular tasks.
Another is that it lets you create smaller groups. With fewer
employees, tasks can be delegated across a broader selection of
teams, and it should lead to quicker completion.

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 6.1. User requirements
Each project has some specific requirements to be completed
successfully, and these requirements are described as functional
and non-functional.

6.1.1. Functional requirements

Delivering a high-quality product is the end goal of each project
because it is precisely what the customers or stakeholders asked
for. Functional requirements are about communication between
the project team and customers, and with the functional
requirements, the team can ensure the project goes in the right
direction. The exact definition of the functional requirement is
"Any requirement which specifies What the system should do".
In other words, when certain conditions are met, the functional
requirement describes the system's or function's behaviour.

The typical functional requirements include the following:

• Business Rules
• Administrative functions
• Transaction corrections, adjustments and cancellations
• Authentication
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 • Audit tracking
• External interfaces
• Certification requirements
• Historical data
• Legal or regulatory requirements

6.1.2. Non-Functional requirements

Simply put, if the functional requirements describe what the
system should do, the non-functional requirements describe how
the system works. The exact definition for a non-functional
requirement is "any requirement that specifies how the system
performs a certain function", and it also involves functionality
limitations. It covers all criteria that judge the system's
operation, not behaviour. When these requirements are defined
and implemented into the project, it makes the system easy to
use and enhances its performance.

The typical non-functional requirements are:

• Performance
• Scalability
• Capacity
• Availability
• Reliability
• Recoverability
• Security
• Manageability

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 6.2. Job Roles
In a thriving project environment, there are not just
requirements but also specific job roles and job descriptions.
Project management roles are filled by people working on the
project and its execution for the stakeholders. These people
work to complete the project as efficiently as possible, on time
and under budget. There is a specific hierarchy when it comes to
it. Depending on the size and complexity of the project, there
might be only one project manager leading the team or several
levels of different people working in different areas and on
different tasks. However, the leading few roles include:
1. Project manager - project manager must consider a
variety of responsibilities, including supervising and
directing the project while keeping in mind potential
hazards and how to avoid them affecting the project.
Keeping an eye on the issue is also essential, and
keeping a detailed track of the project's progress,
phases, and stages. A project manager's other crucial
role is to think about the project's general idea and
expand it as much as feasible. Project managers must
also handle funds, as they must track how much is spent
and saved.
2. IT support - An IT support specialist can take on various
responsibilities, such as installing software and hardware
on a computer system. Computer hardware disassembly,
computer fault resolution, and a slew of other issues that
necessitate the use of a computer system are just a few
examples. Aside from that, an IT technician will have
several individual tasks, including Keeping an eye on the
computer system and network. Disassembling items to
resolve hardware issues is also a part of the job. Putting
hardware and software on a computer Communicating
with team members in order to solve a problem
3. Team leader - In addition, a Lead Developer's
responsibilities include: being responsible for managing
and directing the team. Planning and documentation are
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 the responsibility of the person in charge. Working
directly with top stakeholders to understand business
needs and help the development team convert them into
technical specifications—writing code that is testable,
scalable, and efficient, as well as facilitating code
reviews. A Lead Developer's responsibilities also include:
being responsible for directing and managing the team.
Planning and documentation are my responsibilities.
They work directly with top stakeholders to understand
business needs and help the development team translate
them into technical requirements Leading code reviews
and writing testable, scalable, and efficient code.
4. System Architect - A Systems Architect's
responsibilities also include:
• Configuring Maintenance Development Examining
options
• Keeping in touch with users to check that the
applications are working effectively.
• Responsible for a variety of tasks.
• Reasonable is one of them for keeping track of
design stages.
• Supervision following the regulations
• Maintenance

6.3. Quality assurance

This concept is a part of the business serving to eliminate
problems and mistakes within the project. It improves service
standards and product quality, which is the aim of increasing
value for customers. The business usually points out the quality
assurance team and monitors all issues related to quality, and
after it is reported to the decision-maker. This process enhances
the existing process and helps improve the product's quality.
Examples of the quality-assurance might be these scenarios:
Manufacturing issues, human errors, system improvements,
process enhancements, design evaluation or food safety
reviews.

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 6.4. Operational and Deployment Test Environment
Each project needs an operational test, which means the product
must be tested before it is implemented into the Live system.
We can, therefore, say that operational testing is non-functional
acceptance testing confirming product or service meets the
operational requirements. This testing type includes
performance, stability, maintainability, accessibility, security,
backup or recovery. Such requirements are usually developed
by an operational team responsible for operating and
maintaining the system or process.
On the other hand, deployment means the process of launching
the product, system or service. That involves things such as
installation, configuration, testing, quality control and so on.

6.5. Structures
The following are eight different organisational structures:

6.5.1. Functional structure

In a functional structure, the prominent leader of it is a company
manager; therefore, it is relatively common in the corporation.
The company employees are grouped based on their
specialisation, such as:
• HR
• Customer service
• Research and development
• Quality assurance
• Sales
Each Department works and reports to its manager, who reports
to the company manager, which fosters increased efficiency.

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 6.5.2. Line structure
This type of structure might be beneficial for smaller companies.
It simplifies and defines the company's design; therefore, there
should not be any confusion about the person in charge. It
facilitates communication between the manager and employees
and promotes more efficient task completion. In this structure,
the leading person is usually the company manager, followed by
development, marketing and sales managers being overseen.
Usually, the marketing and sales department works separately
and reports to the company manager, while the development
manager oversees the research manager.

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 6.5.3. Line-and-staff structure
Line and staff structure combines the structures mentioned
above – functional and line. It involves a few managers, each
with a group of specialised employees. They report to the
manager, who says to their manager. Each manager has their
group to oversee, like in a functional structure; however, they
are not equal in this situation because they occupy different level
ranks.

6.5.4. Matrix structure

Matrix has two different managers delegating tasks to the
employees. Those are:
• Project managers – they focus on planning, execution and
completion. Often, they work with different employees from
different departments.
• Functional managers focus on the project's technical and
operational side with their own departments. These
managers must ensure that the employees work as
efficiently as possible.
Each functional or project manager has its Department or task,
and they usually combine resources to meet the company's
goals.
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 6.5.5. Divisional structure
This structure uses functional structure techniques and applies
them to multiple company divisions. Therefore, the divisional
structure can create a functional hierarchy if we have many
locations worldwide. Each division has specialised employees
and usually works for the given area. For example, if Japan has
a division, the employees operate exclusively for Japan's division
and not for other countries one.

6.5.6. Organic structure

This structure might benefit the company that works in a quickly
changing market. It is an undefined and decentralised system,
which allows the company to be more adaptable. The employees
work together to achieve a common goal without a leader's
authority. If a manager is present, they usually have no power
over the project's staff.

6.5.7. Virtual structure

As the name implies, this type of structure works with a defined
system but implements remotely. It allows the company to work
more efficiently because the employees do not need to be

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physically present to work on the company's product. For
example, the companies delivering the virtual product often
benefit from this structure because it allows employees to use
resources regardless of their geographical location.

6.5.8. Project structure

A project structure is a temporary one that a company can use
to start and complete a specific project or goal. It usually
involves a project manager as the leader, overseeing
departments or distinct employee groups with specific tasks to
achieve. For example, suppose the company works on new
pieces of technology. In that case, they create a project with the
research team, hardware and software development team, and
they hire the project manager to oversee all teams and execute
the tasks according to a plan.

7. Compare the characteristics of different

methodologies and structures – M1

7.1. PRINCE2 vs Waterfall

Prince2 is the world's most extensively utilised product
management approach. Aside from that, it is a client-centred
project management methodology. It provides a set of concepts,
subjects, and procedures that enable and allow an organisation's
central management to lay project foundations. It also aids
individuals in understanding why they should complete the
project and whether the pros/cons are worth the expense and
risk of doing so. Furthermore, Prince primarily focuses on
constructively leading or supervising the project to ensure it is
still valuable for a different business context.

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Some of Prince2's qualities include:
• Projects must have a continuous business
justification - It is critical to consider the project's return
on investment throughout the project. Dictate if the
benefits outweigh the costs, risks, and chances of the
project's success using the following benefits.

• Teams should gain knowledge from their previous

experiences - Teams keep a lesson diary to convey
project-related learning and avoid repeating mistakes.
Prince2 breaks down a job into smaller, more manageable
chunks. In the last stage, teams can document all they have
learned so far, determine whether the project is on track, and
keep focused on the products: The team should meet project
requirements and maintain a high standard at all times. IT
companies that utilise PRINCE2® methodology are, for example,
IBM, BAE, Electronic Data Systems (EDS), HP, Aquasoft,
Getronics, Siemens or Phillips.
Furthermore, the NHS, the police, and IT companies like HP and
Aquasoft have all used Prince2 in IT projects. The NHS use the
Prince2 methodology regularly to improve and intensify the
delivery of patient care, as well as when managing
transformative initiatives that alter learning programmes -
ensuring that public funds are not wasted and that life care is of
the highest quality. Phillips also used the Prince2 approach to
assist and coach their solution-based project, including
Communications Systems.
DPS also offers Hansard and broadcasting services to the
Parliament and ICT, library, and research services to members
of Parliament, parliamentary committees, and other building
residents. Because of the variety of services offered by DPS, its
roots in three independent departments, and the diverse skill
sets of its employees, the Department has adopted various
project management systems. Client service, business case
creation, cost estimates, and risk management all varying
standards and quality due to the many platforms. The Product
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and Service Development Branch decided to deploy a single
project management technique in 2007, which led to the
development of PRINCE2. Following that, there has been a
significant shift in how projects are delivered, with employees
becoming more aware of their roles and duties throughout the
project management life cycle. Because of PRINCE2's strong
governance principles, decision-making has been delegated to
the appropriate level of workers, facilitating the execution of
more extensive initiatives. It has also made it possible for
stakeholders to be more effectively involved in project approval
and management.
Prince2 has also been punished for being too focused and
sensitive to the IT industry. Furthermore, regardless of the
project's size, nature, or scope, the approach allows IT
businesses to monitor the control and governance procedures.
Furthermore, having the capacity to lead a project and check its
accomplishments and performance along the way enables IT
companies to thoroughly grade or appraise a project's financial
feasibility before deciding whether to pursue it or to adapt and
modify the aims and objectives. Furthermore, the Prince2
methodology's flexibility, adaptability, applicability, and variety
are suitable for IT projects since Prince2 motivates and promotes
communication between all entities at all levels involved in the
program.
As a result, the Waterfall model was the first and most widely
used process model. It is often referred to as a linear-sequential
life cycle model. Furthermore, it is pretty simple to grasp and
use. Again, in a waterfall model, each stage or step should be
completed before moving on to the next stage, and the phases
should not overlap. In addition, the waterfall model was the first
SDLC approach used in software development. In addition, the
waterfall model shows and presents software development
methods in a continuous, linear flow. It means that any step or
stage in the development process only proceeds if the phase
before it has been completed. As a result, the steps in this
waterfall model do not overlap.

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Furthermore, one of the waterfall model's characteristics is that
the project management approach follows a linear viewpoint in
which projects are divided into stages or phases, allowing for the
execution of a single project. Another feature of the model is
that it is time-consuming yet still arrives on time. In addition,
testing is usually done after the construction steps. Finally, the
waterfall model describes the methods and documentation.
IT companies that utilise Waterfall methodology include:
Construction, IT, and software development are some industries
that often employ the waterfall approach. The Waterfall SDLC is
a popular method for managing software engineering projects.
Customer Relationship Management (CRM) systems, Human
Resource Management Systems (HRMS), Supply Chain
Management Systems, Inventory Management Systems, Point
of Sale (POS) systems for retail chains, and other corporate
applications were developed using the Waterfall paradigm in the
past. The waterfall approach was chosen for various reasons,
including its simplicity and ease of understanding and
application. It also works well for smaller projects with well-
defined and well-understood requirements.
Furthermore, instances where human life is at risk when system
failure might result in many fatalities and nations where
accidents can result in jail for those responsible, were
reintroduced as reasons to choose the waterfall model. Similarly,
DOG agencies that typically considered the waterfall model to be
well-fitted with their procurement method and strict oversight
procedure required by the government are examples of
scenarios where the waterfall model was chosen. In addition, the
waterfall model was used in several organisations by the
Department of Defense, the Military, and Aircraft programmes.

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 7.2. Functional vs Matrix Structure
Matrix organisational structure is an occupational/workplace
pattern in which employees report to two or more supervisors
rather than one manager overseeing every element or part of a
project. For example, an employee has a principal manager to
whom they report and multiple project managers under whom
they work.
This sort of organisation is typically good when abilities are
spread among different divisions to complete a task since it
allows firms to leverage diverse talents and strengths. Types of
matric structures can be, for example, weak Matrix, balanced
Matrix, or strong Matrix. A weak Matrix organisational structure
is comparable to a traditional workplace hierarchy, with a
functional manager managing all aspects of a project and
functioning as the principal decision-maker. Furthermore, while
the project manager is the source of responsibility, the
operational manager is in control.
Another type is a balanced Matrix. Under this Matrix organisation
structure, the project manager is given extra responsibility, but
the functional manager retains primary jurisdiction. Employees
are also accountable to the project manager.
A strong Matrix is an organisational structure providing the
project manager with competency equal to or greater than the
functional manager. Aside from that, the project manager is in
charge of all resources and task issues.
One of the advantages of the Matrix organisational structure is
improved communication efficiency since the framework makes
it easy for several departments to communicate and cooperate
on a project. Employees react to several managers rather than
just the functional manager, resulting in faster issue resolution
and improved company-wide contact. Employees also
collaborate on various projects with several departments,
boosting employee engagement and promoting a collaborative
image. Employees also have more autonomy and say in project
decisions.

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The organisation encourages employee participation and values
employee/worker utility. Finally, the structure allows employees
to work on various tasks and often needs them to apply,
comprehend, and master multiple abilities. Employee growth
and professional skills can also be accelerated by exposing them
to numerous job roles and responsibilities.
Additionally, a functional organisational structure is used to
organise personnel. The employees are divided into groups
based on their specific abilities and knowledge. It also manages
each Department vertically, with positions ranging from
president to finance and sales, customer support, and every
employee assigned to a single product or service. Furthermore,
functional organisations have specialised groups that report to a
single authority, top management. Each available unit is in
charge of a particular part of the product or service, such as
information technology or marketing—research, development,
etc. Furthermore, because the goal of a functional structure is to
combine all informational and human resources desired and
necessary for one activity in a single location, it works effectively
in a stable setting with continuous actions. As a result, the
functional structure aids businesses in running their operations
and achieving their goals.

8. Evaluate different methodologies and

structures – D1

Project management and methodologies come in many different

shapes and sizes, that one we already know. Each methodology
provides a different project management method depending on
the type. It is relatively easy to say that project management
and related accomplishments might be straightforward, but that
is up to the moment we start. We have relatively simple projects
that require little effort and time, but on the other hand, there
are complex, multi-faced projects involving large teams and lots
of money.

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I believe having different methodologies to complete the
projects efficiently makes a huge difference. The fact is that each
methodology has strengths and weaknesses, and that is why
there is this beauty in having the option to choose the most
suitable way to accomplish the task. At the end of the day, the
task is not about what methodology, technique, or structure to
use, but it is all about the right people at the right time. The
people must be coordinated into teams and delegated tasks to
complete the project successfully. The project managers may
reduce the complexity and irritation of creating, developing, and
delivering projects by employing the project management
methodologies; however, the chosen methodology would not be
applied correctly if we have a wrong structure and the system in
place. I believe it all comes in handy, and the methodology
cannot benefit without the structure and vice versa.
For example, the Matrix methodology works with the structure
of many managers reported by team members, but all
information goes to one central functional manager. It is like an
army of ants. While nature does not need a methodology
because it is coded in its DNA, people still need guidance to
succeed because, without appropriate project management, the
result would become chaotic and fail instantly. Even though
some methodologies are not that common, like Prince2, PMP, or
Agile, we need them all because they add value for individuals
and companies.
I believe structures and methodologies are needed because they
help to focus all projects similarly and allow us to repeat
successful aspects and learn from mistakes. It is, therefore, clear
that the aim is to standardise, structure, and organise.

9. Another conclusion

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To summarise what I have written, project managers may
reduce the complexity and irritation of creating, developing, and
delivering projects by employing the many project management
methodologies I have mentioned, such as Prince2 and Waterfall.
Standardising, grouping, and organising work procedures are
the typical or common purposes of project management
techniques. Similarly, the organisational structures I described
are employed to assist and enable the firm to meet its goals.
Furthermore, the structure helps the system's smooth and
efficient operation, saving time, money, and effort in simple
words. As I previously stated, the benefits of using project
management approaches include improving managers' abilities,
lowering project risks, completing project deadlines on schedule
and within budget, and continuing to develop a program
management culture. The waterfall technique is known for being
highly regulated, focusing on correctness, requiring significant
volumes of documentation, and requiring that each step is
completed before moving on to the next. Conversely, some of
Prince2's attributes include being Highly structured and process-
based, emphasising an organised and regulated beginning,
middle, and finish, and focusing on risk, change, and quality
management. Waterfall provides the added benefits of
emphasising higher organisation, supporting transitioning
teams, and being appropriate for deadline and milestone-
oriented teams.
On the other hand, the methodology's shortcomings include
being extremely rigorous and removing customers from the
process. Stakeholders are correctly represented in planning and
decision-making, and Prince2 can be used for any project.
Furthermore, functional organisation structure features
resources organised by function or Department, services have a
defined role and are overseen by a supervisor, all resources
report directly to their operations, and organisational structure
allows for expertise.

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 10. References
PRINCE2 - Wikipedia
8 Types of Project Management Organizational Structures |
Indeed.com
Top 11 Project Management Methodologies | Indeed.com
The Definitive Guide to Project Management Methodologies
(workamajig.com)
Top 12 Project Management Methodologies | Smartsheet

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