Chapter 7. Scope and Organizational Structure of a ProjectChapter 8. Management of Product, Process, and Support De

15 Sep Chapter 7. Scope and Organizational Structure of a ProjectChapter 8. Management of Product, Process, and Support De

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Chapter 7. Scope and Organizational Structure of a ProjectChapter 8. Management of Product, Process, and Support Design Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:

Describe the organizational structure of your school or company. What difficulties have you encountered working within this structure?
Write a job description for a project manager in a matrix organization. Assume that only the project manager is employed full time by the project.

[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words – do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]Submitting the Initial Posting:Your initial posting should be completed by Thursday, 11:59 p.m. EST. Response to Other Student Postings: Respond substantively to the post of at least two peers, by Friday, 11:59 p.m. EST. A peer response such as “I agree with her,” or “I liked what he said about that” or similar comments are not considered substantive and will not be counted for course credit.[Continue the discussion through Sunday,11:59 p.m. EST by highlighting differences between your postings and your colleagues' postings. Provide additional insights or alternative perspectives]Evaluation of posts and responses: Your initial posts and peer responses will be evaluated on the basis of the kind of critical thinking and engagement displayed. The grading rubric evaluates the content based on seven areas:Content Knowledge & Structure, Critical Thinking, Clarity & Effective Communication, Integration of Knowledge & Articles, Presentation, Writing Mechanics, and Response to Other Students

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 8.1 Lost revenue as a result of delay in reaching market.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 8.1 Factors that Affect the Tempo of Manufacturing Firms

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 8.2 Quality Chart for New Bicycle Design

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 8.2 House of quality.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 8.3 Relationship between quality and cost.

Figure 8.1 Lost revenue as a result of delay in reaching market.
Table 8.1 Factors that Affect the Tempo of Manufacturing Firms
Table 8.2 Quality Chart for New Bicycle Design
Figure 8.2 House of quality.
Figure 8.3 Relationship between quality and cost.

Project Management: Processes, Methodologies, and Economics Third Edition

Chapter 8 Management of Product,

Process, and Support Design

Figure 8-1 Lost Revenue as a Result of Delay in Reaching Market

Table 8-1 Factors That Affect the Tempo of Manufacturing Firms

Table 8-2 Quality Chart for New Bicycle Design

Figure 8-2 House of Quality

Figure 8-3 Relationship Between Quality and Cost

Project Management: Processes, Methodologies, and Economics
Figure 8-1 Lost Revenue as a Result of Delay in Reaching Market
Table 8-1 Factors That Affect the Tempo of Manufacturing Firms
Table 8-2 Quality Chart for New Bicycle Design
Figure 8-2 House of Quality
Figure 8-3 Relationship Between Quality and Cost
Copyright

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.1 Portion of a typical functional organization.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.2 Project-oriented organizational structure.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.3 Typical matrix structure.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.4 Level of employee commitment as a function of organizational structure.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 7.1 Concerns of Project and Functional Managers

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 7.2 Similar Organizational Units that Perform Project Management Related Tasks

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.5 Scope statement for a project.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.6 Two-level WBS for curriculum development project.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.7 Three-level WBS for curriculum development project.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.8 Four-level WBS for curriculum development project.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.9 Work package definition form.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 7.3 Example of an LRC

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.10 Iceberg model of project processes.

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 7.11 WBS for new restaurant.

Figure 7.1 Portion of a typical functional organization.
Figure 7.2 Project-oriented organizational structure.
Figure 7.3 Typical matrix structure.
Figure 7.4 Level of employee commitment as a function of organizational structure.
Table 7.1 Concerns of Project and Functional Managers
Table 7.2 Similar Organizational Units that Perform Project Management Related Tasks
Figure 7.5 Scope statement for a project.
Figure 7.6 Two-level WBS for curriculum development project.
Figure 7.7 Three-level WBS for curriculum development project.
Figure 7.8 Four-level WBS for curriculum development project.
Figure 7.9 Work package definition form.
Table 7.3 Example of an LRC
Figure 7.10 Iceberg model of project processes.
Figure 7.11 WBS for new restaurant.

Project Management: Processes, Methodologies, and Economics Third Edition

Chapter 7 Scope and Organizational

Structure of a Project

Figure 7-1 Portion of a Typical Functional Organization

Figure 7-2 Project-Oriented Organizational Structure

Figure 7-3 Typical Matrix Structure

Figure 7-4 Level of Employee Commitment as a Function of Organizational Structure

Table 7-1 Concerns of Project and Functional Managers

Table 7-2 Similar Organizational Units That Perform Project Management Related Tasks

Figure 7-5 Scope Statement for a Project

Figure 7-6 Two-Level W B S for Curriculum Development Project

Figure 7-7 Three-Level W B S for Curriculum Development Project

Figure 7-8 Four-Level W B S for Curriculum Development Project

Figure 7-9 Work Package Definition Form

Table 7-3 Example of an L R C

Figure 7-10 Iceberg Model of Project Processes

Figure 7-11 W B S for New Restaurant

Project Management: Processes, Methodologies, and Economics
Figure 7-1 Portion of a Typical Functional Organization
Figure 7-2 Project-Oriented Organizational Structure
Figure 7-3 Typical Matrix Structure
Slide 5
Table 7-1 Concerns of Project and Functional Managers
Slide 7
Figure 7-5 Scope Statement for a Project
Figure 7-6 Two-Level W B S for Curriculum Development Project
Figure 7-7 Three-Level W B S for Curriculum Development Project
Figure 7-8 Four-Level W B S for Curriculum Development Project
Figure 7-9 Work Package Definition Form
Table 7-3 Example of an L R C
Figure 7-10 Iceberg Model of Project Processes
Figure 7-11 W B S for New Restaurant
Copyright

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15 Sep Chapter 7. Scope and Organizational Structure of a ProjectChapter 8. Management of Product, Process, and Support De

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