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Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 3 · Organization Structures

Lab briefing: Meridian Consulting

Lesson 39 of 198 · 3 min

Two and a half hours. Read the brief twice. Meridian is a professional services firm of about four hundred people. One legal entity, one country. Two business units. Consulting — client advisory and implementation work, billable, contract-based. And Engineering — technical delivery, also billable, plus a small amount of internally-funded product development. Departments. Consulting Delivery. Engineering Delivery. Data Services — a shared specialist team whose people work on both Consulting and Engineering projects, but which never owns a project of its own. Corporate IT — owns internal system projects and consumes its own budget. Finance. And Marketing — people occasionally charge time to internal initiatives, but the department owns nothing. Projects today are numbered with a four-character prefix indicating the delivering practice, then a sequence. Clients quote these numbers on purchase orders and in correspondence. The PMO director wants to keep them. The finance director would prefer a clean automatic…

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In this module: Module 3 · Organization Structures

  1. 1What we are building
  2. 2The decision you cannot undo
  3. 3The organization object model
  4. 4The project unit
  5. 5Owning versus expenditure organizations
  6. 6Running the structure design workshop
  7. 7Four worked structures
  8. 8Business units and the project accounting function
  9. 9Creating organizations
  10. 10Classifying organizations
  11. 11Organization hierarchies
  12. 12Creating project units
  13. 13Project unit options
  14. 14Reference data set assignments
  15. 15Associating project units with business units
  16. 16Proving the structure works
  17. 17What breaks
  18. 18Lab briefing: Meridian Consulting
  19. 19Lab solution walkthrough