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

Lab solution walkthrough

Lesson 40 of 198 · 20 min

The structure built from empty, with the reasoning narrated at every fork. The project unit count, settled first and out loud. The numbering recommendation, with a position taken and both stakeholders addressed. Business units with the project accounting function. Organizations, then the classification matrix built openly — Data Services, Corporate IT and Marketing each argued. Hierarchies, assigned per classification. The project unit, options and set assignments. Associations to both business units. Access grants, then the test project. NAME THE DEFENSIBLE ALTERNATIVES. The numbering question genuinely has two reasonable answers, and the right one depends on how much the client values external recognizability against internal cleanliness. Marketing's classification is a close call — expenditure only, or nothing at all, depending on whether "occasionally charge time" is real. HOW TO SAY NO TO A SENIOR STAKEHOLDER. One project unit is the right answer, and the lesson is how to say no. Not…

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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