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By Frederick L. Harrison, Dennis Lock
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Extra resources for Advanced Project Management: A Structured Approach
1979),Quality is Free: The Art ofMaking Quality Certain, New York: McGraw-Hill. E. (1986),Out of the Crisis, Cambridge, MA: MIT Press. Drury, Colin (2000),Management and CostAccounting, 5th edn, London: Thornson Learning. , Fee, R. and McIlroy, J. (2001), Best Practice Procurement, Aldershot: Gower (in association with IPSERA). Farmer, D. J. (eds) (1995), Gower Handbook ofpurchasing Management, 2nd edn, Aldershot: Gower. T. (2000). Don't Park Your Brain Outside, Newtown Square, PA: Project Management Institute.
The Association has a well-established certification procedure for project managers, who must already be full members. As evidence of competence, certification has obvious advantages for the project manager, and will increasinglybe demanded as mandatory by some project purchasers. Certification provides employers with a useful measure when recruiting or assessing staff, and the company that can claim to employ certificated project managers will benefit from an enhanced professional image. Certification has also relevance for project clients.
Thus the design of the project organization structure involves decisions on the following factors: 1 how the work involved in the project is broken down into divisions and subdivisions that are of such a size that they can be allocated to the individuals, groups, functional departments, organizational units and companies involved in the project; 2 how the people involved, principally managers, professionals and technical staff (who may be from several external organizations) are grouped together at the lower, middle and higher levels - that is: how individuals are grouped together to form the 'basic' working groups how these groups are consolidated into larger groups, such as functional departments and organizational units; how these groups, departments and organizational units are linked together into an overall project organization with a managerial hierarchy or superstructure; 3 what relationships exist between these components of the structure and the external organizations to which some of them might belong (in other words, identifying the 'global' project organization); 4 what the basis of this grouping is at the various levels of the organization -for example, does a typical group contain people of the same function or do the groups each contain people of different functions (mixed groups)?