Resource: Chs. 4 and 7 of
Project Management Leadership and
Project Organization Chart Grading Guide.

Select one of the organizational structures from Ch. 7.

Create a project organization chart to staff the project from OLLO using the previously created WBS.

Complete the project organization chart using a presentation software such as Microsoft®PowerPoint® or Prezi, or Microsoft® Visio®.

Include a justification of approximately 175 words for each decision.

Identify optimal skill sets for each position. Then, develop six to ten interview questions that will assess each employee’s interest and ability in filling that position.

Include a summary of approximately 350 words in which you explain how the questions would help you choose the most qualified employees, considering technical and social skills.

Write approximately 700 words in which you describe the role of a project leader in making staffing decisions and how the project leader will ensure they are choosing the right individual for each position.

Combine the interview questions and summary, project organization chart, and summary into a cohesive report.

Format your report consistent with APA guidelines.

Submit your assignment.

2. Functional Organization Structure

The most pervasive organization structure is the basic hierarchical structure which has been handed down from the medieval kingdoms, the military and the church. The functional organization structure groups people by specialization (production, marketing, accounts, engineering, etc.). The principle behind the functional structure is that it is easier to manage specialists if they are grouped together and supervised by an individual with similar skills and experiences. This centralizes similar resources, gives an economy of scale, provides mutual support by physical proximity and clearly defines line and staff divisions of responsibility and authority.
Figure 4.2 outlines a typical functional structure with a number of functional departments reporting to the general manager. This structure is ideal for projects within a department, and for projects where the work of each department can be performed separately.

For example, on a construction project, the civil department would complete its scope of work and then hand it over to the structural department, which, in turn, would complete its scope of work before handing it over to the mechanical department (see
Figure 4.3).