Q:	Q: I’m still not clear on the difference between a project coordinator and a project expediter.
A:	A: They’re actually pretty similar. A project expediter is somebody who keeps track of status but has no decision-making authority on a project at all. A project coordinator is someone who does pretty much the same thing, but does get to make some of the minor decisions on the project without having to run them by the functional manager. Coordinators usually report to somebody who is pretty high up in the organization, while expediters are more like assistants to the functional manager. Both of them usually exist in weak-matrix or functional organizations.
Q:	Q: What’s the difference between the way teams are run in a functional organization and a projectized one?
A:	A: Think of a major bookkeeping project being run by the Admin department. Usually the head of Admin is the one who is ultimately responsible for what happens to it. If a project manager is called in to help out, she’s just there to keep things straight for the Admin department manager. The team is made up of people who already report to the Admin manager, so nobody questions his authority. That’s an example of a functional organization. Contrast that with the way the bookkeeping project would be run if a consulting company that specialized in bookkeeping were contracted to do it. They would assemble a team of bookkeepers and assign a project manager to lead them. When the project was over, the team would dissolve, and the team members would go join other teams working for other project managers. That’s how a projectized organization works. The team is organized around a project and not around a job function.
Q:	Q: Can I be an effective PM in a functional organization?
A:	A: Since project managers don’t have much authority in a functional organization, it’s hard to have as much impact in a functional organization as you would in a matrixed or projectized one. Of course, you can be good at your job in any kind of organization. But, for your company to really get the most out of having project managers on staff, it really pays for them to look into changing the way they balance power. The project managers who are accountable for project success or failure should also have the chance to influence the team, budget, and schedule for those projects.
Q:	Q: Does the PMP exam favor any kind of organization?
A:	A: When you’re taking the PMP exam, if you see a question that mentions a PM, then you should assume that the question is asking about a matrix organization if it doesn’t say up front which kind of organization is being described. Functional organizations are usually painted in a negative light because they tend to give less authority to project managers.

Q:	Q: I’ve heard project constraints referred to as the triple constraint. But there are six of them here. What gives?
A:	A: Some project managers focus on Cost, Scope, and Time as the main constraints of a project. But just thinking about those three constraints doesn’t give a clear picture of all of the constraints you need to account for when planning a project. The important thing here is to understand that Cost, Time, Scope, Quality, Risk, and Resources are all related to each other. You need to pay attention to all of them and if you manage your project in favor of one of them, it will affect the others.
Q:	Q: I’ve heard of an old saying: “Faster, cheaper, better—pick two,” but doesn’t that mean that there are only two constraints that you can manage at any given time?
A:	A: No, that’s an old (and somewhat cynical) project management saying. When a project manager says it to a customer or stakeholder, what he is saying is that there’s no way to reduce cost, shorten the schedule, and increase quality all at the same time. At least one of those things absolutely has to give... but the saying is a little disingenuous! We already know that all six of the constraints are related to each other, and there’s almost never an easy, obvious trade-off where you can sacrifice one to improve the others.
Q:	Q: What if I know that a change will impact just scope, but not schedule or cost or any of the other constraints. Can I go ahead and make it?
A:	A: Whenever you are making a change that affects the project constraints, you need to be sure that the change is acceptable to your stakeholders. They’re the people who will be impacted by your project. The term applies to your team, your customer, your sponsor, and anybody else who is affected by the change. A lot of project management is about evaluating what a change is going to do to your project constraints, and using that impact analysis to help stakeholders make choices about what to do when changes come up. Sometimes a change that affects the quality of your product is completely unacceptable to your stakeholders, and they would rather delay the project than sacrifice the product’s quality.
Q:	Q: I don’t quite get this whole negative stakeholder thing. Why do I care about people who aren’t helping me with my project?
A:	A: Think of it this way: sometimes a project might have really good overall outcome for your company, but it might make some of the people who are impacted by it uncomfortable. (Here’s a quick example: think about another project manager who won’t get to use the resources he planned on because they’re taken up by your project.) Change can be really hard for people to adapt to, and sometimes your stakeholders are not going to be happy about changes that your project is making. It’s important to know how negative stakeholders feel and understand why they’re resistant to your project. You need to identify and manage the expectations of all of the stakeholders who have influence over your project if you’re going to succeed. So don’t take it personally if there are people out there who aren’t as enthusiastic about your project as you are. Use it as an opportunity to find out what your project can do to get buy-in from the negative stakeholders out there.
Q:	Q: You mentioned that it’s possible to “turn around” a negative stakeholder. How does that work?
A:	A: Today’s negative stakeholders can become tomorrow’s advocates if you make sure their needs are met. By listening to them, taking their needs into account, and making changes to your project so that those needs are satisfied, those previously negative stakeholders will feel good about what you’re doing... and they’ll often become your closest allies in the future.