Answer this question using a textbook titled " Project Management for Engeering, business and technology " by John M Nicholas and Herman steyn. 6th edition

Question 4.1 Projects go through many uncertainties. Therefore, projects must be able to adjust. Traditional organisations are ineffective in the face of rapid change. In contrast, project organisations should be organic. Explain what is meant by 'organic' and distinguish how the different kinds of integrators can enhance interaction, coordination and mutual adjustments. (20) Question 4.2 The South African Satellite (SAS) project for the installation of two very advanced satellite systems has been assigned to the board. Explain the specific content, typical activities and different management approaches of the board, referring to each of the four phases in the SAS systems development cycle. [Hint: you may make assumptions with the SAS project with inadequate information] (20) Question 4.3 Defend the selection of a project structure (form of organisation) by referring to the importance of organisational structure for projects. (15) Question 4.4 Differentiate between the formal and informal organisational structures and explain the informal organisations role in project management. (5) Question 4.5 Illustrate the different focal points of a project managers role. Explain the effect of a project managers 'umbrella' responsibility in projects. (20) Question 4.6 Since graduating from the University of South Africa, for the last two years you have been employed by the Tulani Projects company, which provided services and operated in a dedicated (projectised) structure. An opportunity arose and you decided to seize it and work for Mzansi Corporate, a new and dynamic

technology company that manufactures state-of-the-art systems products and operates within a matrix structure resulting in a shift in project manager authority. Distinguish between the four different qualification categories of a project manager and explain why these are important for a successful project manager considering the power shift. (20)