READ THE CASE STUDY BELOW AND ANSWER THE QUESTIONS THAT FOLLOW: Mohawk National Bank OVERVIEW BACKGROUND Between 1978 and 1988, Mohawk National matured into one of Maines largest fullservice banks, employing a full-time staff of some 1,200 employees. Of the 1,200 employees, approximately 700 were located in the main offices in downtown Augusta. Mohawk matured along with other banks in the establishment of computerized information processing and decision-making. Mohawk leased the most upto-date computer equipment in order to satisfy customer demands. By 1984, almost all departments were utilizing the computer. By 1985, the bureaucracy of the traditional management structure was creating severe administrative problems. Mohawks management had established many complex projects to be pursued, each one requiring the involvement of several departments. Each department manager was setting his or her own priorities for the work that had to be performed. The traditional organization was too weak structurally to handle problems that required integration across multiple departments. Work from department to department could not be tracked because there was no project manager who could act as focal point for the integration of work. QUESTION ONE [30]

1.1 In light of the above, describe the three types of project management organisational structures (15)

1.2 Critically discuss the advantages and disadvantages of each structure (15)

(PROJECT MANAGEMENT 2)