2. Project Management Environment Flashcards

1
Q

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

A

Balanced matrix structure

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2
Q

Cultural norms describe the culture and the styles of an organization. Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed.

A

Cultural norms

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3
Q

Conditions that affect how the project manager may manage the project. Enterprise environmental factors come from within the project, such as policy, or they be external to the organization, such as law or regulation.

A

Enterprise environmental factors

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4
Q

An organization that is divided into functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.

A

Functional structure

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5
Q

Governance framework describes the rules, policies, and procedures that people within an organization abide by. Governance framework addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects the governance framework addresses alignment with organizational vision, risk management, performance factors, and communication.

A

Governance framework

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6
Q

An organization that creates a blend of the functional, matrix, and project-oriented structures.

A

Hybrid structure

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7
Q

Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project budget.

A

Multidivisional structure

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8
Q

Describes a loosely organized business or organization. There likely aren’t big formal departments and people work alongside one another regardless of roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.

A

Organic or simple

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9
Q

Organizational process assets include organizational processes, policies, procedures, and items from a corporate knowledge base. Organizational process assets are grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases. assets

A

Organizational process

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10
Q

Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.

A

Organizational Knowledge Repositories

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11
Q

Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.

A

Organizational System

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12
Q

A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.

A

Project management office (PMO)

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13
Q

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.

A

Project-oriented structure

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14
Q

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.

A

Strong matrix structure

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15
Q

Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these department point of contact receive and send all messages for the department.

A

Virtual organization

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16
Q

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.

A

Weak matrix structure