2 - Project Management Environments Flashcards
Balanced Matrix Structure
An organization where organizational resources are pooled into one project team, but the functional and project managers share the project power.
Cultural norms
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.
Enterprise environmental factors (EEF)
Conditions that affect how the project manager may manage the project. EEF can come from within the project (e.g. policies) or they can be external to the organization (e.g. laws & regulations)
Functional Structure
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.
Governance Framework
Governance framework describes the rules, policies, and procedures that 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 the organizational vision, risk management, performance factors and communication.
Hybrid structure
An organization that created a blend of the functional, matrix and project-oriented structures.
Mutlidivisional structure
Describe organizations that have duplication of efforts within the organization, but now within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project manager.
Organic or simple
Describes a loosely organized business/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.
Organizational Process Assets (OPA)
OPA include organizational processes, policies, procedures and items from a corporate knowledge base. OPA are grouped into 2 categories to consider.
1 - Processes, policies and procedures
2 - Organizational knowledge bases
Organizational Knowledge Repositories
Databases, files and historical information that you can use to help better plan and manager your projects. This is an OPA that is created internally to your organization through the ongoing work of operations and other projects.
Organizational System
A system can create things by working with multiple components that the individual components could not create if they worked alone.
The structure of the organization and the governance framework creates constraints that affect how the project manager makes decisions within the project.
The organizational system directly affects how the project manager utilizes their power, influence, leadership and even political capital to get things done in the environment.
Project Management Office (PMO)
A business unit that centralizes the operations and procedures of all projects within an organization. The PMO can be supportive, controlling, or directive.
Project Oriented structure
An organization that assigns a project team to one project for the duration of the project life-cycle. The PM has high-to-almost-complete project power.
Strong Matrix Structure
An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the PM.
Virtual organization
Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these point of contacts send/receive all messages for the department.
