2. Project Management Environments Flashcards
An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Balanced matrix structure
These describe the culture and the styles of an organization, such as work ethics, hours, view of authority, and shared values, which can affect how the project is managed.
Cultural norms
Conditions that affect how the project manager may manage the project. These come from within the project, such as policy, or they are external to the organization, such as law or regulation.
Enterprise environmental factors
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.
Functional structure
This describes the rules, policies, and procedures that
people within an organization abide by.
It addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects the framework addresses alignment with organizational vision, risk management, performance factors, and communication.
Governance framework
An organization that creates a blend of
the functional, matrix, and project-
oriented structures.
Hybrid structure
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.
Multidivisional structure
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.
Organic or simple
These include organizational processes, policies, procedures, and items from a corporate knowledge base. These are grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases.
Organizational process assets
These 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.
Organizational Knowledge Repositories
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.
Organizational System
A business unit that centralizes the
operations and procedures of all projects
within the organization. This can be
supportive, controlling, or directive.
Project management office (PMO)
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.
Project-oriented structure
An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
Strong matrix structure
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.
Virtual organization
