2. Project Management Environments Flashcards
Balanced matrix structure
Organizational resources are pooled into one project team, but the FMrs and the PMrs share the P power.
Cultural Norms
Describe the culture and the styles of an organization. Cultural norms: work ethics, hours, view of authority, and shared values, can affect how the P is managed.
Enterprise environmental factors
CONSTRAINS: Conditions that affect how the project manager may manage the project.
EEFS:
Internal: policy, External: Such as law or regulation.
Functional structure
Org divided into functions, departments.
Each worker clear function.
PMr little/no power may called P coordinator.
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. Alignment with organizational vision, risk management, performance factors, and communication.
Hybrid structure
An organization that creates a blend of the functional, matrix, and project-oriented structures.
Multidivisional structure
Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. PMr has little authority and the FMr controls the P budget.
Organic or simple
Describes a loosely organized business or organization. -There likely aren’t big formal departments
-people work alongside one another.
The PMr likely has little control over the project resources and may not be called a PMr.
Organizational process assets
Help the Org. include/ OPAs are grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases.
Organizational Knowledge Repositories
Are the database files historical info you use to help better plan and manage the P. it's a OPA internal to the O
Organizational System
A system can create things by working with multiple components that the individual components could not create if they worked alone.
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 the organization. The PMO can be supportive, controlling, or directive.
Project-oriented structure
assigns a p team to 1 P for the duration of the project life cycle. The PMr has high-to-almost-complete P power.
Strong matrix structure
resources are pooled into one P team, but the FMrs have less P power than the PMr.
Virtual organization
Uses a network structure to communicate and interact with other groups and departments
1 point of communication for each dep.
