Ch2.1 Org Influences on PMing

Question 1

Organizations

Answer 1

Systematic arrangements of entities aimed at accomplishing a purpose (such as projects)

Question 2

Cultures and Styles

Answer 2

Group phenomena known as cultural norms

Question 3

Norms

Answer 3

Established approaches to initiating and planning projects
Means acceptable for getting work done
Recognized authorities who make or influence decisions

Question 4

Org culture shared experiences

Answer 4

Shared vision/mission/value
Regulations, policies, methods, procedures
Motivation/reward
Risk tolerance
View of leadership, hierarchy, authority relationships
Code of conduct, work ethic, work hours
Operating environments

Question 5

Culture is a _________ ________ factor

Answer 5

enterprise environmental

Question 6

Classic functional organization

Answer 6

Hierarchy where each employee has one clear superior, staff grouped by specialty

Question 7

Matrix organization

Answer 7

Blend of functional/projectized characteristics

Question 8

Matrixed org can be classified into 3 groups

Answer 8

Weak, balanced, strong depending on relative level of power/influence between functional mgr and PM

Question 9

Weak matrixed organization

Answer 9

Maintain characteristics of functional org, PM is coordinator/expeditor rather than decision maker

Question 10

Strong matrixed organization

Answer 10

Full time PM with considerable authority, full time project admin staff

Question 11

Balanced matrixed organization

Answer 11

Need for PM recognized, doesn’t provide PM with full authority over project and project funding

Question 12

Opposite of functional organization

Answer 12

Projectized organization

Question 13

Projectized organization

Answer 13

Team members colocated
most of org resources are involved in project work
PMs have a lot of independence and authority
team members may report to PM

Question 14

Composite organization

Answer 14

Full time staff from different functional depts
may develop own operating procedures
Mix of project manager managing project, functional unit managing project

Question 15

PM interacts with what 3 levels

Answer 15

strategic, middle management, operational

Question 16

What factors determine at what levels PM interact with

Answer 16

Strategic importance of project
Capacity of stakeholders to exert influence
degree of pm maturity
pm systems
organizational communications

Question 17

The factors that determine the levels PMs interact in then determine what project characteristics

Answer 17

PM's level of authority
Resource availability and management
Entity controlling project budget
PM's role
Project team's composition

Question 18

Organizational Process Assets

Answer 18

Plans
Processes
Policies
Procedures
Knowledge bases
specific to and used by performing organization
basically any artifact, practice, knowledge

Question 19

Process and Procedures

Answer 19

Initiate & Plan
Execute, monitor, control
Close

Question 20

Initiate and plan

Answer 20

Guidelines/criteria for tailoring org’s process/procedures
Org standards - policies, product, proj life cycles, quality policies and procedures (improvement target, checklist)
Templates (wbs)

Question 21

Execute, Monitor, Control

Answer 21

• Change control
• Financial control
• Issue/defect management, action item tracking
• Org communication requirements
• Procedures for work authorization
• risk control procedures
• standardized guidelines, work instructions

Question 22

Closing

Answer 22

Project closure guidelines or requirements - lessons learned, final audit, acceptance criteria

Question 23

Corporate knowledge base

Answer 23

• config management knowledge bases with versions/baselines of all standards
• financial db
• historical info, lessons learned knowledge base
• issue/defect mgmt dB
• process measurement dB
• project files from previous projects

Question 24

Enterprise environmental factors

Answer 24

Conditions not under control of project team that influence, constrain, direct the project

Question 25

What do enterprise environmental factors potentially do to a project

Answer 25

inputs to planning processes
enhance or constrain PM options
positive/negative influence on outcome

Question 26

Enterprise environmental factors examples

Answer 26

• culture, structure, governance
• geographic distribution of facilities / resources
• government or industry standards
• infrastructure
• existing human resources
• personnel administration
• company work authorization systems
• marketplace conditions
• stakeholder risk tolerances
• political climate
• organization’s established communications channels
• commercial databases (standardized cost estimating data)
• pmis (PPM)