Ch2.1 Org Influences on PMing Flashcards
Organizations
Systematic arrangements of entities aimed at accomplishing a purpose (such as projects)
Cultures and Styles
Group phenomena known as cultural norms
Norms
Established approaches to initiating and planning projects
Means acceptable for getting work done
Recognized authorities who make or influence decisions
Org culture shared experiences
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
Culture is a _________ ________ factor
enterprise environmental
Classic functional organization
Hierarchy where each employee has one clear superior, staff grouped by specialty
Matrix organization
Blend of functional/projectized characteristics
Matrixed org can be classified into 3 groups
Weak, balanced, strong depending on relative level of power/influence between functional mgr and PM
Weak matrixed organization
Maintain characteristics of functional org, PM is coordinator/expeditor rather than decision maker
Strong matrixed organization
Full time PM with considerable authority, full time project admin staff
Balanced matrixed organization
Need for PM recognized, doesn’t provide PM with full authority over project and project funding
Opposite of functional organization
Projectized organization
Projectized organization
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
Composite organization
Full time staff from different functional depts
may develop own operating procedures
Mix of project manager managing project, functional unit managing project
PM interacts with what 3 levels
strategic, middle management, operational
What factors determine at what levels PM interact with
Strategic importance of project Capacity of stakeholders to exert influence degree of pm maturity pm systems organizational communications
The factors that determine the levels PMs interact in then determine what project characteristics
PM's level of authority Resource availability and management Entity controlling project budget PM's role Project team's composition
Organizational Process Assets
Plans
Processes
Policies
Procedures
Knowledge bases
specific to and used by performing organization
basically any artifact, practice, knowledge
Process and Procedures
Initiate & Plan
Execute, monitor, control
Close
Initiate and plan
Guidelines/criteria for tailoring org’s process/procedures
Org standards - policies, product, proj life cycles, quality policies and procedures (improvement target, checklist)
Templates (wbs)
Execute, Monitor, Control
- Change control
- Financial control
- Issue/defect management, action item tracking
- Org communication requirements
- Procedures for work authorization
- risk control procedures
- standardized guidelines, work instructions
Closing
Project closure guidelines or requirements - lessons learned, final audit, acceptance criteria
Corporate knowledge base
- 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
Enterprise environmental factors
Conditions not under control of project team that influence, constrain, direct the project
