Chapter 2 Flashcards

1
Q

EEF

A

Enterprise Environmental Factors

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2
Q

OPA

A

Organizational Process Assets

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3
Q

System

A

A system is a collection of various components that together can produce results not obtainable by individual components alone

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4
Q

Component

A

A component is an identifiable element within the project or organization that provides a particular function or a group of related functions.

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5
Q

Principles regarding systems

A
  1. Systems are dynamic
  2. Systems can be optimized
  3. System components can be optimized
  4. System and their components cannot be optimized at the same time
  5. Systems are non-linear in responsiveness (a change in input does not product a predictable change in the output.)
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6
Q

Balanced Matrix Structure

A

An organization where organizational resources are pooled into one project team but functional managers & project managers share the power.

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7
Q

Cultural Norms

A

Cultural Norms describe the culture and the styles of the organization. Cultural Norms such as work ethic, hours, view of authority, & shared values, can affect how the project is managed.

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8
Q

Enterprise Environmental Factors

A

Conditions that affect how a project manager manages the project. Enterprise Environmental Factors may come from within the organization, such as policy, or they may be external to the organization such as law or regulations

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9
Q

Functional Structure

A

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 maybe called project coordinator.

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10
Q

Governance Frameworks

A

Governance frameworks describes the rules, policies and procedures that people within the organization must abide by. Governance frameworks addresses the organization, but also address portfolios, programs and projects. Regarding portfolio, programs and projects, governance framework addresses alignment with organization’s vision, risk management, performance factors and communications.

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11
Q

Hybrid Structure

A

An organization creates a blend of functional, matrix and project-oriented structures.

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12
Q

Multidivisional Structure

A

Describe organizations that have duplication of effort within the organization, but not within the department or division of the organization. The project manager has little authority in this structure and the functional manager controls the project budget.

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13
Q

Organic or Simple

A

Describes a loosely organized business or organization. There likely aren’t big formal departments and people work alongside each other regardless of roles and titles. The project manager has little control over the project resources and may not be called a project manager.

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14
Q

Organizational Process Assets

A

Organizational Process Assets includes organizational processes, policies, procedures and items from corporate knowledge bases. Organizational Process Assets are grouped into two categories to consider: processes, policies and procedures and organizational knowledge bases.

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15
Q

Organizational Knowledge Repositories

A

Organizational Knowledge Repositories are the databases, files and historical information that you can use to help better plan and manage your project. This is an organizational process asset created internally to your organization through the ongoing work of operations and other projects.

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16
Q

Organizational System

A

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 organization system directly affects how the project manager uses his power, influence, leadership and even political capital, to get things done in the environment.

17
Q

Project-oriented Structure

A

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.

18
Q

Strong Matrix Structure

A

An organization where the organizational resources are pooled into one project team, but the functional managers have less project power than the project managers.

19
Q

Virtual Structure

A

Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these points of contact receive and send all messages for the department.

20
Q

Weak Matrix Structure

A

An organization where organizational resources are pooled into one project team, but the functional manager has more project power than the project manager.