Chapter 2 Flashcards
Balanced matrix structure
An organization where organizational
resources are pooled into one project
team, but the functional managers and
the project managers share the project
power.
Cultural norms
Cultural norms describe the culture and
the styles of an organization. Cultural
norms, such as work ethics, hours, view
of authority, and shared values, can
affect how the project is managed.
Enterprise environmental factors
Conditions that affect how the project
manager may manage the project.
Enterprise environmental factors come
from within the project, such as policy, or
they be external to the organization, such
as law or regulation.
Functional structure
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.
Governance framework
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. Regarding
portfolios, programs, and projects the
governance framework addresses
alignment with organizational vision, risk
management, performance factors, and
communication.
Hybrid structure
An organization that creates a blend of
the functional, matrix, and projectoriented structures.
Multidivisional 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.
Organic or simple
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.
Organizational process assets
Organizational process assets include
organizational processes, policies,
procedures, and items from a corporate
knowledge base. Organizational process
assets are grouped into two categories to
consider: processes, policies and
procedures, and organizational
knowledge bases.
Organizational Knowledge Repositories
Organizational knowledge repositories
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 System
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.
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
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.
Strong matrix structure
An organization where organizational
resources are pooled into one project
team, but the functional managers have
less project power than the project
manager.
Virtual organization
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.
