Chapter 2 Flashcards
Key terms
Balanced matrix structure
An organizational structure in which organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Cultural norms
Describe the culture and the styles of an organization, such as work ethics, hours, view of authority, and shared values; these 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 a policy, or they may be external to the organization, such as law or regulations.
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
Describes the rules, policies, and procedures that people within an organization abide by. This framework addresses the organization, but also addresses portfolios, programs, and projects. Regarding portfolios, programs, and project, the governance framework addresses alignment with organizational vision, risk management, performance factors, and communications.
Hybrid Structure
An organization that creates a blend of the functional, matrix, and project-oriented structures.
Multidivisional Structure
An organizational structure that includes duplication of efforts within the organization, but not within each department or division of the organization. The project manager has little authority in the structure and the functional manager controls at the project budget.
Organic or Simple Structure
Describes a loosely organized business or organization. There likely aren’t formal departments, and people work alongside one another regardless of their roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.
Organizational Knowledge Repositories
The databases, files, and historical information that you can use to help better plan and manage your projects. This organizational process asset is created internally to your organization through the ongoing work of operations and other projects.
Organizational Process Assets
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 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 her power, influence, leadership, and even political capital, to get things done in the environment.
Project-Oriented Structure
An organizational structure 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.
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.
Strong Matrix Structure
An organizational structure in which organizational resources are pooled into one project team, but the functional managers have less project power then the project manager.
Virtual Structure
A structure that uses a network to communicate and interact with other groups and departments. A point of contact exists for each department, and these people relieve and send all messages for the department.
