CHAPTER 2: MANAGING A PROJECT IN DIFFERENT ENVIRONMENTS Flashcards
1
Q
BALANCED MATRIX STRUCTURE
A
- Organizational Structure in which resources are pooled into one project team
- functional manager and project manager share the project power
2
Q
CULTURAL NORMS
A
- Work ethics, hours, view on authority and shared values of an organization
3
Q
ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
A
- Conditions that affect how the project manager may manage the project
- internal and external
- internal: e.g. policy
- external: e.g. law or regulation
4
Q
OGRANIZATIONAL PROCESS ASSETS (OPA)
A
- Organizational processes, policies and procedures
- items from cooperate organizational knowledge base
5
Q
FUNCTIONAL STRUCTURE
A
- Organization devided into functions with each employee having a clear functional manager (e.g. Sales, Production)
- each department act independently
- PM has little to no power
6
Q
GOVERNANCE FRAMEWORK
A
- rules, policies and procedures that people in the organization abide by
- Addresses organization, but also portfolios, programs and projects
- Alignment with organizational vision, risk management, performance factors and communications
7
Q
HYBRID STRUCTURE
A
- blend between functional, matrix and project oriented structures
8
Q
MULTIDIVISIONAL STRUCTURE
A
- little power for PM and function manager controls the budget
- for example: DT with Daimler trucks Asia, daimler trucks Europe and na
9
Q
ORGANIC OR SIMPLE STRUCTURE
A
- loosely organized business or organization
- no formal structures, departments and roles
10
Q
ORGANIZATIONAL KNOWLEDGE REPOSITORIES
A
- Databases, files and historical information I can use to better plan and manage my projects
- Created internally by the organization through ongoing work in operations or other projects
11
Q
ORGANIZATIONAL SYSTEM
A
- Structure of the organization and governance framework
- creates constrains how the PM makes decisions in the project
- affects how the PM uses his power, influence, leadership and political capital
12
Q
PROJECT MANAGEMENT OFFICE (PMO)
A
- Business unit that centralized the operations and procedures of all projects in the organization
- PMO can be supporting, controlling or directive
13
Q
PROJECT ORIENTED STRUCTURE
A
- assigns project team to one project for the duration of the project life cycle
- PM has high to almost complete power
14
Q
STRONG MATRIX STRUCTURE
A
- organizational recourses are pooled into one project team
- functional departments exist but function managers have less project power than the PM
15
Q
VIRTUAL STRUCTURE
A
- uses a network to communicate and interact with other groups and departments
- for each department a window person exists that receives and sends all the messages of the department
16
Q
WEAK MATRIX STRUCTURE
A
- Organizationalnrecourses are pooled into one project team
- function managers have more project power than the PM
17
Q
ACTIVE LISTENING
A
- message receiver restates what has been said to understand fully and confirm the message
- provides an opportunity for the sender to clarify the message if needed
18
Q
ACTIVE PROBLEM SOLVING
A
- begins with problem definition. Which is the ability to discern between cause and effect of a problem
- root cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which affords opportunities for solutions
19
Q
AVOIDING POWER
A
- PM refuses to act, get involved or make decisions
20
Q
CHARISMATIC LEADERSHIP
A
- leader is motivating, has high energy, inspires team through strong convictions about what’s possible and what team can achieve
- positive thinking and can do mentality are characteristics of a charismatic leade
21
Q
EXPERT POWER
A
- PM has deep skills and experience in a discipline. For example IT
22
Q
GUILT BASED POWER
A
- can make team and stakeholders feel guilty to gain compliance
23
Q
INFORMATIONAL POWER
A
- PM has power and control of data gathering and distribution of information
24
Q
INFORMATIONAL POWER
A
- PM has power and control of data gathering and distribution of information
25
Q
INGRATIATING POWER
A
- PM aims to gain favorite project team and stakeholders through flattery
26
Q
INTERACTIONAL LEADERSHIP
A
- hybrid of transactional, transformational, charismatic
- wants team to act, is exited but holds them accountable for their work
27
Q
LAISSEZ-FAIRE LEADERSHIP
A
- hands off approach
- Project team makes decisions, takes initiatives in the actions and creates goals
28
Q
LEADERSHIP
A
- aligning, motivating and inspiring project team members to do the right things, build trust, think creatively and challenge the status quo
29
Q
MANAGEMENT
A
- Utilizes positional power to maintain, administrative, control and focus on getting things done
- without challenging status quo of project and organization
30
Q
MEDIA SELECTION
A
- based on audience and message being sent, the media should be alignment with the message
31
Q
MEETING MANAGEMENT
A
- form of communication that involves how meeting is led managed, controlled to influence message being delivered
- Agendas, minutes and order are mandatory for effective communication in the meeting
32
Q
PERSONAL AND CHARASMATIC POWER
A
- PM has a warm personality that others like
33
Q
PMI TALENT TRIANGLE
A
- Technical Project management
- Leadership
- Strategic and business management
34
Q
POSITIONAL POWER
A
- PMs power is a result of the position he has as the PM
- also formal, authoritive and legitimate power
35
Q
PRESENTATION
A
- presenters oral and body language, visual aids and hand outs influence the message being delivered
36
Q
PRESSURE BASED POWER
A
- PM restricts choices for the project team to do their work
37
Q
PROFESSIONALNDEVELOPMENT UNITS (PDU)
A
- Credits for education and project management based experience earned after PMP to maintain it
- 60 units are required, minimum 35 educational
38
Q
Project manager
A
- leading the project team and managing the project resources to achieve project objectives effectively
39
Q
PINITIVE OR COERCIVE POWER
A
- punish project team
40
Q
REFERENT POWER
A
- PM is respected and admired of past experience with him
- it’s about the project manager’s reputation
41
Q
REWARD POWER
A
- power of the PM to reward the project team
42
Q
SENDER- RECEIVER MODELS
A
- Communication requires a sender and a receiver
- multiple avenues as well as barriers can be present to complete the flow of communication
43
Q
SERVANT LEADERSHIP
A
- puts others first and focuses on the needs of the people he serves
- provide opportunities for growth, education, autonomy within the project and well being of others
- primary focus is service to others
44
Q
SITUATIONAL POWER
A
- PM has power because of certain situations in the organization
45
Q
STYLE
A
- tone, structure and formality of message being sent should be in alignment with audience and content of the message
46
Q
TRANSACTIONAL LEADERSHIP
A
- PL emphasizes goal of the project and offers rewards and disincentives to the team
- management by exception because the exemption is rewarded or punished
47
Q
TRANSFORMATIONAL LEADERSHIP
A
- leader inspires and motivates project team to achieve the project goals
- aims to empower the project team to act, be innovative in project work and accomplish through ambition
