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
