Chapter 2 (Project Environment) Flashcards
Balanced matrix structure
An organization where organizational resources are pooled into one project team, but functional managers and the project managers share the project power.
Cultural Norm
The culture and the styles of an organization.
-Work ethics, hours, view of authority, and shared values.
Enterprise environmental factors
Conditions that affect how the project manager may manager the project.
- Internal: Policies
- External: Laws or regulations
Functional structure
An org that is divided into functions where each employee has a clear functional manager.
Each department acts independently of other departments.
Project managers have little to no power.
Governance Framework
Describes the rules, policies, and procedures that people within an org abide by.
Addresses alignment with org vision, risk management, performance factors, and communication.
Hybrid stucture
An org that creates a blend of the functional, matrix, and project oriented structures.
Multi-division structure
Org that has duplication of efforts within the org, but not within each department or division. PM has little power.
Organic or simple
Loosely organized org.
No formal departments, roles, or titles.
PM has little power over resources.
Organizational process assets
Include processes policies, procedures, and items from a corporate knowledge base.
Either: (Processes, policies, and procedures) or Organizational knowledge bases.
Organizational knowledge respoitories
Organizational knowledge repositories are databases, files, and historical info that can be used to better plan projects. Created through ongoing work of other projects.
Organizational System
A system that can create things that one part could not create alone. The organizational system directly affects how the PM uses their power to get things done.
Project structure
Resources are assigned to one project for the duration of the project lifecycle. PM has a lot of power.
Strong matrix structure
Resources are assigned to a project team but the PM has more power than the functional manager.
Virtual organization
Uses a network structure to communicate and interact with other groups. Single point of contact for each group.
Weak matrix structure
Resources are assigned to a project team but the functional manager has more power than the PM.
