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PMBOK 6th Edition Flash Cards - Chapter by Chapter > Chapter 2 - The Environment in Which Projects Operate: Pages 37 - 49 > Flashcards

Chapter 2 - The Environment in Which Projects Operate: Pages 37 - 49 Flashcards

1
Q

What are the two major categories of influences on the environment in which projects exist and operate?

A

Enterprise Environmental Factors (EEFs)
Organizational Process Assets (OPAs)
(Page 37)

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2
Q

Refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. These conditions can be internal and/or external to the organization. They are considered as inputs to many project management processes, specifically for planning processes.

A

Enterprise Environmental Factors (EEFs)

Page 38

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3
Q

What are the below examples of?

  • Organizational culture, structure, and governance
  • Geographic distribution of facilities and resources
  • Infrastructure
  • IT software
  • Resource availability
  • Employee capability
A

EEFs internal to the organization

Page 38

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4
Q

What are the below examples of?

  • Marketplace conditions
  • Social and cultural influences and issues
  • Legal restrictions
  • Commercial Databases
  • Academic research
  • Government or industry standards
  • Financial considerations
  • Physical environmental elements
A

EEFs external to the organization

Page 39

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5
Q

The plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization that influence the management of the project

A

Organizational Process Assets (OPAs)

Page 39

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6
Q

The organization’s processes and procedures for conducting project work, include but are not limited to:

A

-Initiating and Planning
-Executing, Monitoring, and Controlling
-Closing
(Pages 40 - 41)

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7
Q

A collection of various components that together can produce results not obtainable by the individual components alone

A

System

Page 42

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8
Q

An identifiable element within the project or organization that provides a particular function or group of related functions

A

Component

Page 42

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9
Q

______________ are dynamic, nonlinear in responsiveness, can be optimized and their components can be optimized, but these cannot be optimized at the same time as their components

A

Systems

Page 42

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10
Q

The interaction between the components based on the relationships and dependencies that exist between the components

A

System dynamics

Page 43

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11
Q

Refers to organizational or structural arrangements at all levels of an organization designed to determine and influence the behavior of the organization’s members

A

Governance

Page 43

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12
Q

Refers to the framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals.

A

Project Governance

Page 44

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13
Q

The components that comprise key functions or principles of general management in the organization

A

Management Elements

Page 44

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14
Q

How many different organizational structure types are there listed in the PMBOK?

A

10

See chart on Page 47

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15
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Flexible/People Working Side by Side
  • PM has little or no authority
  • PM role is part time, and may not have a designated job role, almost like a coordinator
  • There are little or no resources available
  • Owner or Operator manages project budget
  • There is little or no PM Admin staff
A

Organic or Simple

Page 47

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16
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Job being done (Ex: engineering, manufacturing)
  • PM has little or no authority
  • PM role is part time, and may not have a designated job role, almost like a coordinator
  • There are little or no resources available
  • Functional Manager manages project budget
  • There is part-time PM Admin staff
A

Functional aka Centralized

Page 47

17
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: One of: Product; production processes; portfolio; program;geographic region; customer type
  • PM has little or no authority
  • PM role is part time, and may not have a designated job role, almost like a coordinator
  • There are little or no resources available
  • Functional Manager manages project budget
  • There is part-time PM Admin staff
A

Multi-divisional (may replicate functions for each division with little centralization)
(Page 47)

18
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Job function, with project management as a function
  • PM has moderate to high authority
  • PM role is a full time designated job role
  • There are moderate to high resources available
  • PM manages project budget
  • There is full-time PM Admin staff
A

Matrix - strong

Page 47

19
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Job function
  • PM has low authority
  • PM role is part time, done as part of another job, and not a designated job role like a coordinator
  • There are low to moderate resources available
  • The functional manager manages the project budget
  • There is part-time PM Admin staff
A

Matrix - weak

Page 47

20
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Job function
  • PM has low to moderate authority
  • PM role is part time, embedded in the functions as a skill, and may not be a designated job role like a coordinator
  • There are low to moderate resources available
  • A mixed bunch of individuals manage the project budget
  • There is part-time PM Admin staff
A

Matrix - balanced

Page 47

21
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Project
  • PM has high to almost total authority
  • PM role is a full time designated job role
  • There are high to almost total resources available
  • PM manages the project budget
  • There is full-time PM Admin staff
A

Project-oriented (composite, hybrid)

22
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Network structure with nodes at the points of contact with other people
  • PM has low to moderate authority
  • PM role is full time or part time
  • There are low to moderate resources available
  • A mixed bunch of individuals manage the project budget
  • There could be full time or part time PM Admin staff
A

Virtual

Page 47

23
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Mix of other types
  • PM has mixed authority
  • PM role is mixed
  • There are mixed resources available
  • A mixed bunch of individuals manage the project budget
  • There is mixed PM admin staff
A

Hybrid

Page 47

24
Q

This Organization Structure is defined as follows:

  • Work Groups Arranged by: Mix of other types
  • PM has high to almost total authority
  • PM role is a full time designated job role
  • There are high to almost total resources available
  • PM manages the project budget
  • There is full-time PM Admin staff
A

PMO* (refers to a portfolio, program, or project management office or organization)
(Page 47)

25
Q

An organizational structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. Responsibilities can range from providing project management support functions to the direct management of one or more projects.

A

Project Management Office (PMO)

Page 48

26
Q

Provides a consultative role to projects by supplying template, best practices, training, access to information, and lessons learned from other projects. Serves as a project repository, and has a low degree of control.

A

Supportive Project Management Office

Page 48

27
Q

Provides support and require compliance through various means, with a moderate degree of control

A

Controlling Project Management Office

Page 48

28
Q

Takes control of the projects by directly managing projects with a high degree of control. PMs are assigned by and report directly to the PMO

A

Directive Project Management Office

Page 48

29
Q

A __________________ may have authority to act as an integral sakeholder and key decision maker throughout the life of each project in order to keep it aligned with the business objectives by:

  • Making recommendations
  • Leading knowledge transfers
  • Terminating projects, and taking other actions as required
A

Project Management Office (PMO)

Page 49

PMBOK 6th Edition Flash Cards - Chapter by Chapter (13 decks)

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