Environments in Which projects operate

Question 1

internal to the organization

Answer 1

policy and procedure to adhere to

Question 2

external to the organization

Answer 2

outside environment laws regulation adhere to

Question 3

Balanced matrix structure

Answer 3

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

• mixed from all over organization
• low to moderate authority for pm
• part-time pm
• functional manager and pm manage budget, power struggle

Question 4

Cultural norms

Answer 4

Cultural norms describe the culture and the styles of an organization. Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed

Question 5

Enterprise environmental factors (EEFs)

Answer 5

Conditions that affect how the project manager may manage the project. Enterprise environmental factors come from within the project, such as policy, or they be external to the organization, such as law or regulation. directly influence which you have to do it this way or use this, indirectly don’t have to. internal and external factors.

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Question 6

Functional structure

Answer 6

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.

• centralized, arranged by work being done, IT, HR, Sales, etc.
• pm little to none authority
• part-time pm
• functional manager manages budget

Question 7

Governance framework

Answer 7

Governance framework describes the rules, policies, and procedures that people within an organization abide by. Governance framework addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects the governance framework addresses, what you can and can’t do, how you get things done, and structure boundaries segments of the organizations

• alignment with organizational vision,
• risk management,
• performance factors, and
• communication.

Question 8

Hybrid structure

Answer 8

An organization that creates a blend of the functional, matrix, and project-oriented structures.

• mixed of other organization structures
• pm authority is mixed
• pm roles is mixed
• budget functional manager and/or pm

Question 9

Multidivisional structure

Answer 9

Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project budget.

• decentalized, replication of functions throughout organization
• pm little to none authority
• part-time pm
• functional manager manages budget

Question 10

Organic or simple

Answer 10

Describes a loosely organized business or organization. There likely aren’t big formal departments and people work alongside one another regardless of roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.

• simple flexible, no title, all work together
• pm little to no authority
• part time pm
• owner of operator manages budget

Question 11

Organizational process assets (OPAs)

Answer 11

Organizational process assets include 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.

• resources within an organization
• leveraged, researched, or interviewed
• historical information like a template

Question 12

Organizational Knowledge Repositories

Answer 12

Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.

• cataloging
• archiving
• retrievable
• OPAs are part of knowledge repositories
• archive at closure always not an option

Question 13

Organizational System

Answer 13

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 its power, influence, leadership, and even political capital, to get things done in the environment.

• provide structure and governance, how work get done
• permissions
• work authorization
• employee discipline
• defined by organization management

Question 14

Project management office (PMO)

Answer 14

A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.

1. uniform approach
2. support for project manager
3. pmo provides organizational process assets
   
   1. training
   2. software
   3. templates
   4. standard project management approaches
4. directive PMO: pm is part of the pmo, manages and controls all projects, pmo control is high
5. controlling pmo: defines project governance, required templates, create framework for pm, moderate control, give framework and structure
6. supportive pmo: acts as a consultative role, offers advice, pmo control is low, lessons learned, not telling pm what to do

Question 15

Project-oriented structure

Answer 15

An organization 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 team dedicated to each project
• pm high to almost total authority
• full-time pm
• pm manages budget

Question 16

Strong matrix structure

Answer 16

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.

• project team members come from all over organization
• pm moderate to high authority
• full-time pm
• pm manages budget

Question 17

Virtual organization structure

Answer 17

Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these department point of contact receive and send all messages for the department.

• poc for each group involved in project
• pm low to moderate authority
• pm full time or part time
• functional manager and pm manages budget

Question 18

Weak matrix structure

Answer 18

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.

• mixed from all over the organization
• pm has low authority
• part-time pm
• functional manager manages budget

Question 19

organizational structure factors

Answer 19

• organizational objectives alignment
• structure by capabilities
• control, efficiency, and effectiveness
• escalation decisions
• scope of authority
• simplicity of design
• delegation capabilities
• accountability= goes wrong it is on you
• responsibility role your work
• adaptability nimble or not
• efficiency
• cost
• physical locations
• clear communication

Question 20

organizational structure types

Answer 20

1. organic or simple
2. functional (centralized)
3. multidivisional
4. weak matrix
5. balanced matrix
6. strong matrix
7. project-oriented (composite, hybrid)
8. virtual
9. hybrid
10. PMO structure

Question 21

Internal Enterprise Environmental factors

Answer 21

• created by the organization and outside the project
• organizational culture, structure, and governance: leadership, vision, beliefs, hierarchy of management, ethics, and organizational code of conduct expectations
• physical location of resources and facilities: physical location of resources and worksites
• the infrastructure of your organization: equipment, facilities, tools communication channels, technology, and availability and capabilities of these resources
• IT software: software for scheduling, configuration management, online systems, and work authorization systems how work is approved and schedule work
• resource availability: people, tools, equipment, facilities, and materials. internal processes to obtain resources, such as procurement, contracting, subcontractors
• employee capability, capabilities of the employees, training
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Question 22

External Enterprise Environmental factors

Answer 22

• external factors, conditions, and regulations
• marketplace conditions: the marketplace you operate within
• cultural influences and issues: the political climate, customer perceptions, and news
• laws and regulations: Laws and regulations are external enterprise environmental factors
• commercial databases: databases to help predict cost and schedule, risk studies, and benchmarking
• academic research: information from academic studies, white papers, and other publications
• government and industry standards: government and industry standards for production, environmental considerations, expectations of quality, and products or services
• financial: organizations that span countries will likely consider currency exchange rates and tariffs, longer projects may consider inflation and interest rates
• physical enterprise environmental factors: weather, the environment where the project is taking place

Question 23

Common Organizational Process Assets

Answer 23

• standards, policies, and organizational procedures that help you create for you
• standardized guidelines and performance measurements
• templates for project documents
• guidelines for adapting project management processes
• financial controls for purchasing, accounting codes, and procurement processes
• communication requirements such as standard forms, procedures, and reports
• processes for project activities, such as change control, closing, communications, financial controls, and risk control procedures
• project closing procedures for acceptance, product validation and evaluations

Question 24

3 elements affect projects within organization

Answer 24

• processes
• policies
• procedures

Question 25

internal processes for project managmeent

Answer 25

• within framework of best practices
• how organization manages projects
• can be enterprise environmental factors or organizational process assets

Question 26

Examples of Organizational knowledge repositories

Answer 26

• project files from past projects
• historical information and lessons learned
• issue and defect databases
• configuration management databases, features and function of the product
• financial databases, future cost, estimated cost, etc.

Question 27

Management Elements of Governance

Answer 27

what management allows us to do, not universal unique to pm organizations

• span across portfolios, programs, projects
• common governance shared: alignment, risk, performance, communications
• each organization create and tailor governance
• division of work, determine who does what
• authority to perform work
• responsibility to perform work
• discipline of action
• unity of command
• unity of direction
• organization goals take precedence over individual goals
• paid fairly
• optimal use of resources
• clear communication channels
• right materials to the right person for the right job
• logistics
• fair and equal treatment of people in workplace
• clear security of work positions
• safety of people in the workplace
• open contribution to planning and execution by each person, team meetings come to a common result
• optimal morale
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Question 28

Project Management office PMO structure

Answer 28

• a mix of other organizaton structures, hybrid, stong, etc.
• pm has high to almost total authority
• full-time pm
• pm manages budget