PM Environments Flashcards
Balanced Matrix Structure
Organization where organizational resources are pooled into one project team, but functional managers and PMs share project power.
Cultural Norms
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 project is managed.
EEFs
Conditions that affect how the project manager may manage the project. Come from within project, such as policy, or external to organization, such as law or regulation.
Functional Structure
Organization divided into functions, and each employee has one clear functional manager. Each department acts independently of others. PM has little to no power and may be called a project coordinator.
Governance Framework
Describes rules, policies, and procedures that people within an organization abide by. Addresses the organization, but also addresses portfolios, programs, and projects and their alignment with organizational vision, risk management, performance factors, and communication.
Not change control procedures.
Hybrid Structure
Organization that creates a blend of the functional, matrix, and project-oriented structures.
Multi-divisional Structure
Organizations that have duplication of efforts within the organization, but not within each department or division. PM has little authority and functional manager controls project budget.
Organic or Simple
Describes a loosely organized business or organization. Likely aren’t big formal departments and people work alongside one another regardless of roles and titles. PM likely has little control over resources and may not be called a PM.
OPAs
Include org. processes, policies, procedures, and items from a corporate knowledge base. Grouped into two categories - processes, policies, and procedures and organizational knowledge bases.
Organizational Knowledge Repositories
Databases, files, and historical information you can use to help better plan and manage projects. OPA created internally to your org through ongoing work of operations and other projects.
Organizational System
System can create things by working with multiple components that individual components could not create if worked alone. Structure of org and governance framework create constraints that affect how PM makes decisions within project. Org. system directly affects how the PM utilizes their power, influence, leadership, and political capital, to get things done.
Project-oriented Structure
Organization that assigns a project team to one project for the duration of the project life cycle. PM has high to almost complete project power.
Strong Matrix Structure
Organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
Virtual Organization
Uses a network structure to communicate and interact with other groups and departments. A POC exists for each department and receives and sends all messages for the department.
Weak Matrix Structure
Organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.
