PMP Chapter 2 Flashcards
Balanced matrix structure
An organization where organizational resources are pooled into one project
team, but the functional managers and the project managers share the 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 the project is managed.
Enterprise environmental factors
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.
Functional structure
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.
Governance framework
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 alignment with organizational vision, risk
management, performance factors, and communication.
Hybrid structure
An organization that creates a blend of the functional, matrix, and project-oriented structures
Multidivisional structure
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
Organic or simple
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.
Organizational process assets
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.
Organizational Knowledge Repositories
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.
Organizational System
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 their power, influence, leadership, and even political
capital, to get things done in the environment.
Project management office (PMO)
A business unit that centralizes the operations and procedures of all projects
within the organization. The PMO can be supportive, controlling, or directive
Project-oriented structure
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.
Strong matrix structure
An 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 point of contact exists for each department and these department point of contact receive and send all messages for the department.
