Project Management Environments Flashcards
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.
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.
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
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.
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.
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.
Weak matrix structure
An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager
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.
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.
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.
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
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
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 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
Hybrid structure
An organization that creates a blend of
the functional, matrix, and projectoriented structures.
