Project Management Environments 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
Describe the culture and the styles of an organization (e.g. work ethics, hours, view of authority, and shared values) and can affect how the project is managed.
Enterprise Environmental Factors
EEFs. Conditions that affect how the project manager may manage the project. Enterprise environmental factors come from outside the project (e.g. policy) or
they be external to the organization (e.g. 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
Describes the rules, policies, and procedures that
people within an organization abide by. Governance framework addresses the organization, 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
Organizations that have duplication of efforts within the
organization, but not within each department or division of the organization. The project manager has little authority in this structure and the functional manager controls the project budget.
Organic Structure
Also called a simple structure. Describes a loosely organized business or organization. There likely aren’t large 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
OPAs. 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
The databases, files, and historical information that you can use to help better plan and manage your projects.
This is an OPA 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 create 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.
PMO
Project Management Office. 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 single point of contact exists for each department and these department POCs receive and send all messages for the department.
