Project Management Environments Flashcards
Balanced Matrix Structure
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. Cultural norms such as work ethic, hours, view of authority and shared values can affect how the project is managed.
Enterprise Environmental Factors (EEFs)
Conditions that affect how the project manager may manage the project. Can come from within the project (such as policy) or can be external (such as law or regulation)
Functional Structure
Organization that is divided into functions and each employee has one clear functional manager. Each department acts independently of the other departments. a PM in this structure has little to no power and may be called a Project Coordinator
Governance Framework
Rules, policies and procedures that people within an organization abide by. Addresses the organization but also addresses portfolios, programs and project (Alignment with organizational vision, risk management, performance factors and communication)
Hybrid Structure
Creates a blend of the functional, matrix and project-oriented structures
Multidivisional Structure
Organization that has duplication of efforts within the organization, but not within each department or division of the organization. Project Manger has little authority in this structure and the functional manager controls the project budget
Organizational Process Assets (OPAs)
Include organizational processes, policies, procedures and items from a corporate knowledge base. Grouped into 2 categories:
- Processes Policies and Procedures
- Organizational Knowledge Bases
Organizational Knowledge Repositories
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 creates constraints that affect how the project manager makes decisions within the project. The Organizational system directly affects how the PM utilizes 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 PM 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 or departments. a POC exists for each department and these POCs receive and send all messages for the department
Weak Matrix Structure
Organization where the organizational resources are pooled into one project team but the functional managers have more project power than the project managers
