Terms 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.
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.
Organizational process assets
Organizational process assets include
organizational processes, policies,
procedures, and items from a corporate
knowledge base.
Project business case
Created and maintained by the project
sponsor and shows the financial validity of
why a project is chartered and launched
within the organization. Typically, the
project business case is created before
the launch of the project and may be used
as a go/no-go decision point.
Project benefits management plan
A documented created and maintained by
the project sponsor and the project
manager. The project benefits
management plan defines what benefits
the project will create, when the benefits
will be realized, and how the benefits will
be measured.
Triple Constraints of Project
Management
Also known as the Iron Triangle. This
theory posits that time, cost, and scope
are three constraints that every project
has.
Weak matrix structure
An organization where organizational
resources are pooled into one project
team.
Functional managers have
more project power than the project
manager.
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.
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.
ingratiating power
The project manager aims to gain favor
with the project team and stakeholders
through flattery.
laissez-faire leadership
The leader takes a “hands-off” approach
to the project. This means the project
team makes decisions, takes initiative in
the actions, and creates goals.
PMI Talent Triangle
Defines three areas of PDUs for PMI
certified professionals to maintain their
certification.
The PMI Talent Triangle
includes technical project management,
leadership, and strategic and business
management.
punitive or coercive power
The project manager can punish the
project team.
