Week 4 Flashcards
Which of the following are part of organizational structure? Select all that apply.
1) How the organization reports its earnings
2) How the different members of an organization relate to one another
3) How job tasks are divided and coordinated
2) How the different members of an organization relate to one another
3) How job tasks are divided and coordinated
Describe the classic structure
Usually called “functional” or “top-down” structures.
The Classic grouping follows a typical chain of command where the Chief Executive Officer, also known as CEO, and other executives are at the top, followed by directors or managers, then their direct reports and so on.
Describe the matrix structure
Matrix structure has direct higher-ups to report to and stakeholders from other departments or programs.
A matrix organizational structure is a workplace format in which employees report to two or more managers rather than one manager overseeing every aspect of a project
How do the Classic and Matrix organizational structures differ from one another?
1) The Classic structure follows a traditional, top-down system of reporting. The Matrix structure involves reporting to stakeholders across teams and direct managers.
2) The Matrix structure follows a traditional, top-down system of reporting. The Classic structure involves reporting to stakeholders across teams and direct managers.
3) The Classic structure follows a traditional, top-down system of reporting. The Matrix structure involves reporting to all members of the organization.
1) The Classic structure follows a traditional, top-down system of reporting. The Matrix structure involves reporting to stakeholders across teams and direct managers.
In which of the following ways can organizational structure impact project management? Select all that apply.
1) Project manager authority
2) Resource availability
3) Phases of the project life cycle
1) Project manager authority
2) Resource availability
Which organizational structure gives the project manager more power?
Matrix structure
What is a PMO
A Project Management Office, or PMO, is a group within an organization that defines, sets, and helps maintain project management standards and processes throughout that organization. It often acts as a coordinated center for all of the organization’s projects, helping them run more smoothly and efficiently.
Why is it important for a project manager in a Matrix organization to clearly define roles and responsibilities? Select all that apply.
Because project managers need to identify their single manager or director
Because project managers can have the same level of authority as functional managers
Because project managers must get approval from their direct superiors for any decisions they make about day-to-day project activities
Because employees may report to more than one person and have multiple responsibilities across teams
Because project managers can have the same level of authority as functional managers
Because employees may report to more than one person and have multiple responsibilities across teams
Define organizational culture
Organizational culture is in part the values employees share, as well as the organization’s values, mission, history, and so on.
In other words, organizational culture can be thought of as the company’s personality.
What can provide clues to an organization’s culture? Select all that apply.
Expenses
Values
Revenue
Mission
Values
Mission
Some items to ask about culture
How do people prefer to communicate?
How are decisions made, majority vote or top down approvals?
How are projects typically run? Do they prefer a Classic, do they prefer Matrix, or some other style of project management?
nd finally, what kinds of practices, behaviors, and values are reflected by the people in the organization
Change Management ( in produce management)
The process of delivering your completed project and getting people to adopt it
What is change management?
1) The method of creating a relaxed environment so the team can work with less urgency
2) The process of delivering a completed project and getting people to adopt it
3) The method of communicating project outcomes to an organization’s leadership
4) The steps for reinforcing an existing system and keeping the team aligned with it
2) The process of delivering a completed project and getting people to adopt it
Three core concepts of change management
1) Ownership and urgency
2) Right combinations of skills and personalities to work on your team
3) Effective communication
