16103257
Beschreibung
Karteikarten von Daniel Gomez-Windshuttle, aktualisiert more than 1 year ago
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Erstellt von Daniel Gomez-Windshuttle
vor etwa 6 Jahre
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| Frage | Antworten |
| 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, eg: - work ethics, hours, view of authority, and shared values Can affect how the project is managed. |
| Enterprise environmental factors | - Conditions that affect how the project manager may manage the project - Come from within the project, such as policy, OR - can be external to the organization, such as law or regulation. |
| Functional (aka Centralised) structure | Organization is divided into functions, 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, in a part time role. May be called a project coordinator. |
| Governance Framework | Describes rules, policies, and procedures that people in an organization abide by. Addresses the organization, but also portfolios, programs, and projects. 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 (eg IT) of the organization. Project manager has little authority in this structure and the functional manager controls the project budget. |
| Organic or simple | Loosely organized business or organization. Usually not 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. |
| OPAs | Organizational process assets include organizational processes, policies, procedures, and items from a corporate knowledge base. Grouped into two categories to consider: - processes, policies and procedures - organizational knowledge bases. |
| Organisational System | Creates things by working with multiple components that the individual components could not create if they worked alone. Structure of the org and the governance framework creates constraints that affect how the PM makes decisions within the project. Directly affects how the project manager uses 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. |
| Supportive PMO | - acts as consultive - PMO control is low |
| Directive PMO | PM is part of PMO manages and controls all projects PMO control is hight |
| Controlling PMO | Defines - project governance - PM activities - Communication requirements PMO control is Moderate |
| 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 point of contact exists for each department and these department POCs receive and send all messages for the department. |
| 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. |
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