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PMBOK - Ch 2. Org Influences and PLC

Terms in this set (33)

Define "Organizations"
Systematic arrangements of entities aimed at accomplishing a purpose, which may involve undertaking projects
Define "cultures and styles"
Group phenomena known as cultural norms, which develop over time

They are learned and shared and can impact the project's ability to meet its objectives
Common experiences that shape organizational culture
* Shared visions, mission, values, beliefs, expectations
* Regulations, policies, methods, procedures
* Motivation and reward systems
* Risk tolerance
* View of leaderhsip, hierarchy, authority relationships
* Code of conduct, work ethic, and work hours
* Operating environments
Is an organization's culture an enterprise environmental factor?
Yes. An organization's culture an enterprise environmental factor.
What are the five main organizational structures?
Functional
Weak Matrix
Balanced Matrix
Strong Matrix
Projectized
What is a functional organization?
* Each employee has one clear superior
* Staff grouped by specialty
* Each department in a functional organization will do its project work independently of other departments
What is a weak matrix organization?
* Many of the same characteristics of a functional organization
* PM role is more of coordinator or expeditor
* PM works as staff assistant and communications coordinator
* Expeditor cannot make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager
What is a strong matrix organization?
* Many characteristics of a projectized organization
* PM is full-time project managers with considerable authority and full-time project administrative staff
What is a balanced matrix organization?
* Recognizes the need for a project manager, it does not provide the manager with the full authority over the project and project funding
Know figure 2-1
ok
PM authority by organizational structure
Functional - Little or None
Weak Matrix - Low
Balanced Matrix - Low to Moderate
Strong Matrix - Moderate to High
Projectized - High to almost total
Resource availability by organizational structure
Functional - Little or None
Weak Matrix - Low
Balanced Matrix - Low to Moderate
Strong Matrix - Moderate to High
Projectized - High to almost total
Who manages the project budget by organizational structure
Functional - Functional manager
Weak Matrix - Functional manager
Balanced Matrix - Mixed
Strong Matrix - Project manager
Projectized - Project manager
PM role by organizational structure
Functional - Part time
Weak Matrix - Part time
Balanced Matrix - Full time
Strong Matrix - Full time
Projectized - Full time
PM Admin Staff by organizational structure
Functional - Part time
Weak Matrix - Part time
Balanced Matrix - Part time
Strong Matrix - Full time
Projectized - Full time
What is a projectized organizational structure?
* Team members are often colocated
* Most of org resources are involved in project work
* PMs have a great deal of independence and authority
Define "composite organization"
An involvement of all of the organizational structures at various levels
Define "organizational process assets"
The plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization
Two types of organizational process assets
1. Processes and procedures
2. Corporate knowledge base
Define "procedure"
An established method of accomplishing a consistent performance or result, a procedure typically can be described as the sequence of steps that will be used to execute a process.
Define "process"
A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs.
Define "organizational knowledge base"
Storing and retrieving information
Define "enterprise environmental factors"
Conditions, not under control of the project team, that influence, constrain, or direct the project

They can be positive or negative
They are inputs to most planning processes
Define "stakeholder"
An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project
Examples of stakeholders
Project team
Sponsor
Customer and users
Sellers aka vendors or suppliers
Business Partners (external organizations)
Organizational groups
Functional managers
Others
Project governance enables...
Organizations to consistently manage project outcomes and align the projects with business strategy
Project governance provides a framework...
in which the project manager and sponsors can make decisions that satisfy both stakeholder needs and expectations and organizational strategic objectives or address circumstances where these may not be in alignment
Project governance aligns...
the project with stakeholders' needs or objectives

critical to the successful management of stakeholder engagement and achievement of organizational objectives
Stakeholder identification...
is a continuous process throughout the entire project life cycle
Overlooking negative stakeholder interests...
can result in an increased likelihood of failures, delays or negative consequences
Who is the sponsor?
The person or group who provides resources and support for the project and is accountable for enabling success

Promotes the project from initiation through closure
Serves as an escalation path
Authorize scope changes
Ensures smooth transfer of the project deliverables into the business
Define "customer"
The persons or organizations who will approve and manage the project's product, service or result
Define "user"
Persons or organizations who will use the project's product, service, or result
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