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PMP Training > Section 7: Project Environments Part 2 > Flashcards

Section 7: Project Environments Part 2 Flashcards

1
Q

All of the data and reports that comes from your project should be used for future projects. That data should become part of _____.

A

Organization process assets

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2
Q

How do we take what we learned in our last project and access it quickly so we can apply it to our next project?

A

Organizational Knowledge Repositories

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3
Q

5 characteristics of Organizational Knowledge Repositories

A

Cataloging
Archiving
Retrievable
OPAs are part of knowledge repositories
Archive at closure

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4
Q

Archiving at closure is part of the _____. It’s part of what we’re creating as part of the project. Project deliverables doesn’t always mean what the client gets, sometimes it means what we get to, knowlege etc.

A

Business Value

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5
Q

Configuration management is all about the features and functions of the product.

A
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6
Q

What are five examples of Organizational Knowledge Repositories content?

A

Project files from past projects
Historical information and lessons learned
Issue and defect databases
Configuration management databases
Financial databases

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7
Q

An organizational system gives structure and governance and it’s how _____. From a large point of view how does your organization work and how has it evolved over time.

A

work gets done

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8
Q

5 parts of an Organizational System

A

Provide structure and governance
Permissions
Work authorization
Employee discipline
Defined by organization management

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9
Q

______ is a way of talking about the relationship between the components in your organization. Could be a lot of bureaucracy, or drama, or it could be friendly.

A

System Dynamics

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10
Q

What are four examples of System Dynamics?

A

Relationship between components (departments, projects, management and employees)
Bureaucracy
Politics
Policies

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11
Q

_______ is the rules and the enforcement of the rules we use to govern the program, project, or organization. It’s what you’re allowed or not allowed to do in a project.

A

Governance

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12
Q

A _________ is a structure for a project to follow. You have team members reporting to team leads and those team leads reporting to you, for example.

A

governance framework

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13
Q

A ____ risk is actual physical danger.

A

pure

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14
Q

What are 4 parts of a Governance Framework?

A

Rules and organization policies
Procedures for activities
Cultural norms
Systems and processes

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15
Q

Governance Frameworks influence how:
3

A

Objectives are set and achieved
Risk is monitored and assessed
Performance is optimized

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16
Q

When we’re talking about management we’re talking about what management ______. So we’re still talking about governance in some sense.

A

allows us to do as a project manager

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17
Q

When we have common governance across portfolios, programs, and projects, these endeavors share common governance over these four factors:

A

Alignment
Risk
Performance
Communications

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18
Q

What are 9 management elements of governance?

A

Division of work
Authority to perform work
Responsibility to perform work
Discipline of action
Unity of command
Unity of direction
Organization goals take precedence over individual goals
Paid fairly
Optimal use of resources

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19
Q

What are 7 additional management elements of governance?

A

Clear communication channels
Right materials to the right person for the right job at the right time
Fair and equal treatment of people in the workplace
Clear security of work positions
Safety of people in the workplace
Open contribution to planning and execution by each person
Optimal morale

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20
Q

Clear security of work positions means

A

Know what people own and don’t get in the way and don’t let other people get in the way.

Defined swimlanes for each worker.

21
Q

Real physical safety concersn are called _______.

A

pure risks

22
Q

3 different ways of completing projecrts

A

Completing projects for others - client-vendor relationship
Completing projects internally through a system - management by projects
Completing projects as needed - lack of project support systems

23
Q

Different organizational structure types influence how much ____.

A

power you have as a project manager

24
Q

We might structure our organization by LOB meaning

A

Lines of Business, similar to department, structured into different capability groups

25
Q

What are 14 organizational structure factors?

A

Organizational objectives alignment
Structure by capabilities
Control, efficiency and effectiveness
Escalation of decisions
Scope of authority
Simplicity of design
Delegation capabilities
Accountability
Responsibility
Efficiency
Cost
Physical location
Clear communication

26
Q

Power is usually fluctuating between the ____ and the _____ based on the type of structure your organization has.

A

functional manager
project manager

27
Q

What are ten Organizational Structure Types
(Important)

A
  1. Organic or simple
  2. Functional (centralized)
  3. Multidivisional
  4. Weak matrix
  5. Balanced matrix
  6. Strong matrix
  7. Project-oriented (composite, hybrid)
  8. Virtual
  9. Hybrid
  10. PMO Structure
28
Q

Organic (Simple) Structure

A

Work groups within the organization are flexible
People work alongside one another regardless of their roles in the organization.
Project manager may have little to no authority over the project resources.
Resources dedicated to the project are low.
Owner of the organization will be the individual in charge of the budget.
Unlikely that there’ll be any administrative staff to help the project manager.

29
Q

The main characteristic of the organic structure

A

they’re not big into roles or titles, people jump in and do the work

30
Q

Functional Organizations

A

Sometimes called centralized organizations
Clear division of business units (departments)
Project managers in a functional organization:
Projects generally fall into one department and are handled by that department’s PMs
Project managers have little authority and autonomy
report to a functional manager
project coordinators or team leaders
part-time role
little or no administrative staff
functional manager manages the project budget

31
Q

Multividivisonal structure

A

Replications of function for each division. So you might have a manufacturing division and an it department in there. and then a finance division and then an IT group within that.

Similar to functional organization
Project manager will have little authority
Project coordinator
resources for the project will be part time (day to day duties are still carred out, operations etc)

Could be a part-time administrative staff (administrative assistant or scribe)

Functional manager manages project budget

32
Q

Different types of matrix organizations and what the types mean

A

Weak
Balanced
Strong

describe the power of the PM in those organizations

33
Q

Weak Matrix

A

Team has a blend of departmental and project duties
Comes from all over the company
Project manager has:
limited authority
management of a part-time project team
Part time
project coordinator or team leader is title
part-time administrative staff

Functional manager manages the project budget

34
Q

Balanced Matrix

A

Describes the authority shared by the pm and functional manager

Project manager still has low to moderate amount of authority
Management of a part-time project team
Partime role as a project manager
May have part-time administrative staff to help esxpedite the project

Project manager and functional manager share management over the project budget

Sounds nice, but becomes a power struggle

35
Q

Strong Matrix

A

Project manager has moderate to high level of power
management of a part time to nearly full time project team
full time role as a project manager
and might have full time adninistratve staff to expedite

project manager manges the project budget

36
Q

Project Oriented Structure

A

Groups co located or not all work on this project full time. The only project we work on at a given time.

You might see it as projectized

The project manager has complete or close to complete power
High level of autonomy over projects
The team and the manager will work full time on this project
A full time administrative staff
PM manages the budget

37
Q

Virtual Organization

A

Doesn’t mean we’re all distributed. We have all these different departments, but we have one person who represents each department, a point of contact.

Utilizes a network structure within the organization
Communication can be a challenge
Project manager has low authority over the project team
Shares authrotiy over the project budget with the functional manager
Project manager could be full time or part time
Project team members are likely to be part time
Administrative staff for the project could be part time or full time

38
Q

Hybrid Organizatoin

A

Any type of a blend you want
Composite structure
Special projects
Project manager power unique to the structure

39
Q

Project Management Offices Structure

A

PMO organizes and manages control over all projects

Uniform approach for all projects
PMO can help pm’s share resources across projects
Offer coaching and communication
Change control and stakeholder management
Help resolve issues

40
Q

What are some oranizational project assets the PMO provides?

A

Training
Software
Templates
Standard project management approaches

41
Q

Characteristics of Directive PMO

A

When the organization wants to do a project, they give the PMO the project.

The project manager is part of the pmo

42
Q

Characteristics of controlling PMO

A

Defines project governance - they create the framework and give it to the pm, who is not necessarily part of the pmo

set required templates and forms

define project management activities

set communication requirements

pmo control is considered to be moderate

there is some oversight, but they’re not as controlling as directive

43
Q

Characteristics of supportive pmo

A

The PMO acts as a coach or consultant but they don’t control the pm

They offer advice
give best practice
lessons learned
give forms and software
relay project information from similar projects

PMO control is low

44
Q

What three things does the governance framework address and what one thing does it not address?

A

Alignment with the organizational mission
Performance on time, cost and scope
Communication with stakeholders

Change control procedures

45
Q

When is the likelihood of failing to achieve the objectives the highest within your project?

A

At the start of the project.

Projects are most likely to fail at the start. As the project moves closer to the project completion, its odds of finishing successfully increaase.

46
Q

Organization Knowledge Repositories allow us to

A

take information from our previous projects and make it useful.

47
Q

What do organizational knowledge repositories do?

A

Cataloging
Archiving
Retrievable
OPAs are part of knowledge repositories
Archive at closure

48
Q

We always archive at closure because it’s part of the _______.

A

business value

PMP Training (7 decks)

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