PMP 2#

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

Cultural norms describe the culture and the styles of an organization. Cultural norms, such as 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.

Enterprise environmental factors come from within the project, such as policy, or they be external to the organization, such as law or regulation."

Enterprise environmental factors come from within the project, such as policy, or they be external to the organization, such as law or regulation. "

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.

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.

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.

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.