| Balanced matrix | A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished.
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| Dedicated project team | An organizational structure in which all of the resources needed to accomplish a project are assigned full time to the project.
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| Strong matrix | A matrix structure in which the project manager has primary control over project activities and functional managers support project work.
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| Matrix | Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.
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| Organizational culture | A system of shared norms, beliefs, values, and assumptions held by an organization's members.
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| Weak matrix | A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work.
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| Projectitis | A social phenomenon in which project members exhibit inappropriately intense loyalty to the project.
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| Projectized organization | An organizational structure in which core work is accomplished by project teams.
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| Network organization | An alliance of several organizations created for the purpose of creating products and services for customers.
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