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2122WS FPM > 2 Project Organisation > Flashcards

2 Project Organisation Flashcards

1
Q

What are the basics of organization?

A
  • organizational structure: distribution of tasks and competences
  • sequence of tasts
  • balance archieving joint goals and goals of individual members #goalconflicts
  • need for communication to balance goals
  • projects: self organization
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2
Q

parameters of an organizational struture’s design

A
  • specialization
  • delegation
  • coordination
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3
Q

models of an organizational structure

A
  • staff/line project organization
  • matrix project organization
  • pure project organization
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4
Q

staff/line organization

A

hierachy of the company is not changed

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5
Q

Pros of staff/line organization

A
  • Simple organizational implementation
  • Flexible personnel deployment
  • Staff as a mediator
  • Relatively high acceptance
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6
Q

Cons of staff/line organization

A
  • No centralized responsibility
  • Missing identification with the project
  • Low motivation from participants
  • Extended response time
  • Tensions between staff and line management might rule out solution
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7
Q

pure project organization

A
  • project is managet by independent project team
  • project team is an organziational unit
  • project management is fully responsible
  • project manager leads group of experts
  • experts are responsible for their tasks assigned
  • project team works exclusivly on the project
  • team members are reintegrated in their former positions or leave at the end of the project
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8
Q

Pros of pure project organization

A
  • High motivation and identification with the project
  • Clear authority
  • Entrepreneurship within the company (Intrapreneurship)
  • Fewer delays, since routine operations does not get in the way
  • Standardization of projects possible
  • Quick reaction time when something goes wrong, adjustments through project‘s own resources
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9
Q

Cons of pure project organization

A

• High overhead costs (more effort to establish)
• Integration of project result may be
difficult
• Reintegration of employees at the end of the project (insecurity)
• Further employee training only occurs when it‘s beneficial for the project
• Opportunity cost from having to commit competent employees full time to the project

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10
Q

matrix project organization

A
  • combination of pure and line project organization
  • project management is responsible for planning, controlling and monitoring
  • line managers are responsible for execution
  • authority to issue directives: split between project leader and line manager
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11
Q

types of authority

A
  • technical authority

* disciplinary authority

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12
Q

technical authority

A
  • intensity of resource use
  • delegating work within the project group
  • procurement (award third party contract to provide service/product)
  • planning, control and monitoring of project tasks
  • call for meetings within project committee
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13
Q

What are your tasks, if you have disciplinary authority?

A
  • transfer / Recruit employees
  • salary, holidays
  • assessment, etc.
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14
Q

Pros of matrix project organization

A
  • Facilitates transfer or integration of specialized knowledge to the project
  • Line function offers flexible use of resources, specialized knowledge can be fully utilized
  • continuity of further education/training, high sense of security for employees
  • Low cost of organizational implementation
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15
Q

Cons of matrix project organization

A

• Risk of conflicts due to double assignment to line and project management (conflict of interests between managers, employees stuck in the middle)
• Employees having to prioritize between line and project tasks
• Cost related to division of authority
(coordination costs)
• Risk of conflict of jurisdiction
• Over-accurate documentation
• Blame casting and “bucket passing“

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16
Q

What are other “blended” forms of project management organization?

A
  • 100% line organization
  • staff/line organization
  • weak matrix organization
  • balanced power: task-based organization (balanced matrix)
  • strong matrix organization

• 100% pure project organization

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17
Q

objectives of successful project management

A
  • within time
  • within cost
  • at the desired performance/technology level
  • while utilizing the assigned resources effectively and efficiently
  • accepted by the customer
  • minimum of scope changes
  • without disturbing main work flow of the organization
  • without changing corporate culture
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18
Q

What are potential benefits/areas of improvement for any project?

A 
• identification of 
...functional responsibilities
...time limits
...a methodology for trade-off analysis
• minimize reporting
• measuring accomplishment vs. plans
• knowing when objectives cannot be met or will be exceeded
• early identification of problems
• improved estimating capability for future planning
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19
Q

What are (systematic) diffuculties in managing projects?

A
  • project complexity
  • project risks
  • customer’s special requirements
  • customer’s scope changes
  • changes in technology
  • forward planning
  • forward pricing
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20
Q

possible deliverables for a projects

A
  • hardware deliverables
  • software deliverables
  • interim deliverables
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21
Q

project phases

A
  1. project definition
  2. project planning
  3. project realization and controlling
  4. project closure
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22
Q

sub-phases/tasks of the project phase “definition”

A
  • target definition
  • enviroment analysis
  • operational structure
  • organizational structure
  • fesability studies
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23
Q

sub-phases/tasks of the project phase “planning”

A
  • structure planning
  • scheduling
  • cost planning
  • ressource planning
  • (risk management)
  • (change management)

(• quality management)

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24
Q

sub-phases/tasks of the project phase “realization and controlling”

A
  • reporting
  • earned value analysis
  • milestone trend analysis
  • risk management
  • change management

(• quality management)

25
Q

sub-phases/tasks of the project phase “closure”

A
  • approval
  • evaluation
  • knowledge management
  • project termination
26
Q

commom project management positions

A
  • project leader
  • project controller
  • configuration manager
  • requirement manager
  • requirements (systems) engineer
  • quality manager
  • test manager
  • change manager
  • project management officer (support)
  • work-package leader
  • sub-project leader
27
Q

What is an organizational interface?

A
  • two organizational entites
  • interaction is required
  • there is a potential for conflict

• no joint superior
=> thus: need for non-hierachical interface management

28
Q

Coordination/ Integration Measures

A 
impact on behavior of 
• indvidual 
• group
Reducing need for coordination 
• modularization
• buffer resources
• self-management / autonomy
29
Q

How can you impact on individual behavior?

A 
explicitly
• incentives
• training
• job rotation
implicitly
• vision/goals
• organizational culture
30
Q

How can you impact on group behavior?

A 
personal perspective
• staff
• commissions
• project-management
• cross-functional groups
impersonal
• internal markets
• programs & plans
• distance management (bring people closer together, e.g. make two people meet)
31
Q

levels of detail in process organization

A
  • project phase plan/model

* detailed scheduling

32
Q

project phase plan/model

A
  • shows most important work steps
  • each phase is completed with a milestone
  • used in a standadized form
33
Q

detailed scheduling

A
  • builds on project phase plan

* aligned more strongly with the specific project and its operational requirements

34
Q

benefits of a phase plan

A
  • complexity reduction
  • commitment to orderly approch
  • process more transparent and controllable
  • basis for division of labour
35
Q

phase model according to Heuer

A
  • information phase
  • concept phase
  • definition phase
  • development phase
  • prototype phase
  • manufacturing phase
  • use phase
36
Q

phase model according to Wildemann

A
  • initiation phase
  • conception phase
  • construction phase
  • Manufacturing and construction phase
  • Test and introduction phase
  • Operating phase
  • Decommissioning phase
37
Q

phase model according to Haberfellner

A
  • Initiation of the preliminary study
  • preliminary study
  • main study
  • detailed studies
  • system construction
  • system usage
  • system change
38
Q

phase model according to REFA

A
  • problem phase
  • data phase
  • development stage
  • evaluation stage
  • selection stage
  • control phase
39
Q

waterfall model (according to Royce for software developments)

A
  1. requirements
  2. analysis
  3. design
  4. coding
  5. testing
  6. operations
40
Q

PROS of the waterfall model

A
  • Planned procedure
  • Emphasis on the early phases (not equal to programming): 20-40% effort in the first three phases, 30-40% for coding, remainder for testing and implementation
  • Securing documentation
  • Simple structuring allows everyone to adhere to it and use derived milestones for project monitoring
41
Q

CONS of the waterfall model

A
  • With more innovative projects, requirements only become clear in “doing”. This leads to long cycles or wrong project results.
  • Leads to hierarchically dominated project work that destroys creativity
  • Difficult to capture change suggestions from all team members
42
Q

Can phases in the waterfall model overlap?

A

Yes, they can!

43
Q

potential deficies of classical project management

A

in high uncertainty situations

=> agile methods

44
Q

traditional project phases on the development and introduction of new products

A
  1. Pre-study => mock-up
  2. concept
  3. development => product completed with all features
  4. quality check => first customer input
  5. pilot
  6. release
45
Q

phases of an agile project

A
  • pre-study => mock-up
  • first customer input: iteration 1
  • reviews/feedback: iteration 2
  • … iteration 3
  • iteration n => product completed with all features
  • Quality check & pilot
  • release
46
Q

Basic idea of scrum

A 
• empirical, incremental and iterative approch
• sprints ever 2-4 weeks
• three principles:
1. transperancy
2. review
3. adjustment
47
Q

Scrum roles

A
  • scrum master (leads meetings, makes sure everyone follows the procedure)
  • team
  • product owner (respresents the requirements)
48
Q

Scrum products

A
  • product backlog (priotized requirements)
  • sprint backlog (list of tasks to be performed)
  • impediment list (major barriers to be overcome)
49
Q

regular meetings in scrum

A
  • daily scrum meeting

* sprint review meeting (after each sprint the customer receives an operational system)

50
Q

pretotyping

A

try assumptions as fast as possible by prototyping as simple as possible and retrieve data to validate/falsify your assumption

51
Q

What does data show for agile project management?

A

shorten project duration, but increase costs and effort

52
Q

objectives of successful stakeholder management

A
  • utilizing the assigned resources effectively and efficiently
  • accepted by the customer
  • minimum of scope changes
  • without disturbing main work flow of the organization
  • without changing corporate culture
53
Q

milestones of the waterfall model (according to Royce for software developments)

phase 1. requirements

A

• product requirements document

54
Q

milestones of the waterfall model (according to Royce for software developments)

phase 2. analysis

A
  • models
  • schema
  • business rules
55
Q

milestones of the waterfall model (according to Royce for software developments)

phase 3. design

A

• software architecture

56
Q

milestones of the waterfall model (according to Royce for software developments)

phase 4. coding

A
  • development
  • proving
  • integration of software
57
Q

milestones of the waterfall model (according to Royce for software developments)

phase 5. testing

A

• systematic discovery and debugging

58
Q

milestones of the waterfall model (according to Royce for software developments)

phase 6. operations

A
  • installation
  • migration
  • support
  • maintenance

2122WS FPM (6 decks)

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