Chapter 2 Flashcards
Adaptive life cycle
This is a project life cycle that aniticipates many changes to the project scope and demands highly involved stakeholders. Because change happens often , change control is managed tightly by the project manager. This approach is also known as the agile project management methodology
Balanced Matrix Structure
An organization where organization resources are pooled into one project team, but the functional managers and the project managers share the project power.
Composite Structure
An Organization that creates a blend of the functional, matrix, and projectized structures
Customer/User
The person(s) who will pay for the projects deliverables.
Deliverable
A verifiable, measurable product or service created by a phase and/or project.
Functional Structure
An organization that is divided into functions, and each employee has one clear functional manager. Each department acts independantly of the other department. A project manager in this structure has little to no power and may be called a project coordinator
Influencers
Person who can positively or negatively influence a projects ongoing activities and/or the projects likelihood of success
Kill Point
The review phase to determine if it accomplished its requirements. A kill point signals an opportunity to kill the project if it should not continue.
Negative stakeholder
A stakeholder who does not want a project to succeed. He or she may try to negaitively influence the project and help it fail.
Performing organization
The organization whose employees or members are most directly invloved in the project work.
Phase
The logical division of a project based on the work or deliverable completed within that phase. Common examples include the phases within construction, software development, or manufacturing.
Phase exit
The review of a phase to determine it it accomplished its requirements. It signals the exiting of one phase and the entering of another.
Phase gate
The review of a phase to determine if it accomplished its requirements. Like a phase exit, a phase gate shows the qualifications to move from one phase to another.
Phase-end review
The review of a phase to determine if it accomplished its requirements. A phase end review is also called a phase exit, a phase gate, and a kill point.
Positive stakeholder
A stakeholder who wants the project to exist and succeed. He or she may try to positively influence the project to help it succeed.
Predictive lifecycle
The predictive lifecycle, also call the plan driven approach, is a life cycle that “predicts” the work that will happen in each phase of the project. The project plan, time, cost, and scope are defined early in the project and predict what is to happen to the project.
Product life cycle
The cycle of the product a project creates. For example a project can create a piece of software; the software then has its own life cycle until it becomes defunct.
Project life cycle
The collection of phases from the start of a project to its completion.
Project Management Office(PMO)
The business unit that centralizes the operations and procedures of all projects within an organization. The PMO supports the project managers through software. templates, and admninistrative support. A PMO can exist in any organizational strucure, but it is most common in matrix and projectised structures
Project management system
The defined set of rules policies and procedures that a project manager follows and utilizes to complete a project.
Project stakeholder
Anyone who has a vested interest in the projects operation and/or its outcome.
Projectized 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 the 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 the organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.
