Chapter 2 - Examining The Project Life Cycle and the Organization Flashcards
adaptive life cycles
These life cycles anticipate frequent changes of the project scope, schedule, and costs. Stakeholder involvement is high as the project develops quickly and future phases are based on defined requirements and the results of preceding phases.
composite structure
An organizational structure that uses a blend of the functional, matrix, and projectized structures to operate and manage projects.
cultural norm
The accepted practices, culture, ideas, vision, and nature of an organization.
dedicated project team
This project team works full time on the project for the duration of the project.
enterprise environmental factors
Elements that create the boundaries for the project manager. These may help or hinder the project manager’s ability to navigate within the project. Examples include rules, regulations, industry standards and organizational procedures the project manager is obliged to follow.
fast tracking
A schedule-compression technique that allows phases to overlap in order to compress the schedule and finish the job faster. Fast tracking does increase project risk.
functional managers
The managers of the permanent staff in each organizational department, line of business, or function such as sales, finance, and technology. Project managers and functional managers interact on project decisions that affect functions, projects, and operations.
functional organizations
Entities that have a clear division regarding business units and their associated responsibilities. Project managers in functional organizations have little power and report to the functional managers. This is an organization that groups staff according to their expertise - for example, sales, marketing, finance, and information technology. Project managers in functional structures report to functional managers, and the project team exists within one department.
iterative and incremental life cycles
The project scope is defined early in the project, but the costs and scheduled are iteratively developed. The project moves through iterations of processes better to define the project’s product, time, and costs.
iterative relationships of project phases
Ideal for projects such as research. The next phase of the project is not planned until the current phase of the project is under way. The direction of the project can change based on the current work in the project, market conditions, or as more information is discovered.
kill point
An opportunity to halt the project based on project performance in the previous phase. Kill points typically come at the end of a project phase ans are also knows as phase gates.
matrix structure.
An organization that groups staff by function but openly shares resources on project teams throughout the organization. Project managers in a matrix structure share the power with functional management. Three types of matrix structures - weak, balanced, and strong - describe the amount of authority for the project manager.
operations management
Operations managers deal directly with the income-generation products or services the company provides. Projects often affect the core business, so these managers are stakeholders in the project.
organizational process assets
Resources that have been created to assist the project manager in managing the project better. Examples include historical information, forms, project approaches, defined procedures, and templates.
overlapping relationship of phases
Allows project phases to overlap to compress the project duration. This is also known as fast tracking.