Chapter 2 - Managing a Project Flashcards
Managing a Project
Organisational Structures
Functional, Project-Oriented, Matrix
Adaptive Life Cycle
A project lifecycle, also known as change- driven or agile methods, that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive lifecycles are also are integrated and incremental, but differ in that iterations are very rapid (2-4 weeks) and a fixed in Time &Resources.
Fast tracking
A practice of overlapping project phases.
Balanced matrix structure
An organisation where organisational resources are pooled into one project team, but the functional managers and the project manager share the project power.
Composite structure
An organisation that creates a blend of the functional, matrix and projectised structures.
Customer/user
The person(s) who will pay for an use the project’s deliverables.
Deliverable
A verifiable, measurable product or service created by phase and/or a project.
Functional Structure
An organisation that is divided into functions, and each employee has one clear function manager. Each department acts independently of this other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Influences
Persons who can positively or negatively influence a project’s ongoing activities and/or project’s likelihood of success.
Kill point
The review of a phase to determine if it accomplished its requirements. A kill point signals an opportunity to kill the project if it should not continue.
Negative stakeholders
A stockholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.
Performing organisations
The organisation whose employees or members are most directly involved in the project work.
Phase
The logical division of a project based on the work or deliverable completed within that phase. common examples include phases within construction. software development, or manufacturing.
Phase exit
The review of a phase to determine if 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 a project to exist and to succeed. He or she may try to positively influence the project and help to succeed.
Predictive life cycle
A form of project lifecycle in which the project scope, and the time and cost required to deliver that scope are determined as early in the life cycle as possible.
Product life cycle
The serious of phases that represent the evolution of a product, from concept through delivery, growth, maturity and to retirement.
Project Management Office - PMO
A departmental unit within an organisation that provides or ensures compliance with project governance. The office oversees and standardises the management of projects.
Project Management system
The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.
Project stakeholder
Anyone who will be impacted by the project or can positively or negatively influence the project. Their role is determined by the project managers and the stakeholders themselves.
Project-oriented or Projectised structure
The entire company is organised by projects, and the project manager has control of the project. Personnel are assigned and report to a project manager. “No-home”, once a project is finished team has no department to go back to.
Strong matrix structure
An organisation where organisational resources are pooled into one project team, but the functional managers have less project power that the project manager.
Weak matrix structure
An organisation where organisational resources are pooled into one project team, but the functional managers have more project power than project managers.
Project
Temporary endeavour with a beginning and an end. Creates unique product, result or a service.
Program
group of related projects
Portfolio
Includes a group of programs, individual projects, and other related operational work that are prioritised and then implemented to achieve a specific strategic business goal.
Operations
ongoing work to support the business.
Constraints
Cost, resources, scope, schedule, quality, risk, customer satisfaction,
Work performance data
Initial measurements and details about activities gathered during project work
Work performance information
During controlling, the work performance data are analysed to make sure the conform to the project management plan and to assess what they mean for the project as a whole; the result is known as a work performance information.
Work performance report
The work performance info organised into the wok performance report and is distributed to stakeholders.
Incremental and iterative life cycles
A project lifecycle where the project scope is generally determined early in the project lifecycle, but time and cost estimates of routinely modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successfully add to the functionality of the product.
Project management process
Is what you need to manage work. Processes are: Initiation, Planning, Executing, Monitoring and Controlling, Closing. Project management processes are iterative.
Project life cycle
series of phases that a project passes through from its initiation to its closure. Three types: predictive, Iterative and Incremental, adaptive.
It’s what you need to do the work.
Enterprise Environmental Factors
Refer to conditions that are not under control of project team, that influence or direct the project. Think of company’s culture and existing systems.
Organisational process assets
Plans, processes, policies, procedures, and knowledge bases specific and used by the performing organisation,
Organisational Project Management
Provides a strategic Framework to use and guide portfolio, program, and project management to achieve the organisation’s strategic goals.
Portfolio Management
Selects and prioritises programs and projects that will best achieve the organisation’s strategic goals.
Program Management
Coordinates the management of related projects to achieve specific benefits that support the organisation’s strategic goals.
Project Management
manages effort to develop specific scope, which supports the portfolio or program management objectives and, ultimately, the organisation’s strategic goals.
Types of PMOs -
Supportive - provides the policies, methodologies, templates, and lessons learned for managing projects within organisation. It typically exercises a low level of control over projects.
Controlling - provides support and guidance on how to manage projects, trains others in project management and project management software, assists with specific project management tools, and ensures compliance with organisational policies.
Directive - provides project managers for different projects, and is responsible for the results of those projects; all projects, or projects of certain size, type, or influence, are managed by this office. A directive PMO has a high level control over projects.
Project Sponsor/Initiator
the one who provides financial resources for the project, it also provides support for the project and projects the project form unnecessary changes. “Working together”.
Project team
Group of people, including project manager, who will complete the work of the project.
Role of a Functional Manager
managers and is responsible for the human and physical resources in a specific department.
Role of a Project Manager
Responsible for managing the project to meet project objectives and deliver value and benefits to the organisation:
Assigned no later than Initiation
Helps write project charge
in charge of project, but not necessary resources
Does not have to be a technical expert
Role of Portfolio Manager
Responsible for the governance at an executive level of the projects or programs that make up a portfolio.
Work includes:
Managing various projects or program that may be largely unrelated to each other
Ensuring selected projects provide value to organisation
Working with Senior Executives to gather support for individual projects
Getting the best return from resources invested.
Assumption log
repository of assumptions and constraints
Assumptions
what management and stakeholders believe to be true.
Data gatherin
Benchmarking Brainstorming Prompt Lists Checklists Interviews Market Research Questionnaires and survey
Data Analysis
Alternatives analysis Assumptions and constraints cost-benefit analysis Document Analysis Earned Value Analysis Performance Reviews Reserve Analysis Root Cause Analysis Simulation SWOT Trend analysis Variance Analysis What-if Analysis
Data Representation
Affinity diagrams Cause-and-effect diagrams Control charts Flow charts Hierarchical charts Histograms Logical data models Matrix diagrams/charts Mind mapping Probability and impact matrices Scatter diagrams Stakeholders engagement assessment matrices Stakeholder mapping/representation Text-oriented formats
Decision Making
Multicriteria decision analysis
Voting
Communication
Active listening Feedback Presentations Meeting management Communication methods Communications technology
Interpersonal and Team Skills
Conflict Management Cultural awareness Decision-making Emotional intelligence Facilitation Influencing Leadership Meeting management Motivation Negotiation Networking Observations/conversation Political awareness Team building
Estimating
Estimating Analogous Bottom-up Top-down Expert Judgement
