Chapter 2 - Managing a Project

Question 1

Organisational Structures

Answer 1

Functional,

Weak Matrix,
Balanced Matrix,
Strong Matrix,

Projectised and
Composite

Question 2

Adaptive Life Cycle

Answer 2

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.

Question 3

Fast tracking

Answer 3

A practice of overlapping project phases.

Question 4

Balanced matrix structure

Answer 4

An organisation where organisational resources are pooled into one project team, but the functional managers and the project manager share the project power.

Question 5

Composite structure

Answer 5

An organisation that creates a blend of the functional, matrix and projectised structures.

Question 6

Customer/user

Answer 6

The person(s) who will pay for an use the project’s deliverables.

Question 7

Deliverable

Answer 7

A verifiable, measurable product or service created by phase and/or a project.

Question 8

Functional Structure

Answer 8

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.

Question 9

Influences

Answer 9

Persons who can positively or negatively influence a project’s ongoing activities and/or project’s likelihood of success.

Question 10

Kill point

Answer 10

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.

Question 11

Negative stakeholders

Answer 11

A stockholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.

Question 12

Performing organisations

Answer 12

The organisation whose employees or members are most directly involved in the project work.

Question 13

Phase

Answer 13

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.

Question 14

Phase exit

Answer 14

The review of a phase to determine if it accomplished its requirements. It signals the exiting of one phase and the entering of another.

Question 15

Phase gate

Answer 15

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.

Question 16

Phase end review

Answer 16

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.

Question 17

Positive stakeholder

Answer 17

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.

Question 18

Predictive life cycle

Answer 18

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.

Question 19

Product life cycle

Answer 19

The serious of phrases that the represent the evolution of a product, from concept through delivery, growth, maturity and to retirement.

Question 20

PMO

Answer 20

A business unit that centralises the operations and procedures of all projects within organisation. The PMO supports the project manager through software, templates, and admin support. A PMO can exist in any org structures but most common in matrix and projectised.

Question 21

Project Management system

Answer 21

The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.

Question 22

Project stakeholder

Answer 22

Anyone who has a vested interested in a project’s operation and/or its outcome.

Question 23

Projectized structure

Answer 23

An organisation 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.

Question 24

Strong matrix structure

Answer 24

An organisation where organisational resources are pooled into one project team, but the functional managers have less project power that the project manager.

Question 25

Weak matrix structure

Answer 25

An organisation where organisational resources are pooled into one project team, but the functional managers have more project power than project managers.

Question 26

Project

Answer 26

Temporary endeavour with a beginning and an end. Creates unique product, result or a service.

Question 27

Program

Answer 27

group of related projects

Question 28

Portfolio

Answer 28

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.

Question 29

Operations

Answer 29

ongoing work to support the business.

Question 30

Constraints

Answer 30

Cost, scope, time, quality, risk, customer satisfaction

Question 31

Work performance data

Answer 31

Initial measurements and details about activities gathered during project work

Question 32

Work performance information

Answer 32

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.

Question 33

Work performance report

Answer 33

The work performance info organised into the wok performance report and is distributed to stakeholders.

Question 34

Incremental and iterative life cycles

Answer 34

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.

Question 35

Project management process

Answer 35

Is what you need to manage work. Processes are: Initiation, Planning, Executing, Monitoring and Controlling, Closing. Project management processes are iterative.

Question 36

Project life cycle

Answer 36

series of phrases that a project passes through from its initiation to its closure. Three types: predictive, Iterative and Incremental, adaptive.

Question 37

Enterprise Environmental Factors

Answer 37

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.

Question 38

Organisational process assets

Answer 38

Plans, processes, policies, procedures, and knowledge bases specific and used by the performing organisation,