Chapter 2 - Managing a Project Flashcards
Managing a Project
Organisational Structures
Functional,
Weak Matrix,
Balanced Matrix,
Strong Matrix,
Projectised and
Composite
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 phrases that the represent the evolution of a product, from concept through delivery, growth, maturity and to retirement.
PMO
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.
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 has a vested interested in a project’s operation and/or its outcome.
Projectized structure
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.
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, scope, time, 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 phrases that a project passes through from its initiation to its closure. Three types: predictive, Iterative and Incremental, adaptive.
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,
