Chapter 27 - Project Management Flashcards
Administrative supervisor
The supervisor from the functional area to where the employee reports
Agile approach
The project life cycle is repeated in many iterations
Balanced matrix organization
In this organizational structure, a project organization exists within the existing functional hierarchy and the project mangers is recruited from on of the functional departments to serve as the leader of the project
Compliance projects
Projects that include self-imposed initiatives organizations place on themselves, industry-imposed compliance where organizations must meet a minimum level of stakeholder expectations, and government or regulatory compliance that organizations must meet in order to remain in business
Consultant
Individual who provides specialized expertise to the project that may not exist within the current employees
Contractor
Individual added to the team for his or her specialized skills and detailed knowledge not available within the existing employees; or who may be added to increase the work capacity of the existing project team
Expense projects
Projects where new and improved information is created
Functional organization
Organization where each employee has a single supervisor and employees are grouped in departments by specialty or subspecialty
Gantt chart
A graphic tool used to plot tasks in project management that shows the duration of project tasks and overlapping tasks
Industry knowledge
Awareness of regulatory and legal requirements, past and future trends within the industry, and experience with projects in the industry
Iterative approach
Executing projects in releases
Matrix organization
Organization where employees report to an administrative supervisor from the original functional area to carry out their operations work but may also report to a functional supervisor to manage their work on the project
Operations
Organization plans that do not have a specified end date and the work is repeated routinely
Organizational experience
Provides the project manager with an understanding of how projects are executed within the context of the organization
Outsourcing agency
A company that enters into a contract with a healthcare organization to perform services sch as clinical coding or transcription
Process knowledge
Competency developed by identifying and understanding all of the processes used across one or more project management methodologies
Professional behavior
Consists of the ability to manage project resources, guide a team through motivation and goal setting, communicate effectively with all project stakeholders, understand the project complexities as well as the external environments affecting the project, applying good judgment in evaluation of the project environment leading to good decision, and demonstrating ethical and professional behaviors to achieve the desired project results
Program
Make up of several related projects and each project contributes to the overall objectives of the program
Program management
Another layer of management over projects where a program manager guides and coordinates the set of individual projects to ensure they produce deliverables that can be used by other projects within the program
Project
A temporary and single instance of work involving specialized individuals working together to achieve a specific goal within resource and time limitations
Project budget
Resource expense are calculated to determine how much money can be spent
Project champion
An executive in the organization who believes in the benefits of the project and advocates for the project
Project coordinator
Typically, a HIM professional wit experience working with different departments within the HIM area, who works with the functional manager of each department to get work completed
Project expediter
Tasked with materials management and logistics for the project, this individual works as a staff assistant and communications coordinator
Project failure
Occurs when the entire scope identified is not delivered, all work is not completed before the targeted date, or all work cannot be completed while remaining within the defined resource budget
Project management
A formal set of principles and procedures that help control the activities associated with implementing a usually large undertaking to achieve a specific goal, such as an information system project
Project management constraints
Schedule, budget, and scope of the project
Project management lifecycle
The period in which the processes involved in carrying out a project are completed, including project definition, project planning and organization, project tracking and analysis, project revisions, change control, and communication
Project manager
Individual responsible to ensure the work is planned, organized, assigned, directed, and monitored and that the project is completed within the constraints of scope, schedule, and budget
Project performance
Represents the project manager’s ability to apply the project process knowledge and technical skills to the project environment
Project portfolio management
Method used to identify, select, and prioritize projects and programs in a manner to make best use of the limited resources
Project portfolio manager
Individual responsible for ensuring all projects and programs within the portfolio produce benefits to the organization
Project scope
- The intention of a project 2. The range of a project’s activities or influence
Project sponsor
Project owner; often ither the functional leader expressing the need for change or a leader over the functional area most likely to be affected of benefitted by the project
Project stakeholder
Anyone with an interest in the project deliverables
Project team
Individuals with knowledge or skills specific to the project needs
Projectized organization
Organization where the operational department structures focused on a specialty or subspecialty are replaced by multidisciplinary project teams lead by a project manager
Requirements document
A detailed collection of expectation for the project output
Revenue projects
Projects that result in new or expanded products or services
Scope creep
A process in which the scope of a project grows while the project is in process, virtually guaranteeing that it will be over budget and behind schedule
Strong matrix organization
In these organizations, project managers are not functional staff members assuming the role of project manager but rather project manager specialists reporting to a manager of project management; it is very similar to the balanced matrix but includes a department of project managers
Triple constraint
Schedule, budget, and scope as project management constraints
Users
All internal and external stakeholders who are directly affected by the project deliverables
Variance
The difference between the original project plan and current estimates
Waterfall method
Sequential method of completing the project phase
Weak matrix organization
In this organization, the project manager role does not exist, but a project expediter role is used to work directly with the functional staff rather than through the functional managers
Work breakdown structure (WBS)
A hierarchical structure that decomposes project activities into levels of detail
