Chapter 4 Project management Flashcards
before the project starts who must decide which of the 3 organizational structures will be used to tie the project to the parent firm
senior management
what are the 3 organizational structures that will be used to tie the project to the parent firm
- pure project
- functional project
- matrix project
- a small project focused team is used.
- team members are assigned solely to the team fo the duration of the project
- self contained team works full time
- when innovation and speed are priorities
pure project
team mebers are assigned from the functional units of the organization. the team members remain a part of their functional units and typically are not dedicated to the project
functional project
a structure that blends the functional and pure project structure. each project uses people from different functional areas.
matrix project
- who decides what tasks need to be performed and when ?
- who is in control of which people and technologies to use
in matrix project ?
- project manager
- functional manager
must decide whether a weak, balanced, or strong form of a matrix is to be used in the matrix project
senior management
regardlesss of which of the 3 major organizational forms is used who is the primary contact point with the customer
project manager
a series of related jobs usually directed toward some major output and requiring a significant period of time to perform
project
planning, directing, and controlling resources (people, equipment, materials) to meet the technical (scope), cost of resources, and time schedule constraints of a project
project management
3 goals project management is trying to meet
- scope (objectives)
- cost of resources
- time schedule
a specific event in a project
project milestone
the hierarchy of project tasks, subtasks, and work packages
work breakdown structure (WBS)
pieces of work within a project that consume time. the completion of all the activities of a project marks the end of the project
activities
- understanding total cost and make vs buy
- selecting and managing suppliers who meet cost, quality, delivery, and other performance specifications
analytical and interpersonal skills
- if everyone in the team talks roughly the same amount. odds are the team will succeed
conversational turn taking
team members or leaders need to show that they are listening by repeating what they are saying or closing their computer as examples
ostentatious listening
- the single greatest correlate with a groups success
- when you have both conversational turn taking and ostentatious listening
- when you have this it unlocks the teams best ideas, ability to work together, and innovative capacities
psychological safety
the sequence of activites in a project that form the longest chain in terms of their time to complete. this path contains zero slack time. it is possible for there to be multiple critical paths in a project.
critical path
activites that need to be completed immediately before another activity
immediate predecessor
the time that an activity can be delayed without delaying the entire project; the difference between the late and early start time of an activity
slack time
a project schedule that lists all activites by their early start times
early start schedule
a project schedule taht lists all activites by their late start times. this schedule may create savings by postponing purchases of material and other costs associated with the project
late start schedule
extension of the critical path models that considers the trade off between the time required to complete an activity and the cost. this is oftern referred to as “crashing” the project
time-cost models
