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Project management > Chapter10 > Flashcards

Chapter10 Flashcards

1
Q

PMIS (Project Management Information System)

A

A framework and methodology for collecting, organizing, storing, processing and disseminating information needed to manage projects

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2
Q

PMIS Objectives

A

Provide the basis for the strategic direction of the project

Provide the basis to plan, monitor and evaluate projects

Show the interrelationships among cost, schedule and technical performance for the entire project

Help identify project problems before they occur

Enable team to continuously monitor, evaluate, and control project resources

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3
Q

PMIS Provides Info For…I

A

Project planning – scheduling, budgeting and resource allocation

Integration of cost, schedule and work performance

Integration of activities across functional areas

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4
Q

PMIS Provides Info For II

A

Filtering information to identify problems and to determine project status

Analysis of variance, performance and forecasting

Controlling changes to system configuration and project plan

Reviewing and updating program status

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5
Q

Good Project Reports I

A

Isolate significant variances and identify the reasons they occurred

Emphasize the quantitative and specific rather than the subjective and general

Describe risks – anticipated this reporting period, occurred, response success, and anticipated next reporting period

Describe the specific cost, schedule and technology (quality) impacts on project elements

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6
Q

Good Project Reports II

A

Indicate effects on project baselines

Describe specific corrective actions taken and planned

Assign responsibility for action and give expected dates for improvement

Reference corrective action plans in previous reports

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7
Q

Benefits of Sharing Project Information

A

Promotes trust, empathy and more mature relationships among project stakeholders

Facilitates solution of problems with the project

Keeps team members working together cohesively and concurrently in the use of project resources

Builds networks with project stakeholders

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8
Q

Value of Project Information

A

“Information has no real value except as it is used effectively in the management of the project. It does not automatically lead to an effective management process. Information does not ensure success, but lack of information can contribute to project failure.”

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9
Q

Information to Support Project Decisions (Part I)

A

Progress to Date

  • Cost Performance
  • Schedule Performance
  • Technical

Detailed Plans

  • Scope
  • Deliverables
  • Roles
  • Schedules
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10
Q

Information to Support Project Decisions (Part II)

A

Business Case

  • Purpose
  • Benefits

Resource Requirements

  • People
  • Funding

Risks

  • Events
  • Impacts
  • Mitigation Plans
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11
Q

Purpose of Project Review Meetings

A

communicate and assess project evaluative information

identify and quickly correct deviations from project plan

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12
Q

Project Review Meetings (Informal Review “Peer Reviews”)

A

Held frequently and regularly

Involve members of the project team

Focus on project status, special problems, emerging issues, and project performance

Participation depends on project phase and issues at hand

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13
Q

Project Review Meetings (Daily Standup Meeting)

A

Held at the start of each day

Short (15 minutes) and to-the-point

An update on status
-team members give a quick run-though of yesterday’s progress and today’s next steps

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14
Q

Project Review Meetings (Formal Reviews)

A

Scheduled at milestones or critical project stages; e.g.,

Preliminary review
-Assess how well the functional design specifications fit the basic operational requirements

Critical review
-Check design for conformance to the preliminary design specifications

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15
Q

Project Review Meetings (Action Plan)

A

Created for each identified problem

Might include

  • statement of the problem
  • objectives in resolving it
  • the required course of action
  • target date
  • person responsible

Each meeting starts with a status review of items on the action plan

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16
Q

When is time to Terminate Project?

A

Project now lacks strategic fit

Customer’s needs have changed

Competition threatens project results

A new, superior alternative has emerged

Serious cost and schedule overruns

Technical performance is compromised

Technical risks too great

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17
Q

How to terminate project?

A

Share the decision - tell all those affected

Revisit the need – how will original purpose be addressed?

Manage resource impacts – account for all resources used, available and requiring disposal.

Tie the loose ends – review all on-going activities for completion or closure.

Capture the experience – a lot can be learned from a termination

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18
Q

Project-Functional Interface

Project Manager vs Functional Manger

A 
Project Manager
 What is to be done?
 When will tasks be done?
 How much money is available for tasks?
 How well has the total project been done?
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19
Q

Project-Functional Interface

Project Manager vs Functional Manger

A 
Functional Manager
 How will the task be done?
 Where will the task be done?
 Who will do the task?
 How well has the functional input been integrated into the project?
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20
Q

Advantages of Functional Organizations

A

Personnel can be used on many projects

Specialists can be grouped to share knowledge and experience

Improved continuity in the functional disciplines, procedures and policies

Communication channels are vertical and understood

Clear career path for professionals

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21
Q

Disadvantages of Functional Organizations

A

Project orientation is often lacking

Project accountability is often unclear

There is no direct customer focal point or contact

Ideas tend to favor functional perspective

Coordination between functional units is complex and challenging

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22
Q

Where is project team? (Matrix Organization)

A

Project Manager is assigned to oversee project and interacts on an equal basis with functional managers. This PM and the functional managers jointly direct work flow and approve technical and operational decisions. The PM has some supervisor authority over the project team.

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23
Q

Advantages of Matrix Organizations

A

Project emphasized by designating a single responsible project manager

More responsive to changes than functional organization

More efficient utilization of project personnel

Increased knowledge transfer between projects

Maintains strong technical base in functional “home” office

Provides career paths and opportunities for functional specialists.

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24
Q

Disadvantages of Matrix Organizations

A

Dual reporting relationship - balance of power between functional and project groups must be watched

Resource allocation conflicts among project managers may require management intervention

Increased complexity in managing conflict, information flow, performance appraisals

Project assignments may impede career progression for functional experts

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25
Q

Three Types of Matrix Organizations

A

Functional Matrix

Balanced Matrix

Project Matrix

26
Q

Functional Matrix

A

A person is formally designated to oversee the project across functional areas. This person has limited authority over the functional people involved and serves primarily to plan and coordinate the project. The functional managers retain primary responsibility for their segments of the project.

27
Q

Project Matrix

A

A manager is assigned to oversee the project and is responsible for completion of the project. Functional managers’ involvement is limited to assigning personnel as needed and providing advisory expertise. involvement.

28
Q

Where is the project team? (Project Organization)

A

Project Manager is put in charge of a project team composed of a core group of people assigned to the project on a full time basis. The functional managers have no formal involvement. The PM often has complete supervisor authority over the team.

29
Q

Advantages of Project Organizations

A

Provides complete line authority over project

Project team members work directly for the project manager

Very rapid reaction to problems

Project communication channels are effective

Integration is “easy”

30
Q

Disadvantages of Project Organizations

A

Duplication of resources makes it very expensive

Tendency to retain team members long after they are needed

Technology suffers, inadequate attention placed on developing organizational capabilities

Lack of career continuity and opportunities for project team members

31
Q

PMO (Project Management Office)

A

Department or group responsible for conduct of project management in an organization or division.

The PMO has a major role in:

  • Setting and enforcing project management methodology
  • Providing mentoring and consulting services for PMs
32
Q

PMO Functions (Main Purpose)

A

Increase competency of PMs in the organization

Allocate and coordinate project resources

Set and enforce standards for project management

Assist PRB in portfolio management

33
Q

PMO Functions

A

PM Standards and Support
PM Competency
PM Resources
Portfolio Management

34
Q

PM Competency (Part I)

A 
PM Competency 
Standards/Criteria
-Set PM competency requirements 
-Assess individual PM competency
-Determine need for internal vs. external PMs 
-Develop training plan

Education and Training (non-technical)

  • Conduct project methodology training
  • Conduct basic and advanced PM skills training (e.g., scheduling, leadership)
  • Conduct processes and procedures training
35
Q

PM Competency (Part II)

A

Professional Certification

  • Encourage professionalism
  • Develop and support internal/external certification programs
  • Prepare PM for certification

Career Path Management

  • Establish PM career path
  • Coach and counsel for career paths
  • Track career paths
  • Perform annual performance reviews
36
Q

PM Resources (Part I)

A

System and Software

Select and implement

  • PM software
  • Communication systems; e.g., internet/intranet, telecom

Manage PMIS

  • Manage interface with systems for finance, HR, procurement, etc.
  • Maintain databases
  • Gather/track time sheet information
37
Q

PM Resources (Part II)

A

Multi-Project Resource Management

  • Assess and allocate resources (including PMs)
  • Resolve resource conflicts/set priorities
  • Track/report summary status of all projects

PMO and Project Facilities

  • Manage PMO office
  • Schedule project conferences and meeting rooms
  • Set up onsite and remote project facilities
38
Q

PM Resources (Part III)

A

Knowledge Management:

  • Set guidelines/requirements for documenting best practices and lessons learned
  • Sponsor PM get-togethers (informal discussion groups or formal seminars, status meetings)
39
Q

PM Standards and Support (Part I)

A

Standards and Metrics:

  • Incorporate best business practice into PM standards
  • Set technical standards
  • Set time and reporting standards
  • Set documentation standards
  • Set metrics for project performance assessment and reporting
  • Establish standards for report preparation and distribution
40
Q

PM Standards and Support (Part II)

A

Mentoring
Provide project mentoring to PMs and executives
Facilitate project team activities

Consulting
Provide technical expertise
Assist PM knowledge transfer

Project Management Methodology
Develop, implement, maintain, and improve PM methodology

41
Q

Portfolio Management (Part I)

A

Assist Project Review Board (PRB)

Provide overview information about projects in portfolio

Assist with portfolio decisions:
Project prioritization
Approval
Cancellation

42
Q

Portfolio Management (Part II)

A

Assist Project Review Board (PRB) (cont.)

Ensure each project meet requirements for each gate

Track resource allocation for all projects vs. requirements for current projects

Provide status reports to PRB about relative performance for all projects (use “dashboard,” etc.)

43
Q

Functions of a Mature Project Office

A 
Methods and Standards
Just-In-Time Training
Project Support
Project Consulting and Mentoring
Project Managers
44
Q

Choosing the Right PMO

A

Weather Station
Control Tower
Resource Pool

45
Q

The Weather Station

A

The weather station tracks and reports events without directly influencing them.

Functions:

  • Reports project progress
  • Tracks cost and compares to budget
  • Tracks and reports major risks and issues
46
Q

The Control Tower

A

The control tower treats project management as a business process to be protected and nurtured.

Functions:
-Establishes standards for managing projects
-Consults on following standards
-Enforces the standards
 Improves the standards
47
Q

The Resource Pool

A

The resource pool establishes a repository of project management expertise available to executives.

Functions:

  • Provides pool of skilled project managers
  • Supervises and develops project managers
  • Provides career path for project managers
48
Q

7 Secrets of Successful Project Office

A

Rein in runaway projects

Assist project startups
-Establish estimating and risk process

Review and manage the project portfolio

Conduct project reviews and audits

Organize and manage the resource pool

Identify and develop project managers

Establish and enforce a project management process

49
Q

Project Stakeholder Management

A

Stakeholders are simply the individuals or institutions that share a stake or an interest in the project.

50
Q

Managing the Stakeholders

A

Identify stakeholders

Gather information

Identify stake

Determine strengths/weaknesses

Predict stakeholder behavior

Implement stakeholder management strategy

51
Q

Tips for Managing Stakeholders Tip 1:

A

When you identify stakeholders remember there a primary and secondary stakeholders

Primary: those persons and groups that have a legal contractual relationship to the project

Secondary: those who influence or affect, or are influenced or affected by, the project but are not regularly engaged in transactions with the project and may not be essential for the project’s survival

52
Q

Tips for Managing Stakeholders Tip 2:

A

Before you gather information develop a plan - and be sure you consider:

 What information is needed
 Where can it be obtained
 Who will obtain it
 Who will use it
 How can it be secured
53
Q

Tips for Managing Stakeholders Tip 3:

A

Remember there are lots of sources of information to consider:

Internet sites
Project team members Business trade journals and periodicals
Professional societies
Corporate reports
News articles
Government
54
Q

Tips for Managing Stakeholders Tip 4:

A

When evaluating stakeholder strengths and weaknesses consider:

 Availability of resources
 Existence of political alliances
 Degree of public support
 Quality of strategies
 Degree of organization
 Level of commitment of members
55
Q

Tips for Managing Stakeholders Tip 5:

A

When you identify stake consider:

 Mission relevancy
 Economic interest 
 Legal right 
 Political support 
 Health & safety 
 Lifestyle
 Opportunism
 Survival
56
Q

What are the leading project management problems?

A 
Resources inadequate
Meeting Deadlines
Unclear goals
Uncommitted team members
Insufficient planning
Communication breakdown
Changes in goals/resources
57
Q

What project management skills make a difference in successfully managing projects?

A 
communication skills
organizational skills
team building
leadership
coping
technological
58
Q

Project Manager Role

A 
Direction setter
decision maker
change agent
communication hub
entrepreneur
evangelist
integrator
59
Q

PM Responsibilities (Part I)

A

Planning the Project

Leading the project team

Managing Stakeholders

Maintaining contact with customers

Monitoring project status

60
Q

PM Responsibilities (Part II)

A

Communicating project status

Identifying technical and functional problems and solving them

Resolving Conflicts

Recommending termination or redirection when appropriate

61
Q

Project Leader (define)

A

that individual who leads a project team during the project life cycle and accomplishes the project objectives on time and within budget

Project management (7 decks)

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