Chp 2 - Project Management Framework Flashcards
Define a project.
A temporary endeavor
Creates a unique product service or result
Not part of normal business operations
Organization is focused on the most important work
Why projects exist
To provide business value and deliver the benefits defined in the business case and the benefits management plan.
To bring a positive change to the organization, usually to add or improve products or services, satisfy legal or other regulatory requirements.
Governance
p16
Overall structure of the organization
Setting the policies and procedures for how work will be performed to meet high-level strategic goals
Ensuring that work conforms to standards and requirements
Governance Framework
Framework within which authority is exercised in organizations Rules Policies Procedures Norms Relationships Systems Processes
Process Management Process Groups
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Initiating Planning Executing Monitoring and Controlling Closing
Knowledge Areas
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Integration Scope Schedule Cost Quality Resource Communications Risk Procurement Stakeholder Mangement
Types of PMO organization
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Supportive - provides the policies, methodologies, templates, and lessons learned. Typically low level of control over projects
Controlling - provides support and guidance on how to manage projects, trains others, assists with specific project management tools, ensures compliance with Org policies. Typically moderate level of control over projects.
Directive - provides project manager for different projects and is responsible for the results of those projects. High level of control over projects.
Organizational Structure
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Functional - grouped by areas of specialization. Think silo. Team members complete project work in addition to normal departmental work. Communications occur with the department.
Project Oriented - entire company is organized by projects. Project manager has control of the project. Communications occur with the project. Can be called Composite or Hybrid.
Matrix - attempt to maximize the strength of both others. Think 2 managers, department and project. Communication goes from team members to both managers.
Strong - Project manager has power
Weak - Functional manager has power
Balanced - power is shared
Weak matrix Project Manager
Project Expediter - acts primarily as a staff assistant and communications coordinator. Cannot personally make or enforce decisions.
Project Coordinator - has some authority and power to made decisions and reports to higher level manager
Project Sponsor/Initiator
Provides financial resources
protecting project from unnecessary changes
helps define the business case and objectives
provides formal acceptance
Project Team
group of people who complete the work of the project
Stakeholder
Anyone who can positively or negatively affect the project could be customer or end user developing charter project management plan approving changes ...
Functional/Resource manager
Manages human and physical resources
Project Manager
manage the project to meet the objectives and deliver value
Constraints
Schedule Cos Scope Quality Customer Satisfaction Risk Resources
