Exam 1 Flashcards
Definition of Projects
Projects are temporary endeavors with a start and end date, aimed at achieving unique objectives. They differ from ongoing operations, which are repetitive and continuous.
Key Properties of a Project
Defined goal - A project has a specific objective.
Temporary - Projects have a beginning and an end.
Unique - Each project is different from routine tasks.
Complexity - Projects involve various tasks that require coordination.
Difference Between Project Management & Process-Oriented Business Functions
Project Management: Focuses on unique tasks with a clear end date, often involving uncertainty and requiring coordination among diverse teams.
Traditional Business Functions: Focus on ongoing, repetitive processes like manufacturing or retail operations. These are streamlined for efficiency and rely on continuous cycles rather than one-off activities.
Stakeholder Management
Involves identifying and managing individuals, groups, or organizations that can affect or are affected by the project. Effective stakeholder management ensures that their needs and expectations are met.
Organizational Structure
Defines how responsibilities are distributed in an organization. It can either hinder or support project efficiency.
Forms of Organizational Structure
Functional: Departments are based on functions (e.g., marketing, finance).
Matrix: Employees report to both functional managers and project managers.
Projectized: Teams are structured around projects, with project managers holding significant authority.
Organizational Culture
Refers to the shared values, beliefs, and behaviors within an organization that shape how work is conducted. A strong culture supports project success by aligning employees toward common goals.
Six Criteria for a Useful Project Selection/Screening Model:
Realism: The model should reflect the reality of the project environment.
Capability: It should compare projects across different environments.
Flexibility: It should adapt to changes.
Ease of Use: Simplicity is key for practical use.
Cost-effectiveness: The model should not be overly expensive.
Comparability: It should allow comparison across multiple projects.
Checklists and Scoring Models:
Checklists: A simple method that helps in evaluating projects based on yes/no questions.
Scoring Models: Assign weights to different criteria and score projects accordingly, providing a numerical value for comparison.
Leaders vs. Managers
Leaders: Inspire and motivate the team towards the vision.
Managers: Focus on day-to-day tasks, ensuring objectives are met.
How the Project Manager Leads:
Task Behavior: Focus on achieving objectives.
Group Maintenance Behavior: Managing team dynamics and ensuring cohesion.
Traits of Effective Project Leaders:
Communication, empathy, integrity, adaptability, and decisiveness.
The Challenge of Managing International Projects:
Challenges include dealing with cultural differences, time zone variations, and legal regulations in multiple countries.
Key elements of Scope Management
Project Charter: Defines project objectives and key stakeholders.
Work Breakdown Structure (WBS): A hierarchical decomposition of the total scope of work.
Work Package: The smallest unit of work in the WBS.
Organizational Breakdown Structure (OBS): Shows who is responsible for different parts of the project.
Responsibility Assignment Matrix (RAM): Clarifies team roles and responsibilities.
Configuration Management:
Controls changes to project documents, plans, and deliverables.
