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JS - PMP Flash > Organizational Project Management (4) > Flashcards

Organizational Project Management (4) Flashcards

1
Q

What is the main purpose of Organizational Project Management?

A

To ensure that the organization is undertaking the right projects and allocating critical resources appropriately

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2
Q

How would you describe the process of the Organizational environment?

A

Inputs: Vision, mission, strategy and market

Tools & Tech: Project, Program, and Portfolio Management

Output: Business Results

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3
Q

Compare Scope across the 3 levels of project management

A

Projects: Defined objectives; scope is progressively elaborated throughout the project life cycle

Programs: have a larger scope and provide more significant benefits

Portfolios: have an organizational scope that changes with the strategic objectives of the organization

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4
Q

Compare Change across the 3 levels of project management

A

Projects: expect change and implements processes to keep change managed and controlled

Programs: expect change from both inside and outside the program and are prepared to manage it

Portfolios: continually monitor changes in the broader internal and external environments

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5
Q

Compare Planning across the 3 levels of project management

A

Projects: progressively elaborate high level information into detailed plans throughout the project life cycle

Programs: develop the overall program and create high-level plans to guide detailed planning at the component level

Portfolios: create and maintain necessary processes and communication relative to the aggregate portfolio

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6
Q

Compare Management across the 3 levels of project management

A

Projects: manage the project team to meet the project objective

Programs: manage the program staff and the project managers; they provide the vision and overall leadership

Portfolios: manage or coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio

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7
Q

Compare Success across the 3 levels of project management

A

Projects: measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction

Programs: measured by the degree to which the program satisfies the needs and benefits for which it was undertaken

Portfolios: measured in terms of the aggregate investment performance and benefit realization of the portfolio

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8
Q

Compare Monitoring across the 3 levels of project management

A

Projects: monitor and control the work of producing the products, services, or results that the project was undertaken to produce

Programs: monitor the progress of program components to ensure that overall goals, schedules, budget, and benefits of the program will be met

Portfolios: monitor strategic changes and aggregate resource allocation, performance results, and risk of the portfolio

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9
Q

What are the 3 primary organizational structures?

A
  • Functional
  • Matrix (weak, balance, strong)
  • Project Oriented (aka. composite)
  • “Tight Matrix” is also called War Room/Co-location*
  • PMO Office*
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10
Q

What are the characteristics of a Functional Organization?

A
  • Functional Manager has ALL the authority
  • Resources report to functional manager
  • Project manager may be called as Project Expeditor / Coordinator
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11
Q

What are the characteristics of a Weak Matrix Organization?

A
  • Functional Manager has ALL the authority
  • Resources report to PM
  • Project manager may be called as Project Coordinator
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12
Q

What are the characteristics of a Balanced Matrix Organization?

A
  • Functional Manager and PM share authority
  • Resources report to PM
  • Project manager may be called as PM
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13
Q

What are the characteristics of a Strong Matrix Organization?

A
  • PM has more or equal authority
  • Resources report to PM
  • Project manager may be called as PM
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14
Q

What are the characteristics of a Project Oriented / Composite / Hybrid Organization?

A

A combination of functional and matrix orgs

  • PM from functional organization
  • Team from Matrix Org
  • PM authority HIGH to almost total
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15
Q

Describe the process of stakeholder analysis:

A

Systemataiclly gathering and analyzing qualitative information to determine whose interest should be taken into account when developing and/or implementing a policy or program

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16
Q

What is included within the stakeholders analysis?

A
  • Identify stakeholders
  • Identify Stakeholders needs, wants, expectations and interests
  • Identify their roles, responsibilities and their titles
  • Classify groups of interess
  • Identify areas of conflict
  • Maintain issues log
  • Prioritize, reconcile, and balance stakeholders
  • Communicate and distribute project project related info to stakeholders within timely manner
  • Align significant stakeholders needs with organizations strategies and actions
  • Group stakeholders based on their level of:
    • Authority (power) and their level of concern (interest)
    • Involvement (influence)
    • Influence or impact to the projects ‘planning’ or ‘execution’
17
Q

Project Sponsor - Roles and Responsibilities

A

The person or group that provides financial resources for the porject

18
Q

Project Manager - Roles and Responsibilities

A

The person responsible for managmening the project and managment the stakeholders, sommmunications, and overall project quality

19
Q

Performing Organization - Roles and Responsibilities

A

The enterprise whose employees are most directly involved in doing the work of the project

20
Q

Functional Manager - Roles and Responsibilities

A

Assigns personel and receives and evaluates individual peroformance reviews form the PM

21
Q

Customer - Roles and Responsibilities

A

Individual or organization that uses the projkects product

22
Q

Project Team Members - Roles and Responsibilities

A

The group that is performing the actual work of the project

23
Q

Project Managment Team - Roles and Responsibilities

A

Group of people who are directly involved in Project Managment activities (example: a home office)

24
Q

Buyer - Roles and Responsibilities

A

The person or group that buys/recieves goods and services from the seller

25
Q

Seller - Roles and Responsibilities

A

The person of group that provides/sells goods and services

26
Q

Product Owner - Roles and Responsibilities

A

Responsible on a team (or sub-team for large projects) level and responsible for the priortized work item list called product backlog, making decisions in a timely manner, and providing information to sponsors in a timely manner

Adaptive/Agile Role

27
Q

Scrum Master/Agile Coach/Team Faciliator - Roles and Responsibilities

A

Responsible for facilitating the team, obtaining resources for it, and protecting it from problems

Adaptive/Agile Role

28
Q

Cross Functional Team Members - Roles and Responsibilities

A

A generalizing specialist, sometimes calles a craftsperson, is someone who has one or more technical specialties so that they can contribute something of direct value to the team

Adaptive/Agile Role

29
Q

Explain the elements of the Stakeholders Power/Influence Grid

A

Also known as the Power/Interest Matrix

A tool that helps the PM to categorize project stakeholders with increasing power and interest in the project. Helps the PM foucs on the key stakeholders.

30
Q

Power/Interest Grid: Efforts required for High Power and low/less interested people

A

put enough work in to keep them satisfied but not so much that they become bored with your message

Top Left Quadrant

31
Q

Power/Interst Grid: Low power and low/less interested people

A

Monitor these people but do not bore them with excessive communication

Bottom Left Quadrant

32
Q

Power/Interest Grid: Efforts required for High Power and high interested people

A

the people that you MUST fully engage and make the greatest efforts to satisfy

Top right quadrant

33
Q

Power/Interest Grid: low power and high interest people

A

keep adequately informed, and talk to them to make sure that no major issues are arising

Bottom Right Quadrant

34
Q

What is the Stakeholder Cube model?

Aka. Project Stakeholder Potential or Attitude Cube

A

y-axis: Help

x-axis: Harm

z-axis (3D): Attitude

Whereas positive attitudes are less threatening to the project

35
Q

What is the Salience Model?

A

Format = Venn Diagram

Power: influence on outcome org, delvierables or project

Legitimacy: authority and level of involemnt on the project

Urgency: time expected from project stakeholders for responses to their expectations

36
Q

What is the Stakeholders Direction of Influence model?

A

Classifies stakeholders according to their influence on the work of the project.

Think organization hierarchical diagram

JS - PMP Flash (10 decks)

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