Organizational Project Management (4) Flashcards
What is the main purpose of Organizational Project Management?
To ensure that the organization is undertaking the right projects and allocating critical resources appropriately
How would you describe the process of the Organizational environment?
Inputs: Vision, mission, strategy and market
Tools & Tech: Project, Program, and Portfolio Management
Output: Business Results
Compare Scope across the 3 levels of project management
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
Compare Change across the 3 levels of project management
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
Compare Planning across the 3 levels of project management
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
Compare Management across the 3 levels of project management
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
Compare Success across the 3 levels of project management
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
Compare Monitoring across the 3 levels of project management
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
What are the 3 primary organizational structures?
- Functional
- Matrix (weak, balance, strong)
- Project Oriented (aka. composite)
- “Tight Matrix” is also called War Room/Co-location*
- PMO Office*
What are the characteristics of a Functional Organization?
- Functional Manager has ALL the authority
- Resources report to functional manager
- Project manager may be called as Project Expeditor / Coordinator
What are the characteristics of a Weak Matrix Organization?
- Functional Manager has ALL the authority
- Resources report to PM
- Project manager may be called as Project Coordinator
What are the characteristics of a Balanced Matrix Organization?
- Functional Manager and PM share authority
- Resources report to PM
- Project manager may be called as PM
What are the characteristics of a Strong Matrix Organization?
- PM has more or equal authority
- Resources report to PM
- Project manager may be called as PM
What are the characteristics of a Project Oriented / Composite / Hybrid Organization?
A combination of functional and matrix orgs
- PM from functional organization
- Team from Matrix Org
- PM authority HIGH to almost total
Describe the process of stakeholder analysis:
Systemataiclly gathering and analyzing qualitative information to determine whose interest should be taken into account when developing and/or implementing a policy or program
What is included within the stakeholders analysis?
- 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’
Project Sponsor - Roles and Responsibilities
The person or group that provides financial resources for the porject
Project Manager - Roles and Responsibilities
The person responsible for managmening the project and managment the stakeholders, sommmunications, and overall project quality
Performing Organization - Roles and Responsibilities
The enterprise whose employees are most directly involved in doing the work of the project
Functional Manager - Roles and Responsibilities
Assigns personel and receives and evaluates individual peroformance reviews form the PM
Customer - Roles and Responsibilities
Individual or organization that uses the projkects product
Project Team Members - Roles and Responsibilities
The group that is performing the actual work of the project
Project Managment Team - Roles and Responsibilities
Group of people who are directly involved in Project Managment activities (example: a home office)
Buyer - Roles and Responsibilities
The person or group that buys/recieves goods and services from the seller
Seller - Roles and Responsibilities
The person of group that provides/sells goods and services
Product Owner - Roles and Responsibilities
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
Scrum Master/Agile Coach/Team Faciliator - Roles and Responsibilities
Responsible for facilitating the team, obtaining resources for it, and protecting it from problems
Adaptive/Agile Role
Cross Functional Team Members - Roles and Responsibilities
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
Explain the elements of the Stakeholders Power/Influence Grid
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.
Power/Interest Grid: Efforts required for High Power and low/less interested people
put enough work in to keep them satisfied but not so much that they become bored with your message
Top Left Quadrant
Power/Interst Grid: Low power and low/less interested people
Monitor these people but do not bore them with excessive communication
Bottom Left Quadrant
Power/Interest Grid: Efforts required for High Power and high interested people
the people that you MUST fully engage and make the greatest efforts to satisfy
Top right quadrant
Power/Interest Grid: low power and high interest people
keep adequately informed, and talk to them to make sure that no major issues are arising
Bottom Right Quadrant
What is the Stakeholder Cube model?
Aka. Project Stakeholder Potential or Attitude Cube
y-axis: Help
x-axis: Harm
z-axis (3D): Attitude
Whereas positive attitudes are less threatening to the project
What is the Salience Model?
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
What is the Stakeholders Direction of Influence model?
Classifies stakeholders according to their influence on the work of the project.
Think organization hierarchical diagram
