PMM 6E Chp. 3 Flashcards
Blending Project and Meeting Management
Project Management
A business tool, process, and career path. Based on the systems of theory of organizational structure. This provides a roadmap for collaboration, communication and action for successful project development, implementation, and evaluation.
Project
An item, a collection of items, an activity or even an initiative
Project Managers
Lead a project team which usually consists of other department managers who have direct influence of project success.
Portfolio Manager
A specific manager who oversees multiple programs and projects that seem independent, yet are connected by their role in fulfilling an organization’s goal.
Program Manager
Oversees many activities that fit into a specific domain, i.e. multiple meetings held around the country for regional chapters of an association..
Initiating
The organization must make a decision on the basis of incomplete data. The facts in this stage are fluid. The key decision made in this stage is whether the meeting will happen.
Project Charter
Created in the initiating phase which includes basic information about the project and leads to a decision
Planning
The PM develops the project management plan in this phase and defines the project scope.
Project Scope
This indicates what the project is, as well as, what the project is not. This is imperative when the organization monitors and controls project associated tasks.
Scope Creep
Occurs when additional tasks are added to a projects plan that would result in unrelated outcomes.
Executing
Contracts are signed. Tasks are completed. and costs are encountered.
Monitoring/Controlling
This phase includes the collection of data to determine the status of assigned tasks. Controlling includes making decisions and taking steps to meet the project deadline and budget limits as necessary.
Closing
Projects must be concluded. Post event report. Surveys. Paying invoices. And providing lessons learned.
Knowledge Areas
Integration, Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement, & Stakeholder Management
Project Integration Management
Project charter authorizes the PM to start the project and commit enterprise resources to the project.
Project Scope Management
Define the project scope. This helps set limits to resource commitment and utilizes project objectives to guide the project lifecycle phases.
Work Breakdown Structure
Within Project Scope Management; identifies tasks and creates a framework for a timeline or schedule for each identified task.
Project Time Management
The PM must determine when each department needs resources, who is in charge of each task, which tasks are independent of others and when tasks are co-dependent.
Program Evaluation & Review Technique (PERT)
Used to convey relationships between tasks and how tasks are scheduled. The value of PERT charting is to assist in scheduling tasks when only some of the elements of the task are known
Critical Path Method (CPM)
An essential process. Provides a timeline, the tasks, and their relationships and may evolve as the project lifecycle advances. Tasks may be altered, shifted in time, added or subtracted.
Project Cost Management
The PM must follow contract obligations, accounts payable and receivable and the timing of cash flow throughout the project’s lifecycle.
Project Quality Management
Based on customer satisfaction. Satisfaction with the project outcome is of upmost importance.
Project Human Resource Management
Choosing the project team and assigning tasks as needed to complete the project on time. The PM is responsible for knowing when an employee is necessary for project success and which employee is best suited.
Project Communication Management
Focus on collaboration and excellent communication within the project team and with key stakeholders. Requires numerous communication delivery methods.
Project Risk Management
Associated with negative and positive events that impact the projects critical path or outcome. Risks are identified in a SWOT analysis by at least 3 characteristics: Probability, Potential Damage and Resource Needs. 4 Reponses: Absorb the risk, mitigate the damage, transfer the damage, or avoid the risk.
Project Procurement Management
Procurement could set policies for travel, overnight accommodations, food, contract obligations, reimbursement and limits. It may be difficult to decide when, how much and from whom to purchase.
Project Stakeholder Management
Internal and external stakeholders. Various means to profile stakeholders. External are typically of more concern to the meeting pro than to the PM. They consist of exhibitors, suppliers, meeting attendees, potential customers.
Supply Chain Management
The global process of identifying project suppliers and their suppliers to track potential threats and opportunities in the chain.
Change Management
Focused on people. Addresses how people will be managed when change is imminent, while change is implemented, and after a change has occurred.
