Project Management 101 Flashcards
Lessons learned in Project Management 101 chapter of the workbook.
PMI Code of Ethics and Professional Conduct
Responsibility
Respect
Fairness
Honesty
Operations
Support day-to-day business activities
Project
Is a temporary effort
Project Management is the application of ___, ___, ___ to project activities to meet project requirements.
Skills, Tools and Techniques
The Project Manager has the ultimate responsibility of the project. It is ALWAYS the PM’s ____ and ____.
Fault for responsibility and success!
Project Constraints
Scope Budget Schedule Resources Risk Quality
Project
Specific scope driven by objectives.
Develops and implements plans.
Success is measured by product quality, timeliness, budget compliance and degree of customer satisfaction.
Controls project inter-dependencies to achieve specific benefits.
Portfolio
Has business scope that changes with strategic goals of the organization.
Utilized to achieve an organization’s strategic plan.
Selects the right programs or projects prioritizing the work and providing needed resources.
Program
Group of related projects
A project may or may not be a part of it, but it will always have projects.
PMO Type - Supportive Control
Low Control providing a consultative role supplying templates, best practices, training, managing lessons learned, etc.
PMO Type - Controlling Control
Medium Control; controls compliance to project management frameworks and methodologies.
PMO Type - Directive Control
High Control; directly manages all projects.
Functional Organization
Stove-piped organizational structure is where the project manager has little to no authority, little to no resources and functions as a part-time resource, coordinating meetings with the functional manager, controlling budget and project tasks. Each department will perform work independently regardless if it is for the same project.
Weak Matrix Organization
Structure is the same as a Functional Organization except the project manager functions more as a project coordinator or expeditor, but with limited authorization.
Balanced Matrix Organization
Recognizes the need for a full-time project manager, but without full authority.
Strong Matrix Organization
Project Manager has moderate to high authority with resources reporting to functional managers in various departments.
Projectized Organization
Project Manager has almost total independent authority with resources directly reporting.
Composite Organization
A structure combining two or more structures depending upon project type or requirements.
Based on company’s liking. This is usually not the most common approach, but works for some companies.
Organizational Process Assets (OPA)
Artifacts, practices or information from any participating entity that is used to perform or manage the project. Two Categories (Process and Procedures and Corporate Knowledge Base)
Enterprise Environmental Factors
Cultural or physical factors that influence, constrain or direct the project (marketplace and demand).
Governance or Federal Agency who oversees the company.
OPA Process and Procedures for Conducting Project Work…
Initiating and Planning Process Groups
Executing, Monitoring and Controlling Process Groups
Closing
OPA Corporate Knowledge Base
Organizational Standards, policies, procedures and project documentation.
Historical Information, lessons learned, and documentation from previous projects
List of 5 Process Groups
- Initiating Process Group - define a new project or phase. Initial scope is defined and initial financial resources are committed. (FRD)
- Planning Process Group - Processes performed to identify scope of effort. (DDD)
- Executing Process Group - processes performed in PM plan. (Coding)
- Monitory and Controlling Process Group - processes performed to track, review, and orchestrate processes and performance of project. (DEV-QA)
- Closing Process Group - formally complete the project, phase or contractual obligations (BUS-QA)
3 Parts of Project Information aligning with Date, Information, Knowledge and Wisdom Model
- Work Performance Data - is the raw observation and measurement during the project. [Comes out of executing process]
- Work Performance Information - is performance data from various project processes. [Put raw data into budget]
- Work Performance Reports - is the physical or electronic view of compiled information [Turn into Facts]
