Project Management Framework

Question 1

Project

Answer 1

A project is a temporary initiative carried out with the aim of producing a unique product. With this definition, two characteristics can be highlighted: temporary and unique.

Temporary means that the project has a specific beginning and end.

Developing a unique product means that there is a certain degree of uncertainty.

Question 2

Progressive elaboration

Answer 2

The process of providing greater levels of planning detail as the project moves toward completion and as more and better information becomes available.

Question 3

Rolling wave planning

Answer 3

Rolling-wave planning is the process of project planning in waves as the project proceeds and later details become clearer

similar to the techniques used in agile software development approaches like Scrum.

Work to be done in the near term is based on high-level assumptions; also, high-level milestones are set.

Question 4

Operations

Answer 4

Operations tend to be permanent and instead of being unique, they often repeat the same process.

The permanent nature of operations is frequently a consequence of having objectives directly related to the organization’s main purpose.

The operation’s repetitive nature reduces the uncertainty over scope, schedule, and costs, supporting a more detailed planning.

Question 5

Differences Between Projects and Operations

Answer 5

Project
-Temporary
-Unique
-Progressively elaborated

Operation
-Permanent
-Recurrent work
-May be planned in detail

Question 6

Similarities Between Projects and Operations

Answer 6

• Have a purpose

-Requires planning and controlling

-Uses constartined resources

Question 7

Project Management

Answer 7

Project management is a professional activity that pursues project success through a structured application of initiating, planning, executing, monitoring and controlling, and closing processes.

Question 8

Keys to objectives: Planning Phase

Answer 8

establish objectives that are feasible

can be clearly verified by the project stakeholders

are integrated and achievable during the project life cycle.

Question 9

Keys to objectives: controlling Phase

Answer 9

keep the project aligned with its objectives

Maintaining this alignment can lead to correcting or preventing variances to the agreed-upon plan

Question 10

Rules to align project objectives to value

Answer 10

During planning, define objectives that deliver value to project stakeholders

During controlling, manage changes whenever the project is not delivering the expected value

Question 11

Managing value

Answer 11

Does not mean accepting changes without considering their impact

Project objectives should remain integrated, feasible, and credible

Managing value means understanding potential changes, analyzing their impact, and requesting their approval

Question 12

Project Failure

Answer 12

Projects fail when accumulated or estimated variances go beyond a tolerance limit

when they no longer deliver an acceptable level of value to one or more key stakeholders.

Question 13

Common reasons for project failure

Answer 13

Lack of management support

Poor management of key stakeholders

Ambiguous goals and requirements

Poor project management

Unfeasible estimates

Inadequate risk management

Lack of qualified resources

Poor change control

The project not being aligned with the organization’s strategy

Question 14

Ten project management Knowledge Areas

Answer 14

Integration management

Scope management

Time management

Cost management

Quality management

Human resource management

Communications management

Risk management

Procurement management

Stakeholder management

Question 15

Five project management Process Groups

Answer 15

Initiating - Authorizes the start of the project or phase

Planning - Defines project objectives and the actions required to attain them

Executing - Integrates all the necessary resources to execute the plan

Monitoring and controlling - Assesses performance, issues corrective and preventive actions, and manages project changes

Closing - Leads the project or phase to a controlled end

Question 16

Constraints

Answer 16

complexity is a result not only of permanent uncertainty, but also of existing limits to project management decisions.

These limits can include scope, schedule, budget, quality, resources, and risk constraints.

Question 17

Triple Constraint

Answer 17

Three concurrent project constraints that must be simultaneously accomplished.

scope, schedule, and budget

Question 18

Application Area

Answer 18

Category of projects that share specific characteristics.

Question 19

Project Life Cycle

Answer 19

Collection of phases that the project must go through from its beginning to its closing.

The project life cycle may be represented as a methodology that groups deliverables by phases.

Each deliverable may then be used as an input into future phases.

It is generally accepted that most projects follow a pattern where few resources are consumed at the beginning, more resources are used at intermediate phases, and fewer resources are used at the project end.

Question 20

Different families of project life cycles

Answer 20

Waterfall

Iterative and incremental

Adaptative or agile

Question 21

Project life cycles: Waterfall

Answer 21

Work development is seen as constantly flowing forward (waterfall) through sequential and different phases.

Objectives are defined at the beginning of the project and may be changed only through formal change control.

This model is often recommended when the product must be delivered in full to have value.

Question 22

Project life cycles: Iterative and incremental

Answer 22

Iterative means
- that the product is developed through cycles, or constant iterations. - Each iteration builds on top of the previous product version, benefiting from previous lessons learned.

Incremental means
- that the product components may be developed in parallel and be integrated whenever they are built.

Question 23

Project life cycles: Adaptatives or agile

Answer 23

Work development is performed through small iterative and incremental cycles, usually with fixed duration and resources.

This approach is recommended when the scope is not completely defined and the product can be delivered in short cycles.

Question 24

Difference between project life cycle and project management process groups

Question 25

Product Life Cycle

Answer 25

The complete history of a product, extending through its idea, definition, development, operation, and disposal phases.

Projects can occur at any moment of the product life cycle, and a product can spawn many projects over its life cycle.

Question 26

Project Phases

Answer 26

Project work can be grouped into phases for easier planning and controlling.

Each phase tends to group logically related work, which usually leads to the completion of a major deliverable and is frequently linked to a project milestone.

Project phases are not process groups

Question 27

Stage Gate, Kill Point, Phase Gate, or Phase Review

Answer 27

A stage gate, also known as a kill point, phase gate, or phase review, is a predefined event in the project, typically at the end of a phase, where the sponsor and steering committee have the opportunity to review the project performance and major deliverables, as well as decide whether to proceed to the next phase.

Question 28

Basic organization types

Answer 28

functional, projectized, and matrix

Question 29

Functional Organization, Hierarchical or Vertical

Answer 29

staff are grouped hierarchically by functions, such as marketing, sales, and human resources.

The authority of the functional managers over the project is clear, with each employee having only one clear boss.

When a project manager is assigned to a project, he or she assumes the role of a project coordinator or a project expediter

Projects normally occur inside a single department

information and the decisions go through the functional managers involved

Tends to slow down decisions and fragment the project into different interests, schedules, and priorities

Team is typically physically separated

Question 30

Projectized Organization

Answer 30

Structured around and oriented toward projects

Authority over each project is exclusively assigned to a project manager who has full control over the budget, schedule, resources, and work assignments.

Resources in a projectized organization do not belong to a department or business function

Question 31

Matrix Organization

Answer 31

The most common organization type.

It is a multidimensional organization that combines the functions’ vertical lines with the projects’ horizontal lines to better adapt to a project’s challenges.

Similar to a functional organization: functional managers remain responsible for their vertical functions, developing and providing the project with resources as well as technical expertise.

Similar to a projectized organization: the project manager in the matrix organization is accountable for project success

Question 32

Matrix Organization Conflicts

Answer 32

Conflicts of authority over who is responsible for:

Estimating work

Selecting resources

Managing resources

Recognizing and rewarding resources

Prioritizing the work of the different projects and operations

Justifying unfavorable costs variances

Question 33

Classification of Matrix Organizations

Answer 33

Weak matrix - most of the authority belongs to the functional manager.

Balanced matrix - the authority is evenly shared between the functional manager and the project manager. In this organization, the project manager has to work with the functional managers to recruit, manage, and reward the team members.

Strong matrix - most of the authority over project decisions belongs to the project manager

Question 34

Composite Organization

Answer 34

Some organizations adopt composite structures with characteristics of different organization types.

A matrix organization may adopt a projectized type for a specific business line that is developing projects on the customers’ sites.

Question 35

Advantages / Disadvantages: Functional Organization

Answer 35

Advantages
- Clear authority over the project
- Clear communication channels
- Flexibility on resource utilization
- Organized around resources’ functional expertise
- Easier communication and sharing because the team is physically grouped according to functions

Disadvantages
- Fragmented approach because no one is fully responsible for the project
- Possibly slow project decisions
- Functional areas often adopt a silo mentality, showing a lack of loyalty to the project’s interests
- Challenge to control the project due lack or project accountability from the functional areas

Question 36

Advantages / Disadvantages: Projectized Organization

Answer 36

Advantages
- Clear authority over the project
- Clear communication chennels
- Team physically grouped on same location
- High loyalty toward the project

Disadvantages
- Inefficient resources utilization because resources are often duplicated across different projects
- Challenge to transfer accumulated knowledge to future projects because organization is not oriented toward technical specialization
- Lack of a clear career path
- Possibility of team members losing their jobs at the end of the project

Question 37

Advantages / Disadvantages: Matrix Organization

Answer 37

Advantages
- Resources shared among different projects and operations
- Project possibly crossing different functional areas and having a single project manager accountable for its success

Disadvantages
- Conflict of interest between the project and the functional managers
- Tendency for a complex and unstable resource allocation

Question 38

Project Alignment toward Strategy

Answer 38

Not independent events within an organization.

should be oriented toward a strategy

should be prioritized so that the most important projects are given the opportunity to succeed

should be regularly assessed as to their impact on the overall corporate vision

Question 39

Programs

Answer 39

A set of related projects and operations that when managed in a coordinated way address a common business objective

Program management adds value to the organization, coordinating the dependencies between the different projects and operations to maximize the organizational benefits.

Question 40

Portfolios

Answer 40

Group of projects or programs coordinated to implement the business strategy.

Projects and programs inside a portfolio may not be directly related

Managed in an integrated way because the portfolio’s different initiatives are under the same constraints

Question 41

Subproject

Answer 41

A decomposition of a project into more easily manageable components.

A subproject may be established to manage a large deliverable, a phase, or a work component developed by a supplier.

Question 42

Project Management Office (PMO)

Answer 42

The organizational unit responsible for project management throughout the organization.

Its responsibilities may include:
- defining methodologies
- organizing training
- mobilizing project managers for projects that require assistance
- providing tools and templates
- guiding
- facilitating communication and negotiation
- reporting project performance to management
- assisting in defining project priorities.

PMOs typically exist on strong matrix and projectized organizations

Question 43

Different PMOs, according to their level of project control and organizational influence

Answer 43

PMO with a consultative and support role: responsibilities may include providing guidance, helping solve and escalate problems, providing templates, organizing project management training, and maintaining projects’ historical information

A PMO that not only provides support and guidance, but also establishes project standards, specifies methodologies, templates, and tools. It may also perform periodical project performance reviews.

A PMO that can assume direct control over a project or over the resources shared among projects.

Question 44

Stakeholders

Answer 44

A person or group who can be positively or negatively impacted by the project.

A stakeholder can also be someone who has a positive or negative influence over the project.

Typical stakeholders include
- the project manager
- the project management team
- the sponsor
- the steering committee
- the customer
- the team
- the PMO
- the functional manager
- the portfolio manager
- the program manager

Question 45

Project Manager

Answer 45

The project manager is accountable for managing the project and meeting project objectives.

Responsibilities include:
-coordinating the team
-negotiating and optimizing resource utilization
-managing the project interfaces
-reporting on project performance.

Will need specific professional knowledge regarding project management processes, techniques, and tools

Will need personal skills such as communicating, leading, motivating, influencing, negotiating, organizing, and solving problems

Question 46

Project Management Team

Answer 46

Other team members that participate regularly in the planning and controlling efforts, developing planning components, coordinating teams, and reporting performance.

Question 47

Sponsor

Answer 47

Manager who provides the financial resources and promotes the project.

Plays a significant role on the project charter development, approving the project start, providing authority to the project manager, and helping establish a preliminary understanding of the project scope.

The sponsor may become directly involved in the project, deciding on significant changes and risks and validating key deliverables. The sponsor can also provide a route for the project manager to escalate and influence issues.

Question 48

Steering Committee

Answer 48

An advisory group that includes the sponsor and other high-level stakeholders from the organization, or organizations, involved.

Provides project management guidance, makes key decisions, monitors progress, arbitrates conflict, approves key deliverables, and facilitates resources allocation.

Question 49

Customer

Answer 49

Person or group who receives the project’s product, using it to create value for the organization.

The customer is also frequently responsible for defining requirements and verifying if the product meets these requirements.

Question 50

Project Team

Answer 50

Everyone who is involved with project activities and may include the project management team, experts, customers, users, suppliers, and partners.

May be fully allocated to the project or be working on a part-time basis.

Responsible for technical execution.

They may also be involved in project management activities, engaging in planning, helping identify and solve problems, providing work performance information, and sharing knowledge.

Question 51

Functional Manager or Line Manager

Answer 51

A manager responsible for the work of a business function, business line, or organization unit.

May provide resources to the project, negotiating with the project manager regarding which resources to allocate.

The functional manager may also be involved in planning and controlling project activities that concern his or her functional area.

Question 52

Program Manager

Answer 52

Coordinates a set of related projects and operations that address a common business objective.

Role is to manage the dependencies between the different projects and operations in order to maximize the organizational benefits.

Oversee and support the project managers of the projects comprised in the program.

Question 53

Portfolio Manager

Answer 53

An executive who coordinates a group of projects or programs in order to implement the business strategy.

Responsible for selecting the appropriate mix of projects and programs that maximizes the organization value, while working under resource constraints and an acceptable level of risk exposure.

Should also oversee the projects and programs to ensure that their performances do not compromise the expected return on investment.

Question 54

Project Expediter

Answer 54

Type of project management role in a functional or a weak matrix organization.

has a very low level of authority

Does not make decisions and acts as an assistant to management, helping transmit information and directions to the team.

Question 55

Project Coordinator

Answer 55

Another type of project manager in a functional or weak matrix organization

Low level of authority, but has a higher level of project authority than the project expeditor, with some level of coordination authority over the team.

Authority of the project coordinator does not usually derive from any formal assignment. It is often an indirect result of the coordinator’s technical and personal skills.

Question 56

Performing Organization

Answer 56

The organization responsible for performing the work and for managing the required resources.

A project establishes a relationship between the performing organization (or supplier) and the requesting organization (or customer)