Project Management Framework

Question 1

Enterprise environmental factors

Answer 1

Company culture and existing systems (e.g. organization structure, hierarchy)

Question 2

Organization process assets

Answer 2

An organization’s existing processes, procedures and historical information - Processess, procedures, policies -

Question 3

Corporate knowledge base

Answer 3

assume the organization has information such as historical records and lessons learned from previous projects and the the company has incorporated those records into an indexed corporate knowledge base available to all

Question 4

Historical information

Answer 4

record of past projects: activities, lessons learned, WBS, benchmarks, reports, risks and risk response plans, resources used, estimates, project management plans, correspondence

Question 5

Lessons learned

Answer 5

Lessons learned include the causes of the issues, change requests, workarounds, reestimating, preventive and corrective actions and defect repair the project faced and reasoning behind the change implemented

• technical aspects of the project:what was right and wrong about how we completed the work to produce the product
• Project management: how did we do with WBS creation, risk planning, etc
• Management: How did I do with communication and leadership as a PM

Question 6

Constraints

Answer 6

time, cost, risk, scope quality, resources and customer satisfaction

Question 7

Matrix Org Structure

Answer 7

both functional and projectized structure (two bosses - PM & functional manager).
Communication from team > both bosses.
Do project work in addition to department work.

• weak - PM hold little power over personnel. Expeditor or coordinator
• balance - authority is balance btwn functional & PM. Resources focused on project part-time. Power of Pm is comparable to project coordinator or expediter
• Strong - PM has control + budget authority.

Question 8

Functional Org Structure

Answer 8

Functional - organizations grouped by a function e.g. Departments “silos”.

Projects generally occur within a single department. Communication from employee to department head > department head (from second functional group). Communication stays within the project. Team complete project + department work.

• PM authority - little to none
• resource control - little to none
• Budget control - functional manager

Question 9

projectized Org Structure

Answer 9

the entire company is organized by projects and the PM has control of the project. (“No home”). Communication primarily occurs within the project.

• PM authority - High to total
• Resource Control - high to total
• budget control - PM

Question 10

Project expediter

Answer 10

acts primarily as a staff assistant and communications coordinator. He expediter cannot personally make or enforce decisions.

Question 11

Project coordinator

Answer 11

this position is similar to the project expediter, except the coordinator has some power to make decisions, some authority and reports to higher level manager.

Question 12

Predictive project life cycle

Answer 12

predictive - plan-driven project have predictive life cycles, and will have varying levels of early planning for scope, schedule and cost.

• clearly different work takes place in each phase
• major changes to team composition often take place at project milestones
• preferred when deliverable is well understood, based on established practices, and lacks value until fully complete

Question 13

Incremental project life cycle

Answer 13

incremental - involve early planning ofhigh-level scope sufficient enough to allow for preliminary estimates of time and cost; scope is developed a little more with each iteration. Incremental delivers a complete, usable portion of the product for each iteration.

Question 14

iterative project life cycle

Answer 14

iterative - Same as incremental. With iterative, the complete concept is build in successive levels of detail to create the end result

• develops product through series of repeated cycles
• Incremental development process with careful change mangement
• Helpful when objectives and scope are subject to change

Question 15

Adaptive project life cycle

Answer 15

adaptive - Involved fixed time and cost, and scope is broadly defined with the understanding that it will be refined as the project progresses. Work is planned in quick, brief increments to allow the customer to change and reprioritization requirements within time and cost constraints.

• similar to iterative model, but on a faster pace, often 2-4 week cycles
• ideal in rapidly changing environments when scope is hard to define fully in advance
• often used when partially completed products offer value to stakeholders as development continues

Question 16

PMO supportive

Answer 16

supportive -supportive PMO provides the policies, methodologies, templates and lessons learned for managing projects within the organization. It typically exercises a low level of control over projects

Question 17

PMO Controlling

Answer 17

controlling - A controlling PMO provides support and guidance in the organization on how to manage project, trains other in project management and projects management software, assists with specific project management tools and ensures compliance to organizations practices. It typically has a moderate level of control over projects.

Question 18

PMO Directive

Answer 18

directive - A directive PMO provides project managers for different projects and is responsible for the results of those projects; all projects, or projects of a certain size, type or influence, are managed by this office. A directive PMO has a high level of control over projects.

Question 19

Program Management

Answer 19

Program Management - coordinates themanagement of relatedprojects to achieve specific benefits that support the organization’s strategic goals

Question 20

Portfolio Management

Answer 20

Portfolio Management - selects and prioritizes programs and projects that will best achieve the organization’s strategic goals

Question 21

Organization Project Management

Answer 21

Organizational project management (OPM) - Provides a strategic framework to use and guide portfolio, program and project management to deliver organization strategy

Question 22

OPM3

Answer 22

OPM3 - PMI’s organizational project management maturity model - design to determine level of maturity in project management

Question 23

Tight Matrix

Answer 23

Tight matrix - has nothing o do with a matrix organization. It simply refers to “colocation” or locating the work spaces for the projectteam in the same room.