Project Management Introduction Flashcards
Program Management
application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually
Portfolio Management
centralized management of one or more portfolios to achieve strategic objectives; programs or projects of the portfolio may not necessarily be interdependent or directly related
Organic Organizational Structure
- Working groups are flexible, people working side by side
- PM has little or no authority
- PM’s role is part-time, maybe a designate job role like a coordinator
- Resource availability is little or none
- Owner or operator manages the budget
Functional (Centralized) Organizational Structure
- Working groups arranged by job being done
- PM has little or no authority
- PM’s role is part-time, maybe a designate job role like a coordinator
- Resource availability is little or none
- Functional Manager manages the budget
Multi-divisional Organizational Structure
- Working groups arranged by product, production, processes, portfolio, program, geography, region, customer type
- PM has little or no authority
- PM’s role is part-time, maybe a designate job role like a coordinator
- Resource availability is little or none
- Functional Manager manages the budget
Matrix - Strong Organizational Structure
- Working groups arranged by job function, with the project manager as a function
- PM has moderate to high authority
- PM’s role is a full-time designated job role
- Resource availability is moderate to high
- Project Manager manages the budget
Matrix - Week Organizational Structure
- Working groups arranged by job function
- PM has low authority
- PM’s role is part-time, done as part of another job and not a designated job role like a coordinator
- Resource availability is low
- Functional Manager manages the budget
Matrix - Balanced Organizational Structure
- Working groups arranged by job function
- PM has low to moderate authority
- PM’s role is part-time, embedded in the functions as a skill and may not be a designated job role like a coordinator
- Resource availability is low to moderate
- Budget is managed between Functional Manager and Project Manager
Project-oriented Organizational Structure
- Working groups arranged by project
- PM has high to almost total authority
- PM’s role is a full-time designated job role
- Resource availability is high to almost total
- Project Manager manages the budget
Virtual Organizational Structure
- Working groups arranged by network structure with nodes at points of contact with other people
- PM has low to moderate authority
- PM’s role is full-time or part-time
- Resource availability is low to moderate
- Budget is managed between Functional and Project Manager
Hybrid Organizational Structure
- Working groups arranged by - mix of other types
- PM has mixed authority
- PM’s role is mixed
- Resource availability is mixed
- Budget is managed by mixture of Functional/Project manager
PMO
- Working groups arranged by mix of other types
- PM has high to almost total authority
- PM’s role is full-time, designated role
- Resource availability is high to almost total
- Project Manager manages the budget
Supportive PMO
provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects; serves as a project repository; degree of control is low
Controlling PMO
provide support and require compliance through various means; degree of control is moderate; compliance may involve the adoption of PM frameworks, use of specific templates, forms and tools, and conformance to governance frameworks
Directing PMO
take control of projects by directly managing the projects; PMs are assigned by and report to the PMO; degree of control is high
Project Manager Competencies
“The PMI Talent Triangle”
- Technical Project Management
- Leadership
- Strategic and Business Management
