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Project Management > Project MGMT Chapter 2 - Winter 2013 > Flashcards

Project MGMT Chapter 2 - Winter 2013 Flashcards

1
Q

Adaptive software development (ASD)

A

A software development Approach used when requirements cannot be clearly expressed early In the lifecycle

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2
Q

Agile software development

A

A message for software development that uses new approaches, focusing on close collaboration between programming teams and business experts

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3
Q

Champion

A

A senior manager who acts as a key proponent for a project

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4
Q

Deliverable

A

A product or service, such as technical report, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a Project

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5
Q

Executive steering committee

A

A group of senior executives from various parts of the organization who regularly review important Corporate Projects and issues

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6
Q

Functional organizational structure

A

An organizational structure that groups people by functional areas such as information technology, manufacturing, engineering, and human resources

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7
Q

Human resources frame

A

Focuses on producing harmony between the needs of the organization and the needs of people

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8
Q

IT governance

A

Addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management

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9
Q

Matrix organizational structure

A

An organizational structure in which employees are assigned to both functional and project managers

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10
Q

Organizational culture

A

A set of shared assumptions, values, and behaviours that characterize the functioning of an organization

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11
Q

Phase exit or kill point

A

Management review that should occur after each project phase to determine if projects should be continued, redirected, or terminated

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12
Q

Political frame

A

Addresses organizational and personal politics

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13
Q

Politics

A

Competition between groups or individuals for power and leadership

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14
Q

Predictive lifecycle

A

Software development approach used when the scope of the project can be clearly articulated and the schedule and cost can be accurately predict

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15
Q

Project Acquisition

A

The last two phases in a project (Implementation and close-out) That focus on delivering the actual work

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16
Q

Project feasibility

A

The first two phases in a project (Concept and development) That focus on planning

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17
Q

Project lifecycle

A

A collection of project phases, such as concepts, development, implementation, and close-out

18
Q

Project organizational structure

A

An organizational structure that groups people by major projects, such as specific aircraft programs

19
Q

Structural frame

A

Deals with how the organization is structured And focuses on different groups roles and responsibilities to meet the goals and policies set by top management

20
Q

Systems

A

Sets of interacting components working within an environment to fulfill some purpose

21
Q

Systems analysis

A

A problem-solving approach that requires defining the scope of the system to be studied, and then dividing it into its component parts for identifying and evaluating its problems, opportunities, constraints, and needs

22
Q

Systems approach

A

A holistic and analytical approach to solving complex problems that includes using a systems philosophy, systems analysis, and systems management

23
Q

Systems development lifecycle (SDLC)

A

A Framework for describing the phases involved in developing and maintaining information systems

24
Q

Systems management

A

Addressing the business, technological, and organizational issues associated with creating, maintaining, and making a change to a system

25
Q

Systems philosophy

A

An overall model for thinking about things as systems

26
Q

Systems thinking

A

Taking a holistic view of an organization to effectively handle complex situations

27
Q

The three spheres of systems management

A

1 business
2 organization
3 technology

28
Q

The four frames of organizations

A

1 structural frame
2 human resources frame
3 political frame
4 symbolic frame

29
Q

Three types of organizational structures

A

1 project organizational structure
2 matrix organizational structure
3 functional organizational structure

30
Q

10 characteristics of organizational culture

A 
1 member identity 
2 group emphasis 
3 people focus
 4 unit integration
5 control 
6 risk tolerance 
7 reward criteria 
8 conflict tolerance 
9 means-ends orientation 
10 open systems focus
31
Q

Top management commitment is crucial to project managers for the following reasons

A

Project managers need adequate resources
Project managers often require approval for unique project needs in a timely manner
Project managers must have cooperation from people in other parts of the organization
Project managers often need someone to mentor and coach them on leadership issues

32
Q

SDLC models include

A 
The waterfall lifecycle
The spiral Lifecycle
The incremental build life cycle 
The prototyping Lifecycle
The RAD life cycle
33
Q

Projects Cannot be Run in Isolation …

A
  • projects must operate in a broad organizational environment
  • project managers need to use systems thinking
  • senior managers must make sure projects continue to support current business needs
34
Q

3 sphere model for systems management

A
  1. Business
    ex. What will the laptop project cost?
    What will the impact be on enrollment
  2. Technology
    ex. what will the hardware specs be?
    what operating system should we use?
  3. Organization
    ex. who will train students, faculty, and staff?
    who will administer and support training?
35
Q

Understanding Organizations (the 4 frames)

A

Structural
political
Human Resources
Symbolic

36
Q

The 3 Organizational Structures

A

Functional
Project
Matrix

37
Q

Ten Characteristics of Organizational Culture

A 
Member identity*
Group emphasis*
people focus
Unit Intergration*
Control
Risk Tolerance*
Reward Criteria*
Conflict tolerance*
Means-ends orientation
Open-systems focus*
  • Project work is most successful in an organizational culture when these items are strong/high and other items are balanced
38
Q

Stakeholder Management

A
  • project managers must take time to identify, understand, and manage relationships with all project stakeholders
  • Using the 4 frames of organizations can help meet stakeholder needs and expectations
  • Senior executives/top management are very important stakeholders
39
Q

4 Ways Top Management Can Help Project Managers

A
  • provide adequate resources
  • approving unique project needs in a timely manner
  • getting cooperation from other parts of the organization
  • mentoring and coaching on leadership issues
40
Q

(3) Recent Trends Affecting Project Management

A
  • Globalization
  • Outsourcing
  • Virtual Teams

Project Management (6 decks)

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