Term Guide Module 4 Flashcards
Project Management
Project management is the act of managing a project and encompasses the use of knowledge, skills, tools, and techniques to ensure that the project meets its goals.
Project Manager
The project manager (PM) is responsible and accountable for managing the project to maximize its success.
Triple Constraints
The final scope, schedule, and budget plans are captured as baselines for the project, which the sponsor approves before the project moves into the execution phase. Project performance is measured against the baselines in these three areas. This is often referred to as the triple constraints of a project (time, cost, and scope).
Working PM vs Dedicated PM
In some organizations, project management is not a distinctly separate role in the organization and can be the role of a functional manager for the duration of the project. An example would be if the product design manager was also responsible for the operational delivery of the product. This person is referred to as a “working” project manager as compared to a “dedicated” project manager whose role in life is to be a project manager regardless of the operational needs of the business.
Communication Plan
Communication plans need to speak to what is expected, what is completed, what issues have been identified, what steps are needed to solve the issues, and what will be done in the next period between communications. It also needs to address any changes and the plan for resources and integration.
Status Meetings
It is through the status meetings that the project manager will express:
Current status summary of the project’s schedule, budget, and functional progress
“Red Light” issues: Things that will immediately impact the success of the project and what decisions or resources are required. These often are potential change requests or emphasis on items planned for but not received.
“Yellow Light” issues: Things that may be impending issues arising for the future of the project, plus recommendations for how to avoid these issues from becoming problems.
Accomplishments for the current period
Upcoming plans for the immediate work period
Resource usage and near-term requirements
Stakeholder Analysis
At the beginning of the project, the project manager conducts the analysis to define the relevant stakeholders, their interests, and their communication needs. A key factor is that all the status meetings and project communications need to be timely and regular. Information and communication requirements that are not met by the project communications plan can lead to often harmful assumptions by stakeholders. A different schedule and design of the status reports may be required for stakeholders depending on their direct involvement with the project.
Change requests (CR) & Change control boards (CCB)
Change requests (CR) for changes in scope, schedule, or funding should be submitted to the appropriate Change Control Board (CCB) for a decision. Although the CCB may have a significant overlap in audience, the purpose and preparation for the meetings are different and worth keeping separate. The CCB ensures that the change does not negatively impact the project triple constraints.
Project Reports
Good project reports communicate the current status of the project, including risks and issues the team is facing, and provide direction to the team for the immediate work period. They should also project the future performance of the project as known at this point. Reports should be a guide for communications and should be clear and concise regarding who is to do what and when tasks must be completed, in addition to detailing what has happened so far. The reports should keep a positive tenor without hiding or ignoring issues that must be addressed in order to keep the project on track.
Collaboration Tools
Exs: GoToMeeting
Work Breakdown Structure (WBS)
A Work Breakdown Structure (WBS) lists the project activities and tasks and begins to identify how they fit together and where they fit on a calendar.
Conflict Management
Conflict management and negotiation can sometimes feel like butting heads. This should and can be avoided. Conflict occurs when two or more parties do not agree. Remember, not all conflict is bad. Constructive conflict takes place when individuals come together to redefine or strengthen their relationship for the greater good of the parties involved. This can lead to a more beneficial arrangement or an improved product or service. Negotiation is the art of two or more parties reaching an agreement on their differences. The agreement should occur without litigation or physical conflict. Integrative bargaining is the preferred negotiation and conflict management path.
PMI
There are three major project management organizations—Project Management Institute (PMI), Association for Project Management (APM), and International Project Management Association (IPMA)—and one project management joint venture between a government office and a private company (AXELOS).
Project Management Institute (PMI)
With more than 400,000 members, the Project Management Institute (PMI) is the largest in the world. Founded in 1969, it is headquartered in Newton, PA, and has member chapters on every continent (except Antarctica). PMI publishes two types of standards: foundational and practice. The foundational standards provide frameworks and processes in the areas of project, program, and portfolio management and the Organizational Project Management Maturity (OPM3). The practice standards focus on specific knowledge areas or topics such as risk management, scheduling, and estimating.
PMBOK
Both the PMBOK and PRINCE2 standards define that they are best practices but may not apply to every project in every company in every industry. It is up to the project manager and enterprise to make that decision.
As project management organizations grew in size, professional standards were developed as a way to capture, codify, and allow for the systematic growth of the knowledge base of the practitioners. The first editions of the Project Manager’s Book of Knowledge (PMBOK) and Projects in a Controlled Environment, version 2 (PRINCE2), methodologies were published in 1996 and in the late 1980s, respectively. These standards have been revised based on feedback from the practitioners who use them in different industries around the world. This helps to ensure that they are relevant and reflect the best practices of the time.
PMBOK is not technically a method for project management, but is officially a standard for project management that deals with many accepted methodologies.
PMP/CAPM
The PMP (Project Management Professional) certification has the largest number of practitioners registered globally. In some geographical regions such as Europe, PRINCE2, APM, and IAPM certifications may be required for project management professionals.
Certified Associate in Project Management (CAPM
-category in PMI
