Espion4Ge - 02 Project Management Framework

Front 1

Enterprise environmental factors

Back 1

- Company baggage/culture and existing systems that the project will have to deal with or can make use of.
- Inputs to many processes within the initiating and planning process groups

Front 2

Project management information system (PMIS)

Back 2

- A type of Enterprise environmental factor
- Includes automated tools such as scheduling software, a configuration management system, shared workspaces for file storage or distribution, work authorization software, time-tracking software, and procurement management software, plus repositories for historical information.

Front 3

Organizational process assets

Back 3

- existing processes, procedures, and historical information
- provide direction and guidance in planning and help the project benefit from past company experience
- inputs to majority of all processes

Front 4

Processes, procedures, policies

Back 4

- example of Organizational process asset
- developed by organizations that prove to be best practices/required practices

Front 5

Corporate knowledge base

Back 5

- example of Organizational process asset
- historical records and lessons learned from previous projects indexed into corporate knowledge base

Front 6

Historical information

Back 6

- example of Organizational process asset
- record of past projects used to plan and manage future projects

Front 7

Lessons learned

Back 7

- example of Organizational process asset
- what was done right, wrong, and what would be done differently if project could be done differently
- input and output of projects

Front 8

Constraints

Back 8

- factors that limit options like time, cost, risk, scope, quality, resources, and customer satisfaction
- used to help evaluate competing demands
- understand which constraints will be impacted for change requests during integrated change control

Front 9

Definition of a project

Back 9

- is a temporary endeavor with a beginning and an end
- creates a unique product, service, or result

Front 10

Organizational Structure

Back 10

- dictates who the project manager goes to for help with resources
- dictates how communications must be handled

Front 11

Matrix

Back 11

- Type of Organizational Structure
- Attempt to maximize the strength of both functional and projectized structures
- "Two Bosses" (Project Manager and Functional Manager)

Front 12

Strong Matrix

Back 12

- Type of Matrix Organizational Structure
- Power rests with the project manager

Front 13

Weak Matrix

Back 13

- Type of Matrix Organizational Structure
- Power rests with the functional manager
- Power of PM is like that of a coordinator or expediter

Front 14

Balanced Matrix

Back 14

- Type of Matrix Organizational Structure
- Power is shared between the functional manager and the project manager

Front 15

Functional

Back 15

- Type of Organizational Structure
- "Silo"
- Organizations grouped by areas of specialization
- Projects occur within a single department

Front 16

Projectized

Back 16

- Type of Organizational Structure
- "No Home"
- Entire company is organized by projects and PM has control of the project
- Personnel are assigned and report to a project manager

Front 17

Project expediter

Back 17

- Project Manager's role in a weak matrix or in a functional organization
- Acts as a staff assistant and communications coordinator
- Cannot personally make or enforce decisions

Front 18

Project coordinator

Back 18

- Project Manager's role in a weak matrix or in a functional organization
- Similar to expeditor, but has the power to make decisions, some authority, and reports to a higher-level manager.

Front 19

Project-based organization

Back 19

- Type of organizational structure that circumvents existing organization structure to ensure successful project completion.

Front 20

Organizational hierarchy

Back 20

- Organizations often divided into three hierarchical levels: operational, middle management, and strategic.
- Influences how the project manager will interact with people at each of the three levels.

Front 21

Project life cycle

Back 21

- What you need to do to produce the deliverables of the project

Front 22

Predictive

Back 22

- Type of project life cycle
- waterfall or traditional life cycle
- require scope, schedule, and cost to be determined early in project before the work begins

Front 23

Incremental

Back 23

- Type of project life cycle
- preliminary estimates of time and cost; scope developed more with each iteration
- delivers a complete usable portion of the product for each iteration
- ie a specific page for a website

Front 24

Iterative

Back 24

- Type of project life cycle
- preliminary estimates of time and cost; scope developed more with each iteration
- complete concept is built in successive levels of detail to create the end result
- ie create full prototype of entire website with each successive iteration adding more detail

Front 25

Adaptive

Back 25

- Type of project life cycle
- fixed time and cost, scope broadly defined and refined as the project progresses
- change driven
- Allows customer to change and re-prioritize requirements within fixed time and cost constraints

Front 26

Work performance data, information, and reports

Back 26

- 3 stages through which project data and information move
1. Work performance data are initial measurements and details gathered during project work (executing)
2. Work performance information is work performance data analyzed to make sure they conform to project management plan and to assess what they mean during controlling
3. Work performance reports consists of work performance information that is organized for distributing to stakeholders as an output of Monitor and Control Project Work

Front 27

Stakeholder

Back 27

- Any people or organizations whose interests may be positively or negatively impacted by the project or its product
- People or groups who could exert positive or negative influence over the project

Front 28

Stakeholder management

Back 28

- Like assistant team members by keeping them informed, soliciting their input, and working to satisfy their needs and expectations

Front 29

Operational work

Back 29

- ongoing work to support the business and systems of the organization
- It is not project work; project work ends when the project is closed

Front 30

Project management

Back 30

- What you need to do to manage the work in a project life cycle to increases the likelihood of its success

Front 31

Project management office (PMO)

Back 31

- Centralizes and standardizes the management of projects

Front 32

Supportive

Back 32

- Type of PMO
- Provides policies, methodologies, templates, and lessons learned
- Typically exercises a low level of control over projects

Front 33

Controlling

Back 33

- Type of PMO
- provides support and guidance on how to manage projects, trains others in project management and PM software, assists with specific PM tools, and ensures compliance to organizational practices
- Typically exercises a moderate level of control over projects

Front 34

Directive

Back 34

- Type of PMO
- provides project managers for different projects and is responsible for the results of the projects
- manages all projects or projects of a certain size, type, or influence
- Has a high level of control over projects

Front 35

Program management

Back 35

- Managing a group of related projects to gain benefit
- Coordinate the management of the projects to help achieve decreased risk, economies of scale, and improved management

Front 36

Portfolio management

Back 36

- Managing a group of programs, individual projects, and other operational work to achieve a specific strategic business goal

Front 37

Organizational project management (OPM)

Back 37

- Framework for keeping the organization as a whole focused on the overall strategy
- Provides direction for how portfolios, programs, projects, and other organizational work should be prioritized, managed, executed, and measured to best achieve the strategic goals

Front 38

OPM3

Back 38

PMI's organizational project management maturity model
- not related to OPM
- Designed to help organizations determine their level of maturity in project management

Front 39

Tight matrix

Back 39

- "colocation" or locating the work spaces for the project team in the same room.