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45 Cards in this Set
- Front
- Back
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5 Stages of Group Development or Formation
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Forming
Storming Norming Performing Adjouring |
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Selection Process
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What are the internal and external sources?
How do we select? How do we provide career development in PM? How can we develop PM skills? Prioritize Projects |
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How do you create a project to present to the board?
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Have an idea
Go to an executive Write a business case Get it Approved Assign the PM PM and the executive need to sign the Charter Create exact PM plan RTM - Requirements Traceability Matrix |
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Charter
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Create the plan
-Risks -Contingency plan -Recourses |
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ROM
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Rough order of Magnitude
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Requirements Traceability Matrix
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ROM
Testing designs to make sure all the requirements are met |
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Forecast vs Actuals
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Forecast
-What you think is gonna happen Actuals -What actually went down |
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Expectancy Theory
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VROOM
Mazda Can I do it? If I do it, will it equal a reward? Is the reward worth it? |
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5 Imperitives
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-The time span b/w project initiation and completion appears to be increasing.
-The capital committed to the project prior to the use of the end item appears to be increasing -As tech increases, the commitment of time and money appears to become inflexible. -Tech requires more and more specialized manpower -The inevitable counterpart of specialization is organization ***These identify the necessity for more effective planning, scheduling, and control. |
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The Project Mgmt Stool Legs
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Schedule
Functionality Cost Quality *Must be optimal length (a cutdown in the cost will prolong the schedule) |
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Isolated and Operational Islands
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Line Managers are vertical
PMg are horizontal *Triangle |
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PMg Responsibities
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-"Negotiate" with all functional disciplines for accomplishment of the necessary work packages within the constraints of the Stool
-Resolve conflicts -Produce the end-item with the available resources and within the constraints the Stool -Meet contractual profit objectives -Make all required decisions whether they be for alternatives or termination -Be the comms focal point for customers and mgmt |
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Most Likely Cause of Project Failure
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Risk Mgmt
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Concept through Project Initiation
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Conceptual
Planning Testing Implementation Closure |
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Project Mgmt Maturity
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The implementation of a standard methodology and accompanying processes such that there exists a high likelihood of repeated success
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Hierarchical Mgmt
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Layers
Priority Inheritance Cons: Communication is difficult Slow Only addresses symptoms, not root problem Pros: Well known Chain of Command Expectations are known Strategic Objectives are defined Responsibility is known (control) |
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Matrixed Mgmt
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Small, independent groups work on separate projects
Agile development Flexible Smaller companies Each project is its own entity Opposite of Hierarchical Mgmt |
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Hybrid Mgmt
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Traditional Hierarchical Org with "pop out" project teams as needed
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Emerged vs Appointed Leaders
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Appointed
-PM, Manager, Executive (usually wins) Emerged -Knowledge about the project and people go to them |
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Define a Project
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-Have a specific objective to be completed within certain specifications
-Have defined start and end dates -Have funding limits (if applicable) -Consume human and nonhuman resources (i.e., money, people, equipment) -Are multifunctional (i.e., cut across several functional lines) |
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Strategy Development and Alignment
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Too many people involved in Decision Making
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Resolving Conflicts Modes
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Withdrawal
Smoothing Compromising Forcing Confrontation |
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Authority vs Accountability vs Responsibility
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Authority
-the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities Responsibility -The assignment for completion of a specific event or activity Accountability -The acceptance of success or failure |
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Types of Power
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Penalty
Expert Referent Legitimate Reward |
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Expert Power
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The ability to gain support because personnel perceive the pm as possessing special knowledge or expertise (that functional personnel consider as important).
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Penalty Power
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The ability to gain support because the project personnel perceive the pm as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.
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Legitimate Power
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The ability to gain support because project personnel perceive the pm as being officially empowered to issue orders.
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Reward power
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The ability to gain support because project personnel perceive the pm as capable of directly or indirectly dispensing valued organizational rewards (like salary, promotion, bonus, future work assignments…)
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Past View of PM
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Requires more people and add to the overhead costs
Profitability may decrease Increase amount of scope changes Organizational instability and increases conflict "Eye wash" for the customer's benefit Creates problems Only good for Large projects Increase in quality problems Creates power and authority problems Suboptimization by looking at only the project Delivers products to customers Cost of product drives down competitiveness |
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Current View of PM
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Requires less people and does not add to overhead costs
Profitability will increase |
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Engineering and requirements
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The work done and the standards that work is held too
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Negative/Destructive Roles on a Project
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Aggressor
Dominator Devil's Advocate Topic Jumper Recognition Seeker Withdrawer Blocker |
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Aggressor
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Criticizes everybody and everything on a PM
Deflates status and ego of others Always aggressive |
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Dominator
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Always tries to take over
Professes to know everything about PM Tries to manipulate people Will challenge your leadership |
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Devil's Advocate
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Finds fault in all areas of PM
Refuses to become a believer unless threatened More Devil than Advocate*** |
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Topic Jumper
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Must be the first with a new idea/approach for PM
Continuously changes topic Cannot focus on issues for a long time unless its theirs PM Implementation remains in "Action Item" forever |
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Recognition Seeker
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Always argues in favor of their own ideas
Very status conscious Volunteers to become PM if status is recognized Continuously talks (Likes to hear themselves talk) Often boasts rather than providing meaningful info |
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Withdrawer
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Afraid of criticism
Will not participate openly Withholds info May become a backstabber Or may just be shy... you'll never know until its too late |
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Blocker
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Likes to criticize
Rejects the views of others Cites unrelated examples and personal experiences Has multiple reasons why PM will not work |
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Out of Control Matrix
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-Tends to makes exects want to revert to Classical Mgmt
-Reduced Authority for PM -All project decision making is taken to the executive level -Increase in executive meddling in projects -Creation of endless job description manuals |
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Leadership Factors
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???
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Definition of Success
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Within Time
Within Cost Within Quality Accepted by the Customer |
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Communication Channels
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Lateral Comms to friends, social groups, and both formal and informal orgs
Lateral Comms to associates and the Project office Lateral Comms to functional group and customers??? |
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Communication Encoding Barriers
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Comms goals
Comms skills Frame of reference Sender credibility Needs Personality and interests Interpersonal sensitivity Attitude, emotion, and self-interest |
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Communication Decoding Barriers
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Evaluative tendency
Preconceived ideas Comm skills Needs Personality and interests Attitudes, emotion, and self interest Position and status |
