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29 Cards in this Set
- Front
- Back
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Standard |
generally accepted guideline for your industry |
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regulation |
rule that our industry must follow |
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application areas |
industries or technologies that can host projects |
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non-collocated |
virtual teams or proj teams that are not located in one geographical spot |
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Successful PM |
1. knowledge of business environment and how pm works 2. performance: be able to get stuff done 3. personal: be likable |
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Needed interpersonal skills |
ability to effectively communicate knack for influencing the organization penchant for leading motivating people negotiating and managing conflicts solving problems |
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Program management |
collecged of related projects organized to gain benefits from the projects that wouldnt happen if independent |
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Portfolio management |
selection, management, and collectgion of projects within an organization; may not be dependent |
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subproject |
a phase in a PLC, a piece of a larger project like building a house. |
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guide to the project management body of knowledge (pmbok) |
pmp based on that book |
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cultural and social environment |
defines how a project affects people and how those people may affect the project |
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deliverable |
a product, service, or result created by the project. |
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general management skills |
accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standard and regulations, and IT |
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international and political environment |
consideration of the local and international laws, languages, communication challenges, time zone differences, and other non collocated issues that affec project progress |
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iron triangle of PM/ triple constraints |
time, cost and scope |
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progressive elaboration |
process of gathering project details, deductive reasoning, logic, and series of info-gathering techniques; bring project from concept to completion; developing in steps and continuing by increments |
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project management institute |
org of pm professionals around the world |
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project management office pmo |
central office that oversees all projects |
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proj portfolio management |
management and selection of projects that support an orgs independent projects |
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Phase-end review |
phase exit, phase gate, kill point, stage gate: ideal opp to kill a project at the end of a phase |
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over-lapping phases |
fast tracking; can save time but increase project risk; an example of schedule compression; allows entire phases to overlap |
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Lead time |
allows activities to overlap |
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phases |
ideal method to of keeping pm informed of the project progression |
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Iterative lifecycle |
Phase one planned and when initiated then phase two is planned; only plan for one phase at a time; good for money and resources |
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predictive lifecycle |
waterfall method, method of predicting the work needed in each phase in the project; changes to scope are more tightly controlled in this approach |
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adaptive approach |
agile method of PM; there is an expectation for change; stakeholders involved in entire project; move though iterations of planning |
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PLC characteristics |
phases typically sequential, project cost low in beginning and high in project intermediate phases, liklihood of proj success is always lowest in early phases and increases when project is in intermediate phases, stakeholders have the highest influences on the project product during initiating phases |
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phase characteristics |
shows work done in that phase, deliverables that will be created as a result of that phase, how the phase deliverables will be reviewed, approved and validated, needed resources for that phase, how that phase will be approved to allow successor phases to launch |
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project versus product lifecycle |
project: phases from start to completion product: lifecycle of that product such as: concept to project to usage to retirement (HandSOn at the end of it's usage) |
