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22 Cards in this Set
- Front
- Back
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Def: program
p22 |
A program is a group of projects. Their management is coordinated because they may use the same resources, the result of one project feed into another, or they are parts of a larger "project" that has been broken down to smaller projects. This coordination provides decreased risk, economies of scale and improved management that could not be achieved if the projects were not managed as parts of a program. When you discover that you have more than one project, you can manage them as separate projects or, if there is a benefit to it, you can manage all the projects as a program. This should be done only when there is a value to it.
p16 |
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Def: project management office (PMO)
p23 |
A department that centralizes the management of projects.
The PMO is an organizational structure, not a person. p17,32 |
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Three roles of a PMO
p23 |
- providing the policies, methodologies, and templates for managing projects within the organization.
- providing support and guidance to others in the organization on how to manage projects, training others in project management or project management software, and assisting with specific project management tools. - providing project managers for different projects, and being responsible for the results of those projects (All projects, or projects of a certain size, type or influence, are managed by this office). p17,32 |
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What a PMO may do
p23 |
- manage the interdependencies between projects
- help provide resources - terminate projects - help gather lessons learned and make them available to other projects - provide templates (i.e. wbs) - provide guidance - provide enterprise project management software - be more heavily involved during project initiating than later in the project p17,32 |
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Key concepts
p23 |
- the role of the PMO must be clearly defined
- pick one of the three roles and stick to it without trying to do everything -all those who are in the PMO must be PMP certified - the commitment of executuve management is required - the PMO will not improve your project performance without the use of proper project management processes and techniques, so professional project management must be encouraged p17,32 |
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where are project objectives contained?
p23 |
in the preliminary project scope statement and project scope statement
p17,32 |
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when is a project considered complete?
p24 |
when the objectives are met
p17,32 |
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what is a reason for terminating a project before its completion?
p24 |
the project objectives cannot be met
p17,32 |
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what is the project manager's role?
p24 |
to accomplish the project objectives
p17,32 |
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objectives should be _______ and ______.
p24 |
clear, achievable
p17,32 |
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what is the reason for quality activities?
p24 |
to make sure the project meets its ojectives.
p17,32 |
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what is the reason for the risk process group?
p24 |
to enhance opportunities and reduce threats to the project objectives.
p17,32 |
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what should be watched and tracked?
p24 |
things that could negatively impact the project objectives, such as risk and stakeholders.
p17,32 |
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projects often require tradeoffs between _______ and _______.
p24 |
the project requirements and the project objectives
p17,32 |
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1. when are project objectives determined?
2. when are project objectives refined? p24 |
1. in the initiating process group.
2. in the planning process group. p17,32 |
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what is one of the purposes of the develop project management plan process?
p24 |
to determine how work will be accomplished to meet project objectives.
p17,32 |
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Def: Management by Objectives (MBO)
p24 |
A management philosophy that says an organization should be managed by objectives.
p17,32 |
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What are the three steps to MBO?
p24 |
1. establish unambiguous and realistic objectives
2. periodically evaluate if objectives are being met 3. implement corrective action |
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In terms of MBO, if the project is not in line with or does not support corporate objectives, what is project likely to lose?
p24 |
resources, assistance, and attention.
p17,32 |
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Def: Constraint or "triple constraint"
p24 |
time, cost, risk, scope, quality, customer satisfaction, or any factors that limit options (milestone date, maximum allowable risk).
p8 |
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_____ directly or indirectly sets the priority of each of the components of the "triple constraint".
p24 |
management
p8 |
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The priorities set by management is used throughout the project by project management to...
p24 |
properly plan the project, evaluate the impact of changes and prove successful project completion. change to one component can have effect on other components.
p8 |
