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32 Cards in this Set
- Front
- Back
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Definition of a Project
Pg 21 |
1. Is a temporary endeavor with a beginning and an end
2. Creates a unique product, service, or result |
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Definition of a Program
Pg 23 |
A group of related Projects, so an organization can coordinate management of the projects
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True or False
Programs can include 'Other Related Work' such as using the Finance Dept to pay for Invoices or the Procurement Dept to pay for POs. Pg 23 |
True
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Definition of a Portfolio
Pg 24 |
Includes groups of programs, individual projects, and other related operational work to achieve a specific strategic business goal.
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What is OPM (Organizational Project Management)?
Pg 24 |
Serves as a guide or driver for organizational practices and a framework or keeping org. focused on the overall strategy.
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Which Project Management Framework is most aligned to the Organizational Strategy?
A. Project Mgmt B. OPM C. Portfolio Mgmt D. Program Mgmt Pg 25 |
B
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What is OPM3?
Pg 25 |
PMI's organizational project mgmt maturity model
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What are the 3 forms of a PMO?
Pg 26 |
1. Supportive: Exercises a low level of control on projects
2. Controlling: Exercises a mod level of control on projects 3. Directive: Exercises a high level of control on projects |
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A PMO can.... (list as many things a PMO does)
Pg 26 |
1. Manage Interdependencies among projects, programs, portfolios
2. Integrate info from all projects to assess alignment 3. Help provide resources 4. Recommend the termination of projects, when needed 5. Monitor compliance to org. processes 6. Help coordinate lessons learned for historical review 7. Provide templates 8. Provide guidance and project governance 9. Provide centralized communication about projects 10. More heavily involved during initiation than later in projects 11. Be part of CCB (Change Control Board) 12. Be a Stakeholder 13. Prioritize projects |
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Manage all projects throughout the organization Pg 26 |
Directive
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Provides support and guidance, requires all projects within the org. to use designated PM software and templates, but doesn't otherwise exert control Pg 26 |
Controlling
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Coordinates all projects within the organization Pg 26 |
Controlling or Directive
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Recommends common terminology, templates, and reporting to be used on projects throughout the org. to promote consistency and streamline efforts. Pg 26 |
Supportive
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Appoints PM Pg 26 |
Directive
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Prioritizes Projects Pg 26 |
Controlling or Directive
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Determine if this activity is part of a Supportive, Controlling, or Directive PMO:
Has the highest level of control over projects Pg 26 |
Directive
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To successfully implement a PMO, an organization should remember these key concepts: List them
Pg 27 |
1. The role of the PMO must be clearly defined
2. An Org. should initially define the role of the PMO, and then let it evolve to fit the org. 3. The commitment of Exec. Mgmt is required 4. PMO will NOT improve project performance without using proper PM processes and techniques |
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What are the common project constraints?
Pg 28 |
Time, Cost, Scope, Quality, Customer Satisfaction, Risk, and Resources. (See Fig 2.4) on pg 28
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List Advantages of a Functional Project Org Structure
31 |
1. Easier management of specialists
2. Team reports to only one manager 3. Similar resources are centralized and grouped 4. Clearly defined career paths in areas of specialization |
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List Disadvantages of Functional Project Org Structure
31 |
1. People place emphasis on their functional specialty to detriment of the project.
2. No career path for PM 3. PM has little authority |
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List the Advantages of a Projectized Org Structure
32 |
1. Efficient Project Org.
2. Team loyalty to the project 3. More effective communication than Functional |
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List the Disadvantages of a Projectized Org Structure
32 |
1. No 'Home' for team members when project is complete.
2. Lack of specialization in disciplines 3. Duplication of facilities and job functions 4. May result in less efficient use of resources |
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List the Advantages of a Matrix Org Structure
Pg. 32 |
1. Highly visible project objectives
2. Improved PM control over resources 3. More support from functional areas 4. Maximum utilization of scarce resources 5. Better coordination 6. Better Horizontal and Vertical dissemination of info 7. Team member maintains a 'home' |
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List Disadvantages of a Matrix Org Structure
Pg. 32 |
1. Extra admin is required
2. Team has more than one boss 3. More complex to Monitor and Control 4. Resource Allocation is more complex 5. Extensive policies and procedures are needed 6. Functional Mgr may have diff priorities than PM 7. Higher potential for conflict |
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Company Culture and existing systems that the project will have to deal with or can make use of. Company 'baggage' that comes with the project and outside the control of the PM are ___________________________.
Pg. 32-3 |
Enterprise Environmental Factors
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Processes, Procedures, and historical information of the Company are called _____________________.
Pg 33 |
Organizational Process Assets
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List examples of Historical Information that can be used during project initiation and planning:
Pg. 33-4 |
1. Activities
2. Lessons Learned 3. WBSs 4. Benchmarks 5. Reports 6. Risks and Risk Response plans 7. Estimates 8. Resources Used 9. PM Plans 10. Correspondance |
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A project generates a great deal of information and data, during executing this is called Work Peformance ________.
35 |
Data
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A project generates a great deal of information and data, during controlling this is called Work Peformance ________.
35 |
Information
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Work Performance Data and Information can be organized into Work Performance _________ for distribution to various stakeholders.
35 |
Reports
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Iterative, incremental, or adaptive project life cycles are considered to be ____________________, and will have varying levels of early planning for scope, schedule, and cost.
36 |
Change- Driven
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The ________________________ is what you need to do to manage the work. It includes the management efforts of initiating, planning, executing, monitoring and controlling, and closing.
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Project Management Process
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