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46 Cards in this Set
- Front
- Back
challenges to organizing projects |
-the uniqueness and short duration of projects relative to ongoing longer-term organizational activities -the multi-disciplinary and cross-functional nature of projects creates authority and responsibility dilemmas |
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3 project organizational structures |
1. functional organization 2. dedicated teams 3. matrix |
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functional organizations |
different segments of the project are delegated to respective functional units and coordination is maintained through normal management channels |
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advantages of functional orgs |
1. no structural change 2. flexibility 3. in-depth expertise 4. easy post-project transition |
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disabilities |
1. lack of focus 2. poor integration 3. slow 4. lack of ownership |
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dedicated teams |
operate as separate units under the leadership of a full-time project manager |
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projectized organization |
projects are the dominant form of business, functional departments provide support for teams |
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advantages of dedicated teams |
1. simple 2. fast 3. cohesive 4. cross functional integration |
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disadvantages of dedicated project teams |
1. expensive 2. internal strife 3. limited technological expertise 4. difficult post-project transition |
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matrix structure |
hybrid, horizontal mgmt is overlaid on the normal functional structure, 2 chains of command, optimizes resources |
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3 matrix types |
1. weak 2. balanced 3. strong |
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weak matrix structure |
functional managers have most authority |
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balanced matrix structure |
project manager sets overall plan and the functional manager determines how the work is to be done |
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advantages of matrix structure |
1. efficient 2. strong project focused 3. easier post project transition 4. flexible |
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disadvantages of matrix structure |
1. dysfunctional conflict 2. infighting 3. stressful 4. slow |
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if the project is critical to the firms success use ________structure |
projectized |
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if more than 75% of core work involves projects use _________ |
projectized |
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if you have standard products and projects |
consider matrix |
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if you have very few projects use what type of org structure |
dedicated teams or outsourcing |
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project considerations (7) |
-size of project -strategic importance -novelty and need for innovation -need for integration -environmental complexity -budget and time constraints -stability of resource requirements |
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organizational culture |
a system of shared norms, beliefs, values, and assumptions which bind people, "personality" of the org |
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what is a project |
a temporary endeavor undertaken to create a unique product, service, or result |
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major goal of a project is to |
satisfy a customer's need |
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5 major characteristics of a project |
1. established objective 2. defined beg and end 3. involvement of several depts 4. doing something that's never been done before 4. specific, time, cost, and performance requirements |
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a project should not be confused with |
routine, everyday work |
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what is a program |
a group of related projects designed to accomplish a common goal over an extended period of time. managing a group of ongoing projects |
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4 stages of a project lifestyle |
1. defining 2. planning 3. executing 4. closing |
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defining state of prj life cycle |
specifications are defined, objectives established, teams formed, responsibilities assigned |
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planning stage of prj life cycle |
determine what the prj will entail, when it will be scheduled, who it will benefit, what quality should be maintained, and what the budget should be |
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executing stage |
major portion of the project takes place, physical product is produced. time, cost, specification measures are used for control |
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closing state prj life cycle |
1. deliver the project product to customer 2. redeploy prj resources 3. post-project review |
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reasons for increase in project management |
1. compression of product life cycle 2. knowledge explosion 3. triple bottom line (people, planet, profit) 4. corporate downsizing 5. increased customer focus
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2 dimensions of a project |
1. technical 2. sociocultural |
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2 reasons why project managers need to understand their company's mission/strategy |
1. to make appropriate decisions and adjustments 2. to be effective project advocates |
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strategic management = |
process of assessing who a company is and deciding how they are going to get there |
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2 major dimensions of strategic management |
1. responding to changes in the external environment 2. allocating scarce resources to improve competitive position |
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mission of an organization |
the general purpose of the organization |
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goals of an org |
give global targets within an org's mission |
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objectives of an org |
give specific targets to goals |
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4 activities of strategic management process |
1. review/define org mission 2. analyze and formulate strategies 3. set objectives to achieve strategy 4. implement strategies through projects |
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problems of implementing projects without a priority system |
1. the implementation gap 2. organization politics 3. resource conflicts/multi tasking |
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what is the implementation gap |
the disconnect between upper management and functional managers as far as strategy |
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what is a sacred cow |
a project that a powerful, high-ranking, official is advocating |
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3 basic kinds of projects |
1. compliance 2. operational 3. strategic |
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financial selection criteria for a project |
NPV or payback period |
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2 non-financial selection methods for a project |
checklist models (most frequent), |