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61 Cards in this Set
- Front
- Back
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What is a project? |
A temporary endeavor done to create a unique product, service, or result. Also called a Deliverable. |
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What are the distinct aspects of a project? |
Projects are temporary. Projects are unique. Projects have constraints |
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What constraints must you balance in a project? |
Scope Quality Schedule Budget Resources Risk |
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What are the key components of a project? |
Program, project, and work package. Activity, milestone and Deliverable. Project Success and Project Failure |
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What is scope? |
The sum of the products, services, and results to be provided as a project. |
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What is quality |
The degree to which a set of inherent characteristics fulfills requirements |
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What is schedule? |
The conversion of a project work breakdown structure into an operating timetable. |
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What is budget? |
The approved estimate for the project or any activity. |
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What is resource? |
People, equipment, services, supplies, commodities, material, budgets, or funds. |
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Risk |
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project specifications |
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What is a program? |
A group of related projects subprograms and program activities managed in a coordinated way to obtain benefits not available from managing them individually. |
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What is a work package? |
Work defined at the lowest level of a work breakdown structure for witch cost and duration can be estimated and managed. Work packackes can be broken down further in to "activities" |
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What is an activity? |
A distinct scheduled portion of work performed during the course of a project. |
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What is a milestone |
A significant point or event in a project, program, or portfolio. |
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What is a Deliverable? |
Any unique and verifiable product, result, or or capability to perform a service that is required to be produced to complete a process, phase, or project |
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What is project success? |
When the customer accepts the solution.
When the deliverable is transitioned effectively.
When the stakeholders are eager to start a new project.
When team members want to work together again.
When the project is completed within acceptable levels. |
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How often do projects fail? |
60-85% of the time |
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What is a project life cycle? |
The series of phases that a project passes through from its initiation to its closure. |
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What are the 4 life cycle phases |
Initiation Planning Execution Closure
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What happens during initiation? |
Specifics of the project are defined, objectives are established, teams are formed, and responsibilities are assigned. |
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What is planning |
Increased efforts Plans are developed to determine what the project will entail, when it will be scheduled, who will benefit, the quality, and the budget. |
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What is execution |
Major portions of the project work take place, both physical and intellectual and a Deliverable is produced. |
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What is closure? |
Includes 3 activities: Presenting the deliverable Deploying project resources Post project reviews |
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What is project management? |
The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. |
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What is an organizational structure? |
An enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted. |
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What are the three major organizational forms? |
Authority Responsibility Accountability |
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What is Authority |
The power granted to individuals so that they can make final decisions. |
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What is responsibility? |
An obligation of individuals in their roles in the formal organization to effectively perform assignments. |
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What is accountability? |
A mix between authority and responsibility and is being answerable for the satisfactory completion of a specific assignment. |
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What is a functional organization? |
Each employee has one clear superior and staff are grouped by areas of Specialization and managed by a person with expertise in that area. |
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What are the advantages of a functional organization? |
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What are the disadvantages of a functional organization? |
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What is a projectized organization? |
Organization that often have departments, but can either report directly to a project manager, or provide support services to the various projects. |
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What are the advantages of a projectized organization? |
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What are the disadvantages of a projectized organization? |
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What is a matrix organization? |
A combination of functional and projectized, in attempt to collect the benefits of both. |
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What is a weak matrix? |
No project manager. May have a coordinator |
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What is a balanced matrix? |
A matrix where the authority figure is clearly defined |
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What is a Strong Matrix? |
An authority figure is defined and is dedicated to the specific project |
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What are the advantages of a matrix structure? |
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Disadvantages of a matrix structure |
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What is a Project Management Knowledge Area? |
Identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques |
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What is a composite organization? |
If both functional and projectized divisions coexist in a firm, this would result in the composite. |
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What are the advantage of a composite organization? |
Flexibility
It enables the firm to meet special problems by appropriate adaptation of its organizational structure. |
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What is the disadvantage of composite organization? |
Conflict Dissimilar groupings within the same accountability center tend to encourage overlap, duplication, and functional/PM friction. |
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Why are virtual teams necessary? |
Virtual teams are often necessary for projects where resources are either onsite, offsite, or both, depending on the project activities.
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What does PMO stand for? |
Project Management Office |
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What is the purpose of a PMO (Project Management Office) |
To deal with the managerial and administrative issues in a way that meets the parent organization’s rules for management and administration |
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What is the reasons for initiating a PMO (Project Management Office)? |
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What is the purpose of a PMO |
The overarching purpose of the PMO is to service as a link between strategic management and project management. Another purpose may be the gradual assimilation of good project management practice into the entire organization. Importantly, the role of the PMO is that of a facilitator of projects, not the doer of projects (although the PMO may occasionally get involved with project management tasks). |
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What does the initiating process group consist of? |
The initiating process group consists of those processes performed to define a new project or a new phase of an existing project by obtaining the authorization to begin. |
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What does the planning process group consist of? |
The planning process group consists of those processes performed to establish the total scope of effort, define and refine objectives, and develop the course of action. |
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What does the executing process group consist of? |
The executing process group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. |
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What does the monitoring process group consist of? |
The monitoring and controlling process group consists of those processes needed to track, review, and coordinate the progress and the performance of a project or phase. |
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What does the closure process group consist of? |
The closing process group consists of those processes performed to conclude the activities across all the PM process groups to formally complete a project or phase. |
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What are the 3 categories of conflict? |
Goals Authority Interpersonal |
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Conflict is normally at the highest level at which stage of the project? |
Project buildup |
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How should conflict be resolved? |
Conflict should be addressed early, and privately, using a a direct and collaborative approach. |
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What are the 5 conflict resolution techniques? |
Avoid Accommodate Reconcile Direct Solve |
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What is negotiation? |
The process and activities to resolving disputes through consultations between involved parties |
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What are the 4 principles of negotiation? |
Separate the people from the problem Focus on interest, not positions Invent options for mutual gain Insist on using objective criteria |
