Ch. 2: Managing a Project Flashcards
(22 cards)
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An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Balanced matrix structure
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An organization that creates a blend of the functional, matrix, and projectized structures.
Composite structure
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The person(s) who will use the project’s deliverables.
Customer/user
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A verifiable, measurable product or service created by a phase and/or a project.
Deliverable
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An organization is divided into functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Functional structure
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Persons who can positively or negatively influence a project’s ongoing activities and/or the project’s likelihood of success.
Influencers
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The review of a phase to determine if it accomplished its requirements. A kill point signals an opportunity to kill the project if it should not continue.
Kill point
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A stakeholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.
Negative stakeholder
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The organization whose employees or members are most directly involved in the project work.
Performing organization
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The logical division of a project based on the work or deliverable completed within that phase. Common examples include the phases within construction, software development, or manufacturing.
Phase
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The review of a phase to determine if it accomplished its requirements.
Phase exit
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The review of a phase to determine if it accomplished its requirements.
Phase gate
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The review of a phase to determine if it accomplished its requirements. A phase-end review is also called a phase exit, a phase gate, and a kill point.
Phase-end review
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A stakeholder who wants a project to exist and succeed. He or she may try to positively influence the project and help it succeed.
Positive stakeholder
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The life cycle of the product a project creates. For example, a project can create a piece of software; the software then has its own life cycle until it becomes defunct.
Product life cycle
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The collection of phases from the start of a project to its completion.
Project life cycle
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A business unit that centralizes the operations and procedures of all projects within the organization. The PMO supports the project manager through software, templates, and administrative support. A PMO can exist in any organizational structure, but it is most common in matrix and projectized structures.
Project management office (PMO)
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The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.
Project management system
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Anyone who has a vested interest in a project’s operation and/or its outcome.
Project stakeholder
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An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.
Projectized structure
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An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
Strong matrix structure
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An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.
Weak matrix structure
