Chapter 2 - Managing a Project Flashcards
Managing a Project
Organisational Structures
Functional,
Weak Matrix,
Balanced Matrix,
Strong Matrix,
Projectised and
Composite
Adaptive Life Cycle
A project lifecycle, also known as change- driven or agile methods, that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive lifecycles are also are integrated and incremental, but differ in that iterations are very rapid (2-4 weeks) and a fixed in Time &Resources.
Fast tracking
A practice of overlapping project phases.
Balanced matrix structure
An organisation where organisational resources are pooled into one project team, but the functional managers and the project manager share the project power.
Composite structure
An organisation that creates a blend of the functional, matrix and projectised structures.
Customer/user
The person(s) who will pay for an use the project’s deliverables.
Deliverable
A verifiable, measurable product or service created by phase and/or a project.
Functional Structure
An organisation that is divided into functions, and each employee has one clear function manager. Each department acts independently of this other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Influences
Persons who can positively or negatively influence a project’s ongoing activities and/or project’s likelihood of success.
Kill point
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.
Negative stakeholders
A stockholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.
Performing organisations
The organisation whose employees or members are most directly involved in the project work.
Phase
The logical division of a project based on the work or deliverable completed within that phase. common examples include phases within construction. software development, or manufacturing.
Phase exit
The review of a phase to determine if it accomplished its requirements. It signals the exiting of one phase and the entering of another.
Phase gate
The review of a phase to determine if it accomplished its requirements. Like a phase exit, a phase gate shows the qualifications to move from one phase to another.
Phase end review
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.
Positive stakeholder
A stakeholder who wants a project to exist and to succeed. He or she may try to positively influence the project and help to succeed.
Predictive life cycle
A form of project lifecycle in which the project scope, and the time and cost required to deliver that scope are determined as early in the life cycle as possible.
Product life cycle
The serious of phrases that the represent the evolution of a product, from concept through delivery, growth, maturity and to retirement.
PMO
A business unit that centralises the operations and procedures of all projects within organisation. The PMO supports the project manager through software, templates, and admin support. A PMO can exist in any org structures but most common in matrix and projectised.
Project Management system
The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.
Project stakeholder
Anyone who has a vested interested in a project’s operation and/or its outcome.
Projectized structure
An organisation 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.
Strong matrix structure
An organisation where organisational resources are pooled into one project team, but the functional managers have less project power that the project manager.
