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Chapter10 Flashcards

1
Q

PMIS (Project Management Information System)

A

A framework and methodology for collecting, organizing, storing, processing and disseminating information needed to manage projects

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2
Q

PMIS Objectives

A

Provide the basis for the strategic direction of the project

Provide the basis to plan, monitor and evaluate projects

Show the interrelationships among cost, schedule and technical performance for the entire project

Help identify project problems before they occur

Enable team to continuously monitor, evaluate, and control project resources

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3
Q

PMIS Provides Info For…I

A

Project planning – scheduling, budgeting and resource allocation

Integration of cost, schedule and work performance

Integration of activities across functional areas

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4
Q

PMIS Provides Info For II

A

Filtering information to identify problems and to determine project status

Analysis of variance, performance and forecasting

Controlling changes to system configuration and project plan

Reviewing and updating program status

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5
Q

Good Project Reports I

A

Isolate significant variances and identify the reasons they occurred

Emphasize the quantitative and specific rather than the subjective and general

Describe risks – anticipated this reporting period, occurred, response success, and anticipated next reporting period

Describe the specific cost, schedule and technology (quality) impacts on project elements

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6
Q

Good Project Reports II

A

Indicate effects on project baselines

Describe specific corrective actions taken and planned

Assign responsibility for action and give expected dates for improvement

Reference corrective action plans in previous reports

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7
Q

Benefits of Sharing Project Information

A

Promotes trust, empathy and more mature relationships among project stakeholders

Facilitates solution of problems with the project

Keeps team members working together cohesively and concurrently in the use of project resources

Builds networks with project stakeholders

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8
Q

Value of Project Information

A

“Information has no real value except as it is used effectively in the management of the project. It does not automatically lead to an effective management process. Information does not ensure success, but lack of information can contribute to project failure.”

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9
Q

Information to Support Project Decisions (Part I)

A

Progress to Date

  • Cost Performance
  • Schedule Performance
  • Technical

Detailed Plans

  • Scope
  • Deliverables
  • Roles
  • Schedules
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10
Q

Information to Support Project Decisions (Part II)

A

Business Case

  • Purpose
  • Benefits

Resource Requirements

  • People
  • Funding

Risks

  • Events
  • Impacts
  • Mitigation Plans
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11
Q

Purpose of Project Review Meetings

A

communicate and assess project evaluative information

identify and quickly correct deviations from project plan

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12
Q

Project Review Meetings (Informal Review “Peer Reviews”)

A

Held frequently and regularly

Involve members of the project team

Focus on project status, special problems, emerging issues, and project performance

Participation depends on project phase and issues at hand

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13
Q

Project Review Meetings (Daily Standup Meeting)

A

Held at the start of each day

Short (15 minutes) and to-the-point

An update on status
-team members give a quick run-though of yesterday’s progress and today’s next steps

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14
Q

Project Review Meetings (Formal Reviews)

A

Scheduled at milestones or critical project stages; e.g.,

Preliminary review
-Assess how well the functional design specifications fit the basic operational requirements

Critical review
-Check design for conformance to the preliminary design specifications

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15
Q

Project Review Meetings (Action Plan)

A

Created for each identified problem

Might include

  • statement of the problem
  • objectives in resolving it
  • the required course of action
  • target date
  • person responsible

Each meeting starts with a status review of items on the action plan

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16
Q

When is time to Terminate Project?

A

Project now lacks strategic fit

Customer’s needs have changed

Competition threatens project results

A new, superior alternative has emerged

Serious cost and schedule overruns

Technical performance is compromised

Technical risks too great

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17
Q

How to terminate project?

A

Share the decision - tell all those affected

Revisit the need – how will original purpose be addressed?

Manage resource impacts – account for all resources used, available and requiring disposal.

Tie the loose ends – review all on-going activities for completion or closure.

Capture the experience – a lot can be learned from a termination

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18
Q

Project-Functional Interface

Project Manager vs Functional Manger

A 
Project Manager
 What is to be done?
 When will tasks be done?
 How much money is available for tasks?
 How well has the total project been done?
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19
Q

Project-Functional Interface

Project Manager vs Functional Manger

A 
Functional Manager
 How will the task be done?
 Where will the task be done?
 Who will do the task?
 How well has the functional input been integrated into the project?
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20
Q

Advantages of Functional Organizations

A

Personnel can be used on many projects

Specialists can be grouped to share knowledge and experience

Improved continuity in the functional disciplines, procedures and policies

Communication channels are vertical and understood

Clear career path for professionals

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21
Q

Disadvantages of Functional Organizations

A

Project orientation is often lacking

Project accountability is often unclear

There is no direct customer focal point or contact

Ideas tend to favor functional perspective

Coordination between functional units is complex and challenging

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22
Q

Where is project team? (Matrix Organization)

A

Project Manager is assigned to oversee project and interacts on an equal basis with functional managers. This PM and the functional managers jointly direct work flow and approve technical and operational decisions. The PM has some supervisor authority over the project team.

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23
Q

Advantages of Matrix Organizations

A

Project emphasized by designating a single responsible project manager

More responsive to changes than functional organization

More efficient utilization of project personnel

Increased knowledge transfer between projects

Maintains strong technical base in functional “home” office

Provides career paths and opportunities for functional specialists.

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24
Q

Disadvantages of Matrix Organizations

A

Dual reporting relationship - balance of power between functional and project groups must be watched

Resource allocation conflicts among project managers may require management intervention

Increased complexity in managing conflict, information flow, performance appraisals

Project assignments may impede career progression for functional experts

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25
Three Types of Matrix Organizations
Functional Matrix Balanced Matrix Project Matrix
26
Functional Matrix
A person is formally designated to oversee the project across functional areas. This person has limited authority over the functional people involved and serves primarily to plan and coordinate the project. The functional managers retain primary responsibility for their segments of the project.
27
Project Matrix
A manager is assigned to oversee the project and is responsible for completion of the project. Functional managers’ involvement is limited to assigning personnel as needed and providing advisory expertise. involvement.
28
Where is the project team? (Project Organization)
Project Manager is put in charge of a project team composed of a core group of people assigned to the project on a full time basis. The functional managers have no formal involvement. The PM often has complete supervisor authority over the team.
29
Advantages of Project Organizations
Provides complete line authority over project Project team members work directly for the project manager Very rapid reaction to problems Project communication channels are effective Integration is “easy”
30
Disadvantages of Project Organizations
Duplication of resources makes it very expensive Tendency to retain team members long after they are needed Technology suffers, inadequate attention placed on developing organizational capabilities Lack of career continuity and opportunities for project team members
31
PMO (Project Management Office)
Department or group responsible for conduct of project management in an organization or division. The PMO has a major role in: - Setting and enforcing project management methodology - Providing mentoring and consulting services for PMs
32
PMO Functions (Main Purpose)
Increase competency of PMs in the organization Allocate and coordinate project resources Set and enforce standards for project management Assist PRB in portfolio management
33
PMO Functions
PM Standards and Support PM Competency PM Resources Portfolio Management
34
PM Competency (Part I)
``` PM Competency Standards/Criteria -Set PM competency requirements -Assess individual PM competency -Determine need for internal vs. external PMs -Develop training plan ``` Education and Training (non-technical) - Conduct project methodology training - Conduct basic and advanced PM skills training (e.g., scheduling, leadership) - Conduct processes and procedures training
35
PM Competency (Part II)
Professional Certification - Encourage professionalism - Develop and support internal/external certification programs - Prepare PM for certification Career Path Management - Establish PM career path - Coach and counsel for career paths - Track career paths - Perform annual performance reviews
36
PM Resources (Part I)
System and Software Select and implement - PM software - Communication systems; e.g., internet/intranet, telecom Manage PMIS - Manage interface with systems for finance, HR, procurement, etc. - Maintain databases - Gather/track time sheet information
37
PM Resources (Part II)
Multi-Project Resource Management - Assess and allocate resources (including PMs) - Resolve resource conflicts/set priorities - Track/report summary status of all projects PMO and Project Facilities - Manage PMO office - Schedule project conferences and meeting rooms - Set up onsite and remote project facilities
38
PM Resources (Part III)
Knowledge Management: - Set guidelines/requirements for documenting best practices and lessons learned - Sponsor PM get-togethers (informal discussion groups or formal seminars, status meetings)
39
PM Standards and Support (Part I)
Standards and Metrics: - Incorporate best business practice into PM standards - Set technical standards - Set time and reporting standards - Set documentation standards - Set metrics for project performance assessment and reporting - Establish standards for report preparation and distribution
40
PM Standards and Support (Part II)
Mentoring Provide project mentoring to PMs and executives Facilitate project team activities Consulting Provide technical expertise Assist PM knowledge transfer Project Management Methodology Develop, implement, maintain, and improve PM methodology
41
Portfolio Management (Part I)
Assist Project Review Board (PRB) Provide overview information about projects in portfolio Assist with portfolio decisions: Project prioritization Approval Cancellation
42
Portfolio Management (Part II)
Assist Project Review Board (PRB) (cont.) Ensure each project meet requirements for each gate Track resource allocation for all projects vs. requirements for current projects Provide status reports to PRB about relative performance for all projects (use “dashboard,” etc.)
43
Functions of a Mature Project Office
``` Methods and Standards Just-In-Time Training Project Support Project Consulting and Mentoring Project Managers ```
44
Choosing the Right PMO
Weather Station Control Tower Resource Pool
45
The Weather Station
The weather station tracks and reports events without directly influencing them. Functions: - Reports project progress - Tracks cost and compares to budget - Tracks and reports major risks and issues
46
The Control Tower
The control tower treats project management as a business process to be protected and nurtured. ``` Functions: -Establishes standards for managing projects -Consults on following standards -Enforces the standards Improves the standards ```
47
The Resource Pool
The resource pool establishes a repository of project management expertise available to executives. Functions: - Provides pool of skilled project managers - Supervises and develops project managers - Provides career path for project managers
48
7 Secrets of Successful Project Office
Rein in runaway projects Assist project startups -Establish estimating and risk process Review and manage the project portfolio Conduct project reviews and audits Organize and manage the resource pool Identify and develop project managers Establish and enforce a project management process
49
Project Stakeholder Management
Stakeholders are simply the individuals or institutions that share a stake or an interest in the project.
50
Managing the Stakeholders
Identify stakeholders Gather information Identify stake Determine strengths/weaknesses Predict stakeholder behavior Implement stakeholder management strategy
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Tips for Managing Stakeholders Tip 1:
When you identify stakeholders remember there a primary and secondary stakeholders Primary: those persons and groups that have a legal contractual relationship to the project Secondary: those who influence or affect, or are influenced or affected by, the project but are not regularly engaged in transactions with the project and may not be essential for the project’s survival
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Tips for Managing Stakeholders Tip 2:
Before you gather information develop a plan - and be sure you consider: ``` What information is needed Where can it be obtained Who will obtain it Who will use it How can it be secured ```
53
Tips for Managing Stakeholders Tip 3:
Remember there are lots of sources of information to consider: ``` Internet sites Project team members Business trade journals and periodicals Professional societies Corporate reports News articles Government ```
54
Tips for Managing Stakeholders Tip 4:
When evaluating stakeholder strengths and weaknesses consider: ``` Availability of resources Existence of political alliances Degree of public support Quality of strategies Degree of organization Level of commitment of members ```
55
Tips for Managing Stakeholders Tip 5:
When you identify stake consider: ``` Mission relevancy Economic interest Legal right Political support Health & safety Lifestyle Opportunism Survival ```
56
What are the leading project management problems?
``` Resources inadequate Meeting Deadlines Unclear goals Uncommitted team members Insufficient planning Communication breakdown Changes in goals/resources ```
57
What project management skills make a difference in successfully managing projects?
``` communication skills organizational skills team building leadership coping technological ```
58
Project Manager Role
``` Direction setter decision maker change agent communication hub entrepreneur evangelist integrator ```
59
PM Responsibilities (Part I)
Planning the Project Leading the project team Managing Stakeholders Maintaining contact with customers Monitoring project status
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PM Responsibilities (Part II)
Communicating project status Identifying technical and functional problems and solving them Resolving Conflicts Recommending termination or redirection when appropriate
61
Project Leader (define)
that individual who leads a project team during the project life cycle and accomplishes the project objectives on time and within budget

Project management (7 decks)

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