ENMA 301 Project Organization, Leadership, and Control Flashcards Preview

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Flashcards in ENMA 301 Project Organization, Leadership, and Control Deck (28)
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1
Q

What is a Project?

A

Is a set of activities with a clear beginning and end

2
Q

What does each project have?

A

Goals
Objectives
Tasks
Limitations

3
Q

What is needed to manage a project?

A

Process
Tools
Techniques

4
Q

What are the 5 phases of project management?

A
  • Initiating/Defining
  • Planning
  • Executing
  • Controlling
  • Closing
5
Q

What are Kerzner’s 2 types of Organization?

A

The Project Driven Organization

The Non-Project Driven Organization

6
Q

What is the Project Driven Organization?

A

All work is characterized through projects
Each project has a separate cost center having its own profit and loss statement
Everything centers around the project
Construction and Aerospace industries

7
Q

What is the Non-Project Driven Organization?

A

Projects exist to support the product lines
Profit and loss are measured on vertical or functional lines
Priority resources are assigned to the revenue-producing functional line activities rather than projects
Low technology manufacturing

8
Q

What are the 4 categories of the Elements of the Project Driven Organization?

A
  • The Project Office
  • Key functional support
  • Manufacturing and routine administration
  • Future Business
9
Q

What is the Project Office

A

Responsible for the project
Project Manager
Project Engineer
Project Administrator

10
Q

What is the Key Functional Support?

A

Systems Analysis, Systems Engineering and Integration
Product design and analysis
Quality assurance and reliability
Production planning
Product installation and test
Training, logistics planning, and field support

11
Q

What is the Manufacturing and Routine Administrator?

A
Manufacturing
Accounting and finance
Purchasing and subcontracting
Personnel and industrial relations
Plant facilities and maintenance
12
Q

What is the Future Business?

A

Non-project specific Research and Development and marketing are necessary for the continuation of the project driven organization

13
Q

What are the Project Management Structures?

A
  • Functional Organization
  • Functional Matrix
  • Balanced Matrix
  • Project Matrix
  • Project Team
14
Q

What is Functional Organization?

A
  • Project divided into segments and assigned to relevant functional areas and or groups
  • Project is coordinated by functional and upper levels of management
15
Q

What is Functional Matrix?

A
  • A person is formally designated to oversee the project across different functional areas
  • This person has limited authority over functional people involved and serves to primarily to plan and coordinate the project
16
Q

What is Balanced Matrix?

A
  • A person is assigned to oversee the project and interacts on an equal basis with functional managers
  • This person and the functional managers jointly direct the workflow segments and approve technical and operational decisions
17
Q

What is Project Matrix?

A

A manger is assigned to oversee the project and is responsible for the completion of the project
The functional manager’s involvement is limited to assigning personnel as needed and providing advisory expertise

18
Q

What is Project Team?

A

A manager is put in charge of a project team composed of a core personnel from several functional areas and or groups
The functional managers have not formal involvement

19
Q

What are the characteristics of Effective Project Managers?

A

Technical Skills

Administrative Skills

Interpersonal Skills

20
Q

What are the administrative Skills?

A

Project managers must be experienced in planning, organizing, staffing, and control techniques as they apply to projects

21
Q

What is the Manager’s Charter?

A

Known as the scope of authority
The responsibilities and authority of the project manager must be defined in writing in advance to clarify the interfaces between the project manager, functional managers and others to reduce the potential for conflict and confusion

22
Q

What are some Manager’s Charter?

A
  • Control over the project budget, with signature authority on all work authorizations
  • Responsibility to schedule and hold design reviews, determine the agenda and representation, and establish responsibility for follow-up action
  • Responsibility for configuration and change control and for approving changes
  • Authority to constitute and chair the make-or-buy and source selection board
  • Responsibility for regular reporting to general management of project status
  • Participation in the merit review process for all personnel on loan to the project
23
Q

Building the team is one of the prime responsibilities of ?

A

the project program manager

24
Q

Who is responsible for defining the basic team structure and operating concepts during the project formation stage?

A

Management

25
Q

Who is responsible for conducting team-building sessions throughout the project life cycle?

A

The Project Manager

26
Q

What is the principal business of the manager?

A

Communication

27
Q

When you begin your report, you start with?

A

With an Executive Summary. Place your conclusions and recommendations at the front. Followed by essential discussion, with peripheral material relegated to appendixes

28
Q

What are some Effectiveness as a Manager?

A
  • Able to identify a problem, analyze it, and synthesize a solution
  • Willingness to accept and even seek responsibility
  • View their current assignment as the most important thing they have to do rather than a step toward promotion
  • Good work habits, set personal goals and plan ahead
  • Able to get results without upsetting people
  • Have integrity
  • Besides technical talent, they have demonstrated skill in marketing, finance, and employee relations
  • Ability to make sound judgments