Lecture 1: Building the Foundation and Developing Project Management Skills Flashcards
(35 cards)
1
Q
Definition of a Project: What is the 3 criteria?
A
- Unique product, service, or result
- Limited time frame
- Temporary in nature
2
Q
Definition of Operations: What is the 3 criteria?
A
- Produces the same product, service, or result over and over
- Ongoing- no definitive beginning and end
- Processes are not completed
3
Q
What are the 6 types of Organization Structures?
A
- Functional
- Project-oriented
- Matrix
- Virtual
- Hybrid
- PMO
4
Q
Functional
A
- Hierarchical in nature
- Clear chain of command
5
Q
Projectized
A
- Organized by project
6
Q
Matrix
A
- Combination of functional and project-oriented
7
Q
Virtual Structure
A
- People are not physically together at the same time but are connected via a corporate network or the Internet or both
8
Q
Hybrid Structure
A
- Takes on aspects of two or more structures. A matrix organization is a type of hybrid structure
9
Q
Project Management Office (PMO)
A
- Centralized organizational unit that oversees the management of projects and programs throughout the organization
10
Q
Benefits of PMO
A
- Provides an established project management methodology including templates, forms, and standardized processes
- Mentoring, coaching and training for project managers
- Facilitating communication within and across projects
- Managing resources
11
Q
Project Management Practices
A
- Applying skills, knowledge and established project management tools and techniques to produce the best results possible
12
Q
Project Management Practices : Benefits
A
- Improves overall project performance
- Reduces the time to complete projects
- Reduces project risk
- Increases quality
- Improves communication
- Ensures consistency in reporting
- Improves accuracy of project reports
13
Q
Project Management Tools
A
- Project management software
- Templates and forms
- PM software typically includes templates and forms, scheduling, resource allocation, workflows, status reporting and more
14
Q
Understanding Project Processes
A
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
15
Q
Initiating
A
- Acknowledges that a project should begin
- Primary output is the project charter
16
Q
Planning
A
- Create the project plan (communication plan, schedule, budget, resource plan, quality plan and more)
- Primary output is the project planning documents
17
Q
Executing
A
- Work of the project begins
- Primary output is deliverables and status reports
18
Q
Monitoring and Controlling
A
- Work results are monitored, changes requested, and problems corrected
- Primary output is change requests and corrective actions
19
Q
Closing
A
- Project is completed and project documents closed out
- Primary output is signed off project documents and lessons learned
20
Q
21st Century Project Management
A
- Project management is likely the same today as it was hundreds of years ago
21
Q
Definition of a successful project
A
- The project results meet or exceed stakeholder expectations
22
Q
Constraints
A
- Anything that restricts or dictates the actions of the project team
Key: determine the constraint that’s the primary driver
23
Q
Triple Constraints
A
- Scope
- Schedule
- Budget
24
Q
Other Constraints
A
- Quality
- Risk
- Resources
25
What "tool bag of skills" does Project Managers have?
- Communication skills
- Organizing techniques
- General management skills
- Negotiating skills
- People management skills
26
Communication Skills
- The MOST important skill any project manager can master
- Both verbal and written communication skills
- 90% of a project manager's time is spent communicating
- Communicating the right information to the right people at the right time helps assure project success
27
Organizing Techniques
- Time management: Control the priorities for your daily, weekly, and monthly schedule
- Keep calendar up to date
- Maintain a task list of to-do's
- Use one tool for all your information
- Set priorities: Prioritize time according to importance and urgency
- Manage information: Handle every piece of information on time and do something with it
28
Setting Priorities: Firefighting Zone
- Issues such as emergencies, unplanned risks and business or service interruptions
- Project deadlines or important and urgent issues that require preparation, response or decisions on short notice
- Don't spend a lot of time in this zone because it's a time killer
29
Setting Priorities: Planning Zone
- "What must be accomplished today?"
- If possible, delegate tasks that don't need your personal attention to other team members
- Planning puts you in control
- Matters that are important, but not urgent
30
Setting Priorities: Deflecting Zone
- The alarm is going off, but there is no actual crisis
- Unnecessary meetings, unimportant email and voicemail , drop-in visitors discussing their recent trip to Hawaii, and more
- Matters that seem urgent but are not important
31
Setting Priorities: Time-Wasting Zone
- Cube hopping, Internet surfing, showing pictures of your Hawaii trip to anyone passing by, extraneous documentation, frivolous email, and more
- Matters that are neither important nor urgent
32
Organizing Techniques: Project Tools
- Project repository (OneDrive, SharePoint, Google Drive)
- Templates
- Checklists
- Forms
- PMO processes
33
General Management Skills
- Budgeting/accounting
- Leading
- Managing
- Coaching teams
- Negotiating
- Managing vendors
- Customer service skills
34
People Management Skills
- Majority of your time spent interacting with people and communicating
- Negotiation techniques and problem resolution techniques needed
- Professional responsibility
35
Professional Responsibility
- Honesty
- Ethical
- Integrity
- Fair
- Avoid conflicts of interest
