Flashcards in Project Overview Deck (21):
Temporary endeavor undertaken to create a unique product, service, or result
A group of projects or programs that are linked by a business goal
Group of projects that are closely linked, to the point where managing them together provides some benefit
Project Management Office
Management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
Type of PMO.
Provide consultative role by supplying templates, best practices, training, access to information and lessons learned from other projects.
Level of control over project is low.
Type of PMO.
Provide support and require compliance through various means. Periodically reviews the work done on the project to ensure following of guidelines (use of templates, forms and tools, adopting management frameworks and methodologies, or conformance to governance).
Level of control over project is moderate.
Type of PMO.
Take control of the projects by directly managing the projects.
Level of control over project is high.
Project team members always report to a functional manager, who calls all the shots.
Project management decisions needs to be cleared with functional manager.
Project managers are assistants to functional managers.
Project managers spend a lot of time doing administrative tasks
More likely to find project expediters in these organizations
Maintains many of the characteristics of a functional organization.
Role of the project manager is more of a coordinator or expediter (works as staff assistant and communications coordinator)
Project manager have some authority but aren't in charge of project resources.
Major decisions must be made with the functional manager's cooperation/approval
Recognizes the need for a project manager, but it does not provide her with the full authority over the project and its funding.
Project manager shares authority with functional manager Project manager and functional manager run decisions by each other.
Have many of the same characteristics of a projectized organization. They have full-time project managers with considerable authority and full-time project administrative staff.
Project managers have more authority than functional managers, but project team reports to both managers.
Team judged based on performance on their projects, as well as on their functional expertise.
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.
Process assets can be grouped into two categories: 1) processes and procedures and 2) corporate knowledge
Enterprise Environmental Factors
Conditions, not under the control of the project team, that influence, constrain, or direct the project.
Often considered inputs to most planning processes as they may enhance/constrain project options and may have a positive/negative influence on the outcome.
A person or group who provides resources and support for the project and is accountable for enabling success.
Oversight function that is aligned with the organizations governance model and encompasses the project lifecycle.
It provides the project manager and team with structure, processes, decision-making models and tools for managing the project.
Measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.
A phase starts only when the previous phase is complete
A phase starts prior to completion of the previous one (Planning one phase while Executing another)
Work Performance Data
Raw observations and measurements identified during activities performed to carry out the project work
Work Performance Information
The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.