02 Project Management Framework

Objectives cannot be met

1. Corrective action 2. preventative action 3. defect repair 4. requested changes

Tight Matrix or Co-location

The sponsor

1. Most common 2. Team members complete work of project in addition to their own; 3. Grouped by Functional Area (Silo) 4. Occur within a single department

1. easier mgmnt of specialists 2. only one supervisor 3. similar resources are centralized / grouped 4. defined work paths

1. more emphasis on daily job, not project 2. no career path in PM 3. PM has little or no authority

To department head first then to the other department head

1. Shared ownership 2. deliverable acceptance 3. satisfaction

1. maximizes strengths of functional and matrix 2. two bosses 3. PM & functional mgr 4. Comm. goes from team member to each boss

1. Strong Matrix - power rests with PM 2. Weak matrix - power rests with Functional Mgr 3. Balanced Matrix - power is equal between PM and Functional Mgr

1. Highly visible project objectives 2. improved PM control over resources 3. more support from functional areas 4. max usage of scare resources 5. better coordination 6. better horizontal and vertical dissemination of info 7. team members have a

1. extra administration 2. more than one boss 3. more complex to monitor and ctrl 4. tougher problems with resource allocation 5. need extensive policies and procedures 6. Functional Mgrs may have different priorities than PM 7. higher potential

1. Initiating 2. planning process groups

1. contained in the project charter 2. project complete when objectives are met 3. reason to terminate project is that objectives cannot be met 4. PMs role to accomplish objectives 5. there are trade-offs between requirements and objectives

1. Risks 2. stakeholder influence

Organizational Project Management Maturity Model, PMIs organizational maturity model that examines enterprise pm process capabilities

1. Functional 2. Projectized 3. Matrix: A. strong matrix, B. weak matrix C. Balanced matrix

1. End of Project Phase 2. Also known as Kill Points

Collection of projects or programs grouped to facilitate managements to meet strategic goals.

Centralized management of one or more portfolios, which includes identifying, prioritizing, authoring, managing and controlling projects, programs and other related work, to achieve specific strategic business objectives.

Yes

Accomplish project objectives

1. Conception 2. growth, 3. maturity, 4. decline and 5. withdrawal. 6. Usually spawns multiple projects.

1. Generally sequential, non-overlapping phases 2. Last phase is generally it's final 3. a Project Lifecycle is contained within one or more product life cycles

1. Resources 2. deliverables 3. knowledge

1. Always has projects within its structure 2. Success is measured by the degree to which the project satisfies the needs for which it was undertaken 3. The Scope of a program has a larger scope than projects and provides more significant benefits.

Allows project management team to manage to a greater level of detail as the project evolves.

1. similar to expediter, but has some power 2. has some authority and reports to higher level of manager

1. acts as staff asst and comm. coordinator2. cannot personally make or enforce decisions 3. do not evaluate changes, impacts 4. Implement other's requests

1. Starting the project 2. Organizaing 3. Carrying out the proejct work 4. Closing the project (SOCC)

1. Life Cycle Approach - project life cycle for what you need to complete the work 2. Project Management Methodology / process for managing the project; Many different type , depending on industry; Covers control and deliverables

1. Provides policies, methodologies, templates 2.Provides coaching, mentoring, training and oversight 3. Provides PMs for different projects 4. Manage shared resources across projects 5. Makes recommendations or terminates projects to keep business objectives consistent 6. Coordinates communication across projects 7. Defines success of the portfolio in terms of aggregate performance of its components

1. Understanding project environment 2. identify and understand stakeholders, their influence and manage their expectations 3. Reasons of doing the project 4. Strategic plan of the performing organization

1. Completion and approval of one or more major deliverables 2. Usually sequential, not necessarily 3. Logical project subset to ease management, planning and control.

The customer

Project

1. Entire company organized by projects 2. PM has control 3. Employee report to PM 4. No Home 5. Team members complete work of project only 6. Comm. only within the project

1. efficient proj organization 2. loyalty to project 3. more effective communications

1. no home 2. lack of professionalism in disciplines 3. duplication of facilities and job functions 4. less efficient use of resources

Only within the project

1. Project objectives 2. requirements

1. Status/Performance report 2. Change requests that may have impacts on other projects, programs or portfolios.

Ensure the project meets its objectives.

To enhance opportunities and reduce threats to project objectives.

1. Risk response owner 2. Change management and approval 3. Creation of lessons learned

1. Finalized requirements 2. project or project phase closing

Needs and techniques of communication among them

1. Identify all of them early in the project 2. Determine their requirements and expectations 3. Communicate with them 4. Manage their influence 5. Use them as experts

Anyone whose interests are affected positively or negatively by the project, or that can exert influence over the project. Can be identified throughout the project but an effort to be identified in early stages of the project should be made.

Project Manager.

Locating offices for the project team in the same building

Functional Manager

Initiating, Planning, Executing, Monitoring and Controlling and Closing (IPEMCC)

Analyze and identify impacts of the changes through integrated change control process.

When objectives are met.

No, manufacturing is generally a process not project

1. Low at start of project 2. Peaks during project 3. Drops rapidly at close of project

The start of project

At the start of the project

Approaching the close of the project