Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
22 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Adaptive lifecycle |
Project lifecycle that anticipates many changes to the project scope and a man's highly involved project stakeholders |
Because change happens often change control is managed tightly by the project manager. This approach is also known as the agile now project management method |
|
|
Balanced matrix |
An organization where are organizational resources are pooled into one project team |
The functional managers and project managers share the project power |
|
|
Deliverable |
A verifiable measurable product or service created by phase and/or a project |
|
|
|
Composite structure |
An organization that creates a blend of the functional, matrix, and projectized structures |
|
|
|
Functional structure
|
An organization that is divided intofunctions, and each employee has one clearfunctional manager. Each department actsindependently of the other departments.
|
Aproject manager in this structure has little tono power and may be called a projectcoordinator.
|
|
|
Influencers
|
Persons who can positively or negativelyinfluence a project’s ongoing activitiesand/or the project’s likelihood of success.
|
|
|
|
Kill point
|
A kill point signals an opportunity to kill the project if it should not continue.
|
The review of a phase to determine if it accomplished its requirements.
|
|
|
Negative stakeholder
|
A stakeholder who does not want a projectto succeed.
|
He or she may try to negativelyinfluence the project and help it fail.
|
|
|
Performing organization
|
The organization whose employees ormembers are most directly involved in theproject work.
|
|
|
|
Phase
|
The logical division of a project based on thework or deliverable completed within thatphase.
|
Common examples include thephases within construction, softwaredevelopment, or manufacturing.
|
|
|
Phase exit
|
It signals the exiting of one phase and the entering of another.
|
The review of a phase to determine if it accomplished its requirements.
|
|
|
Phase-end review
|
Also called a phase exit, a phasegate, and a kill point.
|
The review of a phase to determine if itaccomplished its requirements.
|
|
|
Positive stakeholder
|
A stakeholder who wants a project to existand succeed.
|
He or she may try to positivelyinfluence the project and help it succeed.
|
|
|
Predictive life cycle
|
Also called a plan-drivenapproach, is a life cycle that“predicts” the work that will happen in eachphase of the project.
|
The project plan, time,cost, and scope are defined early in theproject and predict what is to happen in theproject.
|
|
|
Product life cycle
|
The life cycle of the product a projectcreates.
|
For example, a project can create apiece of software; the software then has itsown life cycle until it becomes defunct.
|
|
|
Project life cycle
|
The collection of phases from the start of aproject to its completion.
|
|
|
|
Project management office (PMO)
|
A business unit that centralizes the operationsand procedures of all projects within theorganization. The PMO supports the projectmanager through software, templates, andadministrative support.
|
Can exist in anyorganizational structure, but it is most commonin matrix and projectized structures.
|
|
|
Project management system
|
The defined set of rules, policies, andprocedures that a project manager followsand utilizes to complete the project.
|
|
|
|
Project stakeholder
|
Anyone who has a vested interest in aproject’s operation and/or its outcome.
|
|
|
|
Projectized structure
|
An organization that assigns a project teamto one project for the duration of the projectlife cycle.
|
The project manager has high-to almost-complete project power.
|
|
|
Strong matrix structure
|
An organization where organizationalresources are pooled into one project team,but the functional managers have lessproject power than the project manager.
|
|
|
|
Weak matrix structure
|
An organization where organizationalresources are pooled into one project team,but the functional managers have moreproject power than the project manager.
|
|
