Midterm Exam organization.
He or she is in charge of the
project vision and governance.
Project Launch Meeting- A crucial event
that marks the beginning of a new Work Breakdown Structure (WBS)- is a
project. product-oriented family tree subdivision
of the hardware, services, and data
Project Manager- the most fundamental required.
project management role, as he or she
guides the team through the project life Five Strategies to Deal with Conflict
cycle.
Compromising Strategy- When you
Project team member- are individuals take a middle ground position on
with a specific skill set who are needed both dimensions
for the completion of project tasks. Avoiding Strategy- When the
position is not asserted
Project Stakeholder- They are anyone aggressively but the person is still
who is impacted either directly or unwilling to cooperate
indirectly by the project. Competing Strategy- Approaching a
Project team- The group of people situation assertively and being
responsible for executing the tasks and unwilling to cooperate
producing deliverables outlined in the Collaborating Strategy- When you
project plan and schedule. assertively state your position but
do so in a spirit of cooperation
RACI Matrix- is a simple, effective means
for defining project roles and
responsibilities, providing a
comprehensive chart of who is
responsible, accountable, consulted, and Accommodating Strategy- In
informed every step of the way. situations where you do not assert
your position and focus more on
Interface Integration- This process cooperating with the other party
ensures the smooth fitting of all the
pieces, avoiding costly delays and Main Program/Project Phase- Schedules
promoting efficient project progress, are a major source of conflict
ultimately leading to successful
Project Phase-Out- Deadlines are a major
completion.
source of conflict
Project Integration Management- It is the
Project Formation Phase- Many of the
coordination of all elements of a project.
policies and procedures have not yet
This includes coordinating tasks,
been formed
resources, stakeholders, and any other
project elements, in addition to managing Project Build Up Phase- Conflicts tend to
conflicts between different aspects of a be technical in nature
project, making trade-offs between
Negotiation- involves a discussion
competing requests, and evaluating
between two parties in an attempt to
resources.
reach a mutually satisfactory agreement.
Project Risk Management- It is the
TRUE- Project Management Office is a
process of identifying, analyzing, and
centralized entity within an organization
responding to any risk that arises over
responsible for defining and maintaining
the life cycle of a project to help the
project management standards and
project remain on track and meet its
practices.
goal.
Functional organizational structure- is a
Business Analyst- specializes in
great mechanism to use when dealing
improving the overall efficiency and
with projects that span multiple
productivity of a business
functional units and which require
Post Planning Review- This is ideally specialized technical expertise to
chaired by an experienced Project complete tasks.
Manager not connected with the project
Types of PMO
to make sure that all necessary elements
of the project plan have been properly Traditional or Operational PMO-
developed and communicated. responsible for continuous
improvements in how the
Project Sponsor- An individual who
organization manages projects.
assumes accountability for a project and
Portfolio PMO- mainly for
acts as a representative of the
performance tracking and will
monitor only a small number of structures, allowing for more
projects, perhaps 20 or less, that flexibility and collaboration.
are high priority or strategically Strong matrix- The project
important to the firm. manager has most of the
Functional Unit PMO- dedicated to decision-making power
projects conducted mainly in the over the project, while the
functional unit. department head has more
Client-driven PMO- This type of limited authority.
PMO might control a family of Weak matrix- The project
projects for a specific client, it may manager has the least
also look like a division of the amount of decision-
customers organizational chart. making power
Corporate PMO- coordinates the 3. Projectized Project Form- teams
efforts of the other PMOs in the are structured around projects,
firm. providing a high degree of
autonomy and quick decision-
Divisional manger- Oversees a cross-
making.
functional team with representatives
from each department. Project form selection- refers to the
process of choosing the most suitable
Balanced matrix- The department head
organizational structure or form for a
and the project manager have equal
specific project.
authority and team members report to
both of them.
Agile Project- modern approach that has
Functional manager- Represents the been increasingly embraced by teams
traditional vertical structure based on across industries.
department or job function. Examples of
this role are marketing managers, sales Partnering- relationship between a
managers, and human resource project and its subcontractors can be
managers. adversarial o ra partnership.
TRUE- Teams within a Composite
Chartering- charter is an element of the
Organization operate in a highly
project plan that records key points of
adaptable environment.
the agreement between the PM, senior
Matrix organization- A work structure management, and the functional
where team members report to multiple managers.
leaders.
Scope Change- can occur due to errors in
Composite organizational structure- Two
the initial plan, when the client learns
or more models that are adapted for a
more about the project and its
special project, for simplicity, or to keep
deliverables, and due to changes in the
power in check.
external environment.
Projectized Organization- In this
organizational structure, the project Composite Organization- blends the
manager is the final authority over the functional, matrix, and projectized types
project they are handling. of organizations.
Factors Influencing Project Form
Selection
Functional Organizational Structure- An
Project Complexity- Complex projects
organizational structure consists of
often benefit from a projectized form to
project team members allocated from
streamline decision-making.
different functional units of an
organization.
Resource Availability- Limited resources
Types of Project Forms may favor functional or matrix structures,
maximizing resource utilization.
1. Functional Project Form- it
emphasizes functional Organizational Culture- The prevailing
specialization, where team culture influences how well a specific
members report to functional project form integrates into the existing
managers. organizational structure.
2. Matrix Project Form- combines
functional and projectized
Project Duration- Longer-term projects FALSE- A project risk is anything that
may lean towards a projectized form for already has impacted a project’s
sustained focus. success.
Strategic Considerations
Alignment with Organizational Goals- The
chosen project form should align with the
strategic objectives of the organization.
Flexibility- The ability to adapt the
project form as project requirements
evolve is crucial for success.
Risk Mitigation- Assessing potential risks
associated with each project form helps
in making informed decisions.
Types of PMO
Controlling- This type of PMO requires
rigid adherence to the policies, practices,
standards, templates, tools, and
techniques it has established to ensure
uniformity across all projects within the
organization.
Supportive- Faithful to its name, a
supportive PMO supplies best practices,
templates, and other items to support
project teams, offering training,
guidance, and services to support those
teams as needed.
Directive- The distinguishing feature of a
directive PMO is its direct involvement in
project execution.
Functions of PMOs
Governance and Standards- PMOs
establish project management
methodologies and standards to ensure
uniformity and best practices.
Resource Management- They facilitate
optimal resource allocation, enhancing
project efficiency.
Risk Management- PMOs identify and
manage project risks, minimizing
potential disruptions.
FALSE- A project issue is anything that
could impact a project’s success by
either delaying the project timeline,
overloading the budget, or leading to
reduce project performance in some
other way.
TRUE- Agile is not just a set of practices
but a philosophy.
