Term
Project Managment Information System |
|
Definition
1. The collection of tools, methodologies, techniques, standards and resources used to manage a project. These may be formal systems and strategies determined by the organization or informal methods utilized by project managers.
2. This is a tool/technique of the Direct and Manage Project Execution Process Group in the Integration Knowledge Area. |
|
|
Term
|
Definition
A tangible item such as a checklist or template used in performing an activity to product a product or result. |
|
|
Term
|
Definition
In this type of organization, team members are often co-located and the project manager has a great deal of independence and authority. Team members worry about their jobs as a project draws to a close.
Pros
-One boss
-PM has a lot of independence
-Team is co-located
-Team is treated as insiders
-Most resources are involved in project work
Cons
-If not tracked closely, hourly costs may become inflated while specialists are waiting between assigning or are on call
-Bureacracy, standards, procedures, and documentation may results in an abundance of red tape |
|
|
Term
|
Definition
Work performed by people, constrained by resouces, planned, executed, monitored and controlled. It has definite beginning and end points and create a unique outcome that may be a product, service or result.
Unique, one-time endeavors with defined beginning and end. They have specific objectives to fulfill, which are achieved through coordination of interrelated tasks and activities. |
|
|
Term
|
Definition
| A component of a project. A _______can be contracted out to an external enterprise or to another functional unit. |
|
|
Term
|
Definition
-A role common is functional organizations
-Reports to a higher level in hierarchy and is usually a staff position
-Has more formal authority and responsibility
-Can assign work to functional workers
-This type of struction is useful in fuctional organizations in which project costs are relatively low compared to those in the rest of the organization. |
|
|
Term
|
Definition
| Individuals and organizations who are involved in or may be affected by project activities. Examples include the project managter, team members, the performing organization, the project sponsor and the customer. PMI advocates that any discrepencies between stakeholder requirements should be resolved in favor of the customer. Therefore, the customer is one of the most important stakeholders in any project. |
|
|
Term
|
Definition
- A group of related projects managed in a coordinated way; e.g. the design and creation of the prototype for a new airplane is a project, while manufacturing 99 more airplanes of the same model is a _______.
-A collection of related project that have a single objective.
-May include elements of related work outside the scope of the discrete project in the _______. |
|
|
Term
|
Definition
| Project team members are physically located close to one another in order to improve communication, working relations and productivity. |
|
|
Term
|
Definition
| A restriction of limitation that may force a certain course of action or inaction. |
|
|
Term
|
Definition
| The iterative process of continously improving the detailed plan as more information becomes available and estimates for remaining work can be forecasted more accurately as the project progresses. |
|
|
Term
|
Definition
| A specific activity or application of a skill, tool or technique that has been proven to contribute positively to the execution of a process. |
|
|
Term
|
Definition
-A logical grouping of a number of the 42 project management processes.
-There are 5 _______and all are required to occur at least for every project.
-They are performed in the same sequence each time:
Initiating, planning, executing, more planning/executing as required, and ending with closing.
-Monitoring and controlling is performed throughout the life of the project.
-They can be repeated for each phase of the project life cycle process and are not phases.
-They are independent of the application area or the life cycle utlized by the project. |
|
|
Term
|
Definition
| A document that describes rules, guidelines, methods, processes and practices that can be used repeatedly to enhance the chances of success. |
|
|
Term
|
Definition
| A collection of programs, projects and additional work managed together to facilitate the attainment of strategic business goals. |
|
|
Term
|
Definition
| Describes how and when human resources will be brought into and taken off the project team. |
|
|
Term
|
Definition
| The ability to meet project requirements by using various knowledge, skills, tools, and techniques to accomplish project work. Project work is completed through the interative application of initiation, planning, executing, monitoring and controlling and closing process groups. It's challenged by competing and changing demands for scope (customer needs, expectations and requirements), resources (people, time, cost), risks (known and unknown) and quality (of project and product). |
|
|
Term
|
Definition
| A tangible item internal or external to the project that is required by a process for the process to produce its output. |
|
|
Term
|
Definition
| A deliverable, result or service generated by the application of varoius tools or techniques within a process. |
|
|
Term
|
Definition
| A defined systematic series of steps applied by one or more individuals using one or more tools to achieve a product or result or to deliver a service. |
|
|
Term
|
Definition
-The name given to the collection of varoius phases that make up a project. These phases make the project easier to control and integrate. The result of each phase is one or more deliverables that are needed and utlilized in the next few phases. The work of each phase is accomplished through the iterative application of initiating, planning, executing, monitoring and conrtrolling process groups.
-Common phases generally overlap.
-Process groups repeated in each phase. |
|
|
Term
|
Definition
-Role common in fuctional organizations
-Is the facilitator who acts as the staff assistant to the executive who has ultimate responsibility for the project. This perso nhas little formal authority.
-Primary responsibility is to communicate informatoin between the executive and the workers.
-This type of structure is useful in functional organization where project costs are low. |
|
|
Term
|
Definition
| A collection of related actions performed to achieve a predefined desired outcome. |
|
|
Term
|
Definition
| The adaptation of the standard processes and their constituent inputs and outputs to fit appropriately with the needs of the project. The degree of rigor applied to each process considered must also be determined. |
|
|
Term
|
Definition
Ongoing work performed by people, constrained by resouces, planned, executed and contolled. Unlike a project, repetitive in nature.
Ex. The work performed to carry out the day to day business of an organization. |
|
|
Term
Enterprise Environmental Factors |
|
Definition
-External or internal factors that can influence a project's success. These factors include controllable factors such as tools used in managing projects within the organization or uncontrollable factors that have to be considered by the project manager such as market conditions or corporate culture.
-Input into the direct and manage project execution process.
|
|
|
Term
Communications Management Plan |
|
Definition
| Addresses the collection, distribution, access to and updates of project information. |
|
|
Term
Organizational Process Assets |
|
Definition
-Any formal or informal processes, plans, policies, procedures, guidelines and on-going or historical project information such as lessons learned, measurement data, project files and estimates versus actuals.
-Input into the direct and manage project execution process. |
|
|
Term
|
Definition
-Recognized as most prevelant type of organizational structure (by PMI).
-Each employee is in hierarchial structure with one clear superior staff. Is grouped by speciality such as accounting, marketing, or engineering. Included in this type of organization are a project expeditor or project coordinator.
Pros
-Flexibility in staff use
-Availability of experts for projects
-Grouping of specialists
-Technological community
-Normal advancement path
Cons
-Client not focus of a activity
-Function rather than problem-oriented
-No one fully responsibile for project
-Fragment approach to project |
|
|
Term
|
Definition
| The ability of a stakeholder to influence a change is high at the beginning of a project and decreases as the project progresses. Conversely, the impact or cost of a change is low at the beginning of a project and incrases as the project progresses. |
|
|
Term
Project Management Office (PMO) |
|
Definition
An additional layer of organization dedicated to helping project managers. Although most often found in matrixed or projectized organizations, they may exist in any type or organizational structure.
Pros
-Emphasis on project manager career paths
-Less anxiety among project manager's about next assignment at project completion
-Centering around project management competencies
-Standardization of project managment system
-Centralized management
Cons
-Additional layer of hierarchy
-Some of the adverse aspects of a matrix organization
-All of the adverse aspects of a projectized organization
-Lack of application knowledge by the project manager
|
|
|
Term
|
Definition
| Document that justifies why the project should be accomplished. |
|
|
Term
|
Definition
| Judgement based upon expertise appropriate to the activity. It may be provided by any group or person, either within the organization or external to it. |
|
|
Term
|
Definition
| The process for managing change in the project. A change management plan should be incorporated into the project management plan. |
|
|
Term
|
Definition
| The procedures used to identify, document, approve (or reject) and control changes to the project baselines. |
|
|
Term
|
Definition
| A category of projects that have unique components that may not be present in other categories of projects. For example, IT project approaches are different from residential development projects. |
|
|
Term
|
Definition
-Important document that establishes a project.
-Contains the business need
-Includes project requirements
-Identifies the project manager and their level of authority
-Should be the signed contract when procurement processes are used
-Identifies the sponsor
-Define goals and objectives of project
-Is approved by all key stakeholders
-Shows organizational, environmental and external constraints and assumptions
-Contains summary budget and milestone schedule
-Defines success criteria
-Input into the planning processes of develop project management plan, collect requirements and define scope to help define the project management plan, requirements and project scope statement
|
|
|
Term
|
Definition
| Form of expert judgement in which opinions are obtained from a panel of experts who work independently and anonymously. It is often used in risk management but can also be used to gain consensus on project selection, scope of work, estimates and technical issues. |
|
|
Term
Project Management Methodology |
|
Definition
| Any structured approach used to guide the project team through the project life cycle. This methodology may utilize forms, templates and procedures standard to the organization. |
|
|
Term
Project Statement of Work (SOW) |
|
Definition
-An input to the develop project charter process
-A narrative description of the products or services to be delivered by the project
-An important artifact of the project procurement managment knowledge area
Generally includes:
-The business need or reasons the product or service is required
-The description of the product scope or product requirements with as much detail as possible to support project planning and estimates
-The strategic plan and how the project supports the organization's strategic goals to facilitate the project selection decision-making process.
|
|
|
Term
|
Definition
-One of a collection of logically related project activities usually resulting in the completion of one or more major deliverables
-A component of a project life cycle |
|
|
Term
|
Definition
The pursuit of a balanced portfolio of projects. The balance comes from comparing several factors which may include:
-External market-driven costs vs. internal cost reduction
-Enterprise vs. business unit benefit
-Research and development vs. existing product lines
-Short-term vs. long-term goals
-High risks vs. low risks
|
|
|
Term
Requirements Management Plan |
|
Definition
| Tracks how requirements are managed, analyzed, documented, prioritized and traces changes before performing the five processes of scope managment. |
|
|
Term
|
Definition
| Provides guidance on how project scope is defined, documented, verified, managed and controlled. It is created before performing the five processes of scope management. |
|
|
Term
|
Definition
-Organizations of this type include weak, balanced, strong, and composite
-Have high potential for conflict
-Team members only see pieces of a project and may not see through to completion
-Have advantage in complex projects where cross-organizational knowledge/expertise is required
-Project managers whose authority/time on project increases from weak matrix (lowest) to balanced to strong
Pros
-Project emphasis
-Access to technical talent
-Less anxiety about team future at project completion
-Quick client response
-Better firm wide balance of resources
-Minimize staff fluctuations
Cons
-2-Boss syndrom
-More time effort needed to acquire team members
-Conflicts of authority between project manager and functional manager |
|
|
Term
|
Definition
| Describes how changes to the schedule will be managed. |
|
|
Term
|
Definition
| Describes how cost variances will be managed based on the needs of the stakeholders. |
|
|
Term
Quality Management Plan
&
Process Improvement Plan |
|
Definition
| Describes how the project managment team will implement it's quality policy. |
|
|
Term
|
Definition
| Documents procedures to manage risk throughout the project |
|
|
Term
Procurement Management Plan |
|
Definition
| Describes how procurement processes will be managed. |
|
|
Term
|
Definition
-Integrates all the subsidiary plans from the various knowledge areas into one cohesive whole.
-This document serves to reduce project uncertainty, improve the efficiency of work, provide a better understanding of the project objectives and provide a basis for monitoring and controlling.
-This document also serves as a communications and educational tool for stakeholders on the project.
-Input to the direct and manage project execution process. |
|
|
Term
|
Definition
| A systematic procedure that refers to change managment. Protects both the customer from unauthorized changes by projec tstaff and the project staff from new or undocumented requirements changes from the customer. |
|
|
Term
|
Definition
The collection of stages that make up the life of a product. These stages are typically introduction, growth, maturity, and retirement. These stages are generally performend in sequence.
|
|
|
