Triple Constraint

QUALITY

1. Time (schedule)
2. Cost (budget)
3. Scope (the work you & yor team have to do for the project)

any time your project changes you'll need to know how that change effects all three constraints

INITIATION

Start of the project by a person or organization that has both ability and autjority

SUBPROJECT

A smaller portion of the overall project created when a project is subdivided into more manageable compnents or pieces. Subprojects are usually represented in the WBS. A subproject can be referred to as a project, managed as a project, and acquired from a seller. May be referred to as a subnetwork in a project schedule network diagram.

PROGRAM

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs include elements of related work outside of the scope of the discrete projects in the program.

PROJECT MANAGEMENT

The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.

DEVELOP PROJECT CHARTER

Project INTEGRATION Management

- developing the project charter that formally authorizes a project.

 1.

DEVELOP PRELIMINARY PROJECT SCOPE STATEMENT 

Project INTEGRATION Management

-developing the preliminary project scope statement that provides a high level csope narrative

2.

DEVELOP PROJECT MANAGEMENT PLAN

Project INTEGRATION Management

- documenting the actiions necassry to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

3.

DIRECT AND MANAGE PROJECT EXECUTION

Project INTEGRATION Management

-executing the work defined in the project management plan to achiev the project's requirements defined in the project scope statement.

4.

MONITOR AND CONTROL PROJECT WORK

Project INTEGRATION Management

-MONITORING AND CONTROLLING THE PROCESSES REQUIRED TO INITIATE, PLAN, EXECUTE AND CLOSE A PROJECT TO MEEET THE PERFORMANCE OBJECTIVES IN THE PROJECT MANAGEMENT PLAN.

5.

INTEGRATED CHANGE CONTROL

Project INTEGRATION Management

- reviewing all change requests, approving changes and controlling changes to the deliverables and organizational process assests.

6.

CLOSE PROJECT

Project INTEGRATION Management

-finalizing all activities across all of the projects process groups (IPEMC) to formall close the project.

7.

PROJECT

a temporary, progressively elaborated endeavor undertaken to create a unique product, service or result

WEAK MATRIX ORGANIZATION

- weak matrices maintain many of the characteristics of a functional organization and the project manager's role is  more that of a coordinator or expeditor than that of a manager.

STRONG MATRIX ORGANIZATION

- strong matrices have many of the characteritics of the projectized organiation and can have full time project managers with considerable authority and full time project administartion staff.

PROJECTIZED ORGANIZATION

- an organiztional structure in which the projetct manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.

FUNCTIONAL ORGANIZATION

- a heirarchal organization where each employee has one clear superior,staff are grouped by areas of specialization, and managed by a person with expertise in that area.