Chapter 14 notes
Major Tasks of Project Closure
1.Evaluate if the project delivered the expected benefits to all stakeholders.
-Was the project managed well?
-Was the customer satisfied?
2. Assess what was done wrong and what contributed to successes.
Chapter 2 notes
Changes in the organizations mission and strategy
-Project managers must respond to changes with appropriate decisions about future projects
and adjustments to current projects.
-Project managers who understand their organizations strategy
Uses a list of questions to review potential projects and to
determine their acceptance or rejection.
Fails to answer the relative importance or value of a potential
project and doesnt to allow for comparison with other potential
Benefits of portfolio management
Builds discipline into the project selection process.
Links project selection to strategic metrics.
Prioritizes project proposals across a common set of criteria, rather
than on politics or emotion.
Allocates resources to
Define a project. What are five characteristics which help
differentiate projects from other functions carried out in the daily
operations of the organization? A project is a complex, non routine,
one-time effort limited by time, budge
Critical Path Method
Constructing a Project Network
Activity: an element of the project that
Merge Activity: an activity that has
two or more preceding activities on which
it depends. Example:
DEFINING THE PROJECT
1. Step 1: Defining the Project Scope
A. Employing a Project Scope Checklist
2. Step 2: Establishing Project Priorities
3. Step 3: Creating the Work Breakdown Structure
A. Major Groupings Found in a WBS
DEVELOPING A PROJECT PLAN
1. Developing the Project Network
2. From Work Package to Network
3. Constructing a Project Network
B. Two Approaches
C. Basic Rules to Follow in Developing Project Networks
PROGRESS AND PERFORMANCE MEASUREMENT
Structure of a Project Monitoring Information System
The Project Control Process
Monitoring Time Performance
Development of an Earned Value Cost/Sche
MODERN PROJECT MANAGEMENT
1. What Is a Project?
A. What a Project Is Not
B. The Project Life Cycle
C. The Project Manager
2. The Importance of Project Management
A. Compression of the Product Life Cycle
B. Global Competition
Chapter 03 - Organization: Structure And Culture
ORGANIZATION: STRUCTURE AND CULTURE
1. Project Management Structures
A. Organizing Projects within the Functional Organization
B. Organizing Projects as Dedicated Teams
Chapter 02 - Organization Strategy and Project Selection
ORGANIZATION STRATEGY AND PROJECT SELECTION
1. The Strategic Management Process: An Overview
A. Four Activities of the Strategic Management Process
B. Scenario Planning: A
ESTIMATING PROJECT TIMES AND COSTS
1. Factors Influencing the Quality of Estimates
2. Estimating Guidelines for Times, Costs, and Resources
3. Top-Down versus Bottom-Up Estimating
4. Methods for Estimating Project Times and Costs
The authority of the functional manager predominates and the
project manager has indirect authority.
The project manager sets the overall plan and the functional
manager determines how work to be done.
1. What are the relative advantages and disadvantages of the
functional, matrix, and dedicated team approaches to managing
projects? The advantages of the functional approach include:
No radical alteration in basic structure of the p
A complex, nonroutine, one-time effort limited by time, budget,
resources, and performance specifications designed to meet
Major Characteristics of a Project
Has an established objective.
Has a defined life span with a
Changes in the organizations mission and strategy
Project managers must respond to changes with appropriate
decisions about future projects and adjustments to current
Project managers who understand their organizations strategy can become
Challenges for Project Managers
in Navigating Organizational Cultures
Interacting with the culture and subcultures
of the parent organization
Interacting with the projects clients
or customer organizations
Interacting with other organizations
What distinguishes a weak matrix from a strong matrix? The most
distinguishing characteristic between a weak and strong matrix is
the relative influence the project manager has over project
participants and functional managers. In a weak matrix the pro
Describe the major components of the strategic management
process. The strategic management process involves assessing
what we are, what we want to become, and how we are going to
get there. The major generic components of the proces
Oversee project selection.
Monitor aggregate resource levels and skills.
Encourage use of best practices.
Balance projects in the portfolio in order to represent a risk level
appropriate to the organization.
Improve communication among all stakeholders.
Challenges to Organizing Projects
The uniqueness and short duration of projects relative to
ongoing longer-term organizational activities
The multidisciplinary and cross-functional nature of projects
creates authority and responsibility dilemmas.