ENGR 301 Lecture 1A - Introduction to Project Management

Flashcards covering the foundational definitions and organizational structures of project management as discussed in Lecture 1A.

Project

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

Temporary

A project characteristic meaning it has a definite beginning and a definite end.

Project Duration Range

The transcript notes a project can range from a few days to as much as $5$ years long.

Unique

A project characteristic meaning the endeavor has not been done before, regardless of identical designs or owners.

Project Management

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

Project Management Main Processes

Initiating, planning, executing, controlling, and closing, which altogether are known as the project life cycle.

Project Life Cycle Stages

Starting the project (Initiation), Organizing and preparing (Planning), Carrying out the work (Execution), and Closing the project (Closure).

Project Charter

A formal, typically short document that describes a project in its entirety, including objectives, scope, and stakeholders.

Project Manager

The person responsible for managing the project and accomplishing the project objectives.

Customer/User

The person or organization that will use the project’s product.

Performing Organization

The enterprise whose employees are mostly involved in doing the work of the project.

Project Team Members

The group that is performing the work of the project.

Project Management Team

The members of the project team who are directly involved in project management activities.

Sponsor

The person or group that provides the financial resources for the project.

Influencers

People or groups that are not directly related to the acquisition or the use of the project’s product but affect it.

Positive Stakeholders

Those who would normally benefit from a successful outcome from the project.

Negative Stakeholders

Those who see negative outcomes from the project’s success.

High Stakeholder Influence and Risk

Occurs at the start of the project time according to the project life cycle impact graph.

High Cost of Changes

Occurs toward the end of the project time according to the project life cycle impact graph.

Main Project Management Objectives

Meeting targets for Time, Cost, and Quality.

Project Integration Management

Processes required to ensure proper coordination of various project elements, including Plan Development and Change Control.

Project Scope Management

Processes required to ensure that the project includes all the work required and includes initiation, definition, and verification.

Project Time Management

Processes required to ensure timely completion of the project, including activity sequencing and schedule development.

Project Cost Management

Processes required to ensure the project is completed within the planned budget, such as resource planning and budgeting.

Project Quality Management

Processes required to ensure the project satisfies the needs for which it was undertaken, including planning and assurance.

Project Human Resource Management

Processes required to ensure most effective use of people, including organizational planning and team development.

Project Communications Management

Processes required to ensure timely and appropriate handling of project information, including performance reporting and administrative closure.

Project Risk Management

Processes concerned with identifying, analyzing, and responding to project risk, including qualitative analysis and monitoring.

Project Procurement Management

Processes required to acquire goods and services from outside the organization, including solicitation and contract administration.

Project Benchmarking Management

Systematically improving project delivery systems by comparing company processes and metrics with industry best practices.

Inception Phase

The project phase by the investor or owner where the project is first visualized.

Planning and Definition Phase

The phase by the investor or owner where a rough estimate of project duration, budget, and plan are developed.

Design Phase

The phase by the architect or engineer where components of the project are designed.

Procurement and Production Phase

The phase by the contractor involving purchasing necessary goods and construction.

Start up and Commissioning Phase

The phase by the contractor where the project is delivered to the owner.

Organization Structure

A structure through which the manager and the subordinates divide two types of information among them.

Macro View

A standpoint far from an object where one sees the big picture but overlooks the details.

Micro View

A standpoint close to an object where one sees the details but cannot see the big picture.

Organization Theory Trade-off

The coordination balance explained by the trade-off between the Macro and Micro viewpoints.

Functional Organization

A traditional structure where the project is divided into segments and assigned to different functional areas with clear superiors.

Unity of Command

The hierarchical organization principle that no subordinate should report to more than one boss.

Corporate Memory

A strength of functional organizations referring to excellent archiving and filing.

Projectized Organization

A structure where the project manager is in charge of a core team assigned full-time, and functional managers have no formal involvement.

Matrix Organization

A hybrid of functional and projectized structures attempting to preserve the strong points of each.

Weak Matrix Organization

A matrix structure that resembles a functional organization with maximum power to functional managers and no dedicated PM.

Balanced Matrix Organization

A matrix structure with a dedicated PM providing better control while functioning as a hybrid.

Strong Matrix Organization

A matrix structure that resembles a projectized organization with maximum power given to project managers.

PM Managerial Authority (Functional)

Characteristics in a functional organization where the PM has little or no authority.

PM Budget Control (Projectized)

Characteristics in a projectized organization where the project manager has high to almost total control of the budget.

PM Administrative Staff (Strong Matrix)

A characteristic of a strong matrix where project management administrative staff are assigned full time.