IME 3303 Quiz #2

Quality: The 3 Trade Offs

Scope/performance, Budget/cost, and time/schedule

Priority Matrix of Criteria

Constrain, Enhance, Accept

Constrain

a criteria is fixed, can’t be changed

Enhance

a criteria is optimized over others. Reduce costs, shorten schedule, Add value

Accept

a criteria can be reduced or unmet

Project Objective

what business achievements, project performance, $$,quality. The overall goal with a time frame

Deliverables

for end user, measurable, tangible events. The outputs over the life of a project

Milestone

Specific points along the project timeline, change the path. A significant event that happens at a point of time. Built using the deliverables to identify major segments of work with dates

Technical Requirements

Performance, language, standards. Ex. Ability for 911 to ascertain the phone number and its location

Limits and Exclusions

What is restricted or finite within the scope and what is not included

Review with Customer

meeting with sponsors to ensure accuracy and agreement of expectations.

Project Charter

A document that authorizes the project manager to start and lead the project, greenlighting. An expansion of the SOW

Statement of Work (SOW)

project charter, document, approved start and end

Scope Creep

SOW expands over time, usually by changing requirements, specifications, and priorities. Usually adds costs and causes delays

Work Breakdown Structure

Map of the project, that outlines the project at different levels. Helps you determine who is responsible with individuals being assigned. Should be end-item, output oriented

Hierarchy Breakdown

Project → Deliverable → Sub-deliverable → Lowest Sub-deliverable → Cost account * → Work Package

Cost Account

Grouping of work packages for monitoring progress by work, cost, and responsibility. Intersection of work packages and organizational units.

Work Package/Element

Step in WBS that can be executed, smallest and measurable, can assign a $$. Have a defined start and finish, consume resources, and is a control point.

Organization Breakdown Structure(OBS)

Integrates the work and the organization with coding. Framework to summarize org work unit performance, identify org units responsible for work units, and tie the org unit to cost control accounts

Subdeliverable

Includes outcomes of more than one work package from multiple departments

Each Work Package:

defines work(what), identifies timeframe for task(how long), budget to complete it(cost), resources need(how much) person responsible (who), and monitoring points (how well).

Responsibility Matrix

Summarizes the tasks to be accomplished and who is responsible for what on a project. Marks those responsible and support for the task. Expands on WBS to define clear responsiblity, authority, and communication channels.

Project Communication Plan

Created by PM or project team to map communication flow between different stakeholders. Express what, who, how, and when information will be transmitted so schedules, action items, and issues can be tracked.

Steps of Communication Plan

Stakeholder analysis, Information needs, sources of information, Dissemination mode(how you share info), and responsibility and timing

Managing

Coping with complexity. Integrating assigned resources to complete the project according to plan. Formulating plans, designing proceures, monitor process, corrective action. Bring about order and stability. About putting out fires and maintaining cour

Leading

Coping with change. Initiate changes in plans and schedules as persistent problems make plan unworkable. The higher the degree of uncertainty the more this is needed. About change + altering project course

Stakeholders

People and organizations that are actively involved in the project or who’s interests may be positively by the project

Project Team

Manages and completes project work.

PMs

Compete with each other for resources and support from Top Mgmt while at the same time sharing resources and exchanging information

Admin Support

Groups such as HR or maintenance that provided valuable support services. Also impose constraints and requirements such as documentation and accurate info sharing

Functional Managers

Depending on org structure play minor or major role. Provide technical input and help with approvals. Cooperate to a certain point but also concerned with ow

Top Mgmt

Approves funding and establish priorities. Define success and adjucate rewards based on project success. Interest in project but also responsible with overall org

Project Sponsors

Champion project and use influence to gain approval. Reputation tied to success

Contractors

May do actual work while project team guides them or other times responsible for anicillary segments. Poor work can affect project timeline. Balance work with own success and other projects working on

Government Agencies

Place constrainst on the work

Other orgs

May directly or indirectly affect project. Supplier or Vendors. Delays may impact project timeline

Customers

Define the scope of the project and project success rests in there success.

Relationships are _______

Interdependent

Metaphor for PM

Conductor, orchestrate people. quarterbacks

Law of Reciprocity

One good deed deserves another, and likewise, one bad deserves another

Quid Pro Quo

Mutual exchange of resources + services “back scratching” to build relationships

Influence ‘currencies’

What may be valued by an engineer could be different than what a marketing manager values. Have to exchange currencies to best meet stakeholder wants and form cooperative relationships

Task Related Currencies

Resource, Assistance, Cooperation and Information. Contributing to others completing there tasks. Lending money, helping with projects, giving extrordinary effort.

Position Related Currencies

Advancement, recognition, visibility, and network/contacts. Enhance others position within the company. Giving a task that results in a promotion or providing a chance to be known with higher ups, and oportunities to link with others.

Inspiration Related Currencies

Visual, Excellence, and Ethical correctness. The nature of a project inlicits inspiration and exitement. Being involved in task that has large significance or doing what is “right” by a higher standard than efficiency.

Relationship Related Currencies

Acceptance, personal support, and understanding. Strengthening relationship over completing project tasks. Providing friendship or listening to others concerns.

Personal Related Currencies

Challenge/learning, Ownership/involvement, and Gratitude. Dealing with individual needs and self esteem. Sharing tasks that increase skills, letting others have ownership.

Social Networking Project Team

Who’s cooperation do we need?, Who’s approval?, and Who’s opposition

Social Networking Stakeholders

How do they view?, State of relationship?, Sources of influence relative to stakeholders?

Management by Wandering Around (MBWA)

Spend the majority of the time on the floor learning what is actually happening. With face-to-face interactions gain a better understanding and build cooperation

Managing Upward Relationships

higher ups who provide $$ and approval, defend on the project, and shelter from interference. Timing is essential to prompt help from sponsors, pick optimum time to ask of top mgmt and get help from sponsors

Lone Ranger Analogy

You only have so many silver bullets so use them wisely.

Leading by Example

high visible, interactive mgmt style allows PMS to utilize their most powerful tool of their own behavior

Priorities

Actions speak louder than words. Put in the time and be dedicated

Urgency

Team in trouble, show you are onboard. Use deadlines, progress reports, etc to determine speed of the project. If you work faster than your team will.

Problem Solving

Sets the tone for how people attack problems. Concern with addressing issue instead of who is at fault prevents covering tracks and casting the blame elsewhere. Focus on turning problems into learning oportunities inspires proactive approach

Cooperation

How PM treats others influences how the team does.

Standards of Performance

If PM exceeds expectations so will the team. Respond quickly to to others, run efficient meetings, stay on top of issues.

Ethics

If PMs distort info or withold vital info from customer so will team. Act morally so team will as well.

Project Managers are encouraged to keep in mind:

Build relationships before you need them and trust is sustained through frequent face to face contact.

Synergy

Working Together

Positive Synergy

the whole is greater than the sum of the parts

Negative Synergy

the whole is less than the sum of the parts

Forming

People get acquainted with each other, establish ground rules by finding out acceptable behavior in regards to the project and interpersonal relationships. Complete once people see each other as a group

Storming

Emotional response and intragroup conflict. Conflict over who controls the group and how decisions are made. Finished when project manager’s leadership is accepted

Norming

Where close relationships form and groups demonstrate cohesion. Complete when group cohesion and cooperation is formed.

Performing

Structure is fully operational and accepted. Emergence of a solution with group working together to accomplish goals.

Adjourning

For conventional groups last stage of forming but completion phase for project team. Attention devoted to wrapping up the project.

What are the 3 requirements for a first time meeting?

Provide a project overview, address interpersonal concerns, and model how the team will work together

4 qualities of an effective vision

Communicate, Strategic Sense, Passion, and Inspire Others

Pinball

Project success typically give team members an option to play another game

Rewards for Inidividual Success

letters of commendation, Public recognition, job assignments, and flexibility

Functional Conflict

If it enhances project performance and furthers the objectives of the project. Play critical role in gaining a deeper understanding

Dysfunctional Conflict

Distracts from project performance. Personality clashes or unnecessary delays

Informal Rejuvenation methods

new rituals, off site, inspiration message or movie, pep talks

Formal Rejuvenation methods

Team building or social development

2 Challenges of Virtual Project Teams

developing trust and effective modes of communication

Groupthink

Pressures for conformity combine with illusion of invincibility. Decisions made quickly with little consideration of outcomes.

Bureaucratic Bypass Syndrome

Licensed to get things done without having to go through normal protocol, if bypass becomes way of life may result in rejection of policies that are the glue of an organization.

Team Spirit Becomes Team Infatuation

Project is so amazing that people become obsessed and experience burnout when project is completed

Going Native

Customers interest and customers take priority over Company Interests. Can lead to scope creep and defiance of corporate policy