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a temporary endeavor undertaken to create a unique product, service or result.
the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Project Management
5 process groups within project management
1) Initiating, 2) Planning, 3) Executing, 4) Monitoring and Control, 5) Closing
refers to a collection of projects or programs and other works that are grouped together to facilitate effective management of that work to meet strategic business objectives.
refers to the centralized management of one or more portfolios, which includes identifying, prioritizing, managing, and controlling projects, programs, and other related works, to achieve specific strategic business objectives.
Portfolio Management
is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.
Project Management Office (PMO)
the person assigned by the performing organization to achieve the project objectives.
Project Manager
refer to both internal and external environmental factors that surround or influence a project’s success. These factors may enhance or constrain project management options and may have a positive or negative influence on the outcome.
Enterprise environmental factors
a collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application.
Project Life Cycle
divisions within a project where extra control is needed to effectively manage the completion of a major deliverable.
Project phases
consists of generally sequential, non-overlapping product phases determined by the manufacturing and control need of the organization.
product life cycle
3 basic types of phase-to-phase relationships
1) sequential relationship, 2) overlapping relationship, 3) iterative relationship
where a phase can only start once the previous phase is complete.
Sequential relationship
where the phase starts prior to completion of the previous one.
Overlapping relationship
where only one phase is planned at any given time and the planning for the next is carried out as the work progresses on the current phase and deliverables.
Iterative relationship
persons or organizations (e.g., customers, sponsors, the performing organization, or the public), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.
person or group that provides the financial resources, in cash or in kind, for the project.
the persons or organizations that will use the project’s product or service or result.
responsible for the high-level governance of a collection of projects or programs, which may or not be interdependent.
Portfolio Managers
committees usually made up of the organizations executives who act as a project selection panel.
Portfolio review boards
responsible for managing related projects in a coordinated way to obtain benefits and control not available from managing them individually.
Program managers
comprised of the project manager, project management team, and other team members who carry out the work, but who are not necessarily involved in the management of the project.
Project team
key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement.
Functional managers
individuals who have a management role in a core business area, such as research and development, design, manufacturing, provisioning, testing, or maintenance.
Operations managers
also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to provide components or services necessary for the project.
Sellers/business partners
an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted.
Organizational structure
Three types of organizational structures:
1) Functional, 2) Matrix - Weak Matrix, Balanced Matrix, Strong Matrix, 3) Projectized
where each employee has one clear superior.
Functional organizational structure
a blend of functional and projectized characteristics.
Matrix organizational structure
maintain many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager.
Weak matrix
recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
Balanced matrix
many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.
Strong matrix
where team members are often co-located, most of the organizations’ resources are involved in project work, and project managers have a great deal of independence and authority.
Projectized organizational structure
include any or all process related assets, from any or all of the organizations involved in the project that can be used to influence the project’s success.
Organizational process assets
Organizational process assets may be grouped into two categories
1) Processes and Procedures, 2) Corporate Knowledge Base
is a set of interrelated actions and activities performed to achieve a pre-specified, result, or service.
Project processes are performed by the project team and generally fall into two major categories:
1) Project management processes, 2) Product-oriented processes
ensure the effective flow of the project through its existence.
Project management processes
specify and create the project’s product and are typically defined by the project life cycle and vary by application area.
Product-oriented processes
Project management processes are grouped into five categories known as Project Management Process Groups:
1)Initiating Process Group, 2) Planning Process Group, 3) Executing Process Group, 4)Monitoring and Controlling Process Group, 5)Closing Process Group
processes are performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Initiating Process Group
processes are required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Planning Process Group
processes are performed to complete the work defined in the project management plan to satisfy the project specifications.
Executing Process Group
processes are required to track, review, and regulate the progress and performance of the project; identify any area in which changes to the plan are required; and initiate the corresponding changes.
Monitoring and Controlling Process Group
processes are performed to finalize all activities across all Process Groups to formally close the project or phase.
Closing Process Group
include the processes required to ensure that the project includes all the work required, to complete the project successfully.
Project Scope Management
is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders needs and expectations.
Develop Project Charter
is a narrative description of products or services to be delivered by the project.  SOW references the business need, product scope description, and strategic plan.
Project statement of work (SOW)
document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
Business case
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