Gestión de Proyectos Informáticos: TEMA 2

<p>Coordinador (B)</p> Signup and view all the answers

<p>Alta autoridad (C)</p> Signup and view all the answers

<p>Total (A)</p> Signup and view all the answers

<p>Negativa o positiva (C)</p> Signup and view all the answers

<p>Entre el 40% y el 60% (B)</p> Signup and view all the answers

<p>Es un conjunto de fases en el que se desarrolla un proyecto. (A)</p> Signup and view all the answers

<p>Cada fase tiene tareas definidas y un entregable específico. (C)</p> Signup and view all the answers

<p>Superposición (B)</p> Signup and view all the answers

<p>Interesados (A)</p> Signup and view all the answers

<p>Se basa en los resultados de la fase anterior. (C)</p> Signup and view all the answers

<p>Radiante (D)</p> Signup and view all the answers

<p>Las fases deben completarse antes de comenzar la siguiente. (B)</p> Signup and view all the answers

<p>Entender los requisitos y expectativas. (D)</p> Signup and view all the answers

<p>Cada fase debe completarse antes de pasar a la siguiente. (D)</p> Signup and view all the answers

The project manager is responsible for managing the influence and expectations of all stakeholders involved in the project.

In this structure, the project manager has the highest authority to make decisions and lead the project.

In this structure, the project manager has a moderate level of authority, typically managing 40% to 60% of the project team.

In a functional organization, the project manager acts as a coordinator, working with functional managers to manage the project's resources.

A strong matrix structure grants the project manager a significant level of authority, allowing them to direct project activities effectively.

In this structure, the project manager has complete control over all project resources and team members.

Stakeholders, such as customers, suppliers, and management, can have a significantly positive or negative impact on the project's success.

In a balanced matrix, the project manager has a mix of resources, typically managing around 40% to 60% of the project team.

A project lifecycle is a defined sequence of phases that guide the development and completion of a project.

Each phase in a project lifecycle has specific tasks, deliverables, and milestones that mark its completion.

This approach allows tasks from later phases to start before earlier phases are fully completed, allowing for greater flexibility and speed.

Stakeholders are any individuals or organizations that have an interest in or are affected by the outcome of a project.

In an iterative approach, the planning for the next phase is based on the insights and lessons learned from the previous phase.

A radiant lifecycle is not a recognized type of product lifecycle. It's important to understand the common and recognized types, like waterfall and iterative.

In a sequential or waterfall lifecycle, each phase must be completed before the next phase can begin.

Identifying stakeholders helps understand their requirements, expectations, and potential influences, ensuring their needs are addressed throughout the project.

The waterfall lifecycle is a linear approach, requiring each phase to be completed before moving to the next. It emphasizes a structured and sequential process for development.