Intro to Project Management PDF

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ConsummateAntigorite2033

Uploaded by ConsummateAntigorite2033

Camarines Norte State College

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project management project profiling project complexity project management principles

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This document appears to be a module from an online course on project management. It discusses the concepts of project profiling, the characteristics of complex projects, and related topics.

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MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e ________is one method for developing an understanding of the project that will allow a systematic approach to developing an...

MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e ________is one method for developing an understanding of the project that will allow a systematic approach to developing an PROJECT PROFILE execution plan base on the profile of the project and selecting a project manager who has the right kind of experience and skills ______ can be created based on attributes such as budget and size to determine a systematic approach to developing an execu- PROJECT PROFILE tion plan and selecting a project manager. ______ is the process of extracting a characterization from the PROJECT PROFILING known attributes of a project. The first dimension reflected the technological uncertainty and ranged from low tech, medium tech, and high tech to super high tech. Project Profiling Models The second dimension reflected the system scope. The system scope dimension ranged from assembly projects that dealt with building a single component, to system projects that included in- teractive elements, to array projects that included a wide dispersal of interactive systems and subsystems. ________ developed a typology—classification or profile—of en- Aaron J. Shenhar and Dov Dvir (Shenhar & Dvir, 1996) gineering projects that reflected two dimensions. The typology of Shenhar and Dvir characterized projects based technological uncertainty and complexity of scope on the attributes of ___________ & _______ ___________ identified basic differences in project types Robert Youker (Youker, 1998) ________ used the attributes of uncertainty and risk, sophistica- tion of workers, planning detail, industrial sector, location, number YOUKER of workers, cost, complexity, urgency, and organizational design Understanding and managing ___________ like a project require some systems concepts that have been developed in other dis- complex systems ciplines and applied to project management as a tool to make complex projects manageable ___________ have multiple interacting components whose col- lective behavior cannot be simply inferred from the behavior of the Complex systems components (Gould, 1996). ______ refers to a project's intricate and challenging characteris- PROJECT COMPLEXITY tics that make it difficult to manage. ________ can arise from various factors, including the project's size, the number of people involved, the technologies used, the COMPLEXITY level of uncertainty, and the interdependencies between tasks. ______ in projects isn't limited to a single dimension. It can be technical, relating to the nature of the work or the technologies COMPLEXITY involved. It can be organizational, involving numerous stakehold- ers with different interests. _________ pertains to the technological and operational aspects of a project. This could include the technologies used, the nature Technical complexity of the tasks performed, or the processes involved. _________ refers to the complexity arising from the project's or- ganizational environment. This includes the number and diversity Organizational complexity of stakeholders, the organizational structure, and the culture and politics within and around the project. ___________ encompasses the external factors that influence the project. These could include regulatory requirements, market Environmental complexity conditions, social or cultural factors, or environmental conditions. _______ relates to the timing and scheduling aspects of the project. This includes the project's duration, the sequencing of Temporal complexity tasks, and the interdependencies between tasks. 1/6 MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e _________ involves the degree of uncertainty or ambiguity in the project. This could be due to unclear project objectives, undefined Ambiguity complexity roles or responsibilities, or unpredictability in the project's require- ments or outcomes. __________ present numerous challenges. They often have high levels of uncertainty and risk, are subject to frequent changes, and Complex projects require significant coordination and communication. They also tend to demand a high level of expertise and specialized skills. These can include many stakeholders, frequent changes in project scope, high levels of uncertainty or ambiguity, extensive interde- Specific indicators often signal complexity....____ pendencies between tasks, and the need for novel or unproven technologies. One sign of a complex project is the presence of numerous interconnected tasks. If a project requires a large number of tasks Multiple Interconnected Tasks to be performed, and the output of one task significantly influences the inputs and results of others, this is a clear sign of complexity. Complex projects often involve a large number of stakeholders. These could include clients, team members, suppliers, end-users, Numerous Stakeholders and regulatory bodies. _______ is another sign of project complexity. This could be due to unpredictable external factors, such as market conditions or reg- A high level of uncertainty ulatory changes, or internal factors, such as unproven technology or unclear project objectives If a project is subject to ___________ in scope, objectives, team composition, or other factors, this can be a sign of complexity. frequent changes Such changes can disrupt plans, increase uncertainty, and chal- lenge project management. __________. This can increase its complexity if a project requires specialized knowledge or skills related to technology, industry regulations, or other factors. The need for ________ can make Specialized Knowledge or Skills Required it harder to find suitable team members and increase the risk of errors or oversights. Projects that involve the use of ________ or ______ can be particularly complex. The potential for unknown issues, the need Innovative or Unproven Technology for specialized knowledge, and the likelihood of changes and adjustments can all add to the complexity. Finally, the scale or duration of a project can contribute to its complexity. _________ often involve more tasks, stakeholders, and resources, increasing the complexity. Similarly, long-term pro- LARGE SCALE OR LONG DURATION jects are more likely to be affected by changes and uncertainties, making them more complex to manage. Complex projects often pose significant challenges during the planning phase. The interdependencies among tasks can make creating a realistic and practical project plan complex. Additionally, PLANNING CHALLENGES the high levels of uncertainty and ambiguity can make it hard to predict the resources required, the time needed for each task, and the potential risks. Complex projects generally require more resources than simpler Increased Resource Requirements ones. Complex projects tend to carry more risks due to their inherent uncertainty, the large number of stakeholders, and the high de- Risk Management gree of interdependence among tasks. The many stakeholders involved in complex projects add another complexity regarding communication and expectation manage- STAKEHOLDER MANAGEMENT ment. Due to their inherent uncertainty and the high likelihood of change, Need for Flexibility complex projects require a high degree of flexibility. 2/6 MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e Maintaining the quality of outputs in a complex project can be challenging. The high degree of interdependence among tasks QUALITY CONTROL means that an issue in one area can affect the quality of the overall project. Complex projects require effective communication to ensure all Increased Need for Communication team members and stakeholders are aligned and informed. ________ significantly impacts project management, necessitat- ing more strategic planning, robust risk management, effective stakeholder management, and strong communication skills. How- COMPLEXITY ever, with the right strategies and tools, these challenges can be successfully navigated, turning complexity from a challenge into an opportunity for learning and innovation. A well-defined strategy is essential for managing complex projects. This should include a clear understanding of the project's objec- The Importance of Strategy in Managing Complex Projects tives, a comprehensive plan for achieving these objectives, and strategies for managing risks, changes, and stakeholder expecta- tions. A strategic approach to project management starts with set- ting clear and achievable objectives. These objectives provide a Setting Clear Objectives benchmark for measuring project success and help to align all stakeholders and team members around a common goal. In complex projects, tasks and components are often highly in- terdependent. A strategic approach helps to understand these Understanding Interdependencies interdependencies and plan and coordinate tasks to maximize efficiency and minimize disruptions. Complex projects carry significant risks. A strategic approach to project management includes a robust risk management plan, RISK MANAGEMENT which identifies potential risks, assesses their potential impact, and outlines strategies for mitigating them. Strategic planning is crucial for effective resource allocation. It helps to ensure that resources are used efficiently and allocated RESOURCE ALLOCATION to the tasks most critical to the project's success In a complex project, change is inevitable. A strategic approach to project management includes a change management plan, which CHANGE MANAGEMENT outlines how changes will be managed and how they will impact the project's objectives, timeline, and resources. A strategic approach to project management also involves a stakeholder management plan. This plan identifies all project STAKEHOLDER MANAGEMENT stakeholders, their needs and expectations, and strategies for communicating with them and managing their expectations. Finally, a strategic approach to project management includes a focus on continuous improvement. This involves regularly review- CONTINUOUS IMPROVEMENT ing and assessing the project's progress and performance and making necessary adjustments to improve outcomes Projects, by definition, have a beginning and an end. They also have defined phases between the project kickoff and project PROJECT PHASES closeout. A phase represents a grouping of similar activities that has a very loosely defined beginning and end The _______________ is the phases of a project that are neces- sary for the effective delivery of that project. It dictates the order of Project Life Cycle processes and phases a project goes through as it's completed, and describes the high-level workflow of the project. Project Initiation PhaseProject Planning Phase The PMI (Project Management Institute) has defined these five Project Execution Phase project management process groups, or project management Project Monitoring & Controlling Phase phases, which come together to form the project life cycle Project Closure Phase 3/6 MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e Initiating the first phase of the project life cycle is all about doing a project kickoff meeting with your team and with the client, and Project Initiation Phase getting their commitment to start the project. After receiving approval to proceed in the initiation phase, you can Project Planning Phase begin project planning, typically using a Gantt chart tool. This is the part of the project life cycle where you finally get to execute on your awesome project plan. You bring your resources Project Execution Phase onboard, brief them, set the ground rules, and introduce them to one another This project management step involves reporting on performance Project Monitoring & Controlling Phase and monitoring and controlling the project. In the closing phase of the project life cycle, your project is essen- tially over and your job as a project manager comes to a close. But Project Closure Phase the project's not over yet. The project life cycle is the phases of a project that are necessary for the effective delivery of that project. It dictates the order of Project Life Cycle processes and phases a project goes through as it's completed, and describes the high-level workflow of the project. ___________ tend to carry more risks due to their inherent un- certainty, the large number of stakeholders, and the high degree Complex projects of interdependence among tasks. _______________________ is the application of specific knowl- edge, skills, methodologies, and techniques aimed at achieving Project Management specific and measurable project goals, including, ultimately, suc- cessful project completion. One of the most coveted roles for anyone seeking to build a career in ______________, project managers are the ones who take ownership over the entirety of the project lifecycle from start to Project Manager finish, from directing team efforts to navigating day-to-day chal- lenges, implementing project management strategies, and more. is the practice of managing several ongoing projects at once. It involves combining a group of initiatives to accomplish shared Program Management business goals. This approach breaks project silos while avoiding pitfalls. ___________offer a bird's eye view into several aligned projects to optimize organizational resources while minimizing conflicts that cause budget overshoots and delays. Bigger teams comprising Programs numerous employees and distributed tasks typically handle pro- grams due to their large size. _________________ are essential tools that teams employ to Roadmap convert organizational vision into strategic plans. _________manages proposals, projects and programs to accom- plish broader business initiatives. It offers a high-level picture of Project portfolio management (PPM) budget and resource allocation for all organizational programs and projects Keep clients informed about potential issues and their impact on the project. Transparency helps build trust and allows clients to be Proactive Communication part of the problem-solving process. Focus on finding solutions rather than dwelling on the problems. Presenting clients with actionable plans and alternatives demon- Solution-Oriented Approach strates competence and commitment to project success. Address issues promptly to minimize their impact. Delaying action Timely Response can exacerbate problems and lead to client dissatisfaction. Set realistic expectations about project outcomes, timelines, and potential risks. Clients are more likely to appreciate a realistic Managing Expectations approach than overpromises that cannot be delivered. 4/6 MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e Learn from past problems to improve future project manage- ment practices. This demonstrates a commitment to quality and Continuous Improvement long-term client satisfaction. Identify potential risks during the planning phase and develop mitigation strategies. This proactive approach can help prevent Risk Management some problems from occurring and reduce the impact of others. Implement an ___________ to document and monitor problems as they arise. Assign responsibility for resolving each issue and Issue Tracking and Resolution set deadlines to ensure timely action When a problem occurs, conduct a _______________ to under- stand its underlying causes. This helps in developing effective Root Cause Analysis solutions and preventing recurrence Be prepared to adapt project plans and strategies in response to unforeseen issues. Flexibility allows the project team to pivot and Adaptability and Flexibility address problems without derailing the entire project Involve stakeholders, including clients, in problem-solving processes. Their input can provide valuable perspectives and Stakeholder Engagement contribute to finding effective solutions. Foster a collaborative environment where team members feel supported and empowered to address problems. Encourage open Team Collaboration and Support communication and collective problem-solving Develop contingency plans for critical aspects of the project. Hav- ing backup plans in place can help the project team respond Contingency Planning quickly and effectively to unexpected problems. Continuously monitor project progress and review potential issues during regular meetings. Early detection of problems allows for Regular Monitoring and Review quicker resolution ______________________is the foundation for all relationships within a project. Without a minimum level of trust, communication Trust breaks down, and eventually the project suffers in the form of costs increasing and schedules slipping. On projects, trust is the filter through which we screen information that is shared and the filter we use to screen information we Filters receive. The project typically begins with a charter or contract. A contract is a legal agreement that includes penalties for any behavior or Contracts and Trust Relationships results not achieved. A personal characteristic that reflects the truthfulness of an indi- Objective Credibility vidual that can be checked against observable facts. A form of trust that is built on the examination of the person's Attribution of benevolence motives and the conclusion that they are not hostile A form of trust that correlates to a person's self-interest and the predictability of a person's behavior in acting consistent in that Nonmanipulative trust self-interest. The type of trust that emerges when persons in authority raise the cost of lying so high that people will not lie because the penalty High cost of lying will be too high Comprised of members from the same department or functional area. These teams often focus on routine tasks and continuous Functional Team operations within their area of expertise Consist of members from various departments or functional ar- eas. These teams bring diverse skills and perspectives, making Cross-Functional Teams them suitable for complex projects requiring collaboration across different disciplines 5/6 MODULE 2 - INTRO. TO PROJECT MANAGEMENT Study online at https://quizlet.com/_er8a3e Operate with a high degree of autonomy. Team members take collective responsibility for managing tasks and achieving goals Self-Managed Teams without direct supervision. Work remotely, often across different geographic locations. These teams rely heavily on digital communication tools to collaborate Virtual Teams and coordinate efforts. Gather input from stakeholders to gauge their satisfaction and identify areas for improvement. This can include formal surveys, Stakeholder Feedback interviews, and informal conversations. Assess the overall morale and dynamics of the project team. High morale often correlates with higher productivity and better Team Morale and Dynamics outcomes. Evaluate the quality of project deliverables through peer reviews, audits, and inspections. Quality assessments help ensure that the Quality of Deliverables project meets required standards and specifications Conduct lessons learned sessions to capture insights from the project team. This information can inform future projects and im- Lesson Learned prove overall project management practices A_________ represents the shared norms, beliefs, values, and assumptions of the project team. Understanding the unique as- pects of a project culture and developing an appropriate culture project culture to match the complexity profile of the project are important project management abilities. ___________ is a style of managementwhere a supervisor or manager closely monitors and controls the work of their subor- Micromanagement dinates, often to an excessive degree Assessing if a project has groundbreaking potential and long-term Pervasive viability Pervasive Goals Aiming for groundbreaking project success Phases vs. Milestones Phases are loosely defined, while milestones have clear dates ____________ has the organizational authority to provide guid- Project Sponsor ance and resources and can overcome barriers for the project. _____________ is the project leader with broad responsibilities for all phases of the project and for meeting project goals and Project Manager client expectations. _____________ is responsible for controlling the project process- es, including cost estimating and tracking, developing schedules, Project Controls Manager tracking progress against schedules, managing changes to the schedule or budget, and analyzing trends. _________ is responsible for obtaining the services and materials needed to complete the project. This is accomplished by purchas- Procurement Manager ing commodities, managing contractors who provide services and products, and working with partners. ____________ deals with the issues related to the technology of Technical Manager the project. ____________ monitors the project's processes—not the quality of the product of the project—and takes steps to assure they are Quality Manager done correctly and meet specifications. _______________ manages accounting, legal, property, and hu- Project Administration man resources. 6/6

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