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Three Elements of a Successful Project
OUTCOME, SCHEDULE, RESOURCES
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Functional Employees
ARE THE MEMBERS OF THE PROJECT TEAM
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Virtual Project
IS A PROJECT THAT CAN BE DISPERSED GEOGRAPHICALLY AND MANAGED ELECTRONICALLY
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Types of Aggregate Project Plans
ALL YOU NEED TO KNOW IS THAT DERIVATIVE PLATFORM, PROJECT MANIFESTATION, AND PORTFOLIO PROJECTS ARE NOT AGGREGATE PROJECT PLANS.
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Project Classifications
KNOW THE DIFFERENCE BETWEEN BREAKTHROUGH, BLUE-SKY, AND RESEARCH AND DEVELOPMENT CLASSIFICATIONS
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Describe a Program
YOU WILL HAVE TO CHOOSE WHICH EXAMPLE IS A PROGRAM FROM A PROGRAM, PROJECT, OR PROCESS- KNOW THE DIFFERENCES
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Elements of Effective Persuasion
THE ELEMENTS ARE CREDIBILITY AND CONNECTION WITH THE EMOTIONS OF THOSE YOU ARE TRYING TO PERSUADE, COMMON GOALS WITH THOSE BEING PERSUADED, AND VIVID LANGUAGE AND COMPELLING EVIDENCE.
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Four Roles Associated with a Project
THEY ARE PROJECT MANAGER, FUNCTIONAL MANAGER, FUNCTIONAL EMPLOYEE, AND UPPER MANAGEMENT
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Project Champion
A PERSON IN THE ORGANIZATION WHO STRONGLY SUPPORTS A PROJECT.
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Three Basic Operations of Project Management
THEY ARE PLANNING, ORGANIZING, AND CONTROLLING
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Elements of a Well-Developed Project Outcome
BRIEF, AVOIDS TECHNICAL JARGON, AND OBJECTIVES ARE CONTROLLABLE
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SMART- Five Components
SPECIFIC, MEASURABLE, AGGRESSIVE, REALISTIC, AND TIME-SENSITIVE
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Factors Determining a Project’s Limitations
MANAGER SHOULD CONSULT THE PROJECT AUDIENCE, REVIEW RELEVANT WRITTEN MATERIALS, AND NOTE THE SOURCE OF ANY IDENTIFIED LIMITATION.
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Statement of Work
KNOW WHAT IS CONTAINED IN ONE
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Project Charter
A DOCUMENT USED BY UPPER MANAGEMENT THAT SPELLS OUT THE PROJECT MANAGER’S AUTHORITY TO COORDINATE PERSONNEL IN THE PERFORMANCE OF A PROJECT.
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Contract
A LEGAL AGREEMENT FOR GOODS TO BE PROCURED OR SERVICES TO BE RENDERED FROM AN EXTERNAL VENDOR OR CONTRACTOR.
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Two Categories of Unknown Information
KNOWN UNKNOWN AND UNKNOWN UNKNOWN
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Types of Organizational Structures
WITHIN A COMPANY YOU CAN FIND LAYERS OF MANAGERIAL POWER, DEPARTMENTS, AND DIVISIONS
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Challenges to a Centrally Organized Structure
KNOW WHAT THE DOWNFALLS ARE
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Fixed-Group Structure
KNOW THAT CENTRALLY ORGANIZED STRUCTURES AND FUNCTIONALLY ORGANIZED STRUCTURES ARE BOTH FIXED
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Matrix Organization and It’s Benefits
KNOW THAT IS CAPTURES BOTH THE BENEFITS OF THE CENTRAL AND FUNCTIONALLY ORGANIZED PROJECTS INCLUDING: WORK IS PERFORMED IN ACCORDANCE WITH TECHNICAL STANDARDS, A UNIT AFFECTED BY THE PROJECT WILL MORE LIKELY SUPPORT THE PROJECT, AND IT REDUCED THE NEED TO HIRE FROM OUTSIDE THE COMPANY
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Three Types of Organizational Structures
CENTRALLY ORGANIZED, FUNCTIONALLY ORGANIZED, AND MATRIX
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Common Planning Phase Errors
THEY ARE OMITTING THE START PHASE, JUMPING RIGHT INTO WORK, AND JUMPING FROM CONCEIVE PHASE TO PERFORM PHASE.
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Concurrent Engineering
A PROCESS WHERE TWO OR MORE STEPS ARE CARRIED OUT AT THE SAME TIME
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Typical Work Order Agreement Contents
CONTAINS PROJECT IDENTIFIERS, WORK TO BE PERFORMED, ACTIVITY START DATE, END DATE, AND NUMBER OF HOURS TO BE SPENT.
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Project Observer
INDIVIDUALS WHO ARE INTERESTED IN THE PROJECT BUT WHO WILL NOT DEFINE WHAT IT SHOULD ACCOMPLISH
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Types of Work Breakdown Structures
ORGANIZATION CHART, BUBBLE CHART, AND INDENTED OUTLINE FORMATS
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Advantages of Top-Down Budgeting
OVERALL BUDGET COSTS CAN BE ESTIMATED ACCURATELY, OVERALL BUDGET ALLOWS FOR EXCEPTIONS, SMALL TASKS DO NOT CAUSE BUDGET PROBLEMS.
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Learning Rate
UNIT PERFORMANCE IMPROVES BY A FIXED PERCENT EACH TIME THE TOTAL PRODUCTION QUANTITY DOUBLES.
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Management Reserve
A DESIGNATED AMOUNT OF TIME AND MONEY TO ACCOUNT FOR PARTS OF THE PROJECT THAT CANNOT BE PREDICTED SUCH AS MAJOR DISRUPTIONS
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Types of Project Schedules
KEY EVENTS REPORT, ACTIVITIES REPORT, AND GANTT CHART
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Network Diagram Elements
EVENT, ACTIVITY, SPAN TIME
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Types of Project
Activity Flow Charts PRECEDENCE DIAGRAM, DEPENDENCY DIAGRAM, AND CPM CHART.
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Immediate Predecessor
YOU NEED TO KNOW WHAT IT IS.
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