Projects within organisations Flashcards

1
Q

project accommodation options

A

functional - projects within functional departments

matrix - does not disrupt day-to-day operation of business

task force - separate from main organisation

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2
Q

functional

A
  • where project is located within one of the organisation’s functional groups.
  • works well when project is within the expertise of department
  • less effective when the work involves outside assistance and input

Adv/Dis

    • better control over personnel
    • communication channels and efficient ways of working already established
    • quick reactions
    • lack of client/customer focus
    • lack of diversity of skills/knowledge
    • lack of commitment from other departments
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3
Q

project (task force)

A
  • pure project structure exists outside of the mainstream organisational structure
  • project office and staff not attached to other departments.
  • people seconded from their main job to the project full time

Adv/Dis

    • better communication/team spirit
    • mutual respect and understanding of each other’s responsibilities
    • tast-oriented environment, focussed
    • cost of duplicating infrastructure and staffing
    • ‘projectitis’ - team become a clique that operates outside organisational procedures.
    • arrogance - isolation
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4
Q

matrix

A
  • people borrowed from home departments on part-time basis.
  • seeks to harness multiple inputs from across organisation.
  • people borrowed from different levels in the organisational hierarchy

adv/dis

    • builds wider organisational support
    • access to wide range of expertise
    • project has clear identity and leader
    • team members have two bosses; their own departmental manager and PM. and the PM has lower standing than departmental manager
    • people have conflicting priorities
    • Pm lacks authority
    • departmental managers choose members to be on projects (weakest workers?)
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5
Q

inverted matrix

A
  • mainly used by organisations that conduct majority project work pool of personnel, placed on projects depending on experience.
  • when not on projects, they conduct work such as new business development projects are vertical structures

adv/dis

    • PM has greater authority over personnel
    • PM has freedom to select team members
    • client/project focus
    • PM still has to compete for resources with other projects
    • best people are likely to be on projects most often
    • *
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6
Q

role of project manager

A
  • manage project work from kick-off to closure
  • plan project
  • secure and allocate resources
  • identify and manage risks
  • lead and motivate team
  • delegate
  • monitor progress
  • hand over
  • communicate with stakeholders
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7
Q

project sponsor

A

should only be one project sponsor
- individual or body for whom the project is undertaken and primary risk taker
- owner of business case
- person to whom the PM is accountable
responsibilities;
- ensure project is aligned with corporate objectives
- approving outputs throughout life cycle
- chair project board

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8
Q

project board

A

steering committee cross-functional senior management decision forum, including users and suppliers to

  • provide clear strategic direction for project
  • ensure organisation’s interests are served by project
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9
Q

project office

A

responsibilities may involve;

  • collating and processing paperwork
  • maintaining and updating project documentation
  • collecting and issuing progress reports to team, sponsor and other stakeholders
  • may include procurement, resource allocation
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10
Q

project champion

A

someone who acts as a champion of the project within the organisation, helps to garner support and assists in securing resources and priority.
- should be influential/ good access

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11
Q

what is the aim of programme management?

A

To support strategic change through projects, through their alignment with each other and related ‘business as usual’ activities.

programme manager is responsible for a collection of projects and manage trade-offs between them

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12
Q

what is portfolio management?

A

the selection and management of all of an organisation’s projects, programmes and related business activities organisations
seek a mix of projects and programmes to meet their strategic objectives

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13
Q

checklist for productive meetings

A

necessity of meeting plan,
clear objectives an agenda minimum number of participants appointed chair someone doing minutes
ground rules (no chatting)
time contract
agreed actions

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