Submitted by: Submitted by choo814
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Pages: 7
Category: Business and Industry
Date Submitted: 02/07/2016 10:55 PM
Ch.1
Project-temporary
time cost and scope
Program- group of related projects- classes
x individually
Portfolio- projects x related - strategic objectives -> org strategyc plan
soft benefits: risk avoidance, productivity, brand recognition
hard benefits: cost, savings
Supportive- consulting- low
Controlling- highDirective-high
Why PMO fails?
Lack of strong leadership or executive sponsorship
undefined coal
culture misfit
Project- start and end result (develop a software)
Operation- ongoing service (cutting grass)
PM- lead, plan, schedule, coordinating, working
Ch.2
Organizational Structure
- Functional Org
- Matrix - weak, balance, strong
- Projected
- Functional Org
Chief Executive
Functional Manager
Staff
Staff
Functional Manager
Staff
Staff
Functional Manager
Staff
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
PM little nor authority
- Projectized
Chief Executive
Project Manager
Staff
Staff
-Organizational Structure
Mixed- Matrix - weak, balance, strong
CIO
Business Aligned Services- Vertical
Private Equity
GMS
Fund Management
Portfolio Management
Shared services- horizontal
Solutions
Investor Services
AlpInvest
Legal Tax
Data/ Integration Services
Infrastructure
Global Operations
Enterprise Security
Top Management Commitment
Governance- Deliverable acceptance criteria
Relationship
Phase reviews
Review and approval for changes to budget, scope
Project Teams- PM Project Staff Vendors Customer
dedicated- full time
part-time
Project LifecycleWaterfall/ Gantt- sequential- vendor projects- IT infrastructure
Agile/Scrum-iterative, modular - development projects - backlog(things need to be done-sprint backlog)
Kanban/Fixed Capacity- enhancements-prioritized list
Initiating : authorization/ stakeholders
Planning: define and redefine the objectives- output: scope time cost quality communication hr procurements
-Project management plan (Communication...