PMP Project Managemen Professiona Study Guide

8/11/2019 PMP Project Managemen Professiona Study Guide

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PMP: Project Management Professional Study Guide

PMP: Project Management ProfessionalStudy Guideby Kim HeldmanSybex 2002

Chapter 1: What Is a Project?

Overview

Congratulations on your decision to study for and take the Project Management Institute (PMI!"sProject Management Professional (PMP! certification e#am$ %his &ook 'as 'ritten 'ith you inmind$ %he focus and content of this &ook reole heaily around the information contained inAGuide to the Project Management Body of Knowledge (PMBOK)$ I 'ill refer to the Guide to thePMBOK throughout this &ook and ela&orate on those areas that appear on the test$ )eep in mind

that the test coers all the project management processes* so don"t skip anything in your studytime$

+hen possi&le* I"ll pass on hints and study tips that I collected 'hile studying for the e#ammyself$ ,our first tip is to familiari-e yourself 'ith the terminology used in the Guide to thePMBOK$ PMI has 'orked hard to deelop and define standard project management terms* andthese terms are used interchangea&ly among industries$ .or e#ample* resource planningmeansthe same thing to someone 'orking in construction* information technology* ortelecommunications$ ,ou"ll find Guide to the PMBOKterms e#plained throughout this &ook$ /enif you are an e#perienced project manager* you might find that PMI uses specific terms for thingsthat you call &y another name$ o* step one is to get familiar 'ith the terminology$

%his chapter lays the foundation for &uilding and managing your project$ +e"ll address projectand project management definitions as 'ell as organi-ational structures$ ood luck

Is It a Project?

%he 3P of marketing approaches you 'ith a fa&ulous idea$ 4.a&ulous5 &ecause he"s the &ig &ossand &ecause he thought it up$ 6e 'ants to set up kiosks in local grocery stores as mini offices$%hese offices 'ill offer customers the a&ility to sign up for ne' 'ireless phone serices* maketheir 'ireless phone &ill payments* and purchase e7uipment and accessories$ 6e &eliees thatthe e#posure in grocery stores 'ill increase a'areness of the company"s offerings$ 8fter all*eeryone has to eat* right9 6e told you that the &oard of directors has already cleared the projectand he"ll dedicate as many resources to this as he can$ 6e 'ants the ne' kiosks in place in 12stores &y the end of ne#t year$ %he &est ne's is he"s assigned you to head up this project$

,our first 7uestion should &e* 4Is it a project95 %his may seem elementary* &ut confusing projects'ith ongoing operations happens often$ 8ccording to the Guide to the PMBOK, page * 4;aproject is a temporary endeaor undertaken to create a uni7ue product* serice or result$5

Note


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project are accomplished$ ometimes projects end 'hen it"s determined that the goals ando&jecties cannot &e accomplished and the project is canceled$ =perations inole 'ork that iscontinuous 'ithout an ending date and often repeat the same process$

Projects e#ist to &ring a&out a product or serice that hasn"t e#isted &efore$ In this sense* aproject is uni7ue$ 6o'eer* don"t get confused &y the term uni"ue$ .or e#ample* .ord MotorCompany is in the &usiness of designing and assem&ling cars$ /ach model that .ord designs andproduces can &e considered a project$ %he models differ from each other in their features and are

marketed to people 'ith arious needs$ 8n >3 seres a different purpose and clientele than alu#ury model$ %he design and marketing of these t'o models are uni7ue projects$ %he actualassem&ly of the cars can &e considered an operation?a repetitie process that is follo'ed formost makes and models$

@etermining the characteristics and features of the different car models is carried out through'hat the Guide to the PMBOKterms asprogressi#e ela$oration$ %his means throughout theproject* specific incremental steps are taken to e#amine the needs and re7uirements of theproduct of the project (the >3* for e#ample! and to fulfill the o&jecties$ %hese needs aree#amined in detail and continually monitored and updated throughout the project$

8 project is successful 'hen it meets or e#ceeds the e#pectations of the stakeholders$%ta&eholdersare those folks 'ith a ested interest in your project$ %hey are the people 'ho haesomething to either gain or lose as a result of the project$ %heproject sponsor* generally ane#ecutie in the organi-ation 'ith the authority to assign resources and enforce decisionsregarding the project* is a stakeholder$ %he customer is a stakeholder as are contractors andsuppliers$ %he project manager and the managers from other departments in the organi-ation arestakeholders as 'ell$ It"s important to identify all the stakeholders in your project up front$ If youleae out an important stakeholder or their department"s function and don"t discoer the error until'ell into the project* it could &e a project killer$

.igure 1$1sho's a sample listing of the kinds of stakeholders inoled on a typical project$

Figure 1.1: Project stakeholders

Many times* stakeholders hae conflicting interests$ It"s the project manager"s responsi&ility tounderstand these conflicts* and try to resole them$ Ae certain to identify and meet 'ith all keystakeholders early in the project to understand all their needs and constraints$ +hen in dou&t*stakeholder conflicts should al'ays &e resoled in faor of the customer$

+e"e just learned that a project has seeral characteristics: Projects are uni7ue$ Projects are temporary in nature and hae a definite &eginning and ending date$
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Projects are completed 'hen the project goals are achieed$ 8 successful project is one that meets or e#ceeds the e#pectations of your stakeholders$

>sing these criteria* let"s e#amine the assignment from the 3P of marketing to determine if it is aproject:

Is it unique? ,es* &ecause the kiosks don"t e#ist in the local grocery stores$ %his is a ne' 'ay ofoffering the company"s serices to its customer &ase$ +hile the serice the company is offering

isn"t ne'* the 'ay they are presenting their serices is$

Does the project have a limite time !rame? ,es* the start date of this project is today* and theend date is the end of ne#t year$ It is a temporary endeaor$

Is there a wa" to etermine when the project is complete? ,es* the kiosks 'ill &e installed*and serices 'ill &e offered from them$ =nce all of the kiosks are intact and operating* the project'ill come to a close$

Is there a wa" to etermine sta#eholer satis!action? ,es* the e#pectations of thestakeholders 'ill &e documented in the form of re7uirements during the planning processes$%hese re7uirements 'ill &e compared to the finished product to determine if it meets thee#pectations of the stakeholder$

6ouston* 'e hae a project$

What Is Project $anagement?

,ou"e determined that you indeed hae a project$ +hat no'9 %he notes you scratched out onthe &ack of a napkin at coffee &reak might get you started* &ut that"s not e#actly good projectmanagement practice$

+e hae all 'itnessed this scenario?an assignment is made and the project team jumps directlyinto the project* &usying themseles 'ith &uilding the product or serice re7uested$ =ften* carefulthought is not gien to the projectBplanning process$ I"m sure you"e heard coB'orkers tossaround statements like* 4%hat 'ould &e a 'aste of alua&le time5 or 4+hy plan 'hen you can just

start &uilding95 Project progress is rarely measured against the customer re7uirements$ In theend* the deliered product or serice doesn"t meet the e#pectations of the customer %his is afrustrating e#perience for all those inoled$ >nfortunately* many projects follo' this poorlyconstructed path$

Project management is a process that inoles seeral things including planning* putting theproject plan into action* and measuring progress and performance$ Planning is one of the mostimportant functions you"ll perform during the course of a project$ It sets the standard for the rest ofthe project"s life and is used to track future project performance$ Aefore 'e &egin the planningprocess* 'e"ll need to look at some of the skills needed to perform project management functionsand some of the constraints found on all projects$

Project %onstraints

In my organi-ation* and I"m sure the same is true in yours* there are far more project re7ueststhan 'e hae resources to 'ork on them$ In this case* resources are a constraint$ ,ou"ll find asimilar phenomenon occurs on indiidual projects as 'ell$ /ery project must 'ork 'ithin thetriple constraint com&ination of time* money* and 7uality$ =ne or t'o of the triple constraints*sometimes all three* are limited$ ,ou might 'ork on projects 'here you hae an almost unlimited&udget (don"t 'e 'ish!* &ut time is the limitation$ ,ou can hae all the money and people youneed to accomplish your project* &ut you need to complete the project in 2 months$ %he


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computerBprogramming changes re7uired for the year 2000 are an e#ample of a timeBconstrainedproject &ecause moing the date 'asn"t an option$

=ther projects might present the opposite scenario$ ,ou hae all the time you need to completethe project* &ut the &udget is fi#ed$ till other projects may incorporate t'o or three of theconstraints$ oernment agencies are notorious for starting projects that hae at least t'o andsometimes all three constraints$ .or e#ample* ne' ta# la' legislation is passed that impacts thecomputer programming* re7uiring ne' programs to calculate and track the ta# changes$ %ypically*

a due date is gien 'hen the ta# la' takes effect* and the organi-ation responsi&le is re7uired toimplement the changes 'ith no additions to &udget or staff$ In other 'ords* they are told to usee#isting resources to accomplish the goals of the project$ %he specific re7uirements of the projectare such that 7uality cannot &e fudged to try to meet the time deadline$

8s a project manager* one of your &iggest jo&s is to &alance the triple constraints 'hile meetingor e#ceeding the e#pectations of your stakeholders$ In most projects* you 'ill usually &e faced'ith &alancing only one or t'o of the triple constraints$ .or e#ample* if the project goal is a highB7uality proBduct* the saying goes* 4I can gie it to you fast or I can gie to you cheap* &ut I can"tgie it to you fast and cheap$5

&ools an &echniques

Project management&rings together a set of tools and techni7ues* performed &y people* todescri&e* organi-e* and monitor the 'ork of project actiities$ Project managersare the peopleresponsi&le for managing the project processes and applying the tools and techni7ues used tocarry out the project actiities$ %here are many adantages to organi-ing projects and teams 'houtili-e these techni7ues$ +e"ll &e e#amining these adantages inBdepth throughout the remainderof this &ook$

Programsare groups of projects that are managed using the same techni7ues in a coordinatedfashion$ ometimes* programs include aspects of ongoing operations as 'ell$ %his 'ould &e thecase 'here a ery large program e#ists 'ith many su&projects under it?for e#ample* &uilding ane' shopping mall$ Many su&projects e#ist underneath this program such as e#caation*construction* interior design* store placement* marketing* facilities management* etc$ /ach of thesu&projects is really a project unto itself$ /ach has its o'n project manager* 'ho reports to a

project manager 'ith responsi&ility oer seeral of the areas* 'ho in turn reports to the headproject manager oer the entire program$ 8fter the structure itself is &uilt* the management of thefacility is considered the ongoing operations part of this program$

Project management inoles many skills and techni7ues$ 8ccording to the Guide to the PMBOK,page * 4Project management is the application of kno'ledge* skills* tools* and techni7ues toproject actiities to meet project re7uirements$5 It is the responsi&ility of the project manager toensure project management techni7ues are applied and follo'ed$

De!ining '#ills (ver" )oo Project $anager Nees

Many times* organi-ations 'ill knight their technical e#perts as project managers$ %he skill and

e#pertise that made them stars in their technical fields are mistakenly thought to translate intoproject management skills$ %his is not necessarily so$

Project managers are generalists 'ith many skills in their repertoire$ %hey are pro&lem solers'ho 'ear many hats$ Project managers might indeed possess technical skills* &ut technical skillsare not a prere7uisite to project management$ ,our project team 'ill hae technical e#perts* andthey are the people 'hom the project manager 'ill rely on for technical details$ I hae seenproject managers 'ith many years e#perience in the construction industry successfully managemultiBmillion dollar information technology projects$ %his is &ecause project management


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techni7ues apply across industries and across projects$ >nderstanding and applying good projectmanagement techni7ues* along 'ith a solid understanding of general management skills* arecareer &uilders for all aspiring project managers$

Project $anager*s &ool +ag

Project managers hae &een likened to smallB&usiness o'ners$ %hey need to kno' a little &it

a&out eery aspect of management$ %he arious skills in a project manager"s tool &ag can &e&roken out in a more or less declining scale of importance$ Det"s discuss each of the skills in a &itmore detail$

%ommunication '#ills

=ne of the single most important characteristics of a firstBrate project manager is e#cellentcommunication skills$ +ritten and oral communications are the &ack&one of all successfulprojects$ Many forms of communication 'ill e#ist during the life of your project$ 8s the creator ormanager of most of the project communication (project documents* meeting updates* statusreports* etc$!* it"s your jo& to ensure that the information is e#plicit* clear* and complete so thatyour audience 'ill hae no trou&le understanding 'hat has &een communicated$ =nce theinformation has &een distri&uted* it is the responsi&ility of the person receiing the information tomake sure they understand it$

Note %here are many forms of communication and communication styles* 'hich 'e'ill coer in more depth in Chapter E*4@eeloping the Project %eam$5

Organi,ational '#ills

=rgani-ational and planning skills are pro&a&ly the second most important skills a projectmanager can possess$ =rgani-ation takes on many forms$ 8s project manager* you"ll haeproject documentation* re7uirements information* memos* project reports* personnel records*endor 7uotes* contracts* and much more to track and &e a&le to locate in a moment"s notice$,ou 'ill also hae to organi-e meetings* put together teams* and perhaps manage and organi-emedia release schedules depending on your project$

Closely associated 'ith organi-ational skills are time management skills$ %ake some time to

attend a time management class if you"e neer attended one$ %hey hae some great tips andtechni7ues to help you prioriti-e pro&lems and interruptions* prioriti-e your day* and manage yourtime$

Planning is discussed e#tensiely throughout the course of this &ook$ %here isn"t any aspect ofproject management that doesn"t first inole planning$ Planning skills go hand in hand 'ithorgani-ational skills$ Com&ining these t'o 'ith e#cellent communication skills is almost a sureguarantee of your success in the project management field$

+ugeting '#ills

Project managers esta&lish and manage &udgets and therefore need some kno'ledge of financeand accounting principles$ /specially important in this skill area is the a&ility to perform cost

estimates for project &udgeting$ %here are different methods aaila&le to determine the projectcosts$ %hey range from estimating indiidual actiities and rolling the estimates up* to estimatingthe project"s cost in one &ig chunk$ %hese methods 'ill &e discussed more fully in later chapters$

8fter a &udget is determined* you can start spending$ %his sounds more e#citing than it actuallyis$ Feading and understanding endor 7uotes* preparing or oerseeing purchase orders* andreconciling inoices are &udgeting skills that 'ill &e used &y the project manager on mostprojects$ %hese costs 'ill &e linked &ack to project actiities and e#pense items in the project"s&udget$
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Pro-lem 'olving

ho' me a project and I"ll sho' you pro&lems$ 8ll projects* in fact much of eeryday life* haesome pro&lems$ Isn"t that 'hat they say &uilds character9 Aut I digress$

Pro&lem soling is really a t'ofold process$ .irst* you must define the pro&lem$ =ften 'hendefining pro&lems* 'e end up just descri&ing the symptoms instead of really getting to the heartof 'hat the pro&lem is$ %o aoid that* ask yourself 7uestions like* 4Is it an internal or e#ternal

pro&lem95 or 4Is it a technical pro&lem95 or 48re there interpersonal pro&lems &et'een teammem&ers9 Is it managerial95 %hese kinds of 7uestions 'ill help you to get to the meat of thepro&lem$

Ge#t* after the pro&lem has &een defined* you hae some decisions to make$ It 'ill take a littletime to e#amine and analy-e the pro&lem* the situation causing it* and the solution alternatiesaaila&le$ 8fter this analysis* the project manager 'ill determine the &est course of action to takeand implement the decision$

Negotiation an In!luencing

/ffectie pro&lem soling re7uires negotiation and influencing skills$ +e all utili-e negotiationskills in one form or another eery day$ .or e#ample* on a nightly &asis I am asked* 46oney* 'hat

do you 'ant for dinner95 %hen the negotiations &egin* and the fried chicken ersus s'ordfishdiscussion commences$ imply put* negotiating is 'orking 'ith others to come to agreement$Gegotiation on projects 'ill &e necessary in almost eery area from scope definition* to &udgets*contracts* resource assignments* and more$

Influencing is really conincing the other party that s'ordfish is a &etter choice than fried chickeneen if that is 'hat they 'ant$ In other 'ords* it"s the a&ility to get people to do things they'ouldn"t do other'ise$ It"s also the a&ility to change minds and the course of eents* and toinfluence outcomes$

%hese skills 'ill &e utili-ed in all areas of project management$ tart practicing no' &ecause*guaranteed* you"ll need these skills on your ne#t project$

eaing

'eadershipand managementare not synonymous terms$ Deaders impart ision* gain consensusfor strategic goals* esta&lish direction* and inspire and motiate others$ Managers focus onresults and are concerned 'ith getting the jo& done according to the re7uirements$ /en thoughleaders and managers are not the same* project managers must e#hi&it the characteristics of&oth during different times on the project$ >nderstanding 'hen to s'itch from leadership tomanagement and then &ack again is a finely tuned and necessary talent$

&eam +uiling an /uman 0esources

Project managers 'ill rely heaily on team &uilding and human resource management skills$%eams are often formed 'ith people from different parts of the organi-ation$ %hese people may ormay not hae 'orked together &efore?so there may &e some component of teamB&uilding

ground'ork that 'ill inole the project manager$ %he project manager 'ill set the tone for theproject team and 'ill help them 'ork through the arious teamBforming stages to &ecome fullyfunctional$ %he project manager may take on a ariety of roles during this initial teamB&uildingprocess$

8n interesting caeat to the teamB&uilding role is that project managers many times areresponsi&le for motiating team mem&ers 'ho are not their direct reports$ %his has its o'n set ofchallenges and dilemmas$ =ne 'ay to help this situation is to ask the functional manager to allo'


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you to participate in your project team mem&ers" performance reie's$ >se the negotiation andinfluencing skills I talked a&out earlier to make sure you"re part of this process$

$ile Wie an an Inch Deep

Project managers are an interesting &unch$ %hey kno' a little &it a&out a lot of things and aree#cellent communicators$ =r* as one person said* he"s 4a mile 'ide and an inch deep$5 %hey hae

the a&ility to motiate people* een those 'ho hae no reason to &e loyal to the project* and theycan make the hardBline calls 'hen necessary$ Project managers can get caught in stickysituations that occasionally re7uire making decisions that are good for the company (or thecustomer! &ut aren"t good for certain stakeholders$ %hese offended stakeholders 'ill then dragtheir feet* and the project manager has to play the heay in order to motiate and gain theircooperation again$ ome organi-ations hire contract project managers to run their large*companyBaltering projects just &ecause they don"t 'ant to &urn out a key employee in this role$.ortunately* that doesn"t happen often$

Go' that you"e &een properly introduced to some of the skills you need in your tool kit* you"llkno' to &e prepared to communicate* sole pro&lems* lead* and negotiate your 'ay through yourne#t project$

2nerstaning Organi,ational 'tructures

Hust as projects are uni7ue* so are the organi-ations in 'hich they"re carried out$ %he key todetermining the type of organi-ation you 'ork in is &y measuring ho' much authority seniormanagement is 'illing to delegate to project managers$ +hile uni7ueness a&ounds in &usinesscultures* all organi-ations are structured in one of three 'ays: functional* projecti-ed* or matri#$3ariations and com&inations e#ist among these three structures* such as a projecti-ed structure'ithin a functional organi-ation* and 'eak matri#* &alanced matri#* and strong matri#organi-ations$

It pays to kno' and understand the organi-ational structure and the culture of the entity you"re'orking 'ith$ Companies 'ith aggressie cultures that are comforta&le in a leadingBedge position'ithin their industry are highly likely to take on risky projects$ Project managers 'ho are 'illing to

suggest ne' ideas and projects that hae neer &een undertaken &efore are likely to receie a'arm reception in this kind of enironment$ Conersely* organi-ational cultures that are riskaerse and prefer the follo'BtheBleader position 'ithin their industry are highly unlikely to take onrisky endeaors$ Project managers 'ith riskBinclined* aggressie styles are likely to receie a coolreception in a culture like this$

%he leel of authority the project manager enjoys is denoted &y the organi-ational structure$ .ore#ample* a project manager 'ithin a functional organi-ation has little to no formal authority$ 8ndtheir title may not &e project manager* &ut instead they"re called a project leader* projectcoordinator* or perhaps project e#peditor$

Det"s take a look at each of these organi-ations indiidually to &etter understand ho' the projectmanagement role 'orks in each one$

Functional Organi,ations

%he most common type of organi-ation is the functional organiation$ Chances are you 'ork inthis type of organi-ation$ %his is pro&a&ly the oldest style of organi-ation and is therefore kno'nas the traditional approach to organi-ing &usinesses$

.unctional organi-ations are centered on specialties and grouped &y function hence the termfunctional organiation$ 8s an e#ample* the organi-ation might hae a human resourcesdepartment* finance department* marketing department* etc$ %he 'ork in these departments is


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speciali-ed and re7uires people 'ho hae the skills sets and e#periences in these speciali-edfunctions to perform specific duties for the department$ .igure 1$2sho's a typical org chart for afunctional organi-ation$

Figure 1.3: .unctional org chart

,ou can see that this type of organi-ation is set up to &e a hierarchy$ taff personnel report tomanagers 'ho report to department heads 'ho report to ice presidents 'ho report to the C/=$In other 'ords* each employee reports to only one manager* and ultimately* one person at the top

is in charge$ Many companies today* as 'ell as goernmental agencies* are structured in ahierarchical fashion$ In organi-ations like this* &e a'are of the chain of command$ 8 strict chain ofcommand may e#ist* and the corporate culture might dictate that you follo' it$ Foughly translated:on*t tal& to the $ig $oss without first tal&ing to your $oss who tal&s to their $oss who tal&s to the$ig $oss$ +ise project managers should determine if there is a chain of command* ho' strictly it"senforced* and ho' the chain is linked &efore enturing outside of it$

/ach department or group in a functional organi-ation is managed independently and has alimited span of control$ Marketing doesn"t run the finance department or their projects* fore#ample$ %he marketing department is concerned 'ith their o'n functions and projects$ If it 'erenecessary for the marketing department to get input from the finance department on a project* themarketing team mem&ers 'ould follo' the chain of command$ 8 marketing manager 'ould speakto a manager in finance to get the needed information and then pass it &ack do'n to the projectteam$

Commonalities e#ist among the personnel assigned to the arious departments in a functionalorgani-ation$ In theory* people 'ith similar skills and e#periences are easier to manage as agroup$ Instead of scattering them throughout the organi-ation* it is more efficient to keep themfunctioning together$ +ork assignments are easily distri&uted to those 'ho are &est suited for thetask 'hen eeryone 'ith the same skill 'orks together$ 8long these lines* 'orkers in functionalorgani-ations speciali-e in an area of e#pertise? finance* for instance?and then &ecome erygood at their specialty$ >sually* the superisors and managers of these 'orkers are e#periencedin the area they superise and are a&le to recommend training and career enrichment actiitiesfor their employees$

%here is a clear up'ard career path for people in a functional organi-ation$ 8n assistant &udgetanalyst may &e promoted to a &udget analyst and then eentually to a department manager oer

many &udget analysts$

.unctional organi-ations hae their disadantages$ If this is the kind of organi-ation you 'ork in*you pro&a&ly hae e#perienced some of them$

=ne of the greatest disadantages for the project manager is that they hae little to no formalauthority$ %his does not mean that project manaBgers in functional organi-ations are doomed tofailure$ Many projects are undertaken and successfully completed 'ithin this type of organi-ation$ood communication* interpersonal* and influencing skills on the part of the project manager arere7uired to &ring a&out a successful project under this structure$
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Figure 1.4: Projecti-ed org chart

=rgani-ational resources are dedicated to projects and project 'ork in purely projecti-edorgani-ations$ Project managers almost al'ays hae ultimate authority oer the project in thisstructure and report directly to the C/=$ In a purely projecti-ed organi-ation* supportingdepartments like human resources and accounting might report directly to the project manager as'ell$ Project managers are responsi&le for making decisions regarding the project and ac7uiringand assigning resources$ %hey hae the authority to choose and assign resources from otherareas in the organi-ation or to hire them from outside if needed$ 6o'eer* project managers in allorgani-ational structures are limited &y the triple constraints$ .or e#ample* if the &udget doesn"te#ist to hire additional resources* the project manager 'ill hae to come up 'ith alternaties tosole this pro&lem$

%eams are formed and often collocated, 'hich means that team mem&ers physically 'ork at thesame location$ Project team mem&ers report to the project manager* not a functional ordepartmental manager$ =ne o&ious dra'&ack to a projecti-ed organi-ation is that project teammem&ers may find themseles out of 'ork at the end of the project$ 8n e#ample of this might &e aconsultant 'ho 'orks on a project until completion and then is put on the &ench or let go at theend of the project$ ome inefficiency e#ists in this kind of organi-ation 'hen it comes to resourceutili-ation$ If you hae a situation 'here you need a highly speciali-ed skill at certain timesthroughout the project* the resource you"re using to perform this function might &e idle duringother times in the project$

&he 0eal Worl 'cenario5&he Projecti,e )raphic rtist

,ou"e &een appointed project manager for your company"s 'e&site design and implementation$,ou"re 'orking in a projecti-ed organi-ation* so you hae the authority to ac7uire and assignresources$ ,ou put together your team including programmers* technical 'riters* testers* and&usiness analysts$ @e&&ie* a highly 7ualified graphic arts designer* is also part of your team$@e&&ie"s speciali-ed graphic arts skills are needed only at certain times throughout the project$+hen she has completed the graphics design portion of the screen she"s 'orking on* there isn"tanything else for her to do until the ne#t page is ready$ @epending on ho' inoled the project isand ho' the 'ork is structured* days or 'eeks might pass &efore @e&&ie"s skills are needed$ %hisis 'here the inefficiency occurs in a purely projecti-ed organi-ation$ %he project manager 'illhae to find other duties that @e&&ie can perform during these do'ntimes$ It"s not practical to lether go and then hire her &ack 'hen she"s needed again$

In this situation* you might assign @e&&ie to other project duties 'hen she"s not 'orking ongraphics design$ Perhaps she can edit the te#t for the 'e& pages or assist 'ith the design of theupcoming marketing campaign$ ,ou might also share @e&&ie"s time 'ith another project managerin the organi-ation$

@uring the planning process* you 'ill discoer the skills and a&ilities of all your team mem&ers sothat you can plan their schedule accordingly and eliminate idle time$
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Projecti-ed structures can coe#ist 'ithin functional organi-ations$ In the case of a highBprofile*critical project* for instance* the functional organi-ation might appoint a special project team to'ork only on that project$ %he team is structured outside the &ounds of the functionalorgani-ation* and the project manager has ultimate authority for the project$ %his is a 'orka&leproject management approach and ensures open communication &et'een project manager andteam mem&ers$ 8t the end of the project* the project team is dissoled* and the project mem&ers

return to their functional areas to resume their usual duties$

In summary* projecti-ed organi-ations are identified seeral 'ays: Project managers hae ultimate authority oer the project$ %he focus of the organi-ation is the project$ %he organi-ation"s resources are focused on projects and project 'ork$ %eam mem&ers are collocated$ Doyalties are formed to the project* not to a functional manager$

$atri6 Organi,ations

Matri+ organiationscame a&out to minimi-e the differences &et'een* and take adantage of* the

strengths and 'eaknesses of functional and projecti-ed organi-ations$ %he idea at play here isthat the &est of &oth organi-ational structures can &e reali-ed &y com&ining them into one$ %heproject o&jecties are fulfilled* and good project management techni7ues are utili-ed 'hile stillmaintaining a hierarchical structure in the organi-ation$

/mployees in a matri# organi-ation report to one functional manager and at least one projectmanager$ It"s possi&le that employees could report to multiple project managers if they are'orking on multiple projects at one time$ .unctional managers pick up the administratie portionof the duties and assign employees to projects$ %hey also monitor the 'ork of their employees onthe arious projects$ Project managers are responsi&le for e#ecuting the project and giing out'ork assignments &ased on project actiities$ Project managers and functional managers sharethe responsi&ility of performance reie's for the employee$ In a nutshell* functional managersassign employees to projects* 'hile project managers assign tasks associated 'ith the project$

Matri# organi-ations allo' project managers to focus on the project and project 'ork just like in aprojecti-ed organi-ation$ %he project team is free to focus on the project o&jecties 'ithoutdistractions from the functional department$

Project managers should take care 'hen 'orking up actiity and project estimates for the projectin a matri# organi-ation$ %he estimates should &e gien to the functional managers for input&efore pu&lishing$ %he functional manager is the one in charge of assigning or freeing upresources to 'ork on projects$ If the project manager is counting on a certain employee to 'orkon the project at a certain time* the project manager should determine their aaila&ility up front'ith the functional manager$ Project estimates might hae to &e modified if it"s discoered that theemployee they 'ere counting on is not aaila&le 'hen needed$

8s 'e"e discussed* a lot of communication and negotiation takes place &et'een the project

manager and the functional manager$ %his calls for a &alance of po'er &et'een the t'o* or one'ill dominate the other$

In a strong matri# organi-ation* the &alance of po'er rests 'ith the project manager$ %hey haethe a&ility to strongBarm the functional managers into giing up their &est resources for projects$ometimes* more resources than necessary are assem&led for the project* and then projectmanagers negotiate these resources among themseles* cutting out the functional manageraltogether* as you can see in .igure 1$$
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Figure 1.7: trong matri# org chart

=n the other end of the spectrum is the 'eak matri# (see .igure 1$K!$ 8s you 'ould suspect* thefunctional managers hae all the po'er in this structure$ Project managers are really projectcoordinators or e#peditors 'ith partBtime responsi&ilities on projects in a 'eak matri#organi-ation$ Project managers hae little to no authority* just like in the functional organi-ation$=n the other hand* the functional managers hae a lot of authority and make all the 'orkassignments$ %he project manager simply e#pedites the project$

Figure 1.8: +eak matri# org chart

In &et'een the 'eak matri# and the strong matri# is an organi-ational structure called the&alanced matri# (see.igure 1$!$ %he features of the &alanced matri# are 'hat 'e"e &eendiscussing throughout this section$ %he po'er is &alanced &et'een project managers andfunctional managers$ /ach manager has responsi&ility for their parts of the project ororgani-ation* and employees get assigned to projects &ased on the needs of the project* not thestrength or 'eakness of the manager"s position$

Figure 1.9: Aalanced matri# org chart
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Matri# organi-ations hae su&tle differences* and it"s important to understand their differences forthe e#am$ %he easiest 'ay to remem&er them is that the 'eak matri# has many of the samecharacteristics as the functional organi-ation* 'hile the strong matri# has many of the samecharacteristics as the projecti-ed organi-ation$ %he &alanced matri# is e#actly that?a &alance&et'een 'eak and strong 'here the project manager shares authority and responsi&ility 'ith thefunctional manager$ %a&le 1$2compares all three structures$&a-le 1.3: %omparing $atri6 'tructures

Wea# $atri6 +alance $atri6 'trong $atri6Project $anager*s&itle:

Project coordinator*project leader* orproject e#peditor

Project manager Project manager

Project $anager*sFocus:

plit focus &et'eenproject andfunctionalresponsi&ilities

Projects andproject 'ork

Projects and project'ork

Project $anager*sPower:

Minimal authorityand po'er

Aalance ofauthority andpo'er

.ull authority andpo'er

Project $anager*s&ime:

Part time onprojects

.ull time onprojects

.ull time onprojects

Organi,ation 't"le: Most like functionalorgani-ation

Alend of &oth 'eakand strong matri#

Most like aprojecti-edorgani-ation

Project $anager0eports to:

.unctional manager 8 functionalmanager* &utshares authorityand po'er

Manager of projectmanagers

Most organi-ations today use some com&ination of the organi-ational structures descri&ed here$

It"s rare that an organi-ation 'ould &e purely functional or purely projecti-ed$ .or e#ample* thefunctional organi-ation 'ill often use a projecti-ed enironment for critical projects* 'hile keepingthe hierarchical actiities of the organi-ation intact$

=rgani-ations are uni7ue* as are the projects they undertake$ >nderstanding the organi-ationalstructure 'ill help you* as a project manager* 'ith the cultural influences and communicationaenues that e#ist in the organi-ation to gain cooperation and successfully &ring your projects toa close$

2nerstaning Project i!e %"cles an Project $anagement

Processes

Project life cycles are similar to the life cycle that parents e#perience raising their children toadulthood$ Children start out as infants and generate lots of e#citement 'hereer they go$6o'eer* not much is kno'n a&out them at first$ o 'e study them as they gro' and assess theirneeds$ =er time* they mature and gro' (and cost a lot of money in the process!* until one daythe parents" jo& is done$

Projects start out just like this and progress along a similar path$ omeone comes up 'ith a greatidea for a project and actiely solicits support for the project$ %he project* after &eing approed*progresses through the intermediate phases to the ending phase* 'here the project is completedand closed out$
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Project i!e %"cles an Phases

8ll projects are diided into phases* and all projects* large or small* hae a similar life cyclestructure$ 8t a minimum* a project 'ill hae a &eginning or initiation phase* an intermediate phaseor phases* and an ending phase$ %he num&er of phases depends on the project comple#ity andits industry$ 8ll the collectie phases the project progresses through in concert are called the

project life cycle$

%he end of each phase allo's the project manager* stakeholders* and project sponsor theopportunity to determine if the project should continue to the ne#t phase$ Project phases eolethrough the life cycle in a series of 4handoffs$5 %he end of one phase typically marks the&eginning of the ne#t$ .or e#ample* in the construction industry* feasi&ility studies often takeplace in the &eginning phase of a project$ %he purpose of the feasi&ility study might &e todetermine if the project is 'orth undertaking and 'hether the project 'ill &e profita&le for theconstruction company$ %he completion and approal of the feasi&ility study trigger the &eginningof the planning and design phase$

,ou 'ill recogni-e phase completion &ecause each phase has a specific deli#era$le* or multipledeliera&les* that marks the end of the phase$ 8 deliera&le is an output that must &e produced to&ring the phase or project to completion$ @eliera&les are tangi&le and can &e measured andeasily proed$ .or instance* a hypothetical deliera&le produced in the &eginning phase of our

construction industry e#ample 'ould &e the feasi&ility study$ @eliera&les might also includethings like design documents* project &udgets* &lueprints* project schedules* prototypes* etc$ %hisanalysis allo's those inoled the opportunity to determine if the project should continue to thene#t phase$ %he feasi&ility study might sho' that enironmental impacts of an enormous nature'ould result if the construction project 'ere undertaken at the proposed location$ Aased on thisinformation* a go or noBgo decision can &e made at the end of this phase$ %he end of a phasealso gies the project manager the a&ility to discoer* address* and take correctie action againsterrors discoered during the phase$

%here are times 'hen phases are oerlapped to shorten or compress the project schedule$ %heGuide to the PMBOK terms this fast trac&ing$ .ast tracking means that a later phase is startedprior to completing and approing the phase* or phases* that come &efore it$

8ll projects follo' the life cycle pattern and* as a result* hae the follo'ing things in common$ Inthe &eginning phase* 'hich is 'here the Initiation process occurs* costs are lo'* and there arefe' team mem&ers assigned to the project$ 8s the project progresses* costs and staffingincreases and then tapers off at the closing phase$ %he potential that the project 'ill come to asuccessful ending is lo'est at the &eginning of the project 'ith an increasing chance for successas the project progresses through the life cycle stages$ Fisk is highest at the &eginning of theproject and gradually decreases the closer the project comes to completion$ 8nd stakeholdershae the greatest chance of influencing the project in the &eginning phases and less and lessinfluence as the project progresses$

%o gie you a &etter idea of 'hen certain characteristics influence a project* refer to %a&le 1$J$ 8recap of the impacts in the &eginning life cycle phase is sho'n here$&a-le 1.4: %haracteristics o! the Initiation Process

ow ImpactPro-a-ilit" /igh ImpactPro-a-ilit"

Costs Fisk

taffing leels takeholder influence

Chance for successful completion

Project $anagement Processes
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Project management processes* according to the Guide to the PMBOK* organi-e and descri&ethe 'ork of the project$ %hese processes are performed &y people and* much like the projectphases* are interrelated and dependent on one another$ .or e#ample* it 'ould &e difficult toidentify specific project actiities 'ithout first haing an understanding of the project re7uirements$

P$I Process )roups

%heGuide to the PMBOKdocuments fie process groups in the project management process:

Initiation* Planning* /#ecuting* Controlling* and Closing$ +e"ll look at an oerie' of each processhere and go into more detail in later chapters$

Initiation

%he Initiation process* as its name implies* occurs at the &eginning of the project or phase$Initiation ackno'ledges that a project* or the ne#t project phase* should &egin$ Initiation grants theapproal to commit the organi-ation"s resources to 'orking on the project or phase$

Planning

Planning is the process of formulating and reising planning documents to &e used throughoutthe remainder of the project$ %his process group is 'here the project re7uirements are fleshedout and stakeholders are identified$ Planning has more processes than any of the other projectmanagement processes$ %he /#ecuting* Controlling* and Closing process groups all rely on thePlanning process group and the documentation produced during the Planning processes in orderto carry out their functions$ Project managers 'ill perform fre7uent iterations of the Planningprocesses prior to project completion$ Projects are uni7ue* and as such hae neer &een done&efore$ %herefore* Planning must encompass all areas of project management and consider&udgets* actiity definition* scope planning* schedule deelopment* risk identification* staffac7uisition* procurement planning* and more$ %he greatest conflicts a project manger 'illencounter in this process group are project prioriti-ation issues$

(6ecuting

%he /#ecuting process group inoles putting the project plans into action$ It"s here that theproject manager 'ill coordinate and direct project resources to meet the o&jecties of the project

plan$ %he /#ecuting process keeps the project plan on track and ensures that future e#ecution ofproject plans stays in line 'ith project o&jecties$ %he /#ecuting process group 'ill utili-e themost project time and resources$ Costs are usually highest during the /#ecuting process$ Projectmanagers 'ill e#perience the greatest conflicts oer schedules in this phase$

%ontrolling

%he Controlling process group is 'here project performance measurements are taken andanaly-ed to determine if the project is staying true to the project plan$ If it"s discoered thatariances e#ist* correctie action is taken to get the project actiities aligned 'ith the project plan$%his might re7uire additional passes through the Planning process to realign to the projecto&jecties$

%losing

%he Closing process group is pro&a&ly the most often skipped process in project management$=nce the project o&jecties hae &een met* most of us are ready to moe on to the ne#t project$6o'eer* Closing is important as all the project information is gathered no' and stored for futurereference$ %he documentation collected during Closing processes can &e reie'ed and utili-ed toaert potential pro&lems on future projects$ Contract closeout occurs here* and formal acceptanceand approal are o&tained from project stakeholders$

&he Process Flow


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%he fie process groups are iterati#eand should not &e thought of as oneBtime processes$ %heseprocesses 'ill &e reisited throughout the project life cycle seeral times as the project is refined$PMI calls this process of going &ack through the process groups an iterati#e process$ %hecompletion of each process allo's the project manager and stakeholders to ree#amine the&usiness needs of the project and determine if the project is satisfying those needs$ 8nd it isanother opportunity to make a go or noBgo decision$

.igure 1$Lsho's the fie process groups in a typical project life cycle$ )eep in mind that during

phases of a project* the Closing phase can proide input to the Initiation phase$ .or e#ample*once the feasi&ility study 'e discussed earlier is accepted or closed* it &ecomes input to theInitiation phase of design and planning$

Figure 1.;: Project management process groups

It"s important to understand the flo' of these processes for the e#am$ If you remem&er theprocesses and their inputs and outputs* it 'ill help you 'hen you"re trying to decipher an e#am7uestion$ ometimes just understanding 'hich process the 7uestion is asking a&out 'ill help youdetermine the ans'er$ =ne trick you could use to memori-e these processes is to remem&ersyrup of ipecac$ (,ou pro&a&ly hae some of this poison antidote in your medicine ca&inet athome$! +hen you sound out the first initial of each of the processes* it sounds like 4ipecac5?

IP/CC (Initiation* Planning* /#ecuting* Controlling* and Closing!$

Processes e#ist 'ithin most of the process groups$ .or e#ample* the Closing life cycle processgroup consists of t'o processes* Contract Closeout and 8dministratie Closure$ /ach processtakes inputs and uses them in conjunction 'ith arious tools and techni7ues to produce outputs$It"s outside the scope of this &ook to list all the inputs* tools and techni7ues* and outputs for eachprocess in each life cycle phase$ ,ou"ll find these detailed in the Guide to the PMBOK* and Ihighly recommend you get familiar 'ith them$ %here are test 7uestions regarding inputs* tools andtechni7ues* and outputs$ =ne 'ay to keep them all straight is to remem&er tools and techni7uesusually re7uire action of some sort* &e it measuring* applying some skill or techni7ue* planning* orusing e#pert judgment$ =utputs are usually in the form of a deliera&le$ Femem&er that adeliera&le is characteri-ed 'ith results or outcomes that can &e measured* are tangi&le* and areproa&le$ Dast &ut not least* outputs from one process sometimes sere as inputs to another

process$(sta-lishing the Project $anagement O!!ice

%he concept of aproject management office* sometimes referred to as the PM=* has &eenaround for seeral years$ ,ou 'on"t need to kno' anything a&out PM=s for the e#am$ 6o'eer*in practice* you"ll find many organi-ations are esta&lishing PM=s in many different forms$ %hepurposes of esta&lishing a PM=* and its &enefits* are many$ %he most common reason acompany starts a project management office is to esta&lish and maintain procedures andstandards for project management methodologies to &e used throughout the organi-ation$ Insome organi-ations* project managers might 'ork directly for the PM= and are assigned from
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this office to projects as they are initiated$ %he PM=* depending on its si-e and function*sometimes has e#perts aaila&le that assist project managers in project planning* estimating* and&usiness assumption erification tasks$ %hey sere as mentors to juniorBleel project managersand act as consultants to the senior project managers$

%he PM= takes responsi&ility for maintaining and archiing project documentation$ 8ll projectdocumentation and information is collected and tracked &y the PM= for future reference$ %hisoffice compares project goals 'ith project progress and gies feed&ack to the project teams$ %his

office also measures the project performance of actie projects and suggests correctie actions$%he PM= ealuates completed projects for their adherence to the triple constraints and asks thefollo'ing: @id the project meet the time frames esta&lished* did it stay 'ithin &udget* and 'as the7uality accepta&le9

Project management offices are &ecoming more common in organi-ations today* if for no otherreason* simply to sere as a collection point for project documentation$ ome PM=s are fairlysophisticated and prescri&e the standards and methodologies to &e used in all project phasesacross the enterprise$ till others proide all these functions and also offer project managementconsulting serices$ 6o'eer* the esta&lishment of a PM= is not re7uired in order for you to applygood project management practices to your ne#t project$

'ummar"

Phe'* 'e coered a lot of ground in this chapter$ +e learned that projects e#ist to &ring a&out auni7ue product or serice$ Projects are temporary in nature and hae definite &eginning andending dates$

takeholders are those people or organi-ations that hae a ested interest in the outcome of theproject$ takeholders include people like the project sponsor* the customer* key managementpersonnel* the project manager* contractors* suppliers* and more$ Projects are consideredcomplete 'hen the project meets or e#ceeds the e#pectations of the stakeholders$

Project management is a discipline that &rings together a set of tools and techni7ues to descri&e*organi-e* and monitor the 'ork of project actiities$ Project managers are the ones responsi&lefor carrying out these actiities$

/ery project must 'ork 'ithin constraints$ %he primary constraints that 'ill affect all projects arethe triple constraints of &udget* time* and 7uality$

Project managers hae a 'ide ariety of skills$ Got only should they &e ersed in the field they"re'orking in* &ut in general management skills as 'ell$ Communication is the most important skill aproject manager 'ill use in the course of a project$

=rgani-ational structures come in ariations of three forms: functional* projecti-ed* and matri#organi-ations$ .unctional organi-ations are traditional 'ith hierarchical reporting structures$Project managers hae little to no authority in this organi-ation$ Projecti-ed organi-ations arestructured around project 'ork* and staff personnel report to project managers$ Project managershae full authority in this organi-ational structure$ Matri# organBi-ations are a com&ination of thefunctional and projecti-ed$ 8 project manager"s authority aries depending on the structure of thematri#* &e it a 'eak matri#* &alanced matri#* or strong matri#$

Projects progress along a life cycle path$ %he life cycle consists of phases* and the Guide to thePMBOK process groups are performed throughout the project"s life cycle$ %he Guide to thePMBOKprocess groups are Initiation* Planning* /#ecuting* Controlling* and Closing$

Project management offices are a 'ay to organi-e and esta&lish standards for projectmanagement techni7ues 'ithin an organi-ation$ %hey can also sere as a project li&rary* housingproject documentation for future reference$

(6am (ssentials


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+e a-le to escri-e the i!!erence -etween projects an operations. 8 project is temporaryin nature 'ith a definite &eginning and ending date$ =perations are ongoing$

+e a-le to enote some o! the s#ills ever" goo project manager shoulpossess. Communication* &udgeting* organi-ational* pro&lem soling* negotiation andinfluencing* leading* and team &uilding$

+e a-le to i!!erentiate the i!!erent organi,ational structures. =rgani-ations are usually

structured in some com&ination of the follo'ing: functional* projecti-ed* and matri# (including'eak matri#* &alanced matri#* and strong matri#!$

+e a-le to name the !ive project management processes. Initiation* Planning* /#ecuting*Controlling* and Closing$


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C$ %his is an ongoing operation &ecause the ne' product line 'ill &e soldindefinitely$ It"s not temporary$

@$ %his is not a project or an ongoing operation$ %his is a ne' productintroduction not affecting ongoing operations$

7. ,our company manufactures small kitchen appliances$ %hey are introducing a ne'product line of appliances in designer colors 'ith distinctie features for kitchens insmall spaces$ %hese ne' products 'ill &e offered indefinitely starting 'ith the spring

catalog release$ In order to determine the characteristics and features of the ne'product line* you 'ill hae to perform 'hich of the follo'ing9

8$ .ast trackingA$ Consulting 'ith the stakeholdersC$ Planning the project life cycle@$ Progressie ela&oration

8. 8 project is considered successful 'hen:8$ %he product of the project has &een manufactured$A$ %he project sponsor announces the completion of the project$C$ %he product of the project is turned oer to the operations area to handle the

ongoing aspects of the project$@$ %he project meets or e#ceeds the e#pectations of the stakeholders$

9. %he 3P of customer serice has e#pressed concern oer a project you"re inoled in$6is specific concern is that if the project is implemented as planned* he"ll hae topurchase additional e7uipment to staff his customer serice center$ %he cost issu&stantial and 'as not taken into consideration in the project &udget$ %he projectsponsor insists that the project must go for'ard as originally planned or the customer'ill suffer$ +hich of the follo'ing is true9

8$ %he 3P of customer serice is correct$ ince the cost 'as not taken intoaccount at the &eginning of the project* the project should not go for'ard asplanned$ Project initiation should &e reisited to e#amine the project plan anddetermine ho' changes can &e made to accommodate customer serice$

A$ %he conflict should &e resoled in faor of the customer$C$ %he conflict should &e resoled in faor of the project sponsor$@$ %he conflict should &e resoled in faor of the 3P of customer serice$

;. +hich of the follo'ing &rings together a set of tools and techni7ues used to descri&e*organi-e* and monitor the 'ork of project actiities9

8$ Project managersA$ Guide to the PMBOKC$ Project management@$ takeholders

>. +hat are the triple constraints98$ %ime* schedules* and 7ualityA$ %ime* aaila&ility* and 7ualityC$ %ime* money* and schedules@$ %ime* money* and 7uality

. ,ou are the project manager for a large construction project$ %he project o&jectie is toconstruct a set of out&uildings to house the =lympic support team that 'ill &e arriingin your city 1E months from the project start date$ ,ou"e &een gien a &udget of 12million to complete this project$ Fesources are easily attained$ +hich of the tripleconstraints is the primary constraint for this project9

8$ %ime* &ecause the date cannot &e moedA$ Money* &ecause the &udget is set at 12 millionC$ Fesources* &ecause they"re not fi#ed@$


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1@. ,ou are the project manager for a large construction project$ %he project o&jectie is toconstruct a set of out&uildings to house the =lympic support team that 'ill &e arriingin your city 1E months from the project start date$ Fesources are not readily aaila&leas they are currently assigned to other projects$ Hack* an e#pert crane operator* isneeded for this project t'o months from today$ +hich of the follo'ing skills 'ill youuse to get Hack assigned to your project9

8$ Gegotiation and influencing skills

A$ Communication and organi-ational skillsC$ Communication skills@$ Pro&lemBsoling skills

11. ,ou are a project manager 'ith technical e#pertise in the pharmaceutical industry$,ou"e decided to try your hand at project management in the entertainment industry$+hich of the follo'ing is true9

8$ ,ou 'ill likely &e successful &ecause communication skills are your strongsuit$ ,ou anticipate haing technical e#perts on your project team to addressindustry specifics that you"re not familiar 'ith$

A$ ,ou 'ill likely &e successful &ecause your organi-ational skills are e#cellent$,ou anticipate haing technical e#perts on your project team to addressindustry specifics that you"re not familiar 'ith$

C$ ,ou 'ill pro&a&ly &e successful &ecause you hae a friend in theentertainment industry that has &riefed you on all the important aspects of thisproject that you"ll need to kno'$ ,ou anticipate haing technical e#perts on yourproject team to address industry specifics that you"re not familiar 'ith$

@$ ,ou 'ill pro&a&ly not &e successful &ecause you hae little kno'ledge of theentertainment industry een though you anticipate haing technical e#perts onyour project team to address industry specifics that you"re not familiar 'ith$

13. ,ou are managing a project to install a ne' postage soft'are system that 'illautomatically print la&els and administer postage for certified mailings* oernightpackages* and other special mailing needs$ ,ou"e attempted to gain the cooperationof the &usiness analyst 'orking on this project and need some ans'ers$ he is elusieand tells you that this project is not her top priority$ %o aoid situations like this in thefuture* you should:

8$ /sta&lish the &usiness analyst"s duties 'ell ahead of due dates and tell heryou"ll &e reporting on her performance to her functional manager$

A$ /sta&lish the &usiness analyst"s duties 'ell ahead of due dates and tell heryou are e#pecting her to meet these e#pectations &ecause the customer iscounting on the project meeting due dates to sae significant costs on theirannual mailings$

C$ Gegotiate 'ith the &usiness analyst"s functional manager during the planningprocess to esta&lish e#pectations and re7uest to participate in the &usinessanalyst"s annual performance reie'$

@$ Gegotiate 'ith the &usiness analyst"s functional manager during the planningprocess to esta&lish e#pectations and inform the functional manager of there7uirements of the project$ 8greement from the functional manager 'ill assurethe cooperation of the &usiness analyst$

14. %he amount of authority a project manager possesses can &e related to:8$ %he project manager"s communication skillsA$ %he organi-ational structureC$ %he amount of authority the manager of the project manager possesses@$ %he project manager"s influencing skills

17. +hat is one of the adantages of a functional structure98$ 8ll employees report to one manager and hae a clear chain of command$A$ 8ll employees report to t'o or more managers* &ut project team mem&ers
http://www.books24x7.com/book/id_3964/viewer_r.asp?bookid=3964&chunkid=181317638#answer.nr-qandaentry.3C56FA5B-BC66-4C66-AB72-E85D19EB2BAC488638D5-C0BA-459C-82D4-0FDEF2CDC9EC%23answer.nr-qandaentry.3C56FA5B-BC66-4C66-AB72-E85D19EB2BAC488638D5-C0BA-459C-82D4-0FDEF2CDC9EChttp://www.books24x7.com/book/id_3964/viewer_r.asp?bookid=3964&chunkid=181317638#answer.nr-qandaentry.7817B7CA-7B48-40E0-90EF-E6FB1E119FD5488638D5-C0BA-459C-82D4-0FDEF2CDC9EC%23answer.nr-qandaentry.7817B7CA-7B48-40E0-90EF-E6FB1E119FD5488638D5-C0BA-459C-82D4-0FDEF2CDC9EChttp://www.books24x7.com/book/id_3964/viewer_r.asp?bookid=3964&chunkid=181317638#answer.nr-qandaentry.843CDBC2-6EB9-4A67-95C0-A2E783C4E3C5488638D5-C0BA-459C-82D4-0FDEF2CDC9EC%23answer.nr-qandaentry.843CDBC2-6EB9-4A67-95C0-A2E783C4E3C5488638D5-C0BA-459C-82D4-0FDEF2CDC9EChttp://www.books24x7.com/book/id_3964/viewer_r.asp?bookid=3964&chunkid=181317638#answer.nr-qandaentry.D49430EE-10E2-42D4-BD04-F3DAD27852DD488638D5-C0BA-459C-82D4-0FDEF2CDC9EC%23answer.nr-qandaentry.D49430EE-10E2-42D4-BD04-F3DAD27852DD488638D5-C0BA-459C-82D4-0FDEF2CDC9EChttp://www.books24x7.com/book/id_3964/viewer_r.asp?bookid=3964&chunkid=181317638#answer.nr-qandaentry.9CB35BA9-4318-4B42-B497-B90E0A97F6F0488638D5-C0BA-459C-82D4-0FDEF2CDC9EC%23answer.nr-qandaentry.9CB35BA9-4318-4B42-B497-B90E0A97F6F0488638D5-C0BA-459C-82D4-0FDEF2CDC9EC


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sho' loyalty to functional managers$C$ %he organi-ation is focused on projects and project 'ork$@$ %eams are collocated$

18. ,ou hae &een assigned to a project in 'hich the o&jecties are to direct customercalls to an Interactie 3oice Fesponse system &efore &eing connected to a lie agent$,ou are in charge of the media communications for this project$ ,ou report to theproject manager in charge of this project and the 3P of marketing* 'ho share

responsi&ility for this project$ +hich organi-ational structure do you 'ork in98$ .unctional organi-ationA$ +eak matri# organi-ationC$ Projecti-ed organi-ation@$ Aalanced matri# organi-ation

19. ,ou hae &een assigned to a project in 'hich the o&jecties are to e#pand three milesof the northBsouth high'ay through your city &y t'o lanes in each direction$ ,ou are incharge of the demolition phase of this project* and you report to the project manager incharge of this project$ ,ou hae &een hired on contract and 'ill &e released at thecompletion of the demolition phase$ +hat type of organi-ational structure does thisrepresent9

8$ .unctional organi-ationA$ +eak matri# organi-ationC$ Projecti-ed organi-ation@$ Aalanced matri# organi-ation

1;. +hat are the fie project management process groups* in order98$ Initiation* /#ecuting* Planning* Controlling* and ClosingA$ Initiation* Controlling* Planning* /#ecuting* and ClosingC$ Initiation* Planning* Controlling* /#ecuting* and Closing@$ Initiation* Planning* /#ecuting* Controlling* and Closing

1>. ,ou hae &een assigned to a project in 'hich the o&jecties are to e#pand three milesof the northBsouth high'ay through your city &y t'o lanes in each direction$ ,ou areinterested in implementing a ne' project process called designB&uild in order to speedup the project schedule$ %he idea is that the construction team 'ill 'ork on the first

mile of the high'ay reconstruction at the same time the design team is coming up 'ithplans for the third mile of the reconstruction rather than completing all design &eforeany construction &egins$ %his is an e#ample of:

8$ Managing the projects as a programA$ .ast trackingC$ Progressie ela&oration@$ Collocation

1. @uring 'hich project management process are risk and stakeholder"s a&ility toinfluence project outcomes the highest at the &eginning of the process9

8$ PlanningA$ /#ecutingC$ Initiation

@$ Controlling

3@. ,ou are a project manager 'orking on gathering re7uirements and esta&lishingestimates for the project$ +hich process group are you in9

8$ PlanningA$ /#ecutingC$ Initiation@$ Controlling

nswers
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1. C %he Project Management Institute (PMI! is the industryBrecogni-ed standard for projectmanagement practices$

3. A Projects e#ist to create a uni7ue product or serice$ %he logon screen in this 7uestion isnot a uni7ue product$ 8 minor change has &een re7uested* indicating this is an ongoingoperation function$ ome of the criteria for projects are that they are uni7ue* temporary 'ithdefinitie start and end dates* and considered complete 'hen the project goals are achieed$

4. 8 %his is a project$ %he product line is ne'* 'hich implies this is a uni7ue product?it hasn"t&een done &efore$ +e can discern a definite start and end date &y the fact that the ne'appliances must &e ready &y the spring catalog release$

7. @ Progressie ela&oration is the process of determining the characteristics and features ofthe product of the project$ Progressie ela&oration is carried out in steps in detailed fashion$

8. @ 8 project is considered successful 'hen stakeholder needs and e#pectations are met ore#ceeded$

9. A Conflicts &et'een stakeholders should al'ays &e resoled in faor of the customer$ %his7uestion emphasi-es the importance of identifying your stakeholders and their needs as earlyas possi&le in the project$ +e"ll discuss this more in later chapters$

;. C Project management &rings together a set of tools and techni7ues to organi-e projectactiities$ Project managers are the ones responsi&le for managing the project processes$

>. @ %he triple constraints that drie all projects are time* money* and 7uality$

. 8 %he primary constraint on this project is time &ecause the date a&solutely cannot moe$%he =lympics are scheduled to &egin on a certain date* and this can"t &e changed$ %he&udget is also a constraint &ecause it"s set at 12 million* &ut in this e#ample* it 'ould &e asecondary constraint$ It"s important that the project manager understands the priority of theconstraints and manages to them$

[email protected] Gegotiation and influencing skills are needed to conince Hack"s &oss and come to

agreement concerning his assignment$

11. 8 Project management processes span industries$ 8 project manager can take these skillsacross industries and apply them successfully$ %echnical e#perience in the industry doesn"thurt* &ut it"s not re7uired$ %he most important skill any project manager can hae iscommunication skills$ Poor communication skills might lead to an unsuccessful conclusion nomatter ho' strong the project manager"s other skills are$

13. C Gegotiate 'ith the functional manager to participate in the &usiness analyst"s annualperformance reie'$

14. A %he leel of authority the project manager has is determined &y the organi-ationalstructure$ .or instance* in a functional organi-ation* the project manager has little to noauthority* &ut in a projecti-ed structure* the project manager has full authority$

17.8 8n adantage for employees in a functional organi-ation is that they hae only onesuperisor and a clear chain of command e#ists$

18. @ /mployees in a &alanced matri# often report to t'o or more managers$ .unctionalmanagers and project managers share authority and responsi&ility for projects$ %here is a&alance of po'er &et'een the functional managers and project managers$

19. C Projecti-ed organi-ations are focused on the project itself$ =ne issue 'ith this type of
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structure is determining 'hat to do 'ith project team mem&ers 'hen they are not actielyinoled on the project$ =ne alternatie is to release them 'hen they are no longer needed$

1;. @ Femem&er the acronym that sounds like syrup of ipecac: IP/CC$

1>. A .ast tracking is starting a ne' phase &efore the phase you"re 'orking on is completed$%his compresses the project schedule* and the project is completed sooner as a result$

1. C %he Initiation process is 'here stakeholders hae the greatest a&ility to influenceoutcomes of the project$ Fisk is highest during this stage &ecause of the high degree ofunkno'n factors$

[email protected] %he Planning process is 'here re7uirements are fleshed out* stakeholders are identified*and estimates on project costs and time are made$

Chapter 2: Initiating the Project

P$P (6am %ontent !rom the Project Initiation Per!ormance Domain %overe in &his%hapter:

1$ @etermine Project oals$2$ @etermine @eliera&les$J$ @etermine Process =utputs$$ @ocument Constraints$K$ @ocument 8ssumptions$

Overview

Go' that you"re fully armed 'ith a detailed oerie' of project management* you can easilydetermine if your ne#t assignment really is a project or an ongoing operation$ ,ou"e also learnedsome of the &asics of good project management techni7ues and the kno'ledge areas 'h

Documents

PMP Project Managemen Professiona Study Guide