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Human Resource Management

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includes the processes that organize, manage, and lead the project team

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The functional organization

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a structure of organization based upon organizing resources to perform specialized tasks or activities in order to attain goals -individuals and subunits perform similar tasks and have similar areas of expertise -projects are managed within the existing functional hierarchy -most traditional organizational hierarchy- C suite, followed by heads of departments, followed by their underlings. Straight up and down organization.

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The project organization (pure project organization)

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supports projects as the dominant form of business -supports many projects at the same time and integrates project management tools and techniques through the whole organization -project manager has sole authority , project team works under them

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The matrix organization

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- combination of vertical functional structure and horizontal project structure -gives us the ability to integrate areas and resources through an organization -can take on various forms that create hybrid organizations

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unity of command

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-violated when project member has more than one boss (project manager and head of department)

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balanced matrix

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-one of the hybrid organizations -the project manager focuses on defining all of the activities of the project, while the functional managers determine how those activities will be carried out

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functional matrix

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-another hybrid organization -tends to take on more of the qualities of a functional organization -the project manager focuses on coordinating project activities, while the functional managers are responsible for completing those activities that are related to their particular area

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project matrix

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-another hybrid organization -takes on more of the qualities of a project organization -the project manager has most of the authority and responsibility for defining and completing the project activities, while the functional managers provide guidance and resources, as needed

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stakeholders

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individuals, groups, or even organizations that have a stake in the project's outcome

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work groups

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based not traditional approach: single leader is in control, makes most of the decisions, delegates to subordinates, and monitors project

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real teams

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a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

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learning cycle theory

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used to describe how people learned (proposed by John Dewey in 1938 -team learning cycle has four phases: understand and frame the problem, plan, act, and reflect and learn

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project environment

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-includes not only the physical space where the team will work, but also project culture, technology, etc.

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three dimensions should be used to assess team learning

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speed, depth, breadth

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scope

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used to define work boundaries and deliverables of the project

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define scope processes

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used to develop a detailed description of the product , service, or information system used to develop a detailed description of the project and the product, service, or information system the project team will design, build, or implement -must define scope boundary, (what is part of the project work?) write a scope statement, etc.

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scope definition

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defines what is and what is not included in the project work; sets work boundaries for the project and identifies the project deliverables

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create work breakdown structure (WBS)

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-provides a hierarchical decomposition of all the project's scope or deliverables

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verify scope process

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confirms that the scope is complete and accurate

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control scope

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if scope change is appropriate, the change can be approved in order to amend the project's schedule and budget accordingly

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scope management plan

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together, all the processes and techniques used for defining and managing scope

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statement of work (SOW)

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a narrative description of the product, service, or information system

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scope statement

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documents the project sponsor's needs and expectations

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project-oriented deliverables/scope

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support the project management and IT development processes that are defined in the information technology project methodology (ITPM)

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deliverable definition table (DDT)

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defines all of the project-oriented deliverables to be provided by the project team

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deliverable structure chart (DSC)

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based off of the DDT, interim step to define detailed work packages that will be used to estimate the project schedule and budget

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product flow

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focuses on identifying the features and functionality of the information system to be implemented

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data flow diagram (DFD)

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a process model that is used for refining scope boundary and defining what a system must do -depicts inflows and outflows of data and information between the system and its external entities

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use case diagram

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provides a high level model for defining, verifying, and reaching an agreement upon product scope

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actors

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people(users, customers, managers, etc.) or external systems that interact or use the system

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use case

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depict the major functions the system must perform for an actor or actors

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joint application development (JAD)

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a group based method where the users and systems analysts jointly define the system requirements or design the system

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project scope verification

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the scope management process that provides a mechanism for ensuring that the project deliverables are completed according to the standards described in the DDT (is the project's MOV clearly defined and agreed upon? Deliverables a ok? Quality standards on the same page? etc.)

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scope change control

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concerned with managing actual changes to the project's scope as and when they occur, to ensure any changes to the project's scope will be beneficial. (trying to avoid or control scope grope, scope creep, scope leap)

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project time management

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focuses on the processes necessary to develop the project schedule and to ensure that the project is completed on time

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work breakdown structure (WBS)

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provides a hierarchical structure that outlines the activities or work that needs to be done in order to complete the project scope

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work packages

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the WBS decomposes, or subdivides, the project into smaller components and more manageable units of work called work packages

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milestone

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a significant event or achievement that provides evidence that a deliverable has been completed or a phase is formally over

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cruxes

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proof of concepts- the testing of an idea, concept, or technology that is critical to the project's success

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100 percent rule

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the next level of decomposition of a WBS element must represent 100 percent of the work applicable to the next higher parent element

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WBS dictionary

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various work packages are described here so as to avoid confusion with people who work on different parts of the project

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guesstimating

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guess at the estimates

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Delphi technique

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involves multiple experts who arrive at a consensus on a particular subject or issue

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top down estimating

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involves estimating the schedule and/or cost of the entire project in terms of how long it should take or how much it should cost

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time boxing

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a technique by which a box of time is allocated for a specific activity or task

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bottom up estimating

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involves dividing a project into smaller modules and then directly estimating the time and effort in term of person-hours, person-weeks, or person-months for each module (what we've been doing)

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analogous estimation

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developing estimates based upon one's opinion that there is a significant similarity between the current project and others

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software engineering

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focuses of the processes, tools, and methods for developing quality approach to developing software

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metrics

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provide the basis for software engineering and refers to a broad range of measurements for objectively evaluating computer software

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function points

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a synthetic metric, similar to the ones used every day, such as hours, kilos, tons, etc. however, function points focus on the functionality and complexity of an application or particular module.

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backfiring

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a technique that allows direct conversion from an application's source code to an equivalent function point count

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heuristics

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rules of thumb (ex. as a general rule, show up 2 hrs before a game)

Information Technology Project Management 4th ed ch. 4-6 – Flashcards

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