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1、2. Project Life Cycle and OrganizationProject Life Cycle (PLC)- Starting the project (Initiating)- Organizing and preparing (Planning)- Carrying out the project work (Executing)- Finishing the project (Closing)Cost and staffing levels are low at the start, peak during intermediate phrases and drop r
2、apidly at the endProject Charter authorize the project, assign PMProject Plan = Project Management Plan(1) Subsidiary Plan(2) Performance Baseline performance measurement, variance analysis, corrective actionStakeholder influence, risk and uncertainty are greatest at start and decrease over lifeProd
3、uct vs Project Life Cycle- Product life cycle = non overlapping product phrases- Project life cycle is within product life cycle- Project/product can integrate with operationProject Phrases- typically completed sequentially, but can overlap- Project Phrase != PM Process Group- a single phrase can co
4、ntain initiating, planning, Stakeholder- actively involved in project- whose interest may be positively or negatively affected by the project- e.g. customer, user, sponsor, program manager, project manager, PMO, project team, seller, business partner- stakeholder expectation management, stakeholder
5、identificationProject Sponsor- provide financial support to project- the one who authorize and approve budgetOrganizational Structure (HOT TOPIC)Project Expeditor and Coordinator- Project Expeditor: cant make decision- Project Coordinator: can make some decision except $, time, etcFunctional Organiz
6、ation- Staff member group by specialty, e.g. production, accounting, marketingProjectized Organization- PM have highest authorityWeak Matrix- more similar to functional- coordination within the team member, NOT functional manager- but staff have no authority, may need to ask functional managerBalanc
7、ed Matrix- assumed balanced matrix if not stated (basic requirement from PMI)- assume PM have formal authority = have project charter- Staff reported to 2 bosses. May be more conflictStrong Matrix- Have project charter- PM lead the functional teamAdvantage of Matrix Organization (Balanced Matrix)- H
8、ighly visible project objectives- Improved manager control over resources- Rapid responses to contingencies- Maximum efficient utilization of scared resources- Improved coordination efforts across functional lines- Project termination is not such a traumatic event = go back to operation workDisadvan
9、tage of Matrix Organization- Not cost-effective from company-wide viewpoint because of excessive admin. personnel- Must report to more than one boss- More complex to monitor and control- Functional managers may have different priority- Extensive effort to establish policies and procedure- More conflict, power struggleOrganizational Process Asset (OPA)- Together with EEF, they are I/P to many process- lesson learned, risk data, completed schedules, earned value data4
