c722 Project Management WGU
All Organizations engage in two types of operations and projects
activities which are
a temporary endeavor with a specified start and end date.
-exists to develop a unique product, service, or result that may become a part of the
project organization's ongoing operations.
-may last a short time (days, weeks, months) or several years
ongoing, daily activities of an organization that produce revenue and expense. -
continues over an indefinite period of time, creating business transactions and
operations delivering products and services that generate revenue.
-activities that typically are thought of as what the organization "does."
a description of a business situation or problem that describes:
-past events that are relevant,
-current key information, and
-expected or desired outcomes.
business scenario
consists of the activities, methods, and tactics that will be employed to meet the
business strategy business's goals.
Subject Matter Expert (SME) an individual who has detailed knowledge about a particular job.
portfolio a group of related programs that support a long-term company goal or objective.
program A group of related projects
document that, like a contract, is agreed upon by the sponsor and key stakeholders.
It defines the project and authorizes the resources, roles, responsibilities,
charter authorities, and scope for the project.
Phases in Project Life Cycle Defining (intializing), Planning, executing and closing
-Determining the project's sponsor and the project's manager -
PLC Phase 1 - Defining Creating a project charter.
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, What should be considered in this phase:
Technology, Business process, Staffing, Training, Testing, Communications, Budget
PLC Phase 2 - Planning
constraints, Integration of the project with operations and other projects.
This phase involves overseeing and managing all necessary work and assignments
by members of the project team that are required over the life of the project. This
can be a challenging and volatile phase, due to:
-Unexpected changes that may present themselves in the competitive environment
PLC Phase 3 - Executing
-New organizational priorities
-Loss of key project resources
-Previously unidentified risks occurring that puts the project plans in jeopardy
occurs when the project is completed to the customers' satisfaction.
-signifies that the project deliverables have been successfully launched and the
PLC Phase 4 - Closing resulting project efforts are complete.
-includes not only the launch, but a review and transfer of lessons learned.
Specific (Exactly what are you attempting to achieve?)
Measureable(Can you assign a number? Is the result quantifiable?)
Attainable (or Achievable) (Is this possible with resources (including financial) and
SMART goals technology available?)
Relevant(Does it make sense? Does it fit with the organization's strategic goals?)
Time-based (or Timely)(Is there a date when it needs to be completed?)
the act of managing a project and encompasses the use of knowledge, skills, tools,
Project Management and techniques to ensure that the project meets its goals.
Responsible and accountable for managing the project to maximize its success.
Responsibilities include:
-Initiating the project with clear goals, sponsorship, and a business case that aligns
with the goals of the organization
Project Manager (PM)
-Overseeing the development and acceptance of a realistic project plan that meets
the requirements approved for the project
-should have complete knowledge of the project plan
triple constraints "Scope, time, cost"
-Management of the project is usually the second role that the person has. The
"functional" role is usually where their expertise, emphasis, and passion lie. -
Besides a lack of time to correctly manage the project, the "working" project
manager may also not have project management skills or training.
"Working" PM problems (vs dedicated)
-People from other disciplines may not report directly to the working project
manager. However, the working PM is responsible for the work they perform related
to the project. This is sometimes referred to as a matrix organization.
focus on determining the status of the project. They will also discuss the status of
the issues and risks that they are actively managing.
Status Meetings
-should be regular and timely!C
defines the how, what, when, and who regarding the flow of project information to
Communication Plan stakeholders and is key for managing expectations
A technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout
Stakeholder Analysis the project.
Change Requests (CR) changes in scope, schedule, or funding
2/8
All Organizations engage in two types of operations and projects
activities which are
a temporary endeavor with a specified start and end date.
-exists to develop a unique product, service, or result that may become a part of the
project organization's ongoing operations.
-may last a short time (days, weeks, months) or several years
ongoing, daily activities of an organization that produce revenue and expense. -
continues over an indefinite period of time, creating business transactions and
operations delivering products and services that generate revenue.
-activities that typically are thought of as what the organization "does."
a description of a business situation or problem that describes:
-past events that are relevant,
-current key information, and
-expected or desired outcomes.
business scenario
consists of the activities, methods, and tactics that will be employed to meet the
business strategy business's goals.
Subject Matter Expert (SME) an individual who has detailed knowledge about a particular job.
portfolio a group of related programs that support a long-term company goal or objective.
program A group of related projects
document that, like a contract, is agreed upon by the sponsor and key stakeholders.
It defines the project and authorizes the resources, roles, responsibilities,
charter authorities, and scope for the project.
Phases in Project Life Cycle Defining (intializing), Planning, executing and closing
-Determining the project's sponsor and the project's manager -
PLC Phase 1 - Defining Creating a project charter.
1/8
, What should be considered in this phase:
Technology, Business process, Staffing, Training, Testing, Communications, Budget
PLC Phase 2 - Planning
constraints, Integration of the project with operations and other projects.
This phase involves overseeing and managing all necessary work and assignments
by members of the project team that are required over the life of the project. This
can be a challenging and volatile phase, due to:
-Unexpected changes that may present themselves in the competitive environment
PLC Phase 3 - Executing
-New organizational priorities
-Loss of key project resources
-Previously unidentified risks occurring that puts the project plans in jeopardy
occurs when the project is completed to the customers' satisfaction.
-signifies that the project deliverables have been successfully launched and the
PLC Phase 4 - Closing resulting project efforts are complete.
-includes not only the launch, but a review and transfer of lessons learned.
Specific (Exactly what are you attempting to achieve?)
Measureable(Can you assign a number? Is the result quantifiable?)
Attainable (or Achievable) (Is this possible with resources (including financial) and
SMART goals technology available?)
Relevant(Does it make sense? Does it fit with the organization's strategic goals?)
Time-based (or Timely)(Is there a date when it needs to be completed?)
the act of managing a project and encompasses the use of knowledge, skills, tools,
Project Management and techniques to ensure that the project meets its goals.
Responsible and accountable for managing the project to maximize its success.
Responsibilities include:
-Initiating the project with clear goals, sponsorship, and a business case that aligns
with the goals of the organization
Project Manager (PM)
-Overseeing the development and acceptance of a realistic project plan that meets
the requirements approved for the project
-should have complete knowledge of the project plan
triple constraints "Scope, time, cost"
-Management of the project is usually the second role that the person has. The
"functional" role is usually where their expertise, emphasis, and passion lie. -
Besides a lack of time to correctly manage the project, the "working" project
manager may also not have project management skills or training.
"Working" PM problems (vs dedicated)
-People from other disciplines may not report directly to the working project
manager. However, the working PM is responsible for the work they perform related
to the project. This is sometimes referred to as a matrix organization.
focus on determining the status of the project. They will also discuss the status of
the issues and risks that they are actively managing.
Status Meetings
-should be regular and timely!C
defines the how, what, when, and who regarding the flow of project information to
Communication Plan stakeholders and is key for managing expectations
A technique of systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account throughout
Stakeholder Analysis the project.
Change Requests (CR) changes in scope, schedule, or funding
2/8
