18063157
Beschreibung
Karteikarten von kelly nascimento, aktualisiert more than 1 year ago
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Erstellt von kelly nascimento
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| Frage | Antworten |
| Tailoring the PM Role | can be adapted to the organizational culture, just like the project mngmnt processes can be adapted to fit project needs |
| Project manager | the person assigned to lead the team that is responsible for achieving the project objectives |
| The PM role | - represent multiple groups/BUs - plan, coordinate and deliver the project - communicate - lead the project team composed of different roles and functions - accountable for the product produced by the team |
| PM responsibilities | - to come up with the vision, mission and objective, together with the project lead (sponsor) - have a hollistic view and general knowledge of the topic - conduct the project team and don't play every role in it (leadership, planning and coordination) |
| Project lead | Business sponsor. Person actually accountable for the defined mission, vision and project objectives |
| When a PM is involved in a project | it depends greatly on the organizations' definition of this role but it can be: - from initiation through closing - prior to initiating a project, to understand the needs and/or create documents - only after a project has been declared a project |
| difference between PM and Functional manager | Functional managers supervise a functional team or BU while the PM leads the project team to meet stakeholder's expectations. The PM can partner with functional managers but don't have the same attributions |
| a good PM | -establishes and maintains good relationships -communicates effectively -has a positive attitude, being able to motive the team to reach the goals set |
| Project manager's sphere of influence - huge impact at various levels | |
| Project team | everyone actively involved in the project, from sponsors to resources doing the work |
| PM works to | - influence the direction of a project -lead the team to meet the project objective -proactively interacts with the other project managers -stays informed about current industry trends -continues knowledge transfer and integration -elevates the capacity and competency of project management overall in the organization -demonstrate project management value -elevate project management acceptance and PMO effectiveness |
| PMI Talent Triangle | combination of technical project management, leadership and business intelligence skills and competencies to support strategic objectives that contribute to project success |
| Technical project management | knowledge, skills, and behaviors related to project, program and portfolio-specific domains. |
| Leadership | knowledge, skills, and behaviors of leaders that help an organization to achieve its objectives. The PM must use power and politics to do what needs to get done. He should understand the organization modus-operands |
| strategic and business management | knowledge and expertise in the industry or organization that enhances performance and better delivers business outcomes. It's important to be conscious of personal expertise and where/when required to find and SME for support. |
| Qualities and skills of a leader | -visionary -optimistic and positive -collaborative -manages relationships and conflicts -communicates -guides based on discussion |
| leadership and management differences - PM must employ both to be successful | |
| leadership styles | -laissez-faire -transactional -servant leader -transformational -charismatic -interactional |
| laissez-faire | hands-off style. Allowing the team to make their own decisions |
| transactional | Management by exception. focus on goals, feedback, and accomplishments to determine reward |
| servant leader | leadership is secondary and emerges after service. Demonstrates commitment to serve and focus on other people's growth and development |
| transformational | empowering. leads through idealized attributes and behaviors. Motivates |
| charismatic | high energy able to inspire, self confident |
| interactional | combination of all, except laissez-faire and servant leader |
| 3 levels of integration | -process: -cognitive -context when approaching the integration of a project the PM should consider elements in and outside the project and examine its characteristics |
| Integration on the process level | a set of process and activities are taken to achieve the project objective |
| Integration on the cognitive level | take into consideration project size, complexity and organizational culture |
| Integration on the context level | thinking about how the context of the project could change over time with different perspectives |
| 3 dimensions of complexity | -system behavior -human behavior -ambiguity |
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