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The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: 4-5

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4. Project performance and control Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track.

 5. Project close After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.

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Divisional Structure

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In a divisional structure, the company will coordinate inter-group relationships to create a work team that can readily meet the needs of a certain customer or group of customers. The division of labor in this kind of structure will ensure greater output of varieties of similar products. An example of a divisional structure is geographical, where divisions are set up in regions to work with each other to produce similar products that meet the needs of the individual regions.

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Project Organization Structure adv-Task


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+Teams can have a strong sense of identity. It is the easiest structure within which to create a strong team culture.

+Resources are dedicated to the project, so it’s much easier to schedule work. You’ll know when the team members are available and there’s no risk they'll be pulled off at short notice to business-as-usual work for another manager.

-Having a team dedicated to one project is an expensive commitment. It tends to be an option only on big projects. 

-By their nature, dedicated teams suck up resources to work on just one thing. They can limit the number of projects the company can do at any one time, especially when different projects require the same skills.

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Change control in project management: Explain the circumstances under which changes of the project become necessary.

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Where do changes come from? There are three categories of changes that can occur: Changes that are necessary in order to meet the objectives of the project. Changes that were not part of the original scope, but are approved by the CCB along with the associated approved change in schedule and budget. Typically, these changes are in response to: 

 A change in the market 

 Additional knowledge forcing a modification in scope 

 A new technology or product that may not have been available earlier in the project life cycle, but would significantly improve the probability of project success Changes that were not part of the original scope. 

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'target budgets

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A comprehensive budget can only be developed as a result of the project schedule and resource plan. Therefore, the better you identify all the work of the project within your schedule and the types of resources necessary to complete the work effectively, the more accurate your budget will be.

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The process of directing and controlling a project from start to finish may be further divided into 5 basic phases:

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7. Very important -->Project goal


Goals are anticipated results Goals describe a future situation Goals are applied to processes The goal of a project should be smart: 

Specific & Understandable

Measurable 

Accepted, adopted & reasonable 

Realistic 

Terminated 

Objectives should be challenging and/or lead to a clear progress Objectives should be achievable through their own actions

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Project Management Institute, Inc. (PMI) defines project management as

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"the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project."

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The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: Part 3

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6. Very important -->Old project wisdom

 In order to find the right path, it is very important to know the goal very precisely In other words: A clear project definition is essential

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A project is a 

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temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations),which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.

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5 basic phases for the process of directing and controlling a project from start to finish 

1-3

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The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: 

1. Project conception and initiation An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this phase, a decision making team will identify if the project can realistically be completed. 

2. Project definition and planning A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During this phase, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed. 

3. Project launch or execution Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information.

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What is meant by a “goal” in the sense of project management?

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Goals are anticipated results

 Goals describe a future situation 

Goals are applied to processes

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The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: part 2

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4. Project performance and control

 Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track. 

5. Project close 

After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.

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Q:

The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: 4-5

A:

4. Project performance and control Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track.

 5. Project close After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.

Q:

Divisional Structure

A:

In a divisional structure, the company will coordinate inter-group relationships to create a work team that can readily meet the needs of a certain customer or group of customers. The division of labor in this kind of structure will ensure greater output of varieties of similar products. An example of a divisional structure is geographical, where divisions are set up in regions to work with each other to produce similar products that meet the needs of the individual regions.

Q:

Project Organization Structure adv-Task


A:

+Teams can have a strong sense of identity. It is the easiest structure within which to create a strong team culture.

+Resources are dedicated to the project, so it’s much easier to schedule work. You’ll know when the team members are available and there’s no risk they'll be pulled off at short notice to business-as-usual work for another manager.

-Having a team dedicated to one project is an expensive commitment. It tends to be an option only on big projects. 

-By their nature, dedicated teams suck up resources to work on just one thing. They can limit the number of projects the company can do at any one time, especially when different projects require the same skills.

Q:

Change control in project management: Explain the circumstances under which changes of the project become necessary.

A:

Where do changes come from? There are three categories of changes that can occur: Changes that are necessary in order to meet the objectives of the project. Changes that were not part of the original scope, but are approved by the CCB along with the associated approved change in schedule and budget. Typically, these changes are in response to: 

 A change in the market 

 Additional knowledge forcing a modification in scope 

 A new technology or product that may not have been available earlier in the project life cycle, but would significantly improve the probability of project success Changes that were not part of the original scope. 

Q:

'target budgets

A:

A comprehensive budget can only be developed as a result of the project schedule and resource plan. Therefore, the better you identify all the work of the project within your schedule and the types of resources necessary to complete the work effectively, the more accurate your budget will be.

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Q:

The process of directing and controlling a project from start to finish may be further divided into 5 basic phases:

A:

7. Very important -->Project goal


Goals are anticipated results Goals describe a future situation Goals are applied to processes The goal of a project should be smart: 

Specific & Understandable

Measurable 

Accepted, adopted & reasonable 

Realistic 

Terminated 

Objectives should be challenging and/or lead to a clear progress Objectives should be achievable through their own actions

Q:

Project Management Institute, Inc. (PMI) defines project management as

A:

"the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project."

Q:

The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: Part 3

A:

6. Very important -->Old project wisdom

 In order to find the right path, it is very important to know the goal very precisely In other words: A clear project definition is essential

Q:

A project is a 

A:

temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations),which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.

Q:

5 basic phases for the process of directing and controlling a project from start to finish 

1-3

A:

The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: 

1. Project conception and initiation An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this phase, a decision making team will identify if the project can realistically be completed. 

2. Project definition and planning A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During this phase, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed. 

3. Project launch or execution Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information.

Q:

What is meant by a “goal” in the sense of project management?

A:

Goals are anticipated results

 Goals describe a future situation 

Goals are applied to processes

Q:

The process of directing and controlling a project from start to finish may be further divided into 5 basic phases: part 2

A:

4. Project performance and control

 Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track. 

5. Project close 

After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization.

Project Management

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