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Organisational structures: functional organisations, matrix organisations (3 types of weak/balanced/strong), project-based organisations. Project management systems are the tools, techniques, methods, resources and protocols used to manage projects. Chapter 3 Project Management Processes A process is a group of interrelated actions and activities that have to be performed in order to accomplish a set of pre-specified products, outcomes or services. Project management is divided into five process groups: the InitiatingProcessGroup, which defines and approves projects or phases.

ProjectManagerCustomer/UserPerformingOrganisationProjectTeamMembersProjectManagementTeamFunders Sponsor) Influencers (Influencers) Project Management Office (PMO)

the project lifecycle and the product lifecycle is such that in some application areas the organisation considers the project lifecycle as part of the product lifecycle. Typical lifecycle models for information systems projects: 1) waterfall model, 2) spiral model, 3) iterative model 2.2 ProjectStakeholders Project stakeholders (ProjectStakeholders) are individuals and organisations who are actively involved in the project, or whose interests are positively or negatively affected by the implementation or completion of the project, and who also exert influence on the project's objectives and outcomes

Negotiation and Conflict Management 2.1 Project lifecycle Most project lifecycles have many common features Low levels of cost and staffing in the initial phase, reaching a maximum in the middle phase and then declining rapidly as the project nears its end. The level of uncertainty is highest during the initial phase of a project and therefore the risk of not achieving the project objectives is highest. The ability of project stakeholders to influence the final product characteristics of the project and the final cost of the project is highest during the initial phase of the project and becomes progressively lower as the project continues.

1) Broad knowledge 2) Extensive experience 3) Good coordination skills 4) Good work ethics 5) Good communication and presentation skills 6) Good leadership skills Advice for a good project manager: 1) Really understand the role of the project manager 2) Pay attention to the management of the project team, with clear rewards and penalties 3) Plan, plan and plan again 4) Really understand the "hand-on project" 5) Remember to focus on user involvement Chapter 2: Project lifecycle and organisation

8. All of the following are correct statements of Progrm Progrm is a group of interrelated projects that are managed in a coordinated and integrated manner to achieve benefits that cannot be achieved when managed individually The publication of newspapers and magazines is Progrm Progrm may involve a series of repetitive or cyclical tasks Progrm includes projects, but not day-to-day operations

Standards are often required to be enforced at different levels of the organisation Regulations are requirements imposed by government agencies 6. the following classifications of the project environment are all correct Cultural and social environment International and political environment Natural environment Interpersonal environment within the organisation 7. the following are skills in handling interpersonal relationships that influence the organisation Leadership and motivation

Communication is done by top management They are developed and communicated by project team members and can be quantitatively disseminated to all project stakeholders 5. Examples of standards and regulations that are correct include the size of computer disks and the thermal stability of hydraulic fluids Regulations are documents that constitute rules in regular and repeated use and are approved by a recognised body

Effective project management requires a project management team that understands and utilises knowledge and skills in the following areas of expertise Project management body of knowledge Application area knowledge, standards and regulations Project as a means of managing day-to-day operations Interpersonal skills 4. Project objectives are clarified when

changes to project plans such as schedule and cost are Developing plans and specifications that meet the project manager's expectations 2. All of the following statements about project management are true Uncertain events or conditions can pose a project risk even if they do not affect any one of the "triple constraints" If one of the "triple constraints" changes, at least one of the other factors The project manager is the individual responsible for achieving the project objectives

made Regularly assess the impact of requirements changes on project performance Requirements version control Requirements version control: ensure that everyone gets the latest version and record the historical version of requirements Requirements tracking 1. managing a project involves the following, in addition to (). a. identifying requirements b. defining clear and achievable objectives c. weighing quality, scope, time and cost requirements

changes; signed agreements for change control Good change implementation based on baselines; supported by good change control tools; integration of project changes into the project plan; timely release of change information Procedures for managing and controlling requirements changes: Establishing a requirements baseline, change control strategy and change control system; requirements changes are presented in a defined specification; requirements are assessed and validated by a change control committee