Internship Report

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Ch-1
ISO 9000  | A set of standards governing the requirements for documentation of a quality program.| |
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Program  | A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal.| |
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Project  | A complex, nonroutine, one-time effort to create a product or service limited by time, budget, and specifications.| |
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Project life cycle  | The stages found in all projects—definition, planning, execution, and delivery.| |
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Project Management Professional  | An individual who has met specific education and experience requirements set forth by the Project Management Institute, has agreed to adhere to a code of professional conduct, and has passed an examination designed to objectively assess and measure project management knowledge. In addition, a PMP must satisfy continuing certification requirements or lose the certification.| |

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Sociotechnical perspective  Ch-3| A focus on the interaction between tools/methods and people.| Balanced matrix  | A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished.| |

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Dedicated project team  | An organizational structure in which all of the resources needed to accomplish a project are assigned full time to the project.| |
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Matrix  | Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.| |

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Organizational culture  | A system of shared norms, beliefs, values, and assumptions held by an organization's members.| |
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Projectitis  | A social phenomenon in which project members exhibit inappropriately intense loyalty to the project.| |
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Project office (PO)  | A centralized unit within an organization or department that oversees and improves the management of projects.| |
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Strong matrix  | A matrix structure in which the project manager has primary control over project activities and functional managers support project work.| |
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Weak matrix  | A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work.|

Ch-4

Cost account  A control point of one or more work packages used to plan, schedule, and control the project. The sum of all the project cost accounts represents the total cost of the project. Milestone  An event that represents significant, identifiable accomplishment toward the project's completion. Organization breakdown structure (OBS)  A structure used to assign responsibility for work packages. Priority matrix  A matrix that is set up before the project begins that establishes which criterion among cost, time, and scope will be enhanced, constrained, or accepted. Process breakdown structure (PBS)  A phase-oriented grouping of project activities that defines the total scope of the project. Each descending level represents an increasingly detailed description of project work. Responsibility matrix  A matrix whose intersection point shows the relationship between an activity (work package) and the person/group responsible for its completion. Scope creep  The tendency for the scope of a project to expand once it has started. Scope statement  A definition of the end result or mission of a project. Scope statements typically include project objectives, deliverables, milestones, specifications, and limits and exclusions. Work breakdown structure (WBS)  A hierarchical method that successively subdivides the work of the project into smaller detail. Work package  A task at the lowest level of the WBS. Responsibility for the package should be assigned for one...
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