Social Science Business Business Management
APM PMQ Exam 7th Ed
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APM PMQ EXAM APM PMQ 2024 Salesforce Admin Ce
88 terms 177 terms 107 terms
GeorgiaB1395 Preview tony20826 Preview Andreas-the-best
- Functional teams
(1) Functional Organisation
- Primarily BAU/Deparmental Projects
Structure
- Common for orgs providing std products (e.g. manuf.)
- Staff gain technical expertise
- Good functional problem solving
(1) Functional Organisation
- Peer learning straight forward
Structure Advantages
- Job Security
- Clear career progression
- Corporate projects become difficult due to "Siloed" nature
(1) Functional Organisation - Functions prioritise their own functions work over others -
Structure Disadvantages inward looking
- Remote from customer
- Still may have functional teams - but temporary functional
teams created for projects
(1) Matrix Organisation Structure
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
- Shared resources between projects
(1) Matrix Organisation Structure - PM is single POC
Advantages - Consistent methods and rules for project governance
- Access to additional SQEP if required
- Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
(1) Matrix Organisation Structure
- Resource conflicts and divided loyalties
Disadvantages
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
- Describes the structure of the delivering organisation that can
(1) Organisational Breakdown then be matched to work-packages in the WBS
Strucutre (OBS) - Combining a WBS and OBS can inform a RAM (Responsiblity
Asignment Matrix)
, - Defines boundaries of cross-functional teams
(1) Responsibility Assignment - Derived from WBS and OBS
Martix (RAM) - May be required, or similar, for RFP, etc response
- May be called a RACI matrix
Manage project to ensure succesful delivery
1. planning what work needs to be done, when and who's going
to do it;
2. looking at the risks involved in a particular project and
managing these risks;
(1) Project Manager 3. making sure the work is done to the right standard;
Responsibilites 4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and
benefits;
1. Sponsor owns business case, whereas PM contribute to
business case but is mainly responsible for delivery of its stated
outputs (which are capable of achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project
(1) PM vs Project Sponsor manager focuses on the delivery of the project outputs.
3. Sponsor champions & supports the project, whereas PM
responsible for managing the project
4. Sponsor reports to corporate management, whereas PM
reports to Sponsor and Project Board
1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
(1) Project Sponsor 6. Enough experience to see that project is managed efficiently.
Responsibilities 7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
Concept phase: sponsor creates business case, PM when
appointed supports this. Sponsor secures corporate agreement
& budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor
agrees this.
(1) PM vs Sponsor @ stages Deployment phase: PM manages the project, monitors, reports
progress, risks & issues to Sponsor. Sponsor chairs project board,
makes decisions inc. proceeding at milestones; supports PM.
Transition phase: PM produces closure report. Sponsor signs off
closure, takes over responsibility for adoption & benefits
realisation.
- provide the requirements
- may act as subject matter expert
(1) Project "Users"
- conduct UAT
- use the deliverable//output.
, - perform project tasks
(1) Project "Members" - report on progress
- identify risks.
- guide the project
(1) Proiect "Steering - review project reports
group/board" - authorise business case
- authorise changes
- acts as on-site customer for iterative or agile projects
(1) Product "Owner" - iteration planning
- accepts incremental delivery.
1. Provides document templates
2. Training (advice, training needs analysis, course lists)
3. Mentoring & coaching
4. Facilitating workshops
5. Note taking
(1) PMO Functions
6. Administration
7. Configuration management
8. Maintains standards
9. Auditing
10. Line management for PM
- dedicated to single project
- for larger projects requiring lots of support
- Integral part of project team, providing range of services
(1) Embedded PMO - Supports people, performance & systems, with processes
being managed at programme/portfolio level
Benefits: high level of dedicated support to project, close
communications, releases PM to manage the project.
- Supports several corporate projects
- Supports people, performance, systems & processes
(1) Central PMO
Benefits: flexible and effective in supporting a large number of
small projects.
- In large organisations, the central/hub PMO supports
corporate portfolio, with spoke PMO's supporting different
departments' projects
(1) Hub and Spoke PMO
- Supports people & performance, with processes & systems
managed at programme/portfolio level
Benefits: effective for managing information and processes.
1. Single source of information, supports communication.
2. Can support multiple projects, economies of scale.
3. Quality assurance, defining quality standards & ensuring used.
(1) PMO Benefits (General)
4. Corporate standards, ensures used.
5. Specialist skills developed by PMO staff inc. software tools,
allowing PM's to focus on management.
- framework of authority & accountability
(1) Governance
- defines & controls outputs, outcomes & benefits.
1. Portfolio direction and alignment
2. Programme and Project sponsorship
(1) Governance Concepts 3. Change and Project Management Capability
4. Transparency and Assurance
5. Culture and Ethics (inc. professional standards & behaviours)
APM PMQ Exam 7th Ed
Save
Students also studied
Flashcard sets Study guides
APM PMQ EXAM APM PMQ 2024 Salesforce Admin Ce
88 terms 177 terms 107 terms
GeorgiaB1395 Preview tony20826 Preview Andreas-the-best
- Functional teams
(1) Functional Organisation
- Primarily BAU/Deparmental Projects
Structure
- Common for orgs providing std products (e.g. manuf.)
- Staff gain technical expertise
- Good functional problem solving
(1) Functional Organisation
- Peer learning straight forward
Structure Advantages
- Job Security
- Clear career progression
- Corporate projects become difficult due to "Siloed" nature
(1) Functional Organisation - Functions prioritise their own functions work over others -
Structure Disadvantages inward looking
- Remote from customer
- Still may have functional teams - but temporary functional
teams created for projects
(1) Matrix Organisation Structure
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
- Shared resources between projects
(1) Matrix Organisation Structure - PM is single POC
Advantages - Consistent methods and rules for project governance
- Access to additional SQEP if required
- Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
(1) Matrix Organisation Structure
- Resource conflicts and divided loyalties
Disadvantages
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
- Describes the structure of the delivering organisation that can
(1) Organisational Breakdown then be matched to work-packages in the WBS
Strucutre (OBS) - Combining a WBS and OBS can inform a RAM (Responsiblity
Asignment Matrix)
, - Defines boundaries of cross-functional teams
(1) Responsibility Assignment - Derived from WBS and OBS
Martix (RAM) - May be required, or similar, for RFP, etc response
- May be called a RACI matrix
Manage project to ensure succesful delivery
1. planning what work needs to be done, when and who's going
to do it;
2. looking at the risks involved in a particular project and
managing these risks;
(1) Project Manager 3. making sure the work is done to the right standard;
Responsibilites 4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and
benefits;
1. Sponsor owns business case, whereas PM contribute to
business case but is mainly responsible for delivery of its stated
outputs (which are capable of achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project
(1) PM vs Project Sponsor manager focuses on the delivery of the project outputs.
3. Sponsor champions & supports the project, whereas PM
responsible for managing the project
4. Sponsor reports to corporate management, whereas PM
reports to Sponsor and Project Board
1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
(1) Project Sponsor 6. Enough experience to see that project is managed efficiently.
Responsibilities 7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
Concept phase: sponsor creates business case, PM when
appointed supports this. Sponsor secures corporate agreement
& budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor
agrees this.
(1) PM vs Sponsor @ stages Deployment phase: PM manages the project, monitors, reports
progress, risks & issues to Sponsor. Sponsor chairs project board,
makes decisions inc. proceeding at milestones; supports PM.
Transition phase: PM produces closure report. Sponsor signs off
closure, takes over responsibility for adoption & benefits
realisation.
- provide the requirements
- may act as subject matter expert
(1) Project "Users"
- conduct UAT
- use the deliverable//output.
, - perform project tasks
(1) Project "Members" - report on progress
- identify risks.
- guide the project
(1) Proiect "Steering - review project reports
group/board" - authorise business case
- authorise changes
- acts as on-site customer for iterative or agile projects
(1) Product "Owner" - iteration planning
- accepts incremental delivery.
1. Provides document templates
2. Training (advice, training needs analysis, course lists)
3. Mentoring & coaching
4. Facilitating workshops
5. Note taking
(1) PMO Functions
6. Administration
7. Configuration management
8. Maintains standards
9. Auditing
10. Line management for PM
- dedicated to single project
- for larger projects requiring lots of support
- Integral part of project team, providing range of services
(1) Embedded PMO - Supports people, performance & systems, with processes
being managed at programme/portfolio level
Benefits: high level of dedicated support to project, close
communications, releases PM to manage the project.
- Supports several corporate projects
- Supports people, performance, systems & processes
(1) Central PMO
Benefits: flexible and effective in supporting a large number of
small projects.
- In large organisations, the central/hub PMO supports
corporate portfolio, with spoke PMO's supporting different
departments' projects
(1) Hub and Spoke PMO
- Supports people & performance, with processes & systems
managed at programme/portfolio level
Benefits: effective for managing information and processes.
1. Single source of information, supports communication.
2. Can support multiple projects, economies of scale.
3. Quality assurance, defining quality standards & ensuring used.
(1) PMO Benefits (General)
4. Corporate standards, ensures used.
5. Specialist skills developed by PMO staff inc. software tools,
allowing PM's to focus on management.
- framework of authority & accountability
(1) Governance
- defines & controls outputs, outcomes & benefits.
1. Portfolio direction and alignment
2. Programme and Project sponsorship
(1) Governance Concepts 3. Change and Project Management Capability
4. Transparency and Assurance
5. Culture and Ethics (inc. professional standards & behaviours)
