SPM Glossary
SPM Glossary
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of resources.
Project Mission (Charter) The mission or charter is issued by the top or a
division manager at commencing a project to
authorize the project and nominate the project
manager. It also clarifies the project objectives and
supports from the top management. In 1970s' TV
program, Mission Impossible, a team leader played by
Peter Graves received a cassette tape saying "This
tape will self-destruct in five seconds." The project
mission, however, must be kept open and sustained.
Project Rule Project rules are worked out by a project manager
and his team members to specify the statement of
work such as project target, scope of work, budget
and schedule, project organization, the responsibility
chart and the communication plan. Standard rules
shall be prepared and renewed by a project
administration group.
Project Man A department to support projects carried out in an
agement Off organization. It accumulates data of past projects
ice and utilizes them for future projects. For example, it
prepares project management tools, establishes
standard rules, manages and distributes resources,
trains project managers and members, and even
selects and ranks projects.
Project Organization There are three types of organization to execute a
project in an enterprise, (a) functional organization, (b)
pure project organization and (c) matrix organization.
Project manager's authority is the strongest in (b) and
the weakest in (a). For the successful project
organization, 3Cs (Communication, Cooperation and
Coordination) are required.
Functional Organization The existing line (functional) organization is used, as it
is, to execute a project. A project manager as staff to
the line organization can clarify his responsibility. This
organization is easily accepted by the already
established organization. Sometimes the project
manager is not strong enough to control his team
members.
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Pure Project Organization When several projects are concurrently carried out,
this organization is adopted. The product-wise
organization is applied to a project. The responsibility
of the project manager is clearly defined, but the
project cost tends to increase due to excess
resources.
Matrix Organization In actual, this organization is most frequently adopted.
A line manager is responsible for his functional
organization and a project manager for the project
execution. This organization is flexible to easily
correspond to changes and make the enterprise
active and vigorous.Each project member, however,
has two boss, a line manager and a project manager
at the same time, and this sometimes makes him
allergic.
Linear Responsibility The power and responsibility of the related
Chart (LRC) management are defined and shown on a chart.
Regarding line managers, a project division manager
and a project manager, the chart shows who works
out a plan, who approves it, who must be consulted,
who must be notified, and who supervises a job.
Stakeholder A stakeholder is one affected by the work or the
outcome of a project. This word often appears in
foreign books. It includes customers, executives,
managers of team members, venders, contractors
and team members.
Project Manager A leader for a project is a project manager. In addition
to common sense on buisness and knowledge on
project management, (1) he must be enthusiastic for
the project, (2) he can manage changes and
modifications effectively, (3) he can be tolerant toward
ambiguity of organization and members' behavior, (4)
he has negotiating skills and can build coalitions
among project related people, (5) he must consider a
client first and know client's intentions, and (6) he
must keep the business aspects in mind.
Project Member A project member is given a work package from a
project. The package belongs to responsibility of the
line manager. The member works for the project as
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Reference:
Project Management by 1.Jack R. Merdith et al, 2.Sunny and Kim Baker, 3.David I.
Cleland, 4.Harold Kerzner, 5.Marion E. Hayns, 6.Gary R Herrkens、7.Donna Deeprose
Project Planning, Scheduling & Control by James P. Lewis. The Fast Forward MBA in
Project Management by ; Eric Verzuh.
Professional Construction Management by Donard S. Barrie et al. Construction Safety by
Jimmie W. Hinze.
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