Project Management Quarter

Project Management Quarter (hereinafter, the Quarter) is the last of four lectures of Project Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise implementation, or, in other words, to concepts related to implementing enterprise design; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Lecture outline

The predecessor lecture is Solution Design Quarter.

Concepts

• Project management. The task of getting a project's activities done on time, within budget, and according to specifications.

1. • Project management. Practice and a set of concepts, based on that practice, that define culture of managing of projects from the moment when the project manager is identified to the project closing.

• Scheduling. Detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed.

1. Enterprise effort. A determined attempt or a set of attempts undertaken in order to create outcomes of a work package, task, activity, project, operations, and/or enterprise.
   • Work package.
   • Activity.
   • Project. One or more enterprise efforts undertaken in order to create a unique deliverable, most features of which can be identified before the development starts.
   • Operations (or Ongoing operations). Repetitive enterprise efforts undertaken in order to create a specified deliverable or a batch of specified deliverables using already designed process.
   • DevOps. Practice and a set of concepts, based on that practice, that define culture of unifying software development (Dev) and software operations (Ops). Its signature toolchain represents a chain of tools that fit one of the following categories: (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
2. Problem. A discrepancy between the current state of affairs and some desired state or, in other words, an obstacle that makes it difficult to achieve a desired goal or purpose.
   • Structured problem. A straightforward, familiar, and easily defined problem.
   • Procedure. A series of sequential steps used to respond to a well-structured problem.
   • Unstructured problem. A problem that is new or unusual and for which information is ambiguous or incomplete.
   • Problem formulation. The stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is as yet unknown.
3. Task.
   • Task force (ad hoc committee). A temporary committee or team formed to tackle a specific short-term problem affecting several departments.
   • Task identity. The degree to which a job requires completion of a whole and identifiable piece of work.
   • Task identity. The degree to which a job requires completion of a whole and identifiable piece of work.
   • Task significance. The degree to which a job has a substantial impact on the lives or work of other people.
   • Task significance. The degree to which a job has a substantial impact on the lives or work of other people.
   • Task structure. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
   • Task structure. The degree to which job assignments are procedurized.

Practices

This lecture concludes the Quadrivium. Since the next, third module of the Course is Operations Quadrivium; thus, the successor lecture is Business Inquiry Quarter.