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My Project+ notes > cHATER 6 > Flashcards

cHATER 6 Flashcards

1
Q

What is the root issue that causes roadblocks in moving projects forward?

A

Organizational Structure

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2
Q

What is the classic Organizational Structure?

A

Functional Organization

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3
Q

In which Organizational Structure is the staff organized along departmental lines, such as IT, marketing sales, network, human resources, public relations, customer support, and legal?

A

Functional Organization

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4
Q

In a Functional Organization, who is reponsible for assigning work to the employees who report to them and also reposnsible for rating the performance of the employees and determining their raises and bonuses?

A

Functional Managers

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5
Q

What are the three types of Matrix Organizations?

A

Strong Matrix
Weak Matrix
Balanced Matrix

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6
Q

Which type of Matrix Organization does the project manager have the majority of power and project work is emphasized over functional duties?

A

Strong Matrix

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7
Q

Which type of Matrix Organization does the functional manager have more power over the project manager and functional work is emphasized more than project work?

A

Weak Matrix

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8
Q

Which type of Matrix Organization has an equal emphasis between projects and funtional work? Both Functional Managers and Project Managers share power in this type of structure.

A

Balanced Matrix

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9
Q

Which Organiztional Structure is less common that the Functional or Matrix structure and focuses more on projects rather than functional wok units?

A

Projectorized Organization

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10
Q

When team members work together at the same physical location

A

Collocated

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11
Q

In which Organization Structure do Project Managers have the majority of power nad has full authority to manage the project and resources?

A

Projectorized Organization

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12
Q

All projects require what type of resources?

A

Human Resources

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13
Q

Projects that use equipment, materials, and/or supplies use what type of resources?

A

Physical Resources

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14
Q

Physical resourcse use to create the product of the project and have a high value and are resources with long life expectencies

A

Capital Resources

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15
Q

Resourcse that the company owns or employs.

A

Internal Resources

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16
Q

Resources that are acuired, leased, or contracted from outside the organization

A

External Resources

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17
Q

Resources that are an ideal scenario for project managers because you have full authority and control of the resource time and the tasks they work on.

A

Dedicated Resources

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18
Q

Recourses that works for both the Functional Manager and the Project Manager. They are often torn between their finctional work and project work.

A

Shared Resources

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19
Q

Those who have finished a project and are not yet assigned to a new project or who have time gap between the finish and start of the new project

A

Benched Resources

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20
Q

When existing employees pick up the work of those who left. A person working on multiple projects may have a burnout and leave the organization bedcause of this.

A

Resource Overallocation

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21
Q

When you need the completed deliverables from one project to work on the current project

A

Interproject Dependencies

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22
Q

You should discuss the possibility of removing dependencies wherever possible

A

~

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23
Q

When your resources may be scheduled for similar tasks on other projects. You will need to work in coordination with the roject managers on those other projects to schedule the resource so that they cre available to both of you when needed.

A

Interproject Resource Contention

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24
Q

What are the life-style stages of Resourcs?

A

Acquisition
Maintenance
Hardware Decommissioning
End-of-life software
Successor Planning

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25
Q

Which stage of Resources has to do with aquiring resources

A

Acquisition

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26
Q

What examines requirements, functionality, life span, cost, and other factors?

A

A Needs Assessment

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27
Q

Which stage of Resources involves the ongoing care and feeding of the resource?

A

Maintenance

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28
Q

A proces that ensures that no data remains on the hardware before disposal or donation.

A

Hardware Decomissioning

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29
Q

When you need to determine if the data on the software needs to be retained, transfered to the new fotware system, archived, or destroyed, this is an example of _____________.

A

End-of-Life Software

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30
Q

When you begin thinking about what comes next for your hardware and software resources before they reach end of life so that you have adequate time to prepare and acquire new resources.

A

Successor Planning

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31
Q

Self-managed and self-directed teams that should consist of between 5 and 11 members.

A

Agile Teams

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32
Q

Teams that are not limited to size and are typically large. They are made up of members from all over the organization.

A

Waterfall Teams

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33
Q

Team members that are critical to the success of the project. Their expertise is required throughout the project. They will be involved from the beginning to the end of the project.

A

Core Team Members

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34
Q

Team members who come in for an assignment or two and then go back to their departments are known as __________. They will be called upon when needed throughout the project but are not committed full time.

A

Functional/Extended Team Members

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35
Q

What determines the difference between where you are now and where you want to be in the future? It is used to compare the resources you have to the resources you need.

A

Gap Analysis

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36
Q

What lists each group or individual team member on the project along with their skills, criticality, and responsibilities?

A

Roles and Responsibilities Document

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37
Q

What documents you name, your position, your boss, your boss’s boss, your boss’s boss’s boss, and so on?

A

Project Organization Chart

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38
Q

OBS

A

Organization Breakdown Structure

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39
Q

A form of organization chart that shows the departments, work units, or teams within and organization and their respective packages.

A

Organization Breakdown Structure

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40
Q

RBS

A

Resource Breakdown Structure

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41
Q

A form of organzaiton chart that breaks down the work of the project according to the types of resources needed.

A

Resource Breakdown Structure

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42
Q

RAM

A

Responsibility Assignment Matrix

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43
Q

A matrix-based chart that maps your Work Breadown Structure (WBS) elements to the required resources

A

Responsibility Assignment Matrix

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44
Q

R -
A -
C -
I -

Chart

A

Responsible - for performing the work
Accountable - the one who ensures the work is completed and signs off the work
Consulted - Someone who has input to the work or decision
Informed - Someone who must be informed of the decisions or results

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45
Q

This image is an example of

A

RACI Chart

46
Q

The five stages of development all teams progress through

A

Forming
Storming
Norming
Performing
Adjourning

47
Q

The stage of team forming when all the team members are brought together, introduces, and told the objectives of the project.

A

Forming

48
Q

The stage of team forming when they’re working through who is going to have the most influence.

A

Storming

49
Q

The stage of team forming when team members know one another fairly well and exibit mutual respect and familiarity with one another. They begin to deal with project problems instead of people problems.

A

Norming

50
Q

The stage of team forming where the team is productive and effective. Only great teams end up here. Not all teams make it to this stage and are stuck between the former. High level of trust among the members and great things are achieved.

A

Performing

51
Q

The stage of team forming that refers to the breaking up of the team after the work is completed.

A

Adjourning

52
Q

A set of activities or exercises designed to get a diverse group of people to work together in an efficient and effective manner. Helps to form social bonds and identify common interests.

A

Team Building

53
Q

Doing what you say you’ll do, supporting you team, showing concern for you team, holding the good of the organization above your own, and being humble are all an example of ____________.

A

Trust Building

54
Q

The incompatibility of desires, needs, or goals between two parties or individuals.

A

Conflict

55
Q

What can lead to one party resisting or blocking the other party from attaining their goals?

A

Conflict

56
Q

Communication issues, Constraints, and/or Tiredness are a few causes of why ___________ may occur.

A

Conflict

57
Q

You need to address __________ head on before it grows and gets out of hand.

A

Conflict

58
Q

Several ways to detect and resolce conflict.

A

Smoothing
Forcing
Compromising
Collaborating
Avoiding

59
Q

A temporary way to resolve conflict. The areas of agreement are emphasized over the areas of difference, so the real issue stays buried. Neither side wins.

A

Smoothing

60
Q

A way to resolve conflict by one person compelling a solution on the other parties. The compelling party wins, and the losers have to go along with the decision.

A

Forcing

61
Q

A way to resolve conflict by each of the parties involved in the conflict giving up something to reach a solution.

A

Compromising

62
Q

A way to resolve conflict by working together with other team members t derive a solution. The idea is to work together in a cordial manner with other team members to fing the right solution to the problem. A win-win technique.

A

Collaborating

63
Q

A way to resolve conflict: When one of the parties gets up and leaves and refuses to discuss the conflict. Nothing is really resolves making this the worst technique.

A

Avoiding

64
Q

To resolve a conflict/issue, it is best to start by _________.

A

Listening

65
Q

The process of identifying the goods and services required for your project that will be purchased from outside the organization.

A

Procurement Planning

66
Q

What determines whether it’s more cost-effective to produce the needed resources in-house or to procure them from outside the organization?

A

Make-or-Buy Analy

67
Q

CompTIA lists four scenarios you can use for the Make-or-Buy Analysis:

A

Build
Buy
Lease
Subscription

68
Q

Costs that are attributed to the project, such as costs needed to produce the resource

A

Direct Cost

69
Q

Costs that are associated with overhead, management, and ongoing meaintenance cost.

A

Indirect Cost

70
Q

What organization department controls aquiring goods and services?

A

Procurement Department

71
Q

SOW

A

Statement of Work

72
Q

What details the goods or services you want to procure, focuses on the work being procured, and contains the rpoject description, major deliverables, success criteria, assumptions, and constraints?

A

Statement of Work (SOW)

73
Q

The process of obtaining responses from vendors to complete the project work as documented in the Statement of Work (SOW)

A

Solicitation

74
Q

What are the most common ways you can prepare the Solicitation notice?

A

Request for Information (RFI)
Request for Proposal (RFP)
Request for Quote (RFQ)
Request for Bid (RFB)

75
Q

Which method of preparing the solicitation notice is used when you have to gether more information about the goods or services you need to procure?

A

Request for Information (RFI)

76
Q

Which method of preparing the solicitation notice is submitted when you are ready to procure and begin the work?

A

Request for Proposal (RFP)

77
Q

Which method of preparing the solicitation notice is often used when you know what you want to buy, and is used to compare estimates among various vendors who can supply your needs with ready-made goods and services?

A

Request for Quote (RFQ)

78
Q

Which method of preparing the solicitation notice is often used when the itesm or services you are procuring are redily available in the marketplace?

A

Request for Bid (RFB)

79
Q

A meeting between you and the prospective vendors prior to their completing the Request for Proposal (RFP)

A

Bidder Conference

80
Q

What is this image an xample of?

A

Weighted Scoring Model

81
Q

Best Value vs. Lowest Cost is an example of ______________.

A

Ventor Evaluation Technique

82
Q

Cost-Benefit Analysis is an example of ____________.

A

Vendor Evaluation Technique

83
Q

Market Research is an example of ____________.

A

Vendor Evaluation Technique

84
Q

Competitive Analysis is an example of ______________.

A

Vendor Evaluation Technique

85
Q

Finding out the Qualifications of a vendor is and example of _______________.

A

Vendor Evaluation Technique

86
Q

Looking up the Prequalified Vendors/Sellers is an example of __________.

A

Vendor Evaluation Technique

87
Q

Demonstation is used when conducting a ____________.

A

Vendor Evaluation Technique

88
Q

A legal, mutually binding document that describes the goods or services that will be provided, the costs of the goods or services, and any penalties for noncompliance.

A

Contract

89
Q

Which type of Contact states a fixed fee or price for the goods or services provided?

A

Fixed-Price Contract

90
Q

Which type of Contact reimburses the seller for all the allowable costs associated with producing the goods or services outlines in the contract?

A

Cost-Reimbursable Contract

91
Q

Which type of Contact contains provisions for additional fees or incentives aboe the reimbursable cost amounts?

A

Cost-Plus Contract

92
Q

What are four types of Cost-Plus Contracts?

A

Cost-Plus Fixed Fee (CPFF)
Cost-Plus Incentive Fee (CPIF)
Cost-Plus Percentage of Cost (CPPC)
Cost-Plus Award Fee (CPAF)

93
Q

Which type of Contact is a cross bwereen Fixed-Price and Cost-Reimburseable Contracts? This is where the buyer and seller agree on a unit rate, such as the hourly rate for a programmer, but the total cost is unknown and will depend on the amount of time spent to produce the product or service.

A

Time and Materials Contract

94
Q

Which type of Contact is prices according to the units of work that make up the project or materials needed to complete the work?

A

Unit Price Contract

95
Q

MSA

A

Master Service Agreement Contract

96
Q

Which type of Contact outlines servie rates and warranties in one section while allowing elements such as scope, budget, and timeline to be added as needed.

A

Master Service Agreement Contract (MSA)

97
Q

PO

A

Purchaser Order

98
Q

What is typically written by a buyer and describes the specifications and qualities of the goods or services being purchased and the price?

A

Purchaser Order (PO)

99
Q

Which document describes the work requirements for the project? This document should contain a scope of work, the timeline for the work, the resources that will be assigned, and any other regulations or requirements needed.

A

Terms of Reference (TOR)

100
Q

TOR

A

Terms of Reference

101
Q

NDA

A

Nondiscolsure Agreement

102
Q

What is used when organizations engage the services of an outside entity and want to assure that sensitive company or trade secret information is not shared outside the organization? This assures that what’s discussed, discovered, or developed is kept between the parties and isn’t shared with anyone else.

A

Nondisclosure Agreement (NDA)

103
Q

What informs the other party to stop doing the activity they are doing and not do it again?

A

Cease-and-Desist Letter

104
Q

What outlines the intent or actions of both parties bedore entering into a contract or other mutually binding agreement?

A

Letter of Intent

105
Q

MOU

A

Memorandum of Understanding (MOU)

106
Q

An agreement that may outline specific performance criteria or other actions between two or more parties. It is used when a legal agreement can’t be created between the parties.

A

Memorandum of Understanding

107
Q

SLA

A

Service Level Agreement

108
Q

What defines service level performance expectations among two or more parties?

A

Service Level Agreement (SLA)

109
Q

What outlines the actions and duties the vendor will take to keep the products you purchased running efficiently?

A

Maintenance Agreement

110
Q

What guarentees that the product will meet expectations and perform as stated? This is typically in effect for a specific period of time and expires once the time period is reached.

A

Warranty

My Project+ notes (28 decks)

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