D5 Chia Study Guide Program and project management Flashcards
(235 cards)
1
Q
What defines how decisions are made during projects?
A
Project governance
Project governance also determines the metrics by which project success is measured.
2
Q
Which department is typically responsible for setting up the project governance framework?
A
PMO (Project Management Office)
The PMO is usually the department within an organization that oversees project governance.
3
Q
What is Project Automation in the context of project governance?
A
A business system for projects
Project Automation governs your company’s projects similarly to how ERP governs finances.
4
Q
What are the three essential components of all project governance?
A
- Processes
- Data
- People
5
Q
What does standardizing project processes help achieve?
A
Consistency across the organization
Standardization is critical to measuring success and scaling projects.
6
Q
What does integrating project processes aim to unify?
A
Workflows and operations
Most projects have multiple processes that do not interact effectively.
7
Q
What is the goal of systemizing project processes?
A
Enforce best practices, foster transparency, and build accountability
8
Q
What is the purpose of standardizing project data?
A
To achieve consistent metrics for reliable performance measurement
9
Q
What does integrating project data create?
A
A single source of truth
This allows everyone to rely on the same data for decision-making.
10
Q
How can you define the people aspect of project governance?
A
By properly defining roles and responsibilities
Key stakeholders include project managers, coordinators, and resource managers.
11
Q
What does a Project Business System manage?
A
All project-related processes and data in one system
12
Q
What are the benefits of Project Automation?
A
- Streamline and automate processes
- Increase productivity
- Improve project governance
- Reduce risk, overruns & delays
- Enhance financial control
13
Q
What does Project Autopilot do in the context of project governance?
A
Monitors projects and alerts stakeholders of issues
It allows managing projects by exception.
14
Q
What is Project Modeling?
A
A process to accurately estimate costs and schedules upfront
15
Q
Why is Project Modeling important for project governance?
A
It improves the sales process and reduces rework
16
Q
Fill in the blank: The key to a good project governance framework is to _______.
A
[standardize, integrate, and systemize]
17
Q
True or False: There is a one-size-fits-all project governance structure that can be used by all companies.
A
False
18
Q
What is program management?
A
The coordination of multiple related and interdependent projects to achieve common business objectives.
Program management involves managing several projects that align with a strategic vision.
19
Q
What is project management?
A
The coordination of a single project from start to finish.
Project management focuses on the successful delivery of one unique project.
20
Q
What is the main responsibility difference between program managers and project managers?
A
Program managers have more strategic responsibilities, while project managers focus on day-to-day management.
Program managers develop overall strategies and ensure project alignment.
21
Q
What are the day-to-day obligations of project managers?
A
Manage individual projects and teams.
This includes tasks like keeping track of project deadlines and team responsibilities.
22
Q
What are the day-to-day obligations of program managers?
A
Supervise multiple projects and ensure alignment with overall strategy.
Program managers formulate plans and monitor development across projects.
23
Q
How does the scope differ between project management and program management?
A
Project management has a more detailed, narrow scope, while program management has a broad, big-picture scope.
Program management focuses on overall strategy and objectives.
24
Q
What is the time focus in project management?
A
Short-term with clear deadlines.
Project management is typically bound by specific project timelines.
25
What is the time focus in program management?
Long-term and ongoing.
## Footnote
Program management does not have specific deadlines for completion.
26
What is the cost focus in project management?
Project-specific costs and budgets.
## Footnote
Project management accounts for the cost of a single project.
27
What is the cost focus in program management?
Overall cost of all projects within the program.
## Footnote
Program management costs are generally higher due to complexity.
28
What are the triple constraints in project management?
Scope, time, and money.
## Footnote
These constraints must be managed effectively for project success.
29
What type of quality management is emphasized in project management?
Quality control (QC) and risk planning.
## Footnote
Project managers implement QC strategies to maintain project quality.
30
What type of quality management is emphasized in program management?
Quality assurance (QA) and audits.
## Footnote
Program managers focus on a continual QA system rather than routine QC checks.
31
What is the role of stakeholders in project management?
Individuals or groups with a vested interest in the project's outcome.
## Footnote
Effective stakeholder management is crucial for project success.
32
What is the focus of goals in project management?
Project success against metrics and milestones.
## Footnote
Project managers use specific metrics to gauge project progress.
33
What is the focus of goals in program management?
Company vision and long-term objectives.
## Footnote
Program management emphasizes future positioning and strategic outcomes.
34
What type of leadership is associated with project management?
Coaching and managing their team.
## Footnote
Project managers lead their teams to achieve project-specific goals.
35
What type of leadership is associated with program management?
Mentorship and overseeing other managers.
## Footnote
Program managers guide project managers and ensure alignment across projects.
36
What is the focus of project management?
The 'HOW' to achieve project aims.
## Footnote
Project management involves detailed planning and execution.
37
What is the focus of program management?
The 'WHAT' the team or company is aiming for.
## Footnote
Program management is concerned with strategic objectives.
38
True or False: Both program management and project management require strong leadership and communication skills.
True.
## Footnote
Both roles involve working with people and resources to achieve goals.
39
Which management type is responsible for overseeing multiple projects?
Program management.
## Footnote
Program managers coordinate resources and personnel across projects.
40
Fill in the blank: The overall cost of all projects contained within a program is called _______.
program management cost.
## Footnote
This cost includes all activities and projects' balance sheets.
41
What are common tools used in project management?
Project planning, scheduling, tracking, risks and issues management, change management.
## Footnote
These tools help in managing project specifics.
42
What are common tools used in program management?
Gantt charts, project management software, Agile, Waterfall methodologies.
## Footnote
These tools assist in managing multiple projects and overall strategy.
43
What should be considered when choosing between program management and project management?
Size and complexity of the organization, nature of the work, management preferences.
## Footnote
The choice depends on specific organizational needs.
44
What is the core of program management?
Managing a group of related projects.
## Footnote
This requires coordination across multiple teams and departments.
45
What is the core of project management?
Managing a single project from start to finish.
## Footnote
Project management focuses on the completion of one unique project.
46
What is an example of program management?
An example of program management is overseeing a series of related projects to achieve strategic objectives.
## Footnote
Program management involves coordinating multiple projects and aligning them with business goals.
47
What does a program manager do day to day?
A program manager manages project teams, communicates with stakeholders, and ensures alignment with strategic goals.
## Footnote
Daily activities may include planning, monitoring progress, and addressing risks.
48
True or False: Program management only involves managing individual projects.
False
## Footnote
Program management encompasses managing multiple related projects to achieve broader objectives.
49
Fill in the blank: A program manager is responsible for _______.
coordinating multiple projects and aligning them with strategic objectives.
## Footnote
This role often requires leadership and communication skills.
50
List three key responsibilities of a program manager.
* Overseeing project teams
* Communicating with stakeholders
* Ensuring alignment with strategic goals
## Footnote
These responsibilities help ensure program success.
51
What is the primary focus of program management?
The primary focus of program management is to achieve strategic objectives through coordinated management of related projects.
## Footnote
This involves resource allocation, risk management, and stakeholder engagement.
52
True or False: A program manager does not need to understand the details of the projects they oversee.
False
## Footnote
A program manager should have a good understanding of the projects to effectively manage them.
53
Fill in the blank: The role of a program manager includes _______ with stakeholders.
communicating
## Footnote
Effective communication is crucial for aligning project outcomes with business objectives.
54
What skills are essential for a program manager?
* Leadership
* Communication
* Risk management
* Strategic planning
## Footnote
These skills help in navigating complex project environments.
55
Why is stakeholder communication important in program management?
Stakeholder communication is important to ensure alignment, manage expectations, and facilitate collaboration.
## Footnote
It helps in addressing concerns and gaining support for the program.
56
What is the relationship between project management and program management?
Project management focuses on individual projects, while program management oversees multiple related projects to achieve strategic goals.
## Footnote
Program management integrates project outcomes to maximize benefits.
57
What is a project management methodology?
A system of principles, techniques, and procedures used in project management.
## Footnote
Methodologies can vary in structure, deliverables, workflows, and software requirements.
58
What are the key characteristics of the Agile project management methodology?
* Collaborative
* Fast and effective
* Iterative and data-backed
* Values individuals over processes
59
What is the Waterfall project management methodology?
A linear process where work cascades down in sequential order, with each task dependent on the completion of the previous one.
## Footnote
Also known as the software development life cycle (SDLC).
60
Who should use the Waterfall methodology?
It is best for large projects with multiple stakeholders, ensuring clear steps and dependencies.
61
What is the purpose of Scrum in project management?
To create project cycles using short sprints, typically lasting one to two weeks.
## Footnote
Scrum includes roles like Scrum master and emphasizes collaboration.
62
What does the Kanban methodology focus on?
Visualizing workflows and project progress to decrease bottlenecks.
## Footnote
It often uses boards to represent project backlogs.
63
What is Scrumban?
A hybrid methodology that combines elements of Scrum and Kanban, allowing for task pulling and sprint cycles.
64
What are the seven main principles of PRINCE2?
* Starting a project
* Directing a project
* Initiating a project
* Controlling a project
* Managing product delivery
* Managing a stage boundary
* Closing a project
65
What is Six Sigma primarily used for?
Quality management and continuous process improvement.
## Footnote
Often paired with lean methodologies.
66
What does the Critical Path Method (CPM) identify?
Critical tasks within a project to manage scheduling and dependencies.
67
What is Critical Chain Project Management (CCPM)?
A detailed methodology that includes specific time requirements for tasks and resource leveling.
68
What does the Lean project management methodology aim to achieve?
To cut waste and maximize efficiency and teamwork.
69
What are the three Ms in Lean methodology?
* Muda (wastefulness)
* Mura (unevenness)
* Muri (overburden)
70
What is the PMBOK® Guide?
A set of best practices for project management, focusing on five phases: initiation, planning, executing, performance, and closure.
71
What is Extreme Programming (XP) used for?
Fast-paced projects with tight deadlines, emphasizing quick development cycles.
72
What factors should be considered when choosing a project management methodology?
* Industry
* Project focus
* Complexity of projects
* Specialization of roles
* Organization’s size
73
True or False: Agile is a project management methodology.
False. Agile is best defined as a project management principle.
74
Fill in the blank: The _______ methodology is best suited for large IT initiatives and involves seven main principles.
PRINCE2
75
What is creative production?
The process of generating new ideas, concepts, or products.
76
What does goal management involve?
Setting, tracking, and achieving objectives.
77
What is the purpose of new hire onboarding?
To integrate new employees into the organization effectively.
78
What is organizational planning?
The process of defining an organization's direction and making decisions on allocating resources.
79
What are product launches?
The introduction of a new product to the market.
80
What is resource planning?
The process of determining the resources required to complete a project.
81
What does strategic planning entail?
Defining an organization's strategy and making decisions on how to allocate resources to pursue that strategy.
82
What is project intake?
The process of receiving and evaluating new project proposals.
83
Name three use cases for project management.
* Marketing
* Operations
* IT
84
List three sectors where project management solutions can be applied.
* Healthcare
* Retail
* Education
85
What is the purpose of a help center?
To provide assistance and support to users.
86
What resources are available in the Asana Academy?
Educational materials and training for users.
87
What do certifications in Asana Academy signify?
Recognition of proficiency in using Asana.
88
What is the function of the resource hub?
To centralize access to various resources and tools.
89
What are project templates used for?
To provide a pre-defined structure for managing projects.
90
What is the role of customer success?
To ensure customers achieve their desired outcomes using the product.
91
What do developers and API refer to in this context?
Tools and interfaces for integrating and extending Asana's functionalities.
92
What is the significance of supplier responsibility?
Ensuring ethical practices in the supply chain.
93
What does ESG stand for?
Environmental, Social, and Governance.
94
What is the purpose of the sitemap?
To provide an overview of the website's structure and navigation.
95
What is the focus of diversity in the workplace?
Promoting an inclusive environment with varied perspectives.
96
True or False: Asana offers an Android app.
True
97
Fill in the blank: _____ is responsible for managing investor relations.
[Investor relations team]
98
What is an Investment Logic Map?
An ILM is a one-page document that depicts the need for an investment and communicates the story of various types of actions, including organizational changes, regulatory or policy updates, Programs of works, Precinct developments or investment in individual projects.
99
What are the four questions that the process of producing an ILM answers?
* What is the problem or opportunity?
* What benefits will addressing the problem or realizing the opportunity deliver?
* What are the strategic responses?
* What are the possible solutions to the strategic response?
100
When should an Investment Logic Map be developed?
The Project Team should undertake the process of producing an ILM early in the project’s development in Stage 1 - Develop, following the Early Presentation of Project (EPP).
101
What is the recommended timing for conducting the ILW(s)?
It is recommended that the Project Team holds the ILW(s) after the EPP discussion during the initial stages of a project’s development.
102
What should the Project Team do if uncertainties arise during the development of the ILM?
The Project Team should write these uncertainties into the outputs to ensure they are considered in greater detail during the development of the Business Case.
103
What is the role of the facilitator in an Investment Logic Workshop (ILW)?
The ILW facilitator must be independent of the Project Team and will need to challenge all elements across each step of the workshop to confirm the validity of the investment logic.
104
What types of materials should participants review before attending the ILW?
* Background reports
* Briefing papers
* External reviews
* Internal management reports
* Long-term planning documents
* Business strategies or plans
* Organisational strategy documents
* Significant performance targets or timeframes
* Documents detailing the current internal and external operating environment
* Wider Government strategies and policies.
105
Who is the most crucial participant in the ILW?
The Project Sponsor is the most crucial participant in the ILW and must be present.
106
What is the ideal number of attendees for an ILW?
Ideally, there should be no more than 15 attendees, as a larger number can make the ILW unwieldy.
107
Fill in the blank: The Project Team must develop an ILM for the entire _______ or _______ regardless of the Tier.
[Program] or [Precinct]
108
True or False: An ILW is usually mandatory for Tier 3 projects.
False
109
What is the purpose of an Investment Logic Map?
To express the need for investment and communicate the story of various actions and strategies related to a project.
110
What should the Project Director ensure for a successful ILW?
That all participants understand its purpose and process.
111
What is the recommended length for an ILW?
At least two hours.
112
What is the significance of developing an ILM early in the Infrastructure Investment Lifecycle?
It has the greatest opportunity to have a positive effect on the outcomes of the Capital Framework process and drive maximum value from an investment.
113
What should be included in the ILM of a Program or Precinct?
It can express the need for investment for individual projects within the Program or Precinct.
114
What is an Investment Logic Map (ILM)?
A tool used to outline the problems or opportunities, expected benefits, strategic responses, and potential solutions for an investment project.
## Footnote
ILMs help in structuring and prioritizing investment decisions.
115
What is the first step in producing an ILM?
Investigating the problems or opportunities that the Sponsoring Directorate needs to address.
## Footnote
This includes providing evidence that these problems or opportunities are valid.
116
What are the key questions to answer when identifying problems or opportunities?
The questions include:
* What are the problems or opportunities?
* What is the evidence confirming them?
* Who is affected and how?
* Why must the government act now?
* Do the definitions capture full scope?
* Is there uncertainty affecting them?
117
What should problem and opportunity statements be like?
They should be:
* Written in plain English
* Focused on stakeholder impacts
* Supported by reliable evidence
* Compelling.
118
True or False: Weighting problems or opportunities is optional in an ILM.
True.
## Footnote
Weighting helps focus discussions on the most important issues.
119
What is the purpose of defining benefits in an ILM?
To outline the positive impacts expected from resolving problems or realizing opportunities.
## Footnote
Benefits should align with the ACT Wellbeing Framework.
120
What does KPI stand for?
Key Performance Indicator.
## Footnote
KPIs measure the success of achieving identified benefits.
121
What are the characteristics of SMART KPIs?
SMART KPIs are:
* Specific
* Measurable
* Achievable
* Relevant
* Timely.
122
What is a strategic response in the context of an ILM?
A high-level action proposed to address an identified problem or opportunity and deliver benefits.
## Footnote
Strategic responses should not lock in specific solutions.
123
What types of strategic responses should be considered?
Responses focusing on:
* Managing demand
* Improving productivity
* Changing supply
* Asset-based responses.
124
What is the final step in producing an ILM?
Exploring possible solutions within the preferred strategic response.
## Footnote
This can include both non-capital and capital solutions.
125
Fill in the blank: The possible types of solutions include _______ options, existing asset solutions, new asset acquisition, and market-based solutions.
non-asset
126
What are non-asset options?
Delivering new service capacity without creating the need for additional assets.
## Footnote
Examples include changing regulations or developing a masterplan.
127
What are existing asset solutions?
Using operational and non-operational assets to meet needs.
## Footnote
This may include repurposing assets or improving maintenance strategies.
128
What is a market-based solution?
Using market mechanisms like pricing and competition to solve problems or realize opportunities.
## Footnote
Examples include introducing competition in service delivery.
129
What does RACI stand for?
Responsible, Accountable, Consulted, Informed
130
What is a RACI chart?
A diagram used in project management to define team roles across 4 categories: Responsible, Accountable, Consulted, and Informed
131
What is the role of the Responsible party in a RACI chart?
This team member does the work to complete the task
132
What is the role of the Accountable party in a RACI chart?
This person delegates work and is the last one to review the task or deliverable before it’s deemed complete
133
What does the Consulted role entail in a RACI chart?
Consulted parties provide input based on how it will impact their future project work or their domain of expertise
134
What is the purpose of the Informed role in a RACI chart?
Informed stakeholders need to be kept in the loop on project progress
135
Can the same person be both Responsible and Accountable in a RACI chart?
Yes, the same person can hold both roles, but they are not the same
136
What is one benefit of using a RACI model in project management?
It helps set clear expectations about project roles and responsibilities
137
What should you list in the first column when creating a RACI chart?
Key project phases, tasks, and/or milestones
138
How many Responsible persons should be assigned to each task?
At least one Responsible person
139
What is a common pitfall when creating a RACI chart?
Failing to get buy-in from your team and stakeholders
140
What should you do to avoid overcomplicating stakeholder communication in a RACI chart?
Have an easy and lightweight way to keep Consulted and Informed roles updated
141
Fill in the blank: In a RACI chart, the _______ party is the one who reports on the work and deals with the consequences if it falls short.
Accountable
142
True or False: A RACI chart should include generic or administrative tasks.
False
143
What is an example of a role that might be assigned to the Responsible category?
Content writer, Graphic designer, UI/UX designer, Software developer, Business analyst, QA specialist
144
What is an example of a role that might be assigned to the Accountable category?
Project manager, Product manager, Department head, Team lead
145
What is an important step to take after creating a RACI chart?
Keep the chart updated and review RACI assignments throughout the project lifecycle
146
What is one scenario when a RACI chart is particularly useful?
When the decision-making or approval process could hold up the project
147
What should you ensure about the roles in a RACI chart?
Every team member has a defined role on each task
148
What is a RACI chart?
A simple tool that makes projects easier to manage by creating less confusion and more accountability.
## Footnote
RACI stands for Responsible, Accountable, Consulted, and Informed, representing different roles in project management.
149
What does TeamGantt allow teams to do?
Build a project plan that the whole team can contribute to and collaborate on.
## Footnote
TeamGantt operates online, enabling real-time monitoring of deadlines and progress.
150
How does TeamGantt help with role visibility?
By using a built-in RACI chart to assign roles and keep them visible from project start to finish.
## Footnote
This ensures everyone knows how they contribute to success.
151
What is the benefit of using TeamGantt for project management?
It helps teams stay on top of deadlines and monitor progress in real time.
## Footnote
This enhances accountability and collaboration among team members.
152
True or False: TeamGantt is only available for purchase.
False
## Footnote
TeamGantt offers a free trial for users to try the platform.
153
What is an important feature of TeamGantt?
Real-time progress monitoring.
## Footnote
This feature helps teams stay aligned and accountable.
154
Fill in the blank: TeamGantt is an _______ employer.
equal opportunity
## Footnote
This indicates TeamGantt's commitment to diversity and inclusion in hiring.
155
What can users find in the TeamGantt 'Learn' section?
Free classes, blog, and guides.
## Footnote
These resources support users in maximizing their use of the platform.
156
What is the primary purpose of the paper on health information systems?
To develop a better conceptual foundation for and practical guidance on health information systems failure and success.
157
What is the 'design-reality gap' conceptual model?
A model that explains multiple cases of health information system success and failure, highlighting differences in various contexts.
158
What does the paper suggest about traditional development methodologies in health information systems?
It questions their effectiveness and emphasizes the importance of emergent change and improvisation.
159
How is the design-reality gap model utilized in health information systems projects?
As a tool for risk assessment and mitigation.
160
True or False: The evidence base on health information systems success and failure rates is strong.
False.
161
What major problem regarding health information systems does the paper identify?
Health information systems failure is an important problem.
162
Fill in the blank: The design-reality gap model can be used as a _______ evaluative tool and as a pre hoc risk assessment tool.
post hoc
163
What are the two main contributions of the design-reality gap model?
1. It serves as a post hoc evaluative tool.
2. It provides pre hoc risk assessment and mitigation strategies.
164
What does the paper imply about the methods and competencies required for health information systems?
They need to support dynamic improvisations that underpin cases of HIS success.
165
What is a key finding from the literature and case analysis in the paper?
Defining health information systems failure and success is complex.
166
What is the significance of understanding the gap between intended and actual use in health informatics?
It can help turn problems into opportunities for further valuable adoption.
167
What are important factors for closing the gap between actual and potential use of health information systems?
* Attitude towards unintended use as a source of adoption
* Identification and promotion of supportive networks
168
What does the PRISM framework emphasize in routine health information systems?
Performance and the organizational, technical, and behavioral determinants of performance.
169
What does the paper suggest about the evaluation of health information systems?
There is a lack of a gold standard approach for evaluating clinical systems.
170
What is the aim of the research agenda presented in the paper?
To provide a cohesive 'big picture' for academics and professionals interested in health information systems.
171
What is a significant challenge identified in the implementation of health information systems?
The complexity associated with the process of implementing a health information system.
172
Fill in the blank: The paper discusses the importance of _______ change and improvisation in health information systems.
emergent
173
What is the relationship between health information systems and healthcare organizations as described in the paper?
They are complex sociotechnical systems with reciprocal relations.
174
What approach does the paper suggest for analyzing healthcare information systems?
Integrating multiple analytical approaches to address complexities.
175
True or False: The paper concludes that all health information systems implementations are either entirely positive or negative.
False.
176
What does the taxonomy of different approaches to healthcare information systems aim to build?
A classification to understand and assess health care information systems.
177
What is the primary focus of the health information systems (HIS) project described?
The introduction of computerisation into a new environment and evaluation of its implementation
## Footnote
The project aims to assess the effectiveness and challenges of implementing HIS in healthcare.
178
What is a key question to evaluate in the HIS design process?
What is the gap between the information assumptions/requirements of the new HIS design and the information currently in use in reality?
## Footnote
This question helps identify potential risks in the HIS project.
179
What is the intended output from the workshop focused on HIS design?
A map of the key design—reality gaps (i.e., risks) that may undermine the HIS project.
## Footnote
Identifying these gaps is crucial for effective risk management.
180
List the dimensions considered for rating scales in HIS design.
* Information
* Technology
* Processes
* Objectives and values
* Staffing and skills
* Management systems and structures
* Other resources
## Footnote
These dimensions help assess various aspects of the HIS.
181
True or False: The design—reality gap model can only be used for risk management.
False
## Footnote
The model can also question conventional HIS methodologies.
182
What are two types of change that can help mitigate design—reality gaps?
* Changing the project design to align with current reality
* Changing current reality to align with project design
## Footnote
This flexibility is essential for effective HIS implementation.
183
What is the significance of a financial gap in the 'other resources' dimension?
It can be reduced by scaling down the project remit or seeking additional funding sources.
## Footnote
Addressing financial gaps is crucial for project viability.
184
What does the paper suggest about the dynamic nature of HIS success and failure?
Success and failure are not static and change throughout all phases of an HIS project.
## Footnote
Design—reality gaps evolve and must be continuously addressed.
185
What is a potential drawback of the 'big bang' approach in HIS implementation?
It provides no legitimate space for improvised design—reality gap closure.
## Footnote
Users are left to create work-arounds, which may lead to failure.
186
How can iterative approaches benefit HIS projects?
They allow for learning, reflection, and improvised action to address emergent design—reality gaps.
## Footnote
Iteration helps minimize the extent of change needed at any one time.
187
What role do hybrids play in HIS projects?
They bridge the gap between developers and users, facilitating communication and improvisation.
## Footnote
Hybrids are crucial for successful HIS implementation.
188
Fill in the blank: The ultimate expression of the hybrid is someone who combines both _____ and _____ within one individual.
developer, user
## Footnote
This combination enhances the effectiveness of HIS development.
189
What should be considered to create an enabling context for HIS project success?
* Methods
* Techniques
* Roles and competencies
## Footnote
These aspects are essential for facilitating improvisation in HIS projects.
190
What is the conclusion regarding avoiding failure in health informatics projects?
There is no panacea for avoiding failure; the design—reality gap model is non-judgemental in its assessments.
## Footnote
It highlights the complexity of health informatics projects.
191
What is the primary challenge in health informatics projects?
There is no panacea for avoiding failure in health informatics projects.
## Footnote
The complexity of health informatics makes failure a significant problem.
192
What does the design—reality gap model help assess?
It helps assess constraints that may hold back a health informatics project.
## Footnote
The model does not differentiate between chaotic and effective health realities.
193
According to the design—reality gap model, what can overcome greater constraints in a project?
Strong drivers, such as a political imperative from outside forces.
## Footnote
Projects with weak drivers struggle more with design—reality gaps.
194
What is one of the main uses of the design—reality gap model?
As an evaluation tool to explain the outcome of a health informatics project.
## Footnote
It can identify why a project failed.
195
How can the design—reality gap model be utilized in risk management?
It identifies major sources of risk in an HIS project and suggests appropriate mitigating actions.
## Footnote
This allows for better planning and risk mitigation.
196
What does the model validate regarding HIS implementation?
An emergent and improvising approach that differs from traditional methodologies.
## Footnote
This emphasizes flexibility and adaptability in implementation.
197
Fill in the blank: The process of successfully introducing an HIS can be seen as a set of ______ changes.
reciprocating
198
What should managers focus on according to the insights from the design—reality gap model?
Developing content, tools, roles, and competencies for improvised gap closure.
## Footnote
This is essential for meeting user needs in healthcare.
199
True or False: The design—reality gap model only considers static definitions of design and reality.
False
200
What are the two main components that should be understood in the context of change?
Drivers and constraints.
## Footnote
Force-field theory suggests both are essential for understanding change.
201
What does the evidence suggest about health information systems (HIS) failure?
HIS failure is a significant problem despite complexities of definition and a weak evidence base.
## Footnote
This indicates ongoing challenges in the field.
202
What is a limitation of rationalist, front-end methodologies in health IS?
They seem limited in what they can achieve.
## Footnote
This highlights the need for a more dynamic approach.
203
What does the design—reality gap model provide a conceptual basis for?
Understanding and addressing HIS success and failure.
204
List the key uses of the design—reality gap model.
* Evaluation tool for project outcomes
* Risk management tool
* Framework for understanding success and failure
205
What is the relationship between design and reality in the context of HIS?
Both are continuously shifting entities.
206
Who are the authors of 'Health & Efficiency'?
M. Ashmore, M. Mulkay, T. Pinch
## Footnote
Published by Open University Press in 1990.
207
What is the focus of C. Davies' work in 'Professionalism and the conundrum of care'?
Explores the relationship between professionalism and care in health contexts
## Footnote
Included in a collection edited by B. Davey, A. Gray, and C. Seale, published in 1995.
208
What is the title of the case study by G. Dhillon regarding clinical information systems?
The Clinical Information System: A Case of Misleading Design Decisions
## Footnote
Published by Idea Group Publishing in 1998.
209
What topic does C. Scott address in 'Public and Private Roles in Health Care Systems'?
Examines the different roles of public and private sectors in health care systems
## Footnote
Published by Open University Press in 2001.
210
What do R.B. Heeks and D. Mundy discuss in their work on information systems?
The impact of information systems on public sector reform in the Third World
## Footnote
Found in a collection edited by W. McCourt and M. Minogue, published in 2001.
211
What is the main focus of J. Jayasuriya's article?
Managing information systems for health services in developing countries
## Footnote
Published in the International Journal of Information Management in 1999.
212
What is the theme of the paper by L.O. Silva and J.C. Castro?
Outsourcing as an improvisation in healthcare contexts
## Footnote
Discussed in proceedings from the IFIP WG9.4 Conference in 2000.
213
What does the 'Handbook of Medical Informatics' cover?
A comprehensive overview of medical informatics
## Footnote
Edited by J.H. van Bemmel and M.A. Musen, published in 1997.
214
What is the subject of S. Tyrell's book?
Using Information and Communication Technology in Healthcare
## Footnote
Published by Radcliffe Medical Press in 2002.
215
What is the focus of the article by J.E.C.M. Aarts and colleagues?
Health information management education
## Footnote
Found in the Yearbook of Medical Informatics, published in 2003.
216
What is the main argument in Berg and Toussaint's work regarding ICT in healthcare?
The importance of modeling and the role of paper in process-oriented ICT development
## Footnote
Discussed in the International Journal of Medical Informatics in 2003.
217
What does H. Mintzberg's book 'The Rise and Fall of Strategic Planning' discuss?
The evolution and challenges of strategic planning in organizations
## Footnote
Published by Prentice-Hall in 1994.
218
What is the focus of W.J. Orlikowski's research?
Improvising organizational transformation over time in information systems
## Footnote
Published in Information Systems Research in 1996.
219
What is R.B. Heeks' perspective on eGovernment?
EGovernment as a carrier of context in public policy
## Footnote
Published in the Journal of Public Policy in 2005.
220
What does C. Ciborra's work 'The Labyrinths of Information' explore?
The complexities and challenges of information systems in organizations
## Footnote
Published by Oxford University Press in 2002.
221
What is the objective of the paper by I. Schramm and V. Weber?
Incremental introduction of EHR in healthcare considering current standards
## Footnote
Published in International Congress Series in 2001.
222
What does R. Lenz and K.A. Kuhn propose regarding information systems in healthcare?
Continuous evolution and adaptation of information systems
## Footnote
Discussed in the International Journal of Medical Informatics in 2004.
223
What is the focus of the research by P. Knaup and colleagues?
Efficiency and safety of chemotherapy plans for children
## Footnote
Published in Artificial Intelligence in Medicine in 2002.
224
What is the main theme of M. Lettiere's work on data warehousing?
Designing data warehousing systems for healthcare professionals
## Footnote
Included in a collection edited by P.L. Davidson, published in 2000.
225
What methodology do P. Checkland and J. Scholes discuss?
Soft Systems Methodology in Action
## Footnote
Published by Wiley in 1999.
226
What is the focus of the research by P.A. Gillis and colleagues?
Translating traditional principles of system development into clinical information systems design
## Footnote
Published in the International Journal of Technology Assessment in Health Care in 1994.
227
What is the strategy proposed by S.T. Tang and colleagues?
Rapid prototyping strategy for a surgical data warehouse
## Footnote
Published in Methods of Information in Medicine in 2003.
228
What is the subject of M.J. Earl's book?
Management Strategies for Information Technology
## Footnote
Published by Prentice-Hall in 1989.
229
What organizational issues are addressed by J. Aarts and colleagues?
Challenges in health informatics
## Footnote
Published in the International Journal of Medical Informatics in 1998.
230
What is the significance of implementing computerized physician order entry according to J.S. Ash and colleagues?
The importance of special people in the implementation process
## Footnote
Published in the International Journal of Medical Informatics in 2003.
231
What does M.J. Hartswood and colleagues explore in their work?
IT systems design and development as co-realization in medical practice
## Footnote
Published in Methods of Information in Medicine in 2003.
232
What role does the informatics nurse play according to E.H. van Aulst and H. Springer?
An intermediary between nursing and information systems developers
## Footnote
Discussed in proceedings from Medinfo '95.
233
What do G.A. Edwards and R.G. Bushko propose in their work?
Business modeling tools for managing decision support systems
## Footnote
Found in proceedings from Medinfo '95.
234
What is the focus of the study by Y. Chandani and G. Breton?
Contraceptive security and information flow in family planning
## Footnote
Discussed in the Electronic Journal of Information Systems in Developing Countries in 2001.
235
Who edited 'Field Theory in Social Science'?
D. Cartwright
## Footnote
Published by Harper & Row in 1951.
