Midrterms Flashcards
1
Q
a relationship between two or more parties who have, or think they have, incompatible goals and who act on the basis of those perceived incompatibilities.
A
Conflict
2
Q
Stages of Conflict
A
- Latent stage
- Perceived Stage
- Felt Stage
- Manifest Stage
- Aftermath
3
Q
3 reasons that may cause a conflict
A
- Scarce resources
- Drives for Autonomy
- Divergence of Subunit Goals
4
Q
Characterized by the potential for conflict
A
Latent Stage
5
Q
One or more parties become aware of actual conflict.
A
Perceived Stage
6
Q
Concentrates on emotions coming into play for affected parties.
A
Felt stage
7
Q
Conflict is out in the open
A
Manifest Stage
8
Q
Refers to its outcome, which can be positive or negative.
A
Aftermath
9
Q
Types of Conflict
A
- Interpersonal conflict
- Intrapersonal conflict
- Intergroup conflict
10
Q
Manner of conflict existing within oneself.
A
Intrapersonal conflict
11
Q
This is the type of conflict existing between an individual and another.
A
Interpersonal conflict
12
Q
This is such that exist between a particular group and one or more other groups.
A
Intergroup conflict
13
Q
practice of being able to identify and handle conflicts sensibly, fairly, and efficiently.
A
Conflict Management
14
Q
Importance of Conflict Mgt.
A
- Helps maintain a healthy relationship
- Helps in finding alternatives for problems
- Helps implement ideas and strategies successfully
- Helps prevent negative consequences
15
Q
types of conflict mgt / conflict handling intentions
A
- Accomodating
- Collaborating
- Avoiding
- Competitive
- Compromising
16
Q
This approach is used to reduce the effect of conflict, emphasizing area of agreement, and de-emphasizing areas of disagreement.
A
Accomodating
17
Q
Both parties meet and discuss their disagreement and tend more to resolve their conflict.
A
Collaborating
18
Q
This mode is used normally as a temporary solution when it is required to gain some time.
A
Avoiding
19
Q
In this mode, one party shall impose his solution on the other party.
A
Competitive
20
Q
Where both parties agree to reach a certain degree of satisfaction.
A
Compromising
21
Q
5 steps to resolve conflicts
A
- Carefully listen
- Considerately look at the
situation. - Calmly discuss the
conflicting perspectives. - Conscientiously look
at the facts. - Cooperatively work together.
22
Q
Communication Considerations
A
Internal vs. external
Formal vs. informal
Vertical vs. horizontal
Written vs. oral
Official vs. unofficial
Verbal vs. nonverbal
23
Q
Communication skills
A
Listening actively
Questioning
Presentation skills
Coaching
Negotiation
Resolving conflict
Interviewing management
Meeting management
24
Q
Project Communications Management
A
Plan > Manage > Control
25
> based on stakeholder’s information needs .
> Identifies and documents the approach to communicate most effectively and efficiently
Plan Communication Management
26
Providing only the needed information
Efficient communication
27
Information in the right format, at the right time, to the right audience.
Effective Communication
28
Factors that may affect communication technology
> Urgency of the need for information
> Availability of technology
> Ease of use
> Sensitivity of information
29
Communication blockers
1. Negative statements
2. Language
3. Culture diversity
4. Distance
30
Feedback types
1. Positive feedback
2. Negative feedback
3. Constructive feedback
31
Communication Methods
1. Interactive communication (most effective)
2. Meeting, video conference, phone calls
3. Push communication (send & forget)
4. Letter, e-mails, faxes
5. Pull communication
6. Internet sites
32
possible effects of conducting meetings
1. Team work spirit
2. Conflict resolution
3. Coordination between activities
4. Experience transfer
5. Consensus in decisions
33
Effective meetings
1. Goal determination
2. Meeting agenda preparation
3. Meeting tools preparation
4. Choose & communicate date/time/duration/people
5. Participant identification
6. Focus on topics
7. On time
8. Choose coordinator
9. Meeting minutes/action plan distribution
34
Meeting members
1. Director
2. Coordinator
3. Registrar/Editor
4. Participants
35
Creating, collecting, distributing, storing, retrieving, and the disposition of information.
Manage Communications
36
Report Types
1. Earned value
2. Lesson learned
3. Forecasting
4. Trend
5. Status
37
Assess project performance
Earned value
38
Used for future projects
Lesson learned
39
Predicts future project performance
Forecasting
40
Examine project result over time
Trend
41
Describe the current status of the project
Status
42
Tools and Techniques
1. Communication technology
2. Communication methods
3. Performance reporting
4. Information management systems
43
Required activities for information to be created, distributed, received, acknowledged, and understood
Project Communications
44
Project communications include
1. Performance reports,
2. Deliverables status,
3. Schedule progress,
4. Cost
45
Project Management Plan Updates
1. Project baselines,
2. Communications management plan,
3. Stakeholder management
46
Project Documents Updates
1. Issue log,
2. Project schedule.
47
EEF meaning
Enterprise Environmental Factors
48
OPA meaning
Organizational Process Assets
49
3 requisites for Communication Management
1. Audience
2. Message
3. (Right) Channel
50
Good communication includes...
1. Clear
2. Concise
3. Concrete
4. Current
5. Coherent
6. Courteous
7. Complete
51
Effective communication skills...
1. Listening skills
2. Keep your team intact
3. Use interactive communication
4. Improve nonverbal skills
5. Plan projects
52
It is the process of creating,
implementing, and managing projects
that contribute to the performance
of an organization and its
strategy. A good performance
management approach is the building
block of a well-run organization.
PROJECT
PERFORMANCE
MANAGEMENT
53
Focus Areas of PPM
1. Linking your projects to your
strategy
2. Tracking the performance of
your projects over time
3. Reviewing your project
completions for improvements
54
Types of Performance Management
1. ORGANIZATIONAL PERFORMANCE MANAGEMENT
2. PROJECT PERFORMANCE MANAGEMENT
3. EMPLOYEE PERFORMANCE MANAGEMENT
55
IS A SUBSET OF ORGANIZATIONAL PERFORMANCE MANAGEMENT.
MANAGING OF PROJECTS THAT CONTRIBUTE TO THE
PERFORMANCE OF AN ORGANIZATION AND ITS STRATEGY.
PROJECT PERFORMANCE MANAGEMENT
56
It is the concept of managing the strategy of the entire organization. Deals entirely with how you communicate, align around, and execute your strategy.
Organizational Performance Management
57
SEEKS TO IMPROVE EMPLOYEE PRODUCTIVITY,
SATISFACTION, AND OPERATIONAL CAPABILITY.
EMPLOYEE PERFORMANCE MANAGEMENT
58
6 STAGES OF PROJECT
PERFORMANCE MANAGEMENT
stage 1: Understand the business case
stage 2: define project goals
stage 3: Establish data points to
measure results
stage 4: Assign milestones, action
items, and deadlines
stage 5: Set up meetings to check
progress
Stage 6: Do a final project
report/assessment
59
Triple constraints of ppm
1. Time
2. Scope
3. Cost
60
a specific point
within a project's life cycle
used to measure the progress
toward the ultimate goal.
milestone
61
a task or activity
that needs to get done to
complete the project.
action item
62
the latest
date by which a project should
be completed. it makes clear
what we're expected to deliver
and when.
project deadline
63
Management reports should include
1. project start and end dates;
2. percent complete;
3. spending to date;
4. and any key steps and checkpoints
(milestones) in the project.
64
What does AAR stand for?
After Action Review
65
USED TO DEBRIEF A
PROJECT OR EVENT AND
UNDERSTAND WHAT TOOK
PLACE, WHY IT HAPPENED
THE WAY IT DID, AND HOW
TO IMPROVE ON IT.
AAR
66
Part I of the AAR
covers the project goals and changes
in time, scope, and budget
67
Part II of the AAR
covers the information that came
out of the discussion.
68
PROJECT
PERFORMANCE
MANAGEMENT
AS A
COMPETITIVE
ADVANTAGE
1. ENSURES THAT PROJECTS REMAIN
PROFITABLE NOT JUST IN THE TECHNICAL
SENSE, BUT ALSO IN A STRATEGIC SENSE.
2. managers can distill high-level
strategic visions into tangible actions
which what drives high-performing
organizations forward.
3. Provides a proactive approach in
managing all aspects of projects.
69
Projects that won't move the company at all
Pet Projects
70
When a task depends on another task for completion
Dependencies
71
Performance Management is important because...
1. Observe / Track Projects
2. Improvement
3. Alignment / Basis for reports
72
Project is a success if...
1. If it reached the scope
2. is on time
3. project stays within the budget
4. project does not overcost and gives positive feedback
5. if the project has ROI
73
Measure of performance management
1. productivity
2. cost performance
3. cost quality
4. schedule performance
5. customer satisfaction
6. alignment to strategic business goals
74
Competitive advantage of PPM
1. Profitable
2. HIgh level of strategic approach
75
a process that enables activities and
events to be understood and managed
within a project.
Risk Management
76
Anything that can affect outcome
Risk
77
Risk Management Process
Identify > Analyze > Plan > Action
78
Risk Management
Activities
1. Identifying risks
2. Establishing probability
3. Understanding impact
4. Planning responses
5. Tracking and monitoring risks
6. Communicating risks and
responses with project
stakeholders
79
Risk Management artifacts
1. Risk Management
plan
2. Risk Register/Log
80
Risk Management tools
1. Project Management
Software
2. Other tools
81
- a written
document that details
the risk management
process
Risk Management
plan
82
a
repository where all
risks can be
documented, analyzed
and tracked. A 'master
list" showing likelihood
and impact.
Risk Register/Log
83
e.g.,
Smartsheet,
spreadsheet software
Project Management
Software
84
Ms Excel,
MS Teams, Templates,
MS Outlook.
Other tools
85
Risk exists because....
1. There are no clear goals
2. Poor communication
3. Limited resources
4. Inadequate budget
5. Unclear roles and responsibilities
86
Risk responses
1. Avoidance
2. Mitigation (reducing the impact)
3. Accept (deal with the risk)
87
12 major management risks
1. scope risk
2. cost risk
3. Communication risk
4. Lack of clarity
5. Poor scheduling
6. Technology risk
7. Operational risk
8. Health and safety risk
9. skills resource risk
10. Performance risk
11. Market risk
12. External hazard risk
88
Best way to solve risks
1. Brainstorming
2. Perform SWOT analysis
3. Interview stakeholders
89
When the risk is already here...
1. Risk analysis process
2. Assess the risk
3. Develop appropriate risk responses
4. Develop preventative mechanisms
