Project management Flashcards
Ace the fucking exam!
1
Q
What is the purpose of organizing an operation, regardless of whether the organization is a private company, a public authority or a non-profit organization?
A
The purpose of organizing an operation is to achieve increased efficiency. The goal is to optimize the usage of resources available in the organization. Resources are always limited in an organization, no matter what size the organization is.
2
Q
In the organizational theory, what does the structure of an organization include? Give 2 examples of what it can include
A
The structure of an organization includes visible components such as functions (marketing, sales, manufacturing etc.), positions (CEO, CFO, Line manager etc.), hierarchies, titles and ranks.
3
Q
What do we mean when we talk about “The culture of the organization”? Give 2 examples of what in can include
A
The culture of an organization relates to values, norms, language, symbols, leadership and motivation.
4
Q
- If you tell someone something that you have previously hidden, what happens from a Johari window perspective?
A
The group finds out where i stand and doesn’t have to guess. The self area grows, blind spot shrinks. If you tell something that you have hidden, the group learns where you stand and does not have to play the guessing game.
5
Q
What is/are the risks associated with traditional resource allocation?
A
In the traditional resource allocation there are risk of creating bottlenecks, which causes delays, and in the worst-case scenario giving rise to new needs that must in turn be handled that are not value-generating.
6
Q
- If others know things about yourself that you are not aware about, what happens from a Johari window perspective?
A
They know aspects of your body language, attitudes, embarrassment or feelings of being an outsider that you are not aware of. The quadrant is often called the “quadrant of bad breath” others detect the smell, but it don’t. This person is called a “clam” and will not take an active role in the teamwork, resulting in him/her ending up on the sidelines in the group.
7
Q
- Give 3 examples of tacit knowledge and of explicit knowledge.
A
Tacit knowledge: riding a bike learning to drive facial recognition Explicit knowledge (facts in general): textbook theories a statistics report a financial report
8
Q
- How can a resource histogram be used during execution?
A
The advanced estimate should be made based on accrual-basis accounting and presented in a table or graphically, in a chart, to be used during execution. It can be used as a tool to balance the resource consumption in different periods of the project timeline.
New question so fill it in if you have a better answer.
9
Q
What is the difference between tacit knowledge and explicit knowledge?
A
• Tacit knowledge – Cannot be describe in words, must be seen and experienced to be transferred from one person to another
- Riding a bike
- Learning to drive
• Explicit knowledge – is possible to express, verbalize and visualize – example is math.
10
Q
According to the course book, what is the difference between knowledge and competence?
A
- Knowledge is something you can take in and learn
* Competence is something that appears when you transform knowledge into action
11
Q
What does the concept “collective memory” stand for?
A
The concept refers to the sum of all the experience within an organization or occupational group. It is best to have a balance between different age categories. Transferring experiences and knowledge is often an informal process, where more experienced collegues acts as mentors.
12
Q
What are reference measures?
A
Reference measures is when you make a measurement of the current situation and use to compare against the impacts. It is useful to when you need to prove that the project has had a difference.
13
Q
Draw a hierarchical, project oriented and matrix structure
A
There are three structures:
-Hierarchial structure
-Matrix structure
Project-oriented structure
Explanation
The hierarchical organization and the project-oriented organization are opposites. In a project-oriented organization are the projects entirely separate from the other operations. Projects dispose of resources full-time and does not run the risk of having necessary project members being mired in other projects or tasks on the line.
look in book for pictures
14
Q
How is work organized in a hierarchical organization?
A
In the hierarchal organization, decisions and communications are arranged in rows, and from the top to bottom. Most of the power and authority is found high up in the organization
15
Q
Give 2 weaknesses of an hierarchical organization
A
- The space for the individual is limited
2. It has a hard time to adapt to altered external conditions
16
Q
How is the work organized in a matrix organization?
A
The matrix organization has a flexible structure. Employees work vertically in the line, while the operations are conducted cross-functionally
17
Q
What are the 2 weaknesses of a matrix organization?
A
- Dual decision paths, which demand more from managers in form of formulating goals and prioritizing tasks
- The boundary between the line organization and projects is diffuse.
18
Q
What are the 2 main differences between a weak matrix and a strong matrix?
A
- The project manager has a low status in a weak matrix
2. In a weak matrix, hierarchical decision paths dominate
19
Q
How can the impact measurement be determined?
A
Were the expected benefits realized and did the project entail costs on par with the estimates?
• Impact goals – Connect to S.M.A.R.T.
• Reference measure – Make an assessment of the current situation and use it to compare when the impacts are followed up
• Benefits realization – Follow up on the Business Case
20
Q
Why are some projects discontinued? Please give three reasons and explain
A
There are many reasons why a project might be discontinued:
- The chosen solution cannot be realized
- Higher priority need the resources better.
- A competing product have been launched on the market during the projects course.
- Changes in company ownership
21
Q
What are the hidden flaws of project closure?
A
Errors you can’t see during the project, but that might reveal themselves after the product is handed over. This may include sloppy elements that need to be remade or certain aspects that need to be altered to satisfy the users. Hidden flaws will cause profit to shrink and cost to increase.
22
Q
Agile projects have been said to be better at meeting deadlines and budget than projects with detailed schedules, but are they better at meeting quality goals too? Motivate
A
No, since it is possible to launch the systems and close the project even though several product requirements have not been fulfilled. In a project that follows a schedule, all activities must usually need to be performed before a usable result can be handed over.
23
Q
Which elements should be included in a final report?
A
- Background, purpose and impact goals
- Project goals and delimitations
- Project owner
- Evaluation of goals – Project goals, actual cost and estimates
- Analysis of project course – Resources, risk management, communication & routines
- Evaluation of the project organization – Structure, staffing, steering committee
- Quality follow-up - Results
- Comments from steering committee
- Comments from reference group
- Recommendation
- References
24
Q
Explain how a project can be evaluated
A
A project should be evaluated in as many ways as possible. Both the results and the process should be studied.
• Product quality
• Actual costs
• Time expenditure
25
According to Tonnquist (2016), administration and management of the results are important in order to secure impact goals. What is the primarily goals of an administration and management model?
```
To manage and plan the work and activities necessary for the administration of the product.
It consists of:
• Processes
• Roles and responsibilities
• Documents and templates
```
26
What are the three stages of an individual’s attitude to change?
1. Excitement – Finally, something is happening
2. Hangover – You start to hesitate when you realize some consequences might not be positive
3. Positive attitude – You understand and accept the change
27
What activities can facilitate a successful hand-over?
* Deliverables
* Step-wise deliverables
* Assessment
28
Tonnquist (2016) argues that even if the employees know that a change is necessary, it might be difficult to execute it. What can be done to facilitate this process?
By dividing the project into sub-deliveries and communicating with stakeholders frequently you can minimize the negative effects. It is important to get users on-board as soon as possible. Education is also a way to facilitate this process.
29
What does project implementation entail?
Implementation related to placing the product in the environment it is created for. In other words; start using the results of the project. Implementation might be in a construction project might be opening the office, moving into the house or opening a road.
30
how do you calculate the schedule performance index (SPI)
Schedule Performance Index = Earned Value/ Planned Value
31
Which are the six steps for keeping project cost under control?
* Reporting and following up on actual costs as compared with the plan
* Identifying deviation as compared with the plan
* Identifying the causes of deviations
* Creating and implementing relevant measurements
* Following up to see if the measures have fixed the problem
* Creating further measures if necessary
32
Name two of the methods for status reports and briefly explain them
1. Milestone chart – Compares the planned milestones with the outcome of reality. You see if a planned milestone was executed before or after the schedule. Milestones does not however, provide any information about resource usage.
2. Burndown Charts – You check of tasks performed and ongoing work on a daily basis. It is not unusual for the sprint log to grow during a sprint. It is important that you have a margin for the unexpected.
33
What does RACI stand for?
* Responsible – The person in charge of the execution
* Accountable – The person with mandate to approve and make decisions
* Consulted – The person who provides support as a resource
* Informed – The person who needs information on status and decisions
RACI is a responsibility matrix who defines who is in charge of execution, who has decision-making mandate and who needs what information.
34
Which activities should be performed during execution?
* Communicating and reporting
* Following up and comparing results with schedules and burndown charts
* Following up and comparing resources and costs with budget
* Analysing consequences
* Handling changes
* Following up contracts and resources
35
Describe three different conflict management style and their strengths and weaknesses.
Competing
• When quick decisive action in necessary
• In unpopular actions, where a rigid stance is needed • Can destroy relationships, as you fulfill your goals at the expense of the other party
Collaborating
• For important decisions that have a long-term effect. Win-win solutions. • Often takes time and is not suitable for trivial problems
• Not applicable in emergencies or crisis situations
Compromising
• A useful solution under time pressure • Can lead to both parties being dissatisfied. Should not be the first option
Avoiding
• Delays a conflict until emotions have cooled.
• For trivial problems, where more important things take precedence
• The conflict does not affect me
• The conflict is not resolved.
Accommodating
• The collaboration is more important than the cause of the conflict
• The problem is more important for the other party
• Adaptability decreases the respect of the other party
• When important matters are at stake.
*Note, see word
36
In the project methodology, what are the three main characteristics that define a process?
* A process is a sequence of interconnected activities
* A process refines a product or service to fulfil a need
* A process has at least one supplier of input and one customer who is the recipient of the outputs
37
What is the difference between a core process and a support process?
tasks that lead to the result of the project
| • The support process deliver output necessary for executing the work within the core process, e.g. recruitment.
38
Draw a typical project lifecycle
A description of the project process with defined phases and decision points
Pre-Study --> Planning -- Execution --> Closure
39
What are the phases of a project lifecycle? Explain them
1. Idea phase – The purpose is to make it possible for management to assess and prioritize the project idea alongside other project ideas, as well as making a decision to initiate a pre-study.
2. Pre-study – The purpose of a pre-study is to decrease uncertainties by analysing the bases for executing the project. Requirements must be documented, the scope of the project must be defined, stakeholders must be identified, and the business benefits must be assessed and set against costs and risks.
3. Planning – The purpose of planning is to select a method for realization and draw up a plan for how the project goal will be achieved. Here resources must be organized, cost must be calculated, and risks must be handled.
4. Execution – During the execution phase, results are created and handed over. Regular follow ups on activities and costs, deviations should be analysed.
5. Closure – The purpose of closure is to evaluate the project and take advantage of lessons learned and phase out the project group.
6. Impact – The purpose of the impact phase is to ensure that benefits are realized and followed up on. This phase can begin in connection with the first delivery, i.e. before the project has ended.
40
Here is a list of activities typically happening in a project, to which phases of the project life cycle does each of the activity belong?
Doing a SWOT analysis Pre-study
Doing a budget Planning
Writing a group contract Pre-study
Defining the goal of the project Pre-study
Having daily scrums Execution
Following up and comparing results with burndown charts Closure
Revising the plan Execution
Making a burndown chart Planning
Using Earned Value Management Execution
Analysing the risk and planning how to handle them Planning
Handing over the results of the project Execution
Writing a final report Closure
Creating a final balance sheet Closure
Estimating costs Planning
Establishing a structure for communication Planning
Signing contracts with suppliers Planning
Creating time and resource plans Planning
Dividing the project into stages Planning
Planning project evaluations Planning
Closing down project accounts Closure
Evaluating how risks were handled Closure
Phasing out the project group Closure
Documenting and archiving Closure
41
What is a decision point in the project model?
A decision point is a tollgate that can only be passed when the results of the previous phase has been approved. It can be used as a tool by the project owner to manage and control the project. At each decision point a meeting is held to discuss continuous action.
42
What are the 4 alternative decisions that can be taken at a decision point in the project model?
1. Continuing the project as planned
2. Going back making changes or supplements
3. Putting the project on hold temporarily
4. Ending the project
43
In the traditional project organization, what are the tasks of the project owner?
The project owner has the most important role. He has overall responsibility for the project and must ensure that there are sufficient resources for the project. The project owner is expected to make demands and critically review the results.
1. Is the owner of the project.
2. Is in charge of business impact goals and project goals
3. Selects a project manager and allocates resources
4. Appoints and chair the steering committee
5. Is in charge of the pre-study
6. Is in charge of business impact realization
7. Initiates, follows up and terminates the project
44
In the traditional project organization, what are the tasks of the steering committee?
The steering committee is the decision-making body of the project. They are tasked with verifying and validating the project during its lifecycle. It is usually the responsibility of the steering committee to approve the decision points.
1. Ensuring that the project is in line with the overall goals of the operations
2. Determining the project plan and approving the result
3. Reviewing the results and deciding on changes
4. Handling business opportunities/changes
45
In the traditional project organization, what are the tasks of the project manager?
The project managers main task is to ensure that the project goal is achieved. A project manager can be seen as the project’s CEO. A project manager has responsibility for organizing and managing the work; he is not supposed to execute the work!
1. Ensuring that the project goal is achieved
2. Organizing and planning the project
3. Delegating and following up on activities
4. Solving problems and handling conflicts
5. Influencing others and getting things done
6. Communicating, involving and motivating
7. Reporting outcomes and handling risks and changes
8. Calling and leading project meetings
9. Applying project tools and models
46
In the traditional project organization, what are the tasks of the project group?
The main task of the project group is to conduct the activities that lead to the project goal as ordered. The project members are expected to understand what the project should deliver.
1. Ensuring that delegated tasks are performed
2. Planning and organizing its own activities
3. Reporting performance and hours worked
4. Complying with routines, methods and quality systems
5. Proposing improvements
6. Participating in project meetings
47
Who is Governing:
Who is organizing & managing:
who is executing:
who is supporting:
Governing : Project owner and steering committee
Organizing & Managing: Project Manager
Executing: Project group
Supporting: Reference group and Quality Manager
48
What are the similarities between agile methods and LEAN? Name 3 similarities
Agile methods are based on a set of values, attitudes and principles that describes how work should be organized in a complex, changeable world. There are similarities with LEAN, such as a focus on:
1. Collaborative teams
2. Avoiding unnecessary work
3. Visualizing progress on boards
49
Why are agile methods particularly good in complex and uncertain projects?
Agile methods are based on work in short cycles, with frequent deliveries and continuous feedback loops. This makes it possible to react quickly to changes and to apply lessons learned during the course of the project. Results are followed up daily.
50
What is Scrum and what does it mean in practice?
Scrum is an agile development method. It is good for develop and administrate complex products. The central aspect of Scrum is an interactive work method that means dividing the tasks into stages of equal length, called sprints. Each sprint should deliver value!
51
How are daily scrum meetings organized and what is done during these meetings?
Daily scrums are meetings that should take circa 15 minutes. During these meetings each project member reports on what he is doing by answering the following three questions:
1. What did I do yesterday?
2. What am I going to do today?
3. Are there any obstacles?
52
What are the five conditions needed for a cohesive self-organizing team?
1. The group should not be too small or too large. Optimal is between three to nine people.
2. The group must have a clear common goal
3. The group must have the competency necessary to carry out the task
4. Everyone should spend most of their time working on the task
5. The staffing should be fixed, and not change
These conditions are hard to fulfil though.
53
In Agile project management, what are the tasks of the product owner?
The product owner is responsible for handling the product backlog (A list of tasks included in the assignment). The main task of the product owner is to ensure that the team delivers benefits by taking charge of requirements and prioritizing what should be done. The product owner also approves the results that each sprint delivers
54
In Agile project management, what are the tasks of the Scrum Master?
The Scrum Master’s task is to coach the team and ensure that the agile methodology is used. The Scrum Master has a more limited mandate than a project manager. The Scrum Master must facilitate collaboration, clear obstacles and help the team so that work is efficient.
A Scrum Master should strive to ensure that Scrum is implemented in the organization and help employees and stakeholders understand and execute Scrum
55
If you compare the traditional project management and the Agile project management, what are the main differences with regard to the roles present in the project organization?
In the Agile project management there is no project owner or project manager. These are replaced by a product owner and a Scrum Master.
56
According to the course book, what is the definition of a project?
* Specific goal – a unique assignment
* Specific time period – timed
* Specific resources – an independent budget
* Unique work arrangement – temporary organization
57
Use the definition of a project to figure out if a ski trip to Sälen for you and your friends in week 17, with a budget of 15 000 SEK is a project
* Specific goal – A trip to Sälen
* Specific time period – Week 17
* Specific resources – 15.000 SEK
* Unique work arrangement – Everybody is dropping their daily routines and work to attend the trip
According to the definition of a project in the course book, the ski trip is a project.
58
What is the purpose of forming a business case?
A business case is the basis for investment, showing if a project is profitable and feasible. The business case describes the project on an overall level, as well as the benefits the project is expected to create. The business case provides the foundation for a decision at the initiation decision point.
59
A project has different kind of goals. Which of the following goals are business impact goals, product goals and project goals?
* The project should provide a NPV of 200.000SEK Business impact goals
* By the 5th of May there should be a working prototype Project goals
* The cost of warranty claims is not to exceed 100.000SEK Project goals
* Maximum energy consumption of the product is 500kWh per year Product goals
* 98 percent of the users should be satisfied or very satisfied Product goals
Product requirements The What, the expected result and the outcome of the project
Project requirements The How, timed, resources and measurable
60
What does SMART mean in a project setting?
* Specific – The goal must be clearly formulated and pertain only to this project
* Measurable – Should be able say yes or no if the goal has been achieved
* Attainable/Accepted – The goal should be supported by project members and users
* Realistic – The goal should be achievable with the resources that may be used
* Times – The goal should be achieved at a given point in time
61
What needs to be specified in a project charter?
* Background of the project
* Purpose and goals of the project
* Project owner and client
* Timeframe for delivery
* Budget limitations (Usually in internal projects)
A project charter may also be called an assignment description, project directive, idea description, project specification or tender. The project charter is the founding document upon which the entire project rests.
62
What is the purpose of a requirement specification and why is it sometimes difficult to make such a document?
A requirement specification defines what the project should deliver. It can be hard to make a requirement specification since it is seldom the case that the requirements are documented in the initiation phase.
A requirement specification contains product and project requirements.
63
What does the abbreviation WBS stand for?
Work Breakdown Structure
64
What are the benefits from making a WBS?
A well-executed WBS facilitates the work of identifying activities and milestones or planning product backlog. It makes the later stages of the project preparation easier. It is also an excellent starting point when allocating responsibilities or to create a basis for a realistic assessment of resource needs and costs.
65
What information is preferably given in a work package?
A work package shows what must be done but can also contain information about:
• The time it takes to execute a work package
• The cost of executing a work package
• The resources required for executing a work package
66
What does the 100%-rule describe?
* A WBS should contain all the work included in the project
| * The sum of the work at the lowest level should be the same as the sum of the work in the entire project
67
What is the purpose of asking “Why” several times (method)
With this method, not only the goals, but also the purpose, are reviewed several times. The result of this method is that the project will more likely develop a solution that satisfy the project owner even in the long run.
68
What is the label of each corner project triangle?
Quality, Time and Resources
| The triangle!! see bok for picture
69
What is the purpose of the project triangle and how should it be used?
All projects are limited by a deadline and a budget, which means that the quality – what can be done and at what level of quality – must be adapted. The triangle should be used to see what of the parameters are most important to the project – Is it important that it is done by a certain date or is it more important that it is cost efficient?
70
On the project triangle, where is it suitable to situate the opening ceremony of the 2020 Olympic Games in Tokyo? Motivate
Time: 60% Quality: 30% Resources: 10%
Time is the most important parameter since the Olympic Games have a designated time period and the opening ceremony must be conducted at a specific date. This is because there are athletes whom have come from all over the world to participate and the rights to broadcast the Olympic Games have been sold in advance and the networks need the ceremony to be on schedule.
Quality is the second most parameter as the opening ceremony is a show and a way for Japan and Tokyo to display their country. A bad opening ceremony will reflect poorly on the country.
Resources is the least important parameter. A country only gets the Olympic Games maybe once every 30 years if they are lucky. It is more important that the opening ceremony is on time and of high quality rather than it being cost efficient.
71
What is a SWOT analysis and how is it used in a pre-study setting?
The SWOT analysis is a situational analysis of internal strengths and weaknesses, as well as external threats and opportunities. The conclusions of a SWOT in the pre-study provide good decision support on choosing a solution or in stopping the project before it has been initiated.
72
What different groups of stakeholders exists? What is the basis for the classification?
There are many different types of stakeholders, they can be anyone who will be affected by the project or people who will monitor the project. Examples of stakeholders is project owner, customers, suppliers, users, the public etc.
There are three main groups of stakeholders:
• Core stakeholders – Stakeholders who are prime movers and/or decision makers in the project. These stakeholders can be the project owner and steering committee
• Primary stakeholders – Stakeholders that are highly affected by the project and therefore wants to influence it.
• Secondary stakeholders – Stakeholders with a relatively low interest in the project, who will likely not actively influence it.
73
What is a PENG analysis and how should it be used?
PENG is a method for forecasting beneficial impacts of investments. Performing a PENG analysis as a part of a pre-study makes it possible to influence the results at an early stage and formulate accurate requirements. With an early focus on benefits, it is easier to get managers and employees involved. PENG is basically a model of ROI, showing what we get back for money invested.
74
What are the three types of benefits that the results of a project create? Give examples
* Direct result-impacting benefits – A faster cheaper way to commute between Malmö and Copenhagen
* Indirect result-impacting benefits – More tourism from Denmark and Europe due to being able to drive or take a train.
* Benefits that are hard to estimate – More career opportunities due to faster commute
75
What does MoSCoW stand for in a project setting? Explain. How can it be used?
MoSCoW is a method for evaluating requirements from the agile method. The method is used to prioritize what should be done in each sprint.
* Must – Necessary requirements that must be fulfilled for the results to be usable
* Should – Nice-to-have requirements that should be fulfilled to realize the Business Case
* Could – Non-obligatory requirements that could increase the value of the delivery
* Won’t – Requirements that are postponed until coming projects
76
What is a milestone plan and how is it used?
The milestone plan is a special version of the logical network, showing only the milestones of the project. The milestone plan is an excellent basis for communicating how the project will be executed. The activities of the project are hidden to give a clearer overview of the connection between the internal and external deliveries of the project. A milestone is a sub-goal on the course from the beginning to the end of the project. A milestone is something that must be achieved.
77
Two persons rides in a car. Person A says, “There is a coffee shop over there, do you think they have coffee?”. Person B answers, “Yes” and drives by the coffee shop. Person A gets irritated. Use the Shannon and Weaver communication model to explain what went wrong.
Communication is a two-way process. A message must be formulated so that the recipient interprets it in the manner intended. If this process doesn’t work, misunderstanding can arise.
In this example, Person A wanted to communicate that he wanted to get coffee by asking Person B if he thought that they sold coffee there. Person B did not interpret the question in the manner that Person A had intended. Person B just thought that Person A was asking an innocent question. The misunderstanding led to Person A getting irritated.
see chapter 6 for picture, the answer requires the picture
78
What is the purpose of a communication plan?
A communication plan is used to establish an infrastructure for communication. The plan is a tool to ensure that the right target group gets the right information in the right way at the right time. By planning communication paths, the risk of mistakes is minimized.
79
What are the criteria for defining level/type of communication?
It should suit your purpose and target group the best. It is often best to use several different channels to communicate your message.
80
What is the purpose of the six thinking hats?
It is an effective method of problem-solving that avoids the fixed positions that easily arise during heated debates. The method can also decrease the length of meetings. The method consists of six coloured hats:
• White hat – facts, information and objectivity
• Red hat – passion and feelings
• Black hat – problems, risks and logical negativity
• Yellow hat – Benefits, strengths and logical positivity
• Green hat – Creativity and innovation
• Blue hat – Summarizing, prioritizing and managing.
81
What are the benefits of visualizing your project?
Seeing plans and results daily increases the awareness of the project members of what is to be done and what must be prioritized.
82
Why is it important to keep a project diary?
The diary is an irreplaceable source of information in any disputes on what has been decided. Memories can change over time, but the written work cannot. The diary is also useful when compiling final reports for the project
83
What is the difference between a plan and a strategy?
* A strategy states the overall decisions on how to achieve the desired impact.
* A plan describes the steps (execution) required to reach the project goal and will likely change several times during the project.
84
Draw a sequential development planning model/Waterfall planning model
see book for picture, probably the best way to learn this card.
85
Draw a concurrent engineering planning model
see book for picture, probably the best way to learn this card.
86
Draw a Rolling Wave planning model
see book for picture, probably the best way to learn this card.
87
Draw an Agile Sprint planning model
see book for picture, probably the best way to learn this card.
88
What is Rolling Wave planning? Explain
Rolling wave planning is a method focusing on the closest time period of the project. Things that are done at an early stage of the project is planned in detail while the later parts are planned at a general level. By doing this, the effects of changes in the surroundings or in the project can be integrated into the plan.
89
What is concurrent engineering? Explain
In concurrent engineering you develop different parts of a product simultaneously. Everything is then fused together into a prototype for testing before the project moves ahead.
90
What are the advantages/disadvantages of concurrent engineering? Explain
* One of the advantages of concurrent engineering planning is that the project time is shortened. This is due to you making several parts at the same time.
* The disadvantages of concurrent engineering planning is that you are taking a bigger risk, since there is a risk that the different parts don’t fit together in the end.
91
What is sequential development planning? Explain
It is a planning method where you perform one activity after another. Each activity must be completed and approved before the project can “spill over” to the next activity.
92
What are the advantages/disadvantages of sequential development planning?
* One advantage is that this model has a relatively low risk since an activity has to be approved before moving on.
* One disadvantage of this model is that it takes a long time.
93
What are the 8 steps in the planning chain?
1. Determine the purpose and goal
2. Define the scope of the project
3. Compare with the requirements
4. Create a logical network
5. Plan activities
6. Draw up a schedule/bar chart
7. Map out the resource needs
8. Estimate costs
see book for picture chapter 6
94
What are the five resources usually needed in projects?
1. People – Employees, project members.
2. Equipment – offices, computer systems etc.
3. Time – Time invested on working on the project (20% or 100%?)
4. Money – You need money to pay employees, rent etc.
5. Materials – Include everything that will be used by the project.
95
You have been given the responsibility of planning your company’s appearance at a
fair. You have 3 months and 5 project members in total for the project.
There are 4 main activities in the projects:
1) Staffing, 2) Creating a booth, 3) Marketing, 4) Organizing products.
There are 2 milestones in the projects: 1) The booth is ready to be shipped; 2) The fair
takes place.
Draw how a WBS would look like for the project
see book / word document
96
You have been given the responsibility of planning your company’s appearance at a
fair. You have 3 months and 5 project members in total for the project.
There are 4 main activities in the projects:
1) Staffing, 2) Creating a booth, 3) Marketing, 4) Organizing products.
There are 2 milestones in the projects: 1) The booth is ready to be shipped; 2) The fair
takes place.
Draw how a Gantt Chart could look like
see word document or book
97
What does the Gantt Chart illustrate and why is it used?
The Gantt chart is an activity plan with a timeline. Activities are illustrated as bars, milestones as dots (black diamond) and dependencies as arrows. In this example you can see that the activity “ensuring finance” is scheduled to take 5 weeks, with the starting point being the first milestone, “initiating the project”. The first dependency is shown as an arrow. You cannot start the activity “signing contracts” before you have finished “ensuring financing”.
98
What does a logical network illustrate and why is it used?
A logical network is an activity plan showing the order in which the project activities will be performed by identifying dependencies.
see word document or book
99
What does resource histogram illustrate and why is it used?
The resource histogram is a compilation of the number of resources needed for the various activities per day. The histogram shows the resource usage over time. Resource histograms can be used to even out resources if too many resources are needed at the same time in a project by moving the activities. It is also an effective tool when resources are shared between different projects.
100
What does a Work Breakdown Structure illustrate and why is it used?
The project is goals are broken down into smaller parts, which can be illustrated in a hierarchical structure. The parts may consist of activities that needs to be done in order to achieve the goal. In the example with the fair you can see that there are sub-goals. In order to complete the goal of creating a Booth you need to fulfil the smaller parts.
101
To plan for uncertainties is an important aspect of project planning. Name two strategies to estimate uncertainties. Explain each of them.
1. The Lichtenberg Method
The Lichtenberg Method is good for when the uncertainty is time and cost. The method assigns each time and cost estimate with a measure of uncertainty, aside from an assessment of the most likely value. The maximum and minimum value provides limits for the uncertainty. See picture below:
2. PERT – Program Evaluation and Review Technique
PERT is an analysis model similar to that of Lichtenstein. The main differences between the two models are the weighting of the expected value and the standard deviation, .
Estimated likely value: Texpected = (TMax + 4Texpected + Tmin)/6
Standard deviation: S= (Tmax – Tmin)/6
Variance: V= S2
see word for picture and formulas. Will probably be important
102
Why is it risky to have the project manager select the project group?
The project manager will likely choose familiar people, with whom he has already worked with. This may lead to competent people being overworked and inexperienced people never getting the chance to prove themselves.
103
In a well-functioning matrix organization, how should the process of staffing the project group take place?
In a well-functioning matrix organization, with line managers who are competent resource owners, the project manager need only ask for the type and number of resources he needs for the project. The line manager then supplies the project manager with people having the right competencies.
104
What is a procurement process?
Everything that must be purchased externally can be seen as a small project within the project. This is a procurement process.
105
What are the 5 questions that should be answered ahead of procurement?
1. Should the procurement be performed?
2. What is to be procured?
3. How will the procurement be performed?
4. When will the procurement be performed?
5. Who is the supplier?
106
What are the different basic phases of a negotiation process? Describe them
1. Planning – A large proportion of the results of a negotiation is determined during the preparatory work. The most well-prepared party will succeed best.
2. Information exchange – Execution is usually initiated with a social phase. You create a social climate that facilitates the task of finding good solutions to the object under negotiation. Ask questions – this increases knowledge and creates initiative.
3. Bargaining – Can be likened to a dance – If I get… then you can have…”.
4. Closure – You decide upon a solution. It is important that you are detailed enough so no loose threads are left hanging since this can lead to later conflicts.
107
What is the difference between project cost and product cost?
* Project cost – Costs for the resources in the project
| * Product cost – Costs for materials needed to produce the result of the project
108
What is the lifecycle cost?
The lifecycle cost refers to all costs arising during all phases if a product’s lifecycle.
109
What are the two strategies to estimate costs during the planning phase of a project? Explain
1. Top-down – A rough estimate of costs by comparison with similar projects already executed.
2. Bottom-up – Detailed calculation based on a careful analysis of each activity in the project
110
What is the difference between direct and indirect costs?
* Direct costs – Can be attributed to a certain activity or cost unit.
* Indirect costs – Same as overhead costs and are common to several cost units. The costs are often distributed using financial key figures.
111
What is a self-costing estimate?
Self-costing estimate – Based on the idea that the project should bear all its own costs both direct and indirect costs.
112
Why does the project triangle play a big role when planning costs? Explain
There is a cost related to the fulfilment of each requirement. You will have to into account how many resources they require and what they cost. You will have to make a compromise between Quality, Time and Cost.
113
What is a contribution estimate and why is it useful?
Contribution estimate – Based on the project only being burdened with the costs that arise if the project is performed. The contribution estimate is useful in prioritizing between different course of action. The alternative that gives the largest contribution margin should be chosen.
114
What is a specific cost?
The cost that arises through execution of the project
115
What is a specific revenue?
The revenue that arises through execution of the project
116
How is the contribution margin calculated?
Specific revenue – Specific cost
117
How is the financial result calculated?
Revenue – cost
118
Why is the activity plan useful when estimating costs? Explain
It makes it easier see if the cost for an activity changes if you have connected the resources and cost of each resource to the activity.
119
How is the cost for a Scrum Team calculated?
Cost for a Scrum Team: D*N*C
D=Sprint duration (days)
N=Number of developers
C=cost/day per developer
120
How is the cost for an agile project calculated?
Cost for a project: S+P
S=Number of sprints
P=Cost for time spent by project owner
121
What is a resource histogram and how can it be used during planning?
A resource histogram shows resource are being used over time. It shows the advanced estimation of resources based on accrual-basis accounting and presents it in a graphical chart.
122
# Fill in the following table based on Lichtenberg’s method:
```
Cost estimation of uncertainty
Estimated average value
Estimated maximum value
Estimated minimum value
Estimated likely value
```
Fill in the following table based on Lichtenberg’s method:
Cost estimation of uncertainty How can it be calculated?
Estimated average value Cexpected =(Cmax+3Clikely+Cmin)/5
Estimated maximum value Cmax
Estimated minimum value Cminimum
Estimated likely value Clikely
123
What are the values of Clikely, Cmax, Cmin based on?
The values are based on experience from similar projects or estimates from groups with members having different ideas of the final costs.
124
Calculate the estimated average value of the following project: The estimate for a project shows that an activity will cost €1800. Usually the price is €1700, but it has sometimes it has been €1500 and in some cases €2000.
Cexpected = (€2000*+3*€1700+€1500)/5 = €1720
125
What are the estimated maximum and minimum values for the project above?
* Cmax = €2000
| * Cmin = €1500
126
What is the pay-back method and how can it be used?
It is an estimation on how long it takes before an investment (project) has earned back the capital invested.
127
What is the net present value method and how can it be used?
The NPV method value is a method for estimating investments, taking into account payments and expenditures that occur at different time points. In projects with a run time, it is often necessary determine reference points for comparing payments and expenditures over time. It is used since a payment today is worth more than a payment in a year due to inflation.
128
What is the internal rate of return method and how can it be used?
The method is based on determining the interest rate at which the NPV of the investment is zero.
129
You are planning a project with two different courses of action. Action A has a 20 percent probability of yielding revenue of €200,000 and a 80 percent probability of yielding losses of €40,000. Action B is estimated to yield revenue of €40,000 with a 40 percent probability, and a probability of 60 percent to yield losses of €10,000. What is the expected value of Action A and B?
Expected value of Action A:
20%*€200,000 – 80%*€40,000 = €8000
Expected value of Action B:
40%*€40,000 – 60%*€10,000 = €10,000.
Action B gives the best outcome and should be chosen, even though Action A can yield higher returns.
130
Tonnquist (2016) distinguish risk from uncertainty. Briefly explain the difference
Risk: An uncertain event with an uncertain consequence which makes the outcome hard to predict
Uncertainty: Relate to known events that have different outcomes depending on internal or external circumstances.
131
Briefly explain the process of risk identification
Through risk identification, possible risk events are found. A risk event is a single event that can affect the project in a negative direction. Risk identification is an interactive process that begins at the idea stage. During the pre-study, the situational analysis can be seen as a first risk analysis. You should use as many sources as possible to identify risks.
132
Tonnquist (2016) gives four example of risk categories. Name the categories and briefly explain them.
* Risks related to technology, quality and execution – untested technology, unrealistic goals, switching technical platform
* Risks related to project management – poor allocation of resources, poor planning, poor management of the project group
* Organizational risks – A lack of prioritisation, unclear financing and resource collision with other projects
* External risks – laws and regulations, labour conflicts, change in ownership, national risks etc.
133
Explain the difference between the mini risk method and the maxi risk method
The maxi risk method is an expansion of the mini risk method by adding three parameters, quality, time and resources. Instead of just using likelihood and consequences, consequences now consist of the three aforementioned parameters.
134
Once risks have been identified, what is the next step to be done in the planning?
The project manager determines which level of risk value should need an action and which he can live with. It is however the project owner who have the ultimate responsibility to determine what should be done based on the results of the risk analysis. For each measure that is to be performed, a person should be designated as responsible and it should be determined when the risk action must be performed.
135
What is risk response planning?
Once the risks have been identified, an action plan with strategies for realizing possibilities and handling risks. The opportunities that give the best results and the risk events that affect the project most should have the highest priority.
136
There are many risks that can be identified in risk planning, and it is often not possible to act upon all of them. What strategy should then be used to choose between risks? Explain
If you have many risks identified, it can be useful to use categorization. This can be done in several ways, like for instance based on risk level.
137
Give four example of risk response strategies? Explain each of them
1. Avoid risks – Change the project plan to eliminate the risk or protect the project from the effect of the risk
2. Transfer risk – Shift the risk to a third party, such as an insurance company
3. Reduce risk – Implement actions which decreases the likelihood and/or consequences of the risk
4. Accept risk – No changes are made to the project plan following the risk identification
138
According to Tonnquist (2016) quality management consists of quality planning, quality assurance and quality audit. What do these three aspects entail?
* Quality planning – Determine what quality standard the project should adhere to, how follow-ups are done, how changes are handled or if external quality assurers are used.
* Quality assurance – Is a way of preventing mistakes in manufactured products or avoiding problems when delivering solutions or services to customers
* Quality audit – About 20 percent of all events that occur contributes with about 80 percent of the outcome. It is called the 20/80 rule or Pareto principle.
139
What are the four dimensions of DISC? Describe each dimension
A theory based on the behavioural science research by Carl Gustav Jung. The DISC models identify our four primary behavioural dimensions – Dominance, Influence, Stability and Conscientiousness/Compliance. These are illustrated by the colours Red, Yellow, Green and Blue.
see book or word for picture
140
What phases are there in group development? What happens in each phase?
1. Affiliation and Security – Members are dependent on the project leader. They are concerned about security and strive to be accepted into the group. They want and need structure and expect the project manager to take charge and make decisions.
2. Opposition and Conflict – The group wants to break free from its dependence of the leader. Different opinions cause tensions and leads to conflict
3. Trust and Structure – The group have managed to overcome its conflicts and have more open communication. The commitment and willingness to collaborate increases.
4. Work and Productivity – The group has become a high-performing, high-efficiency team. The focus is on how to perform activities and achieve goals. It is fun to work together.
141
What is organizational culture and how does it affect a project?
1. Affiliation and Security – Members are dependent on the project leader. They are concerned about security and strive to be accepted into the group. They want and need structure and expect the project manager to take charge and make decisions.
2. Opposition and Conflict – The group wants to break free from its dependence of the leader. Different opinions cause tensions and leads to conflict
3. Trust and Structure – The group have managed to overcome its conflicts and have more open communication. The commitment and willingness to collaborate increases.
4. Work and Productivity – The group has become a high-performing, high-efficiency team. The focus is on how to perform activities and achieve goals. It is fun to work together.
142
What is organizational culture and how does it affect a project?
Organizational culture is a summary term for the dominating values, attitudes and behavioural norms within an organization. As a project manager it is important to be aware of the unwritten rules of the organization that affects what gets done and what governs decision making. What is perceived by the individual to be rewarding will be done.
143
What is the purpose of a Kick-off? What actions affect the purpose?
The purpose of a kick-off is to get support for the purpose and goals of the project among the project participants and other important stakeholders. It is an excellent occasion to delegate tasks and create a team-spirit, but also to build a common view how the project is to be executed. The kick-off should be outside of the company offices, otherwise people might work on daily tasks rather than focus on the project.
144
What are the four components of self-awareness?
* I know who I am
* I know how other think of me
* I know how my behaviour affects other
* I know how I am affected by others behaviour
145
Draw and explain the Johari Window
The quadrants represent a person in relation to others in the group. A change in one quadrant leads to a change in all the other quadrants. If you give feedback to others the façade shrinks, and if you receive feedback from others the blind spot shrinks. You want the Arena to be as big as possible.
* The Arena – What I know about myself and what others know about me
* The Blind Spot – What I don’t know about myself, but others do
* The Façade – What I know about myself, but other don’t. Also called the secret area
* The Unknown Self – Consist of thing neither I or others know about me
see word or book for modell picture
146
What is the most important aspects when giving feedback?
You must make it possible for the receiving party to understand what you are saying. Replace a culture of judgement with responsible feedback.
147
What is the most important aspect when receiving feedback?
It is important to truly listen to what is being said. Listening means being quiet, looking at the person who is talking and trying to understand what he wants to communicate.
148
What is self-leadership? What two dimensions are to be balanced?
Self-leadership is about having clear goals and knowing your priorities. This is important both for the work and private life and they need to be balanced. No one can work 24/7. It is important to make time for your hobbies, family and friends.
149
How is our decision making affected by different levels of stress?
When you become stressed, the ability to be objective and smart decreases. This can be illustrated by the stress funnel.
Green zone – Normal situation – Time for openness and sensitivity
Yellow zone – Focus on the task – “In the zone”
Red zone – Limited thinking – Cannot access the entire intellect.
150
What are the similarities and differences between being a manager and being a project manager?
Similarities: Vision & Goals, Prioritizing & Questioning, Resolving conflicts & problems and Helping employees grow.
Differences:
Superior/Manager = Long term, line management responsibility (HR) and focus on business
Project Manager = Short term, goal and delivery responsibility and focus on the project.
151
What is theory X and theory Y?
Theory X = Most people harbour reluctance toward work and responsibility. If management does not actively step in and manage, individuals will be passive or even counteractive. Rewards and punishments are effective methods in getting the job done.
Theory Y = It is natural for a person to make an effort, we want responsibilities. Management is in charge of providing resources and organizing them in order to achieve the goal. Management should strive to ensure that the individuals goals match those of the company.
152
McGregor says the leader gets the employees that he deserves, explain why.
If you do not delegate responsibility and authority, nothing will get done without detailed governance and control. If a manager shows confidence in the capacity of the employees, they will go to great lengths to avoid disappointing the manager.
153
What is the Pygmalion Effect and how can it be put to use in a project setting?
If a manager believe that you will perform good and show that you believe in the individual, the individual will most likely perform better. Attention goes a long way!
154
What is situational leadership according to Hersey? Explain
A situational leader is anybody anywhere who recognizes that influencing behaviour is not an event, but a process.
Situational leadership is a flexible tool that can help leaders of every kind (superiors, sales, reps etc.) to influence others more effectively.
155
# Fill in the following table:
What is the individuals level of knowledge and capacity? Does the individual have enough self-confidence and commitment? Leadership Style
What is the individuals level of knowledge and capacity? Does the individual have enough self-confidence and commitment? Leadership Style
Low Seldom Telling – Give specific instructions and perform frequent follow-ups
Low to medium Occasionally Selling – Describe the decision and open for clarification
Medium to high Often Participating – Share ideas and support decision making
High Usually Delegating – Hand over responsibility and ownership for performance and decision making
see word for table
156
Which are the steps of Maslow’s hierarchy of needs? What is the logic behind the levels?
1. Basic needs – Needs necessary for survival
2. Need of safety
3. Need of love and belonging
4. Need of esteem
5. Need of self-actualization
You need to fulfil the steps from low-to-high. If you’re basic needs are not fulfilled, you cannot fulfil your physiological needs or social needs.
157
62.Give examples of the different categories of benefits that the bridge between Malmö and Copenhagen can create. Motivate
new but wierd because it is like question 61 (in the google docs) but rephrased...
