projman Flashcards
1
Q
A temporary endeavor undertaken to create a unique product, service, or result
A
Project
2
Q
Group of related projects designed to accomplish a common goal over an extended period of time
A
Program
3
Q
Manages temporary, non-repetitive activities and frequently acts independently of the formal organization
A
Project Manager
4
Q
Factors leading to the increased use of project management:
A
Compression of the product life cycle
Knowledge explosion
Triple bottom line (planet, people, profit)
Increased customer focus
Small projects represent big problems
5
Q
A methodology emerged out of frustration with using traditional project management processes to develop software
A
Agile Project Management
6
Q
Example of Agile Project Management
A
Beta Testing
7
Q
Consists of the formal, disciplined, purely logical parts of the process
A
The Technical Dimension (The “Science)
8
Q
Involves the contradictory and paradoxical world of implementation
A
The Sociocultural Dimension (The “Art)
9
Q
Two main reasons project managers need to understand their organization’s mission and strategy:
A
So they can make appropriate decisions and adjustments
So they can be effective project advocates
10
Q
Process of assessing “what we are” and deciding and implementing “what we intend to be and how we are going to get there”
A
Strategic Management
11
Q
4 Activities of the Strategic Management Process
A
Review and define the organizational mission
Analyze and formulate strategies
Set objectives to achieve strategies
Implement strategies through projects
12
Q
Implementation of Projects without a strong priority system linked to strategy create problems (3)
A
- Implementation Gap
- Organization Politics
- Resource Conflicts and Multitasking
13
Q
Lack of understanding and consensus of organization strategy among top and middle-level managers
A
The Implementation Gap
14
Q
Project selection may be based not so much on facts and sound reasoning as on the persuasiveness and power of people advocating projects
A
Organization Politics
15
Q
A multi-project environment creates that problems of project interdependency and the need to share resources
A
Resource Conflicts and Multitasking
16
Q
Project Classification (3)
A
Strategic Projects
Compliance
Operational Projects
17
Q
Is a series of gates that a project must pass through in order to be completed
A
Phase Gate Model
18
Q
Projects of strategic importance to the firm
A
Nonfinancial Criteria
19
Q
Checklist models
A
Two Multi-Criteria Selection Models
20
Q
Use several weighted selection criteria to evaluate project proposals
A
Multi-Weighted Scoring Models
21
Q
Measures the time the project will take to recover the project investment
A
Financial Criteria: The Payback Model
22
Q
Deciding whether the project fits with the organization strategy
A
Project Classification
23
Q
involve evolutionary improvements to current products and services
A
Bread and butter
24
Q
revolutionary commercial advances using proven technology
A
Pearls
25
involve technological breakthroughs with tremendous commercial potential
Oysters
26
showed promise at one time but are no longer viable
White elephants
27
A hierarchical outline of the project with different levels of detail
Work Breakdown Structure (WBS)
28
original parameter is fixed
Constrain
29
a criterion should be optimized
Enhance
30
a criterion is tolerable not to meet the original parameter
Accept
31
Five General Steps for Collecting Project Information
Defining the Project Scope
Establishing Project Priorities
Creating the WBS
Integrating the WBS with the organization
Coding the WBS for the Information System
32
Provides detailed information about each element in the WBS
WBS Dictionary
33
Top management decides to implement the project, and different segments of the project are distributed to appropriate areas
Functional Organization
34
It is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project
Functional Organization
35
operate as units separate from the rest of the parent organization
Dedicated Project Teams
36
The project manager recruits necessary personnel from both within and outside the parent company
Dedicated Project Teams
37
negative dimension to dedicated project teams. A we-they attitude can emerge between project team members and the rest of the organization
Projectitis
38
Defines:
Levels and elements in the WBS
Organization elements
Work packages
Budget and cost information
WBS Coding System
39
This project management structure's advantages are:
No change
Flexibility
In-depth expertise
Easy post-project transition
Functional Organization
39
This project management structure's disadvantages are:
Lack of focus (silo thinking)
Poor integration
Slow
Lack of ownership
Functional Organization
40
This project management structure's strengths are:
Simple
Fast
Cohesive
Cross-functional integration
Dedicated Project Teams
41
This project management structure's weaknesses are:
Expensive
Internal strife
Limited technological expertise
Difficult post-project transition
Dedicated Project Teams
42
A hybrid organizational form in which horizontal project management structure is overlaid on the normal functional hierarchy
Matrix Structure
43
There are usually two chains of command, one along functional lines and the other along project lines (T or F)
True
44
Project participants report simultaneously to
both functional and project managers
45
It provides dual focus between functional or technical expertise and project requirements
matrix structure
46
It attempts to achieve greater integration by creating and legitimizing the authority of a project manager
Matrix Structure
47
Teams work on multiple projects as well as being capable of performing normal functional duties (T or F)
False (Individual not Teams)
48
Very similar to a functional approach with the exception that there is a formally designed project manager responsible for coordinating project activities
Weak Matrix
49
Functional managers are responsible for managing their segment of the project
Weak Matrix
50
Functional Manager acts as a staff assistant who draws the schedules and checklists, collects information on the status of the work, and facilitates project completion (T or F)
False (Project Manager)
51
Project manager is responsible for defining what needs to be accomplished. The project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, set schedules, and monitors progress
Balanced Matrix
52
In a balanced matrix, the Project Managers are concerned with how it will be accomplished. They are also responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the Functional Manager (T or F)
False (Functional Manager, Project Manager)
53
Project manager controls most aspects of the project, including scope trade-offs and assignment of functional personnel. The project manager controls when and what specialists do and has final say on major project decisions
Strong Matrix
54
The functional managers have title over their people and are consulted on a need basis. The functional managers serve as subcontractors for the project
Strong Matrix
55
Advantages:
Efficient
Strong project focus
Easier post-project transition
flexible
Strong Matrix
56
Disadvantages:
Dysfunctional conflict
Infighting
Stressful
slow
Strong Matrix
57
A centralized unit within an organization or department that oversees and supports the execution of projects
Project Management Office (PMO)
58
Plays a critical role in helping matrix systems mature into more effective project delivery platforms
Project Management Office (PMO)
59
tracks and monitors project performance
Weather station
60
improves project execution
Control tower
61
provides the organization with a cadre of trained project managers and professionals
resource pool
62
has direct authority over the project
Command and control center
63
A system of shared norms, beliefs, values, and assumptions that binds people together, thereby creating shared meanings
Organizational Culture
64
Project managers can interact with:
The culture of their parent organizations as well as the subcultures of various departments
The project’s clients or customer organizations
Other organizations connected to the project (suppliers and vendors, subcontractors, consulting firms, government and regulatory agencies, and community groups)
65
metaphor describing the relationship between organizational culture and project management. Culture is the river and the project is the host
“Riverboat trip”
66
4 parts of project life cycle
Defining, Planning, Executing, Closing
67
Develop a business case and define the project on a broad level (justification of your project)
Project Initiation
68
Top management: initiates the project
functional org
69
project manager: initiate the project
dedicated project teams
70
lays out the project roadmap; crucial to the project's success
Project Planning
71
executing/doing the actual work
Project Execution
71
runs simultaneously with your execution phase
Project Monitoring and Controlling
72
End of the project; termination of contracts
Project Closing
73
the kickoff, laying the groundwork for a successful road ahead
Project Initiation Phase
74
Develop a business case and define the project on a broad level; Creating your project charter; project scope; Identify key project stakeholders
Project Initiation
75
Next (2nd) step in the project initiation phase
Project Charter
76
Formally documents how the project will be managed
Project Charter
77
In project charter, project scope, high-level objectives and deliverables, individual roles and responsibilities is included (T or F)
False (Team Member not Individual
78
In project charter, specific resources needed, timelines, costs, potential risks and problems, dependencies, and success criteria are included (T or F)
True
79
A second document to explain in greater detail all of the work that needs to be executed to complete all the project successfully
Project Scope
80
List of final deliverables, available resources, inclusions, exclusions, restraints, tasks, and milestones
Project Scope
81
A project scope is designed to keep your project from exceeding time and budget goals (T or F)
True
82
Teamwork is crucial towards a project’s success (T or F)
True
83
Each team member’s -- must be clear and understood
roles and responsibilities
84
Project Charters, scope, and roles and responsibilities are carried over and expanded upon during the PROJECT PLANNING PROCESS (T or F)
True
85
Defines the value a project will deliver, documenting the rationale for undertaking it and explaining how it aligns with the organization's high-level strategic goals
Business Case
86
In a business case, the project manager owns this step in the process (T or F)
False (Project sponsor)
87
A business case may be presented to the executive team and any other project stakeholders, who will determine if the project is worth pursuing (T or F)
True
88
The project's success often depends on the support and participation of its --
Stakeholders
89
Stakeholders are anyone affected by the project like the project sponsors, business experts, team members, customers, and top management (T or F)
False (top management is not included)
90
Person or entity who has requested the project
Project Sponsor
91
Also known as the project management plan
Project plan
92
Document that describes how the project will be executed, monitored, and controlled, and closed
Project Plan
93
A project plan outlines the objectives and scope of the project and serves as an official point of reference for the project team, larger company, and stakeholders (T or F)
True
94
A project plan is created during the execution phase and is a compilation of several other documents (T or F)
False (created during project planning phase)
95
The project management plan is formally approved at the beginning of the project and then progressively updated throughout the course of the project (T or F)
True
96
Project planning is a crucial stage that comes right after initiation in project management phases (T or F)
True
97
Through proper planning, you streamline the entire project into a series of steps and ensure the availability of all the resources on time (T or F)
True
98
Time, scope, costs, and mitigation plans are discussed in the project planning process. (T or F)
False (mitigation plans are developed after the identification of potential risks)
99
Constraints happen when you have a set of requirements from a project, a deadline for completion, and other characteristics that put a limit on how you can approach the project (T or F)
True
99
General restrictions that limit the project portfolio management in a particular domain
Project Constraints
100
In all cases, one person can fill multiple roles, such as having a designated emergency contact, a role that adds few additional work hours to a person’s schedule (T or F)
False (Not ALL cases but SOME cases only)
101
In other cases, multiple people may hold identical roles, as when your project requires multiple software engineers (T or F)
True
102
What is the term when you are assuming the expected financial cost of the project?
Budget
103
What is the term when knowing what you are going to do (and what not do?)
Project Scope
104
It is the phases of your project and the length of time you can reasonably expect them to be completed
Timeline of Project
105
Prioritize tasks according to importance and dependencies (T or F)
True
106
a product, result or capability
Deliverables
107
Project timeline, resources per step, and other kinds of information are included when creating a project schedule (T or F)
True
108
Project scope, resources, project delays, and failures of technology or communication is included when doing a risk assessment (T or F)
True
109
Upon completion of project plan, communicate it CLEARLY only with the team members (T or F)
False (you must communicate it to ALL involved not only the team members)
109
Longest phase in the project life cycle and the most demanding
Executing a project/ Execution phase
110
continuous tracking the project’s progress and ensure that the milestones and deliverables stick to the project schedule is included in the execution phase (T or F)
True
111
the execution stage always happens in concurrence with the next phase – project controlling and monitoring (T or F)
True
112
Give atleast 1 common challenges in executing a project
a lack of common understanding
uninvolved sponsors
misalignment with strategic project objectives and goals
poor change management processes
ineffective corporate governance
poor leadership
112
3 main objectives of the project execution phase
Managing people, managing processes, managing communication
113
Project Deliverables, Change Requests, Performance Data, Issue Log, Documentation Updates are the outputs produced during the execution phase (T or F)
True
114
Measuring the progress regularly is the 2nd step in project execution (T or F)
False (it is the 5th step)
114
Empowering your team to make decisions is the last step in project execution (T or F)
False ( it is the 2nd step)
115
It's the responsibility of the project manager to consistently maintain effective project team collaboration with the project stakeholders. You need to share the project’s progress with all stakeholders throughout this phase frequently (T or F)
True
116
When controlling the scope, you cannot and should not avoid all change requests (T or F)
True
117
When delegating tasks to get work done effectively, you should not enable your team and build their confidence by making them responsible for a small part of the project (T or F)
False (you should enable your team and build their confidence by making them responsible for a small part of the project)
118
An empowering environment is a sufficient motivator for team members that encourages them to go above and beyond. (T or F)
True
119
You cannot give your team enough authority to make decisions and take the necessary steps to fulfill the plan (T or F)
False (you should give them enough authority as one of the strategies for execution is empowering your team to make decisions
120
A project does not have a defined life span. It only has a beginning (T or F)
False (a project has a defined life span with a beginning and end)
121
5 major characteristics of a project
has an established objective
has a defined life span with a beginning and end
involves several departments and professionals
involves doing something never been done before
has specific time, cost, and performance requirements
122
A project sponsor must induce the right people at the right time to address the right issues and make the right decisions (T or F)
False (it should be the project manager)
123
A continuous iterative process aimed at developing an integrated and coordinated long-term plan of action
Strategic Management
124
2 Major Dimensions of Strategic Management
Responds to changes in the external environment and allocates the firm's scarce resources to improve its competitive position
Internal responses to new action programs aimed at enhancing the competitive position of the firm
125
4 activities of the Strategic Management Process
1. Review and define the organizational mission
2. Analyze and formulate strategies
3. Set objectives to achieve strategies
4. Implement strategies through projects
126
Characteristics of Objectives
SMART
127
An incremental, iterative process referred to as -- to complete projects
Rolling Wave
128
This identifies the scope of the organization in terms of its products and services
Mission statements
129
Formulating strategy answers the question "what we want to become" (T or F)
False (Mission identifies "what we want to become"; formulating strategy answers "what needs to be done to reach objectives"
130
This translates the organization into specific, concrete, measurable terms
Objectives
131
Mission statement answers in detail where a firm is headed and when it is going to get there (T or F)
False (it's objectives that answers in detail where a firm is headed and when it is going to get there; mission statement identifies the scope of the organization in terms of its products and services)
132
You should not prioritize projects by the top management (T or F)
False
133
Depicts how the firm has organized to discharge work responsibility
Organization Breakdown Structure (OBS)
134
An organization breakdown structure identifies the organization units responsible for work packages (T or F)
True
135
This provides a framework to summarize organization unit work performance
Organization Breakdown Structure (OBS)
136
A second documeny created to explain in greater detail all of the work that needs to be executed to complete all the projects successfully
Project Scope
137
A work process which has multiple steps (first part to end game or goal)
Project Management
