SPM - 2 and 3 Flashcards
1
Q
is a series of actions directed toward a particular result
A
process
2
Q
The project management process groups include
A
- Initiating processes
- Planning processes
- Executing processes
- Monitoring and controlling processes
- Closing processes
3
Q
describes how things should be
done
A
methodology
4
Q
describes what should be done
A
standard
5
Q
- It is good practice to lay the groundwork for a project before it officially starts
- recognizing and starting a new project or project phase
- main goal is to formally select and start off projects
A
project pre-initiation
6
Q
Senior managers often perform several pre-initiation
tasks, including the following
A
- Determine the scope, time, and cost constraints for the project
- Identify the project sponsor
- Select the project manager
- Develop a business case for a project (see Table 3-2 for an example)
- Meet with the project manager to review the process and expectations for managing the project
- Determine if the project should be divided into two or more smaller projects
7
Q
main purpose is to guide execution
A
project planning
8
Q
Usually takes the most time and resources to
perform project execution
A
PROJECT EXECUTION
9
Q
- Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions
- Affects all other process groups and occurs during all phases of the project life cycle
- Outputs include performance reports, change requests, and updates to various plans
A
project monitoring and controlling
10
Q
- Involves gaining stakeholder and customer acceptance of the final products and services
- Even if projects are not completed, they should be closed out to learn from the past
- Outputs include project archives and lessons learned, part of organizational process assets
- Most projects also include a final report and presentation to the sponsor/senior management
A
project closing
11
Q
case study provides an example of using the process groups and shows several important project documents
A
JWD Consulting
12
Q
Three parts include of system’s approach
A
- Systems philosophy
- system analysis
- system management
13
Q
emerged in the 1950s to describe a more analytical approach to management and problem solving
A
systems approach
14
Q
an overall model for thinking about
things as systems
A
Systems philosophy
15
Q
problem-solving approach
A
Systems analysis
16
Q
address business, technological, and organizational issues before making changes to systems
A
Systems management:
17
Q
three sphere model for system management
A
- organization
- business
- model
18
Q
Perspectives on Organization
A
- structural frame
- human resource frame
- political frame
- symbolic frame
19
Q
- Focuses on roles, responsibilities, coordination, and control within an organization.
- Organizational charts help describe this frame.
A
structural frame
20
Q
Centers on harmonizing the needs of the organization with the needs of the people within it.
A
human resource frame
21
Q
Considers coalitions of various individuals and interest groups. Conflict and power dynamics are key issues in this frame.
A
political frame
22
Q
Deals with symbols and meanings associated with events, including culture, language, traditions, and image.
A
symbolic frame
23
Q
3 basic organization structures
A
- functional
- project
- matrix
24
Q
- is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization
- Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture
A
Organizational culture
25
Ten Characteristics of Organizational culture
1. Member identity*
2. Group emphasis*
3. People focus
4. Unit integration*
5. Control
6. Risk tolerance*
7. Reward criteria*
8. Conflict tolerance*
9. Means-ends orientation
10. Open-systems focus*
26
* Project managers must take **time to identify, understand, and manage relationships** with all project stakeholders
* Using the four frames of organizations can help meet stakeholder needs and expectations
stakeholder management
27
The **media have often reported** on mismanaged IT projects. A classic example and popular case
study is the baggage handling system at Denver International Airport (DIA).
media snapshot
28
* A very important factor in helping project managers successfully lead projects is the **level of commitment and support they receive from top management**
* Without top management commitment, many projects will fail
importance of top management commitment
29
Some projects have a senior manager
champion
30
how top management can help project managers
* Providing adequate resources
* Approving unique project needs in a timely manner
* Getting cooperation from other parts of the organization
* Mentoring and coaching on leadership issues
31
addresses the **authority and control for key IT activities** in organizations, including IT infrastructure, IT use, and project
management
IT governance
32
need for organizational commitment to it
* If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed
* Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects
* Assigning non-IT people to IT projects also encourage more commitment
33
**a collection of project phases** that defines
◦ what work will be performed in each phase
◦ what deliverables will be produced and when
◦ who is involved in each phase, and
◦ how management will control and approve work
produced in each phase
project life cycle
34
a **product or service produced or provided as part of a project**
deliverable
35
In early phases of a project life cycle
◦ resource needs are usually lowest
◦ the level of uncertainty (risk) is highest
◦ project stakeholders have the greatest opportunity to influence the project
36
In middle phases of a project life cycle
◦ the certainty of completing a project improves
◦ more resources are needed
37
The final phase of a project life cycle focuses on
◦ ensuring that project requirements were met
◦ the sponsor approves completion of the project
38
is a **framework for describing the phases** involved in developing and maintaining information systems
Systems Development Life Cycle (SDLC)
39
Systems development projects can follow
1. Predictive life cycle
2. Adaptive Software Development (ASD) life cycle
40
the scope of the project can be clearly articulated and the **schedule and cost can be predicted**
Predictive life cycle
41
requirements cannot be clearly expressed, projects are mission driven and component based, using **time-based cycles** to meet target dates
Adaptive Software Development (ASD) life cycle
42
has well-defined, linear stages of
systems development and support
Waterfall model
43
shows that software is developed using an **iterative or spiral approach** rather than a linear approach
Spiral model
44
provides for **progressive development** of operational software
Incremental build model
45
used for developing prototypes
to clarify user requirements
Prototyping model
46
used to **produce systems quickly** **without sacrificing quality**
Rapid Application Development (RAD) model
47
predictive life cycle models
1. waterfall model
2. spiral model
3. incremental build model
4. prototyping model
5. rapid application developement model (RAD)
48
* should occur after **each phase to evaluate the project’s progress,** likely success, and continued compatibility with organizational goals
* Management reviews
phase exits or
kill points
49
context of it projects
1. it projects can be very diverse in terms of tize, complexity, products produced
2. it team members can be very diverse
3. it projects use diverse technologies
50
recent trends in affecting it project management
1. globalization
2. outsourcing
3. offshoring
4. virtual teams
5. agile project management
51
is when an organization acquires goods and/or sources from
an outside source
Outsourcing
52
is sometimes
used to describe outsourcing from another
country
Offshoring
53
is a group of individuals who work across time and space
using communication technologies
virtual team
54
important issues regarding globalization
1. communication
2. trust
3. common work practices
4. tools
55
important suggestions regarding globalization
1. employ greater project discipline
2. think global but local
3. keep project momentum going
4. user newer tools and technology
56
virtual team disadvantages
1. isolating team members
2. increase potential for communicating problems
3. reducing the ability of team to network
4. increase dependency on tech
57
* is the **leading agile development method for completing projects** with a **complex, innovative scope of work**
* The term was coined in 1986 in a Harvard Business Review study that compared highperforming, cross-functional teams to the scrum formation used by rugby teams
scrum
