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Project Management > Week 1, chap 1,2,3,4,5,6,17 > Flashcards

Week 1, chap 1,2,3,4,5,6,17 Flashcards

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1
Q

What is the purpose of organizing an operation?

A

To increase efficiency. The goal is to optimize the usage of the resources available (since resources always are limited)

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2
Q

In the organizational theory, what does the structure of an organization include?

A

Visible components, such as:

Functions
Positions
Hierarchies
Titles and ranks

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3
Q

What do we mean with the “culture of the organization”? Examples of organizational culture elements.

A

Culture is the description of the dominating values, attitudes and behavioural norms in an organization.

Cultural elements = values, norms, language, symbols, leadership, motivation

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4
Q

What is “Lean”?

A

Relates to optimization of workflow efficiency, which requires there to be unallocated capacity in each step of a process to handle the unexpected.

Everything that doesn’t create value for the customer is eliminated.

Long-term perspective and constant improvement.

Focus on respect, flow and transparency.

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5
Q

What are the risks associated with traditional resources allocation?

A

Queues are often created, which cause delays and might give rise to new needs that must be handled through activities that are not generating value

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6
Q

In which type of business activity is it easier to achieve high workflow efficiency?

A

In activities that includes similar products and where the variation of customer demand is low

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7
Q

Describe the 4 levels that describe Lean.

A
  1. Values - how the organization should act
  2. Principles - How the organization should think
  3. Methods - What the organization should do
  4. Tools - What the organization should use
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8
Q

What does the Japanese concept “Kaizen” mean?

A

Kaizen means “constant improvement”. Never be satisfied.

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9
Q

What is an organizational plan?

A

A way of showing a company’s formal organization as a hierarchy. Shows how the organization is supposed to function and how tasks, responsibilities and authorities are distributed.

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10
Q

Give 2 limitations of an organizational plan.

A
  1. The plan doesn’t show informal links between individuals within different units.
  2. The traditional decision paths and delegation methods, as shown on the organizational plans, doesn’t work well in networks.
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11
Q

When is a project a suitable work form?

A

When there is a need to temporarily coordinate different parts of an organization OR need to link resources from different companies and organozations

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12
Q

How is work organized in a hierarchical organization?

A

Line organization. Work assignments and decision-making process are arranged in lines from top to bottom.

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13
Q

What are the 2 weaknesses of a hierarchical organization?

A

The space for the individual is small and hard to adapt to changing external factors.

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14
Q

How is work organized in a matrix organization?

A

Employees work both vertically in “line” and cross-functional. Different groups solve specific work tasks. Flexible.

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15
Q

What are the weaknesses of a matrix organization?

A

Dual decision paths, means that managers need to put more effort in formulating goals and prioritize.

Diffuse boundary between line and projects.

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16
Q

What are the two main differences between a weak matrix and a strong matrix?

A

A weak matrix is an organization where the hierarchical structure dominates and the project manager has low status.

In a strong matrix the projects dominates.

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17
Q

What are the three main characteristics that define a process?

A
  1. A sequence of connected activities
  2. Refines a product or service to fulfill a need
  3. Has at least one supplier of inputs and one customer who receive the output
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18
Q

What is the difference between the core process and the support process?

A

The core process relates to the workflow and tasks that lead to the result of the project.

The support process consist of activities with outputs that are necessary for executing the core process.

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19
Q

Draw a typical project lifecycle

A

(Idea) -> Pre-study -> Planning -> Execution -> Closure -> (Impact)

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20
Q

Explain the Idea phase (in the project life cycle)

A

To make it possible for management to assess and compare the project to other project ideas. Make a decision if initiate a pre-study

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21
Q

Explain the Pre-study phase (in the project life cycle)

A

Decreases uncertainties, analysing the bases for executing the project. Requirements, scope, solutions, stakeholders, assess business benefits

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22
Q

Explain the Planning phase (in the project life cycle)

A

Choose a method for realization and make a plan for how to achieve the goals. Define activities, organize resources, calculate costs, handle risks.

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23
Q

Explain the Execution phase (in the project life cycle)

A

Results are created and handed over. Follow up on activities and costs. Analyse deviations and handle changes.

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24
Q

Explain the Closure phase (in the project life cycle)

A

Evaluate the project, take advantage of lessons learned and phase out the project group

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25
Explain the Impact phase (in the project life cycle)
Ensure that benefits are realized and followed up on
26
What is a decision point in the project model?
A tool for the project owner to manage and control the project. Usually a decision meeting is held in connection to passing a decision point. A tollgate can be passed only when the results of the previous phase has been approved.
27
What are the 4 decisions that can be taken at a decision point?
1. Continue the project as planned 2. Go back and make changes or add something 3. Put the project temporarily on hold/pause 4. End the project
28
What are the traditional tasks of a project owner?
Overall responsibility for the project, in charge of business impact goals, selects a project manager and allocates resources, initiates, follow up and terminates the project, appoints and chair the steering committee, in charge of pre-study and business impact realization
29
What are the traditional tasks of the steering committee?
The decision-making body, ensures that the project is in line with the overall goals, determines the project plan and approves the result, reviews results and decides on changes, handling business opportunities/changes
30
What are the traditional tasks of the project manager?
Deliver a result to the project owner/sponsor through managing the project group. Ensure that the goal is achieved, plan the project, delegate and follow up on activities, solve problems and handle conflicts, communication and motivation, report outcomes, handle risks and changes, lead meetings.
31
What are the traditional tasks of the project group?
To carry out the planned activities. Ensure that delegated tasks are performed, report performance, comply with routines and methods, propose improvements, participate in meetings
32
What are the similarities between agile methods and Lean?
Both agile and Lean focus on collaborative teams, avoid unnecessary work and visualizing projects on board
33
What are the four pillars of the agile manifesto?
1. Value individuals and interactions over processes and tools 2. Value working software over comprehensive documentation 3. Value customer collaboration over contract negotiation 4. Value responding to change over following the plan
34
Name the 12 agile principles
1. Our highest priority is to satisfy the customer 2. Welcome changing requirements, even late in development 3. Deliver frequently 4. Business and developers must work close together 5. Build teams around motivated individuals and give them support 6. Communicate face-to-face 7. Functional results are the primary measure of progress 8. Strive for sustainable development 9. Continuous attention to technical excellence and good design enhances agility 10. Simplicity and minimizing waste are essential 11. Self-organizing teams 12. Reflect regularly on how to become even more effective
35
Why are agile methods particularly good in complex and uncertain environments?
Easy to react quick (short sprints and frequent deliveries) Easy to often reflect and apply lessons learned Follow up daily.
36
What is Scrum? What does it mean in practice?
Scrum is an agile method for developing and administrating complex products. It mean to divide the task into several stages pf equal length (2-4 weeks) = sprints. In each sprint there is a set of things to do, before finish the task and continue with next sprint.
37
What are daily Scrum meetings?
They are short, daily, follow-up meetings. Each team member summarize what he did yesterday, what he is going to do today and if there are any obstacles
38
What are the five conditions needed for a cohesive self-organizing team?
1. Size. Not too small, not too big. Between 3-9 people. 2. Have a clear and common goal 3. Must have the competence necessary to carry out the task 4. Everyone should spend most of their time on the project 5. The staffing should be fixed
39
What are the three components of a Kanban Board?
Planned work tasks Work-in progress Finished
40
In Agile project management, what are the tasks of the product owner?
Handling the product backlog and take charge of the requirements and prioritizing what should be done. Also approves the results of each sprint.
41
In Agile project management, what are the tasks of the Scrum master?
To coach the team and ensure that agile methodology is used. Facilitate collaboration, clear obstacles and help the team so that work is efficient
42
What are the main differences between the traditional project management and agile project management?
In agile projects, the whole team is responsible for the result delivered as well as to plan and organize the work. Also, in agile projects, the Scrum master has less mandate then a traditional project manager
43
What is the definition of a project?
A project has a: 1. Specific goal 2. Specific time period 3. Specific resources 4. Unique work arrangements
44
What is the purpose of forming a business case?
It is the basis for investment for the organization. Shows if a project is profitable and feasible on an overall level and the benefits that is expected
45
What does SMART mean in a project setting?
``` Specific Measurable Accepted Realistic Timed ```
46
What needs to be specified in a project charter?
1. Background 2. Goals and purpose 3. Who are the project owner and client 4. When should the project be executed 5. The project's budget limit
47
What is the purpose of a requirement specification? Why is it sometime difficult to make such a document?
A requirement specification defines what the project should deliver and what is needed of the project. It requires that the requirements are known and documented. Unfortunately they often change. Balance between too many and too few.
48
What does WBS stand for?
Work Breakdown Structure
49
What are the benefits with a WBS?
It facilitates the work of identifying activities and planning milestones. Also helps when resources are allocated and assess costs
50
What information should be given in a work package?
1. What must be done 2. The time it takes to execute 3. The cost of executing 4. The resources required for executing
51
What does the 100% rule describe?
The sum of the work at the lowest level should be the same as the sum of the work at the highest level
52
What are the purpose of asking "why?" several times? (Total Quality Method)
It helps you get to the root of the problem, rather than dealing with just a symptom
53
What are the labels in the project triangle?
Quality, Time, Resources
54
What is the purpose of the triangle and how should it be used?
Shows the project's delimitations. Determine which of the factors is most important. Prioritize how to compromise
55
What is a SWOT analysis? How is it used in a pre-study setting?
A situational analysis if internal strengths and weaknesses, as well as external opportunities and threats. The conclusions of the analysis serve as the basis for planning and risk response
56
What different groups of stakeholders exist? What are the basis for the classification?
Core stakeholders - prime movers and decision makers in the project. Usually project governance and organization Primary stakeholders - highly affected by the project, want to influence it Secondary stakeholders - relatively low interest
57
What is PENG analysis and how should it be used?
A method for forecasting beneficial impacts of investments. Used in the pre-study phase, and makes it possible to influence the results of the project at an early stage and formulate accurate requirements.
58
What are the three types of benefits that the result of a project creates?
1. Direct result-impacting benefits (green) 2. Indirect result-impacting benefits (yellow) 3. Benefits that are hard to measure (red)
59
What does MoSCoW stand for?
Must: must-have for the success of the project Should: nice to have Could: are within competence and time-schedule, but not mandatory Would: would like to have, but only of time fram allows it
60
Why and how should MoSCoW be used?
To prioritize requirements. The requirements needed for the project need to be within budget.
61
What is a milestone plan and how is it used?
A version of the network of activities, where the milestones are reformulated as goals and are the only thing that shows. (the activities are hidden). Gives an overview of the connection between internal and external deliveries.
62
What are the stages in Shannon and Weavers communication model?
Sender -> Message -> Encoding -> (Interference) -> Decoding -> Receiver -> Effect -> Feedback
63
What are Kolb's different learning styles and why do we need to mix them in projects?
Active experimenting: learn by testing Concrete experience: learn by experiencing and making things happen Reflective observation: learns by study how others do Abstract thinking: learns by gaining understanding of the logic and models
64
What is the purpose of a communication plan?
A tool to make sure that the right target group gets the right information in the right way at the right time.
65
What are the criteria for defining level/type of communication?
Chose the type of communication that best suits your target group and message the best
66
What is the purpose of the 6 thinking hats?
Its an effective method of problem-solving that avoids fixed positions in an obstacle, which help to decrease length of meetings
67
What are the benefits of visualizing your project?
When you see plans and results daily it increases your awareness of what is to be done ans prioritized.
68
Why is it important to keep a project diary?
An important source of information in any dispute. Written words never gets forgotten.
69
What does the concept "collective memory" stand for?
The sum of all experience within an organization/group
70
What is the difference between knowledge and competence?
Knowledge is something you can take in and learn. Competence appears only when you transform knowledge into action
71
What are the different parts in the knowledge management loop?
Feedback, Goal analysis, Needs analysis, Knowledge gap, Goals and requirements, Education/knowledge, Evaluation
72
What is the difference between tacit and explicit knowledge?
Tacit knowledge can't be described in words. It has to been seen or experienced to pass on. Explicit knowledge can be described and shown in graphs/words/images.
73
Give examples of tacit and explicit knowledge.
Tacit: ride a bike, play an instrument, humour, leadership Explicit: Calculate 1+1, tie your shoes, how to write
74
What are Kotter's 8 steps required for change projects to succeed?
1. Create a sense of urgency 2. Get a team onboard with high "informal" status, from different parts of the organization 3. Create a vision 4. Communicate the vision 5. Delegate the mandate to act 6. Generate short-term gains 7. Widen the efforts 8. Create a lasting change
75
What do "motivators", "enablers" and "triggers" refer to?
About identifying the unwritten rules, to see what drives the employees. Motivators: what is seen as most important? ex. wage, work content, career paths Enablers: who provides the rewards? Triggers: how should you behave to get rewarded?
76
What are the four rooms for change?
A theory that describes change as a motion between 4 psychological phases. 1. Satisfaction of the old 2. Censorship, defending 3. Confusion, acceptance 4. Renewal, inspired
77
Describe a strategy to get support for coming changes in an organization.
"Think drop" - planting an idea in the bottom of the organization to see if it can travel all the way to the top. If so, it will be something that everyone feel they can support.

Project Management (4 decks)

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