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IT Project Management > Ch5-6 Midterm > Flashcards

Ch5-6 Midterm Flashcards

1
Q

Reasons for growth in Project Organizations

A
  • first to market advantage
  • requires inputs from diverse areas of specialized knowledge
  • rapid expansion of technological capabilities
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2
Q

Pros and Cons of Functional Organizations

A

Pros

  • max flexibility in the use of staff
  • individual experts used across diff projects
  • experts can be grouped to share knowledge
  • functional division is the base of techological continuity
  • functional divison contains normal path of advancement

Cons

  • functional divison focuses on activities of that function
  • no individual is given full responsibility
  • slow client response
  • tendency to suboptimize the project
  • motivation is weak
  • not a hollistic approach
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3
Q

Pros and Cons of Projectized Organizations

A

Pros

  • PM has full authority
  • all members report to the PM
  • expertise can be retained for similar projects
  • strong identity / high motivation
  • supports a holistic approach

Cons

  • duplication of resources or managers,
  • stockpile of resources and skills. expensive,
  • high tech projects lack interest in business objectives
  • Inconsistent policies
  • projectitis (worry about what will happen after project)
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4
Q

Matrix Organizations is a…. of …. and….

A

hybrid of Functional and Projectized (standalone projects) Organizational structures

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5
Q

Virtual projects crosses … …. …. … boundaries

A

time
space
organizational
cultural

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6
Q

Virtual Projects are facilitated by

A

the internet

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7
Q

When are Functional Orgs selected?

A
  • in-depth application of technology

- investments are in one functional area

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8
Q

When are Projectized Orgs selected?

A
  • when org handles a number of similar projects (ex: construction projects)
  • handling highly specific projects
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9
Q

When are Matrixed Orgs selected?

A
  • needs inputs from multiple functional areas

- projects that use technology from several departments

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10
Q

Process of Project Selection (6)

A
  1. Define desired deliverables
  2. Break down deliverables into tasks
  3. Arrange key tasks by sequence and arrange them into work packages
  4. Determine org units to carry out the work packages
  5. List special characteristics or assumptions of project
  6. Choose a project form (weigh pros/cons)
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11
Q

Purpose of PMO

A
  • set standards for all projects
  • set good PM practices across the firm
  • project goals = parent org strategy
  • facilitator of projects, not the doer
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12
Q

4 Guidelines for Successful PMO

A
  1. Identify quantifiable measures
  2. Set realistic deadlines
  3. Acquire needed resources
  4. Establish credibility
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13
Q

Project Charter Meeting Outcomes are (4)

A
  • technical scope defined
  • roles and responsibilities accepted
  • due dates/budgets noted
  • risk management group formed
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14
Q

Project Charter Elements (PORRE)

A

Purpose= define goals

Overview = high level view of objectives

Resources= project budget; cost monitoring; contractual items

Risk Management Plans= potential threats to project
Evaluation Methods= evaluate project against standards

Objective= define goals in detail (priorities, profits..)
Schedule = milestones events or phase-gates
Stakeholders= list of stakeholders
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15
Q

Define Work Breakdown Structure and PMBOK definition

A

project deliverable that breaks down of teams work into manageable sections

OR

deliverable orientated hierarchical decomposition of work to be executed by the project team

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16
Q

Steps to create a WBS (6)

A
  1. Task breakdown in successive levels
  2. Identify data for each work packages
  3. Cost the work package
  4. Schedule the work package
  5. Examine the resource use
  6. Examine the schedule
17
Q

RACI matrix what it stands for and what it keeps track of

A 
Responsible = peson "assigned the work"
Accountable= ultimate owner
Consult= person to ask before making decisions
Inform= person to tell once a decision has been taken

Keeps track of:

  • who approves what
  • who to notify
18
Q

Subprocess of Risk Management (MIQQRMM)

A 
Risk Management Planning
Risk Identification
Qualitative Analysis
Quantitative Analysis
Risk Response Planning
Risk Monitoring and Control
Risk Managment Register
19
Q

3 Tools used for Quantitative Analysis

A

FMEA
Decision Trees
Monte Carlo Simulations

20
Q

How does FMEA work?

A
  1. List the ways a project can fail
  2. evaluate Severity (S) of each failure
  3. estimate Likelihood (L) of the event occurring
  4. Identify inability to detect (D) the failure
  5. RPN = SxLxD –> Risk priority number
  6. Consider ways to reduce SLD. High RPN = high risk.

IT Project Management (4 decks)

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