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Chapter 1 Flashcards

1
Q

Attributes of a project (6)

A
  • Unique purpose
  • Temporary
  • developed using progressive elaboration
  • needs resources
  • needs primary customer/ sponsor
  • involves uncertainty
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2
Q

project sponsor

A

provides direction and funding

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3
Q

triple constraint

A

scope, time, and cost. Figure out which is most important, and pursue it at the cost of the others

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4
Q

Project management

A

the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

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5
Q

Stakeholders (7 examples)

A

people involved in or affected by project activities

-project sponsor, team, support staff, customers, users, suppliers, opponents

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6
Q

Project management knowledge areas (10)

A

Scope, time, cost, quality, human resources, communications, risk, procurement, stakeholder, integration

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7
Q

project management tools and techniques

A

tools that assist in doing work in the 10 knowledge areas. (ie. Gantt charts, project network diagrams, critical path analysis)

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8
Q

3 criteria of Project success

A

1) Met time, scope, and cost goals
2) Satisfied customer/ sponsor
3) Results met project’s main objective

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9
Q

Program manager

A
  • provides leadership and direction for the project managers heading the projects within a program.
  • coordinate efforts of project teams, functional groups, suppliers, and operations staff supporting the projects
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10
Q

program

A

group of related projects managed in a coordinated way to obtain benefits and control not available from managing them indiividually

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11
Q

project portfolio management

A
  • organizations group and manage projects and programs as a portfolio investments that contribute to the entire enterprise’s success
  • help their companies make wise investment decisions- select and analyze projects strategically (instead of tactically)
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12
Q

3 basic IT project categories

A

venture (transform business), growth (more revenues), core (necessary to run business)

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13
Q

leader vs manager

A

leader focuses on long term goals and big picture, while manager deals with specific goals

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14
Q

critical path

A

longest path through a network diagram that determines the earliest completion of a project

  • shows which tasks affect the target completion date
  • can change
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15
Q

enterprise project management software

A

software that integrates information from multiple projects to show the stats of active, approved, and future projects across an entire organization

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16
Q

gantt chart

A

standard format for displaying project schedule info by listing project activities and their start and finish dates in calendar form

17
Q

systems thinking

A

describes a holistic view of carrying out projects within an organization

18
Q

systems

A

set of interacting components that work within an environment to fulfill some purpose

19
Q

systems analysis

A

problem-solving approach that requires defining the scope of a system, dividing it into components, and identifying and evaluating its problems, opportunities, constraints, and needs

20
Q

structural frame

A

roles and responsibilities, coordination, control

21
Q

human resources frame

A

harmony b/t needs of organization and needs of people

22
Q

political frame

A

coalitions composed of varied individuals and interest groups. power

23
Q

symbolic frame

A

culture, language, tradition, image

24
Q

functinoal organizational structure

A
  • organizational chart hierarchy

- CEO -> functional managers/ VPs -> staff

25
Q

project organizational structure

A
  • organizational chart hierarchy
  • CEO -> Program managers -> staff
  • for organizations who earn revenue from doing projects for other people under contract
26
Q

matrix organizational structure

A

-organizational chart hierarcy-staff report to a functional manager AND 1+ project managers
-split time between projects
strong, weak, or balanced
-problems when project manager doesn’t have adequate control of their time

27
Q

organizational culture

A

set of shared assumptions, values, and behaviors that characterize the functioning of an organization

28
Q

10 characteristics of organizational culture

A 
member identity, 
group emphasis, 
people focus, 
unit integration, 
control, 
risk tolerance, 
reward criteria, 
conflict tolerance, 
means-ends orientation (focus on outcomes rather than techniques), 
open-system focus (responding to change in environment)
29
Q

champion

A

a senior manager who acts as a key proponent for a project (sponsor or another manager)

30
Q

project feasibility

A
  • the first two project phases
  • concept and development
  • focus on planning
31
Q

project acquisition

A

last two project phases

  • implementation and closeout
  • delivering actual work
32
Q

systems development life cycle

A

framework for describing phases of developing information systems

  • waterfall, spiral, incremental build, etc
  • predictive life cycles
33
Q

predictive life cycle

A
  • scope of the project can be articulated clearly and schedule and cost can be predicted
  • spend a long time specifying requirements, and then produce design
  • users can’t see a result for a while
34
Q

adaptive software development

A
  • adaptive approach b/c all requirements cannot be clearly expressed early on
  • more freedom
  • Agile
35
Q

phase exits/ kill points

A
  • management reviews after each phase of project

- used to gage whether a project should be continued, redirected, or terminated

36
Q

advantages of virtual team

A
  • lower costs b/c no office space/ support

- more flexibility- people working at any time of day/night

37
Q

scrum

A

agile development method with a product owner, who creates a project backlog (wishlist), sprint planning, sprint backlog, spring, scrummaster (not the project manager)

38
Q

process

A
  • series of actions toward a particular result

- not mutually exclusive

39
Q

list of 5 processes

A

initiating, planning, executing, monitoring/ controlling, closing

PM (2 decks)

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