Chapter 2 Flashcards

1
Q

All management levels have come to be involved with _ _ and strategic issues

A

strategic planning

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2
Q

● PM Insights and expertise help develop realistic priority plans
● PM’s can develop a high-level organizational perspective for projects
● PM involvement helps networking and communication opportunities
● PM’s gain an inter-organizational perspective for projects

A

Advantages of PM involvement at the organizational level

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3
Q

provides an organizational road map which suggests directions for sources and activities for the future

A

Strategic plan

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4
Q

When it comes to strategic plans, organizations must analyze these questions very carefully:

A
  1. Where are we now?
  2. Where do we want to be?
  3. How do we get there?
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5
Q

Helps self-assessment and realization; provides the foundation for formulating a realistic plan for the future

A

Where are we now?

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6
Q

Helps the organization see themselves in the next 5 or 10 years; provides criteria and guidelines to evaluate the extent to which accomplishments have been made

A

Where do we want to be?

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7
Q

Helps set success measures and outlines criteria for monitoring progress

A

How do we get there?

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8
Q
  1. Looks into the future and maps directions

2. It is inclusive and broad, covering internal and external entities and resources

A

Two important characteristics of a strategic plan

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9
Q

o A _ _ supports the organizational mission and is influenced by the organizational culture
o An effective _ _ is a critical success factor for the survival of the organization

A

strategic plan

strategic plan

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10
Q
  1. Creates uniformity across projects.
  2. Reduces redundancy.
  3. Helps prioritize projects.
  4. Provides a long-term perspective to assess customer needs.
  5. Provides criteria to measure project success.
A

An effective strategic plan influences PM in 5 ways

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11
Q

Projects, in general, are _ and _ for the implementation of a strategic plan.

A

tools and mechanisms

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12
Q

Describes the purpose for which the organization exists.

Expressed in broad terms.

Positions the organization relative to competition and within the industry.

A

What a Mission does

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13
Q

_ and _ must be clearly defined, must be measurable, and must be doable

A

goals and objectives

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14
Q

o Define what specifically needs to be done in order to accomplish the mission

o More specific and are more appropriate as measures of success

o The hierarchy of _ _ _ exist in order to define responsibilities of the management hierarchy more clearly

A

What goals and objectives do

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15
Q

Operational strategies facilitate the _ of these goals and objectives

A

implementation

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16
Q

designed to counteract the possibility that projects will be implemented in a disjointed fashion, disconnected from other on-going projects in a way that may not serve organizational goals and objectives

A

Planning approaches

17
Q

Considers the objectives of the projects and provides rough estimates of resources required to meet these needs

Normally produces a mission statement for the group, which reflects the mission of the organization

A

Long-term planning

18
Q

● Focuses on how the long-term plan can be put into effect

● Considers present requirements of the organization and the projects that need to be developed to meet those needs

● Information about each project will be spelt out in detail

● A planning document will be produced that shows the current situation along with an action plan for future development

A

Medium-term planning

19
Q

● Normally covers the next 12 months

● Concerns the schedule for change, assigning resources to effect the change, and putting into place project control measures to ensure effectiveness

● Details resources required for each project in terms of personnel, equipment, and budget

● Contains details of each stage in development life cycle

A

Short-term planning

20
Q

It is critical to obtain _ _ for projects at the time of proposal development and maintain that support throughout the project development cycle

A

management support

21
Q

the patterns of authority for key project activities in firms as well as in project management

A

Governance

22
Q

_ is a two-way process - The proactive _ approach helps prepare management for eventual requests for additional resources

A

Communication

23
Q

Changes occur in the work environment that may lead to changes in _ _ which may lead to changes in expectations

A

functional needs

24
Q

the difference between what the project outcomes is expected to be and what it actually

A

Expectation gap

25
Q

_ _ influences project selection priorities, funding arrangements, and eventually the outcome

A

Organizational politics

26
Q

Inadequate attention to _ _ is a primary reason for project failures
o Should be part of the of the strategic planning process, not merely an afterthought event

A

change management

27
Q

One approach to dealing with change is called _ _ _
o Understanding of the change process is gained by identifying the forces working for and against the change being successful

A

force field analysis

28
Q

The change can be ,quick and dramatic, or _, a gradual process

A

transformational

incremental

29
Q
  1. Centralized
  2. Bureaucratic
  3. Individualistic
  4. Organic
A

Charles Handy 4 organization types

30
Q

Many organizations have underwent total change though _ _ -

A

business process re-engineering

31
Q

Change is easier to implement in organizations where change is the norm

o In _ _, people accept change, embrace it, and regard it as a positive thing

A

organic organizations

32
Q

Top management must _ all other employees of the strategic plan in order for it to work

A

convince

33
Q

An important factor that facilitates this cooperation is a process that defines how a project is to be _ with organizational goals and objectives

A

aligned