Chapter 3

Question 1

Functional Organization

Answer 1

All team members including the PM, report to the Functional Manager. The PM has very little power. Decisions flow through the Functional Manager, who is the one running the show.

Question 2

Matrix Organization

Answer 2

Allows a project team to incorporate resources from around the organization regardless of which department employees may work in. This structure blends the project team based on team members individual contributions and abilities.
3 types of Matrix
-Weak
-Balanced
-Strong

Question 3

Matrix - Weak

Answer 3

The functional managers have autonomy and power over the project team members. The PM has limited authority on project decisions, except the project team members come from around the organization.

Question 4

Matrix - Balanced

Answer 4

The PM and Functional Manager have equal power and autonomy over the project team.

Question 5

Matrix - Strong

Answer 5

The PM has autonomy over the project and the project team.

Question 6

Projectized Organization

Answer 6

The PM works with complete autonomy over the project. the project team is on the project full time and reports only to the project manager.

Question 7

Scribe

Answer 7

A person who records the meeting minutes, business discussed, questions, and other important notes for your meeting.

Question 8

Murder Board

Answer 8

A committee that asked every conceivable negative question about the proposed project. Their goal is to expose strengths and weaknesses of the project and kill the project if it’s deemed too risky for the organization to commit funds to.
AKA Project Selection Committee or Portfolio Management Board

Question 9

Scoring Models (Weighted Scoring Models)

Answer 9

Models that use a common set of values for all the projects up for selection

Question 10

Benefit/Cost Ration (BCR)

Answer 10

BCRs are often used in the cost-benefit analysis of determining whether or not a project should be initiated.

Question 11

Payback Period

Answer 11

This is how long it takes for a project to “pay back” its cost.
AKA Management Horizon or the Break-Even Point.

Question 12

Discounted Cash Flow

Answer 12

Accounts for the “time value” of money.

Question 13

Formula for Future Value

Answer 13

FV = PV x (1 + i)n
FV is future value
PV is present value
i is the interest
n is the number of time periods (months, quarters, years, etc)

Question 14

Net Present Value (NPV)

Answer 14

Evaluates the monies returned on a project for each time period the project lasts.

Question 15

Maslows Hierarchy of Needs

Answer 15

Physiological, Safety, Social, Esteem, Self-actualization

Question 16

McClellands Acquired Needs Theory ( AKA Three Needs Theory)

Answer 16

Need for Achievement, Affiliation, and Power

Question 17

Herzbergs Theory of Motivation

Answer 17

Hygiene Agents - These elements are the expectations all works have (Job security, pay check, safe conditions, etc)
Motivating Agents - These elements motivate people to excel (responsibility, appreciation of work, recognition, chance to excel, education and other opportunities associated with work beyond financial rewards)

Question 18

McGregors Theory X and Theory Y

Answer 18

X people are lazy, must be micromanaged, and generally cannot be trusted
Y people are wonderful people who are self-led, motivated, and can accomplish new assignments proactively.

Question 19

Ouchi’s Theory Z

Answer 19

Workers are motivated by the commitment, opportunity, and advancements provided by the organization employing the workers.

Question 20

Vroom’s Expectancy Theory

Answer 20

People will work win relation to the reward they expect for their work

Question 21

Project Kickoff

Answer 21

A meeting or an event to introduce the project vision, the management backing the project, the PM and the team members.

Question 22

Timeboxing

Answer 22

Means there is a time limit for the meeting.

Question 23

Organizational Governance

Answer 23

The rules and policies that the PM must follow in your organization. Governance often comes from the PMO, if one exists.

Question 24

Change Log

Answer 24

A document to record all changes to the project scope, schedule, and costs, that’ll help with any audits.

Question 25

Change Control Board (CCB)

Answer 25

Review the change to determine its impact and value on the project deliverable.
AKA
Technical Review Board
Engineering Review Board
Technical Assessment Board

Question 26

Standard

Answer 26

Guideline that’s appropriate for your industry
(As a rule - standards are optional, while regulations are not)

Question 27

Regulation

Answer 27

A law that your project must follow
(As a rule - standards are optional, while regulations are not)

Question 28

Capability Maturity Model Integration (CMMI)

Answer 28

Capability Maturity Model Integration (CMMI) is a process-level improvement training and appraisal program. It is required by many U.S. Government contracts, especially in software development. CMMI defines five maturity levels (1 to 5) for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. CMMI provides a prioritized pathway to build and implement new capabilities that deliver consistently measurable results and outcomes. It helps organizations streamline process improvement and encourage productive, efficient behaviors that decrease risks in software, product, and service development.