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IS E1 > Chapter 3 > Flashcards

Chapter 3 Flashcards

1
Q

a document that specifies project outcomes as they relate to client expectations and serves as the source for developing the project plan.

A

Scope statement

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2
Q

a balance of what can reasonably be provided between everything that relevant stakeholders want from a project and the various cost, time, and other resource constraints

A

Requirements

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3
Q

There should be a strong underlying understanding of the project with specific and _ _ before completing the scope statement, because the scope is the blueprint for the work breakdown structure

A

measurable objectives

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4
Q

o Requirements are possible to ‘discover’ from stakeholders – however, this is not always the case with complex requirements
o One solution to difficult requirements is to “build _” into the PM’s philosophy

A

flexibility

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5
Q
  1. Improves the quality of internal processes which may offer several performance improvements.
  2. May give firms a competitive edge
  3. Part of the ‘survival kit’ of an organization.

(It may be that a measure of the flexibility is necessary in a turbulent world: ‘be flexible or cease operating’.)

A

Flexibility of requirements has 3 broad advantages

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6
Q

There is a direct relationship between a good _ _ and a clearly defined _ _

A

project plan; project scope

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7
Q

The scope clearly describes deliverables that should be _, _, and _

A

realistic, obtainable, and measurable

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8
Q
  1. Overall objectives of the project based on customer needs
  2. Specific deliverables in support of the overall objectives
  3. Milestones that help control quality and monitor progress
  4. Resources that are needed to complete the project
A

4 aspects of project scope

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9
Q

● Provides a background for the rest of the document

● States what is expected, when, and at what cost

A

Project Scope Aspect: Overall objectives of project

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10
Q

● _ may be expected during or after the project

o _ are used as a basis for assigning responsibilities and evaluating performance

A

Project Scope Aspect: Specific deliverables

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11
Q

a point in the life of a project when a significant piece of work has been accomplished

A

Milestone

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12
Q

● a point in the life of a project when a significant piece of work has been accomplished

o Once the deliverables of a project are defined, then milestones are developed that point towards achieving those deliverables

A

Project Scope Aspect: Milestones that help control quality

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13
Q
  1. HR’s
  2. Facilities and equipment
  3. Organizational resources
A

Resources can be divided into three main categories:

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14
Q

talent and skills of the project team members

A

Human resources

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15
Q

high speed communication channels or specific testing tools

A

Facilities and equipment

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16
Q

_ or _ _ protect the PM from excessive demands and can help the customer develop realistic expectations

A

Exclusions or exemption clauses

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17
Q

Most companies use a document called a _ _ to formally support the project and to authorize the PM to start planning

A

project charter

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18
Q
  1. Title of project
  2. Sponsors
  3. Name of PM
  4. Start date
  5. Objectives
  6. Costs and resources
  7. Due date
A

Project charter includes the following:

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19
Q

The project scope is operationalized through the development and implementation of the _ _ _

A

work breakdown structure

20
Q

● Breaks down the entire project into manageable pieces
● Defines specifics for each part of the project in terms of:

  1. What needs to be done
  2. Who is responsible for each task
  3. How much it costs
  4. When it is due
A

Work breakdown structure

21
Q

A numbering scheme with levels and sublevels is called a _ _ _

A

WBS coding scheme

22
Q

The lowest level in a WBS must be easily defined as a _ _ or _ _

A

work unit or work package

23
Q

o A work unit or work package should be easy to _ to an individual and easy to _
o If it is well-defined, it should be possible to complete it within 1 – 2 weeks

A

assign; evaluate

24
Q

Another advantage of WBS is that quality can be checked at _ _ _

A

each work unit

25
Q

Each work unit defined at the lowest level of the WBS is a _ _ that assists with project management

A

control point

26
Q

PM’s start from the highest level and work their way down to the lowest level to develop a new WBS system

A

Top-down approach

27
Q

PM’s start from the lowest level and work their way up to the highest level to develop a new WBS system

A

Bottom-up approach

28
Q

On the bottom-up approach, work unit descriptions are placed on a wall, and through an _ _, the team will group them into several logical categories

A

iterative process

29
Q

often used during the bottom-up approach to document discussions before creating a WBS

A

Mind mapping

30
Q

a review of aspects of the project and can be held at various stages of the project development

A

Structured walkthrough

31
Q
  1. Documentation is circulated well in advance
  2. Everyone attending is familiar with the subjects to be reviewed
  3. Minor points of detail are discussed before the walkthrough
A

For maximum benefit for the walkthrough, it is important that

32
Q
  1. All errors, discrepancies, inconsistencies, omissions, and points for further action are recorded (To make an action list)
  2. One person should be allocated the responsibility of ensuring that all points from the action list are dealt with
A

2 other important factors for walkthroughs are:

33
Q

A project is frequently part of a much larger _, which consists of a number of integrate projects

A

program

34
Q

The overall view of the program is the _ _

A

master plan

35
Q

The scope clearly describes deliverables which are _, _, and _

A

realistic, obtainable and measurable.

36
Q

Developers and recipients must be clear on what the _ _ is and what the _ are.

A

project intent; deliverables

37
Q

The project scope statement is published and shared by the PM and the customer, and is a source for _ _ and _

A

measuring progress and quality.

38
Q

● Also called “feasibility study” or “Preliminary Investigation”

A

Conceptual Development [of project]

39
Q

● Outcome of Conceptual Development is a _ _ _ (guide to the project manager) or a _ _ (to request funding)

A

Statement of Work; Project proposal

40
Q

● Must be defined with specific time and cost.
● Used to assign responsibilities and evaluate performance.
● Collectively, _ accomplish the overall objectives of the project.

A

Deliverables

41
Q

● A _ reflects an event - a point in the life of the project when a significant accomplishment occurs.

● _ are based on deliverables and used to monitor progress.

● Once a _ falls behind schedule it indicates that the entire project could be delayed.

● _ must be easily recognized by all team members and sponsors.

A

Milestones

42
Q

o Human resources (talent and skills required in the team).

o Facilities and equipment (communication channels, testing tools).

o Organizational resources (support, collaboration with inside and outside entities).

A

3 main resources:

43
Q

A WBS is similar to an _ _ in that it provides an overview of how the project is broken down and who is responsible for which part.

A

organizational chart

44
Q

A WBS provides the _ _ between main activities (design, development, and implementation) and sub activities

A

hierarchical relationships

45
Q

● To monitor progress.
● To evaluate cost, time, and quality.
● To Assign responsibility for each ‘work unit’ or ‘work package’.
● To control quality; each work unit is a control point.
● It helps communication and documentation.
● Has clearly defined deliverables

A

6 uses of a WBS

46
Q

o Each work unit must be independent of other work units for ease of allocating resources.
o Each work unit must have one person responsible even if multiple individuals work on it.
o The sum of work units must result in the project outcome.
o Team members must be involved in its development.

A

Key Aspects of WBS

IS E1 (5 decks)

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