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Cima Management > E2 Managing Change > Flashcards

E2 Managing Change Flashcards

1
Q

Critical Path Analysis

A

Ids the activities that cannot overrun

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2
Q

PERT

A

Allows for contingency to be added

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3
Q

Breakdown structures

A

Establishes authority & responsibility

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4
Q

Resource Histogram

A

Helps with capacity planning

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5
Q

External triggers for change

A

Indirect (PEST)

External (Porters 5 Forces)

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6
Q

Internal triggers for change

A 
Philosophy
Reorganisation
Personnel
Conditions
Technology
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7
Q

Types of organisational change

A

Evolution - Incremental/Transformation
Adaptation - Incremental/Realignment
Revolution - Big Bang/Transformational
Reconstruction - Big Bang/Realignment

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8
Q

Lewin’s three stage model

A

Unfreeze
Change
Refreeze

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9
Q

Beer & Nohria

Theory E strategy

A 
Shareholder is the main concern
Incentives
Layoffs
Downsizing
Restructuring
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10
Q

Beer & Nohria

Theory O strategy

A

Softer approach

Culture adjustment
Organisational learning

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11
Q

Resistance to change

A

Job factors
Social factors
Personal factors

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12
Q

Resistance to change

Job factors

A

Technological unemployment
Changes to workings conditions
Demotion or reduced pay

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13
Q

Resistance to change

Personal factors

A

Implied criticism of current working method
Feel less valued
Work becomes monotonous

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14
Q

Resistance to change

Social factors

A

Break up of social environment
Personal dislike of people implementing change
Lack of consultation

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15
Q

Managing resistance

A 
Participation
Educating & Communicating
Power/Coercion
Facilitation & Support
Manipulation and Co-optation
Negotiation
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16
Q

Change adept organisations - Kanter

A

Imagination to Innovate
Professionalism to Perform
Openness to Collaborate

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17
Q

Project constraints

A

Time
Cost
Quality

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18
Q

Five project mgmt process areas

A 
Initiation
Planning
Execution
Controlling
Completion
19
Q

Types of feasibility

A

Technical - can it be done?
Social - does it fit with current ops
Ecological - how does it affect enviro
Economy - is it worth it?

20
Q

Risk
Likelihood - low
Impact - low

A

Accept

21
Q

Risk
Likelihood - low
Impact - high

A

Transfer

22
Q

Risk
Likelihood - high
Impact - low

A

Reduce

23
Q

Risk
Likelihood - high
Impact - high

A

Avoid

24
Q

Project Initiation Document (PID)

A 
Purpose statement
Scope statement
Deliverables
Cost & time estimates
Objectives
Stakeholders
Chain of command
25
Q

Configuration management

A

To track product changes and versions

26
Q

WBS - Work breakdown structure

A

Breaks tasks into manageable pieces

27
Q

WO - Works packages &

SOW - Statements of work

A

Specifies work done for each activity and who will do it

28
Q

CBS - Cost breakdown structure

A

To cost each element

29
Q

PBS - Product breakdown structure

A

Identifies the product purchases required for each activity

30
Q

CPA
EET?
LET?

A

Earliest event time

Latest event time

31
Q

PMBOK?

A 
Project
Management
Body
Of 
Knowledge
32
Q

PMBOK 9 Areas

A 
Integration
Scope
Time
Cost
Quality
Human Resource
Communication
Risk
Procurement
33
Q

Stakeholder hierarchy

A 
Project sponsor - provides resources
Project owner - interested in end result
Project customer - the end user
Project manager - responsible for output
Project team - responsible for achieving tasks
34
Q

Lifecycle of project teams

A 
Forming
Storming
Norming
Performing
Dorming
35
Q

Which technique used for planning the time of a project, is used to measure how far the project has progressed and how far it has to run?

A

Milestone

36
Q 
Scope of a project is determined at which stage?
Planning
Initiation
Growth
Control
A

Initiation

37
Q

Conformance Management

A

Focuses on:
Inspection
Quality Control
Quality Assurance

38
Q

Kotter and Schlesinger

Education and communication

A

Where there is a lack of or inaccurate information and analysis

39
Q

Kotter and Schlesinger

Participation and involvement

A

Initiators don’t have all information to design change, where others have power to resist

40
Q

Kotter and Schlesinger

Facilitation and support

A

Where resistance comes from adjusted problems

41
Q

Kotter and Schlesinger

Negotiation and agreement

A

Where one group will lose out and has power to resist

42
Q

Kotter and Schlesinger

Manipulation and co-optation

A

Where other tactics won’t work or are too costly

43
Q

Kotter and Schlesinger

Explicit and implicit coercion

A

Where speed is essential and the change initiators posses considerable power

Cima Management (4 decks)

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