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MIS 3535 Exam #2 > Exam #2 > Flashcards

Exam #2 Flashcards

1
Q

intrinsic motivation

A

internal motivation for internal reward

ex. learning to play piano yourself

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2
Q

extrinsic motivation

A

external reward or to avoid punishment

ex. learn to play piano bc your sister is learning to play it

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3
Q

maslows hierarchy of needs

A

pyramid chart:
self-actualization ( self-fulfilment)
esteem needs and beloningness and love needs (psychological needs)
safety needs and physiological needs (basic needs)

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4
Q

hygiene factors

A

provided then removed if dissatisfied
do not motivate intrensically but rather are just expected
example: health benefits, larger salaries, job security

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5
Q

motivators

A

internal and produce job satisfaction

example: responsibilities, growth, recognition, achievement

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6
Q

empathetic listener

A

active listening, increases ability to understand others

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7
Q

tuckman model - 5 phases

A

forming, storming, norming, performing, adjourning

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8
Q

forming

A

leaders direct

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9
Q

storming

A

leaders coach. decisions do not come easily

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10
Q

norming

A

leaders facilitate and enable. agreement

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11
Q

performing

A

strategically aware of what they are doing

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12
Q

adjourning

A

the end what have you learned

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13
Q

three types of resoureces

A
  1. work - time put into a project
  2. materials - supplies consumed
  3. cost - just cost
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14
Q

types of reserves

A

management

contigency

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15
Q

contingency

A

for future situations that are partially planned in a project cost

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16
Q

management

A

for future situations that are unpredictable

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17
Q

RACI Chart

A 
R = responsible
A = accountable
C = consulted
I = informed
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18
Q

over allocation

A

assinging more tasks without increasing time

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19
Q

fixing

A

reassing tasks to another resouces with the same timline
move task to a different date and resource
reschedule task when resource is available

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20
Q

8 Key Items to motivate a team

A
  1. clear communication and responsibilities
  2. specific achievable goals
  3. provide support
  4. respect team
  5. provide feedback
  6. tell the truth
  7. communicate regularly
  8. handle people problem quickly
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21
Q

project budget

A

amount of money for a project

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22
Q

what is the purpose of a budget

A
  • estimate and control project costs withing approved budget
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23
Q

effort driven scheduling

A

add or remove resources will lengthen or shorten the duration of the task does not change total amount of work for that task

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24
Q

cost

A

resource sacrificed

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25
Q

tangible

A

money measured

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26
Q

intagible

A

cannot be money measured

27
Q

operating expense OPEX

A

expense for day to day

28
Q

capital expense CAPEX

A

expense to create benefit for future

29
Q

Net present Value

A

discount future cash flows back into today’s dollar comparison

30
Q

how do you deal with impossible asked tasks?

A

speak with sponsor to get a bigger budget
cut back on the project scope
dont cut back on quality late is better than over budget

31
Q

11 things of procurement

A 
purchasing planning 
standards determination 
specifications development 
supplier research 
value analysis 
financing 
price negotiations 
making the purchase 
supply contract admin 
inventory control 
disposals
32
Q

addressing over budget

A

check for errors such as task durations cost per use salaries
shorten schedule
look for less expensive resources

33
Q

outsourcing

A

purchase services instead of providing

example: purchasing cloud computing

34
Q

pros of outsourcing

A

savings on overhead and labor costs

improve efficiency and productiity

35
Q

cons of outsourcing

A

possible loss of control over company’s business processes
slow response time
shortcomings in performance

36
Q

contracts

A

agreement betweent two parties, seller obligated to provide product or service buyer obligated to pay

37
Q

SLA - service legal agreement

A

between service provider and user specifically define what the customer will receive. simplest of contacts
ex. server is up 99% of the time, receive service within 24 hours

38
Q

SOW - statement of work

A

document routinely employed in the field of PM. defines specific activities, deliverables and timelines.
type of scope statement

39
Q

Who assumes more risk customer or vendor when working with fixed contracts or time and material/hourly?

A

fixed- vendor assumes more risk

time and materials - customer assumes more risk

40
Q

proposal

A

doc prepared by seller when different approaches for meeting the buyers needs

41
Q

bid

A

quote prepared by sellers providing pricings

42
Q

request for proposals RFP

A

proposal from prospective sellers

43
Q

request for quotation RFQ

A

inviting suppliers into a bidding process for products or services

44
Q

critical path

A

the longest sequence of tasks in the project

45
Q

slack time

A

amount of time a task finish date can change without affecting another part of the project

46
Q

suggestions for slack time

A

keep resources on critical tasks focused
use least expensive resources
use faster resources

47
Q

techniques on shortinging a schedule

A

adjust resource assignments - sharing resources
split tasks into smaller pieces - only working in sequence
fast tracking - overlapping tasks to accelerate the schedule
shortening lag time - when you are not working
crashing - shortening the schedule by adding more resources
reducing the scope - need approval in writing

48
Q

crash table

A

how much each option will cost and how much time it wil save

49
Q

earned value management (EVM)

A

single measure that integrate time cost and scope

requires baseline and actuals for comparison

50
Q

do you need a signoff page for sponsor

A

yes

51
Q

if your project is under budget is that always good

A

may not be a good thing

52
Q

best way s to collet info of project progress

A

project report - excel
time sheet
email
status meeting

53
Q

baseline

A

approved schedule and cost info

54
Q

why do we need actuals

A

compare with the baseline

55
Q

variance

A

difference between planned and actual performance

56
Q

common used reports

A

budget reports - actual compare to baseline

cash flow reports - total cost by week

57
Q

what does EVM do?

A

integrates time, cost, scope, requires actuals and baselines

58
Q

8 EVM terms

A 
planned value (PV) baseline costs 
Actual Costs (AC) 
rate of performance (RP) (actual work/ work planner) 
Earned Value (EV) - RP*PV 
Cost Variance (CV) 
Schedule Variance (SV) 
Cost Performance Index (CPI) 
Schedule Performance Index ( SPI)
59
Q

example of plan

A

install new web server takes one week and costs $10,00

60
Q

example of actual

A

took two weeks and cost 20K (15K in week 1 and 5K in week 2)

61
Q

example of earned value

A

assume the server installation was halfway completed by the end of week one

62
Q

EV = ?*?

A

PV*RP

63
Q

PV = ?

A

planner

64
Q

what are reserves

A

dollars included in a cost for unpredicatable futures

MIS 3535 Exam #2 (2 decks)

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