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MIS 3535 Exam #2 > Exam #2 > Flashcards

Exam #2 Flashcards

(64 cards)

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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
tangible
money measured
26
intagible
cannot be money measured
27
operating expense OPEX
expense for day to day
28
capital expense CAPEX
expense to create benefit for future
29
Net present Value
discount future cash flows back into today's dollar comparison
30
how do you deal with impossible asked tasks?
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
11 things of procurement
``` purchasing planning standards determination specifications development supplier research value analysis financing price negotiations making the purchase supply contract admin inventory control disposals ```
32
addressing over budget
check for errors such as task durations cost per use salaries shorten schedule look for less expensive resources
33
outsourcing
purchase services instead of providing | example: purchasing cloud computing
34
pros of outsourcing
savings on overhead and labor costs | improve efficiency and productiity
35
cons of outsourcing
possible loss of control over company's business processes slow response time shortcomings in performance
36
contracts
agreement betweent two parties, seller obligated to provide product or service buyer obligated to pay
37
SLA - service legal agreement
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
SOW - statement of work
document routinely employed in the field of PM. defines specific activities, deliverables and timelines. type of scope statement
39
Who assumes more risk customer or vendor when working with fixed contracts or time and material/hourly?
fixed- vendor assumes more risk | time and materials - customer assumes more risk
40
proposal
doc prepared by seller when different approaches for meeting the buyers needs
41
bid
quote prepared by sellers providing pricings
42
request for proposals RFP
proposal from prospective sellers
43
request for quotation RFQ
inviting suppliers into a bidding process for products or services
44
critical path
the longest sequence of tasks in the project
45
slack time
amount of time a task finish date can change without affecting another part of the project
46
suggestions for slack time
keep resources on critical tasks focused use least expensive resources use faster resources
47
techniques on shortinging a schedule
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
crash table
how much each option will cost and how much time it wil save
49
earned value management (EVM)
single measure that integrate time cost and scope | requires baseline and actuals for comparison
50
do you need a signoff page for sponsor
yes
51
if your project is under budget is that always good
may not be a good thing
52
best way s to collet info of project progress
project report - excel time sheet email status meeting
53
baseline
approved schedule and cost info
54
why do we need actuals
compare with the baseline
55
variance
difference between planned and actual performance
56
common used reports
budget reports - actual compare to baseline | cash flow reports - total cost by week
57
what does EVM do?
integrates time, cost, scope, requires actuals and baselines
58
8 EVM terms
``` 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
example of plan
install new web server takes one week and costs $10,00
60
example of actual
took two weeks and cost 20K (15K in week 1 and 5K in week 2)
61
example of earned value
assume the server installation was halfway completed by the end of week one
62
EV = ?*?
PV*RP
63
PV = ?
planner
64
what are reserves
dollars included in a cost for unpredicatable futures

MIS 3535 Exam #2 (2 decks)

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