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Project Management > Final > Flashcards

Final Flashcards

0
Q

What is the defining stage?

A

Define Project Goals

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1
Q

What is DPLCC

A 
Defining
Planning
Leading
Controlling
Completing
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2
Q

What happens in the planning stage

A

Plan how team will satisfy triple constraint

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3
Q

What is leading

A

Providing managerial guidance

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4
Q

What is Controlling

A

Measuring the project work to check progress initiate corrective action

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5
Q

What does a manager ensure at completion

A

Make sure job is done and conforms to definition of what is to be done

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6
Q

Three factors that help describe a project

A

Projects are TEMPORARY-there is a beginning and an end

Projects are UNIQUE-the work (product or process) is distinct from any other work

Projects are PROGRESSIVELY ELABORATED-it precedes in steps or stages

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7
Q

Define Project Management

A

The application of knowledge, skills, tools and techniques to project activities to meet the project requirements

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8
Q

9 knowledge areas of project management

A 
Procurement 
Scope
Time
Cost
Quality
Human Resources
Communication
Risk
Project Integration
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9
Q

Define problem scope

A

The definition of the problem or opportunity

Requirements

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10
Q

What is product scope

A

The features and functionality of the product

Output of Project

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11
Q

What is project scope

A

Description of the work that must be done to meet requirements of the project

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12
Q

What is the definition of a project

A

A temporary endeavour undertaken to create a unique service, product or result

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13
Q

What are some project time management skills

A
  • define work activities
  • sequencing work activities
  • estimating duration of activities
  • integrating activities into a time schedule
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14
Q

What is project cost management

A
  • estimating currency cost
  • cost in ‘value’ (time)
  • managing resources
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15
Q

Why use project quality management

A

It is best to define quality in the terms of the customers needs (both expressed and unexpressed)

  • satisfaction of product requirements
  • conforming to standards and policy
  • absence of product defects
  • delighting the customer
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16
Q

Describe project human resource management

A
  • organizational planning
  • staff acquisition
  • team development
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17
Q

What is project communication management

A
  • information distribution
  • progress reports
  • administration disclosure
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18
Q

Project risk management

A
  • identifying
  • analyzing
  • responding
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19
Q

What is project procruitment management

A

-goods and services from an outside organization

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20
Q

Explain ‘the project “hat” is different then the technical “hat”’

A
  • project management is NOT technical work
  • people find that if they can identify the role they are playing at ANY PARTICULAR TIME, they can select behaviour for that role
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21
Q

What stage is SMART used to describe

A

The defining stage

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22
Q

What does SMART stand for

A 
S-specific
M-measure
A-agreed to
R-realistic
T-time bound
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23
Q

What is the product life cycle

A

The interval from the concept to the end of product

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24
Q

What is project life cycle

A

Interval from project initiation to project closure

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25
Q

What is project baseline

A

A cumulative of trade off decisions on delivery time, cost, requirements
-approved project plan

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26
Q

What is a need

A

Something is a need of a system cannot function without it

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27
Q

What is a request

A

An expression from one party to another that invites action

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28
Q

What is a requirement

A

A requirement is a capacity that a user needs to solve a problem or achieve an objective or a capacity that a system must possess

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29
Q

What is considered a good requirement

A

Good requirements are unambiguous and only have one interpretation

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30
Q

What is the best way to deal with vague requirements

A

Determine how the customer will verify that the project has delivered an acceptable result

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31
Q

How would you define customer

A

A person or persons who are finding the project

  • requester
  • buyer
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32
Q

What is a user defined as

A

A person or persons who are using the product of the project

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33
Q

What is a sponsor

A

A senior manager (on the delivery) who provides resources and visibility to the project

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34
Q

How do project managers handle requirements

A
  • alert for change
  • invest time
  • clarify
  • recognize and manage stakeholder expectations
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35
Q

One of the most important project management tasks is to:

A

:

  • partition the project so that everyone agrees on what the project provide and what it is not going to provide
  • includes listing (includes/excludes)
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36
Q

What are some ways to measure project performance

A
  • cost and price
  • product satisfies requirements
  • morale
  • timeline (deadline and due dates)
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37
Q

How do you define triple constraint

A

The triple constraint is a project management term for a framework consisting of three parameters of project performance

  • product performance
  • time schedule
  • cost budget
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38
Q

What is product performance

A

Developed from the project teams capture of the products functional and performance requirements

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39
Q

What is time performance

A

Taking a list of activities, estimating their duration and analyzing the critical path

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40
Q

What is cost performance

A

Estimated cost of a project which may include Capitol expenses, computed through cost-estimating practices

41
Q

What does the triple constraint do

A

The triple constraint describes a relationship between product performance, time schedule and money (or labor hour) budget

42
Q

What is resource levelling

A

A term to describe adjustments of schedule to accommodate resource considerations

43
Q

What is meant by rightsizing the project

A

Adjusting the amount of project performance for the available resources and available schedule

44
Q

What is crashing

A

Term to describe spending more money on the project in order to speed up accomplishments of scheduled activities

45
Q

How can a project manager ‘crash’ the system

A

By adding more resources costing more money

46
Q

What is triple constraint a concept of

A

Baseline

47
Q

What are four ideas a project team must understand

A

Work, time, resources, risks

48
Q

What is scope creep

A

Adding work scope without adding resources and time

49
Q

What is meant by gold plating

A

‘Better’ is the enemy of ‘good enough’

‘Perfecting’ is not the same as ‘meeting a requirement’

50
Q

How do you test for validity of a contract

A

1) there is an offer by one party to provide something to another party
2) there is acceptance of the offer by another party
3) something of value must be exchanged

51
Q

What is FFP (FP)

A

Firm fixed price

- lowest price

52
Q

What is CPFF

A

Cost plus fixed fee

-actual cost plus a few

53
Q

What is CPIF

A

Cost plus incentive fee

- incentive to save

54
Q

What is T+M

A

Time and material

-most expensive

55
Q

What is organized planning

A

1) determine where you are
2) describe your goal
3) select the approach that optimally get the project from its current situation to the required future state
4) determine your tolerance for variation from the ‘plan’ and techniques to control that variation

56
Q

What steps are in integrated project planning

A

Project charter
Validate requirements - establish and maintain assumptions
Select project lifecycle phases - consider people issues
Baseline

57
Q

What is an assumption

A

An educated guess

58
Q

What is a strategic assumption

A

Affects the ‘go’ or ‘kill’ of a project

59
Q

What is an estimating assumption

A

‘Size’ the project in terms of cost duration, quality and risk

60
Q

When are assumptions necessary

A

Project planning, they should be documented and validated

61
Q

What is the PLAN

A

1) identifies the important work required to complete the project successfully
2) it captures and documents assumptions and agreements
3) credible to both planners and management
4) facilitates effective communication be having an appropriate level of detail for the audience

62
Q

What should the ‘plan’ include

A
  • Project summary
  • Project requirements
  • Milestones
  • WBS
  • Network diagram of activities with schedule budget
  • Project management and organizational charts
  • Interface definitions including facility support
  • Logistic support
  • Acceptance plan
  • Standards of the property control and security
  • Customer organization contact points
  • Nature of project review
63
Q

Why does documentation have value

A

It forces clear thinking and makes communication more understandable

64
Q

What are two types of time estimate techniques

A

PERT and pragmatic

65
Q

What is a project managers duty regarding time estimates

A

Understand that time estimates inherently have some error and thus are inaccurate to some extent. A project managers job is to understand the degree of error

66
Q

What must be estimated with regards to scheduling

A

Labor hours plus non-labor costs

Task duration

67
Q

What is padding

A

A form of risk acceptance that involves expanding a tasks duration of level of effort to protect for the unknown

68
Q

Why is padding discouraged

A
  • hard to back out of the estimate to understand the amount of extra resources inserted (confuses estimating and budgeting)
  • work expands to fill time allowed (control shifts from PM to individual)
  • may lead to misidentified critical path
  • may lead to potential felony charges due to false information
69
Q

What does PERT stand for in regards to time estimating

A

Program Evaluation Review Technique

70
Q

How many time estimates are required for PERT

A

Three

71
Q

What are the three time estimates required for PERT

A

Tm - most likely
To - optimistic
Tp - pessimistic

72
Q

How would you calculate an expected time for PERT task

A

Te=(To+4(Tm)+Tp)/6

73
Q

What are some ways to compress a schedule

A
  • assumption analysis • they are usually conservative
  • fast tracking • overlapping phases and tasks
  • crashing • apply more resources
  • simplify • negotiate to remove requirements
74
Q

When resource planning an PM must consider

A

What are the requirements?
What skills are needed?
What is the availability of each skill?

75
Q

Cost estimating is often in terms of dollar amounts, what would be an example of a nonlabor cost?

A

Any part of the planning process, the leading process, the defining process ect

76
Q

Are cost estimates accurate, explain why or why not

A

No there are inaccuracies, they are based off scheduling assumptions they must be expected and tolerated

77
Q

What is another term for estimating

A

Forecasting

78
Q

What are two methods to prepare cost estimates

A

Bottom-up

Top-down

79
Q

What are reviews

A

They are the off-course alarms

80
Q

Are reviews necessary and why

A

Yes, to communicate status

81
Q

What are the 2 main types of reviews

A

Topical and periodic

82
Q

What does the project manager do during a review

A

Ask questions

83
Q

What makes a good question good

A

Helping attitudes

84
Q

What makes a bad question bad

A

Threatening attitudes

85
Q

What is a topical review

A

In A topical review, the topic will likely be a functional activity

86
Q

What are three problems that typically arise during a topical review

A

Inaccurate information, off-topic, finger-pointing and blame

87
Q

What items should be considered in a project cost system

A 
Labor
- people in your own department 
- other people in the company
Overhead burden
Non labor
-Subcontracts
-Travel
-purchases
-computer charges
General and administrative burden
88
Q

What is the most difficult aspect of managing a project

A

People

89
Q

Why would many technical experts make bad project managers

A

Can’t deal with the intangibility of people issues

90
Q

What are three things to consider when allocating resources

A

1) forecasted use of some key resources - may mean there will be a surplus at some point
2) avoid inherent inconsistencies - one person doing two tasks at the same time
3) execute management consistently

91
Q

What is a time vs cost trade off

A

Less time = increased cost (crashing)

92
Q

What is a risk event

A

It is a discrete occurrence and is describable as a cause and associated with risk consequence
“Maybe it will happen, maybe it won’t”

93
Q

What is an issue

A

They are certainties and are evaluated and managed differently then risks

94
Q

What are the ten steps for team based risk management

A
  • prepare
  • build communications with common language
  • generate list of teams concerns
  • classify
  • analyze the risk
  • prioritize Risk and issues
  • plan risk responses and manage issues
  • integrate responses into project strategy and document project baseline commitments
  • execute and control the risk-response strategy
  • learning from risk management activities
95
Q

What are the steps to PREPARE for a Risk management meeting

A
  • review some fundamental questions
  • identify stake holders
  • research last projects
  • communicate the purpose
96
Q

What are 4 forms of risk that need to be classified

A

Technical risk source
Logistic risk source
Programatic risk source
Commercial risk source

97
Q

What are 4 generic risk strategies that the team should consider

A

Risk avoidance
Risk mitigation
Risk transference
Risk acceptance

98
Q

What are three organizational forms

A

1) functional
2) project
3) matrix

99
Q

How does functional organization differ from project

A

In functional… The hierarchy is divided into subgroups according to function: engineering, finance, sales, manufacturing ect)

In project… The subgroups are separated into individual projects: (project A, project B ect)

100
Q

What is meant by the quote

“Get the right people, and get the people right”

A

You must have qualified people and people that can work well with others

101
Q

What is the basic analysis process when staffing a project

A

Requirements
Competencies
Availability

Project Management (1 decks)

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