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Project Management > Initiating a project > Flashcards

Initiating a project Flashcards

1
Q

What does PESTLE stand for? (project environment)

A

Political, economic, sociological, technological, legal, environmental

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2
Q

What’s the point in a SWOT analysis? (project environment)

A

An evaluation tool to test options being considered (a comparative analysis).

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3
Q

What does VUCA stand for? (project environment)

A

Volatility, Uncertainty, Complexity and Ambiguity

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4
Q

How can VUCA be used in projects? (project environment)

A

To understand risks and identify emerging opportunities.

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5
Q

5 areas covered by employment law include… (project envirionment)

A
  1. Absence from work
  2. Whistle blowing
  3. Work hours, breaks and holidays
  4. Discrimination
  5. Data protection
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6
Q

What is the focal point for health and safety within a project? (project environment)

A

The health, safety and environment management plan

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7
Q

What does the health, safety and environmental management plan include? (project environment)

A

Procedures for risk assessment, training, PPE and environmental impact

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8
Q

Who is ultimately accountable for effective governance (project environment)

A

The sponsor

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9
Q

How can sustainability in a project be encouraged? (project environment)

A

Using sustainable vendors, reducing travel where possible, reducing paper use where possible, working with stakeholders to reward sustainable practice

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10
Q

What is a project? (project environment)

A

Projects are unique, transient endeavours, undertaken to bring about change and achieve planned objectives, which can be defined in terms of outputs, outcomes or benefits. A project is usually deemed to be a success if it achieves the objectives according to its acceptance criteria, normally within an agreed timescale and budget.

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11
Q

What three factors is the scope constrained by? (project environment)

A

Time, quality and cost

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12
Q

What is the main driver of the prioritisation of projects and programmes? (project environment)

A

The organisations strategic objectives. (Can also include; to maintain existing capabilities, or to comply with new legislative or business requirements)

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13
Q

Name some benefits of programme management (project environment)

A
  1. Better management of interdependencies
  2. More effective resource management
  3. Better risk management in a wider context
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14
Q

Describe a functional organisation structure (Organisation structure)

A

People are divided into groups (IT, finance, HR etc.) and each group works together to provide thier function. Project work can be performed within a functional group or handed from one functional group to another to complete the work.

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15
Q

What is the strength of project work in a functional structure? (Organisation structure)

A

The people with the technical skills are delivering a project that requires those skills.

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16
Q

What are the weakness of a project work in a functional structure? (Organisation structure)

A
  1. Setting priorities between project and BAU

2. Little sharing of resources across functional departments

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17
Q

Describe project work in a matrix organisation (Organisation structure)

A

Project team members can be pulled from different departments. They still report to their line managers but are responsible to the PM for their role in the project. The PM may be from an internal department or contracted.

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18
Q

What are the strengths of project work in a matrix org? (Organisation structure)

A
  1. Increased visibility of the project
  2. Less impact on BAU
  3. Increases opportunitues for project team members
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19
Q

What are the weakness of project work in a matrix org? (Organisation structure)

A
  1. The ‘two-boss’ problem can create a conflict of priorities in project team members
  2. The PM has no structural power (must instead rely on ability to influence)
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20
Q

Describe a project organisation structure (Organisation structure)

A

The org consists only of projects, each with its own PM and team. Once a project is completed that part of the org ceases to exist.

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21
Q

What are the strengths of a project org structure (Organisation structure)

A
  1. There is focus and loyalty to the project
  2. Strong job secrurity (while the project is happening)
  3. Teams become very technically proficient within their project
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22
Q

What are some weaknesses of a project org structure? (Organisation structure)

A
  1. Projects can become insular which leads to underutilisation of staff
  2. Project teams can leave on mass after completion of project, so the org doesn’t get to maintain the learning of the team
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23
Q

What are some of the key responsibilities of a Project Manager? (project roles)

A
  1. Delivering project to time, cost and quality priorities
  2. Managing user and sponsor expectations
  3. Defining and planing the project through creation of the Project Management Plan
  4. Initiaiting reviews and assisting sponsor in decisions to terminate
  5. Communicating and acting as prime point of contact for all involved/related
  6. Building, leading and motivating the project team
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24
Q

Who is the primary risk taker, and has ultimate accountability and overall responsibility for the project? (project roles)

A

The project sponsor

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25
Q

Who is responsible for realising the project’s benefits after handover to operations? (project roles)

A

The project sponsor

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26
Q

The project sponsor has delegated authority of the… (project roles)

A

Project steering group (PSG)

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27
Q

Who are accountable for specifying operational requirements and for accepting and operating the deliverables to achieve the defined benefits. (project roles)

A

The (end) users

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28
Q

Whose role is it to ensure that effort and expenditure are appopriate to stakeholder expectations? (project roles)

A

The PSG

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29
Q

Whose role is it to reconcile differences in opinion and approach, and resolve disputes arising from them? (project roles)

A

The PSG

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30
Q

Who ensures the scope aligns with the agreed requiremenets of the business owners and the stakeholders? (project roles)

A

The PSG

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31
Q

Whose role is it to lead the focus on product development? (project roles)

A

The product owner

32
Q

Who acts as an intermediary between stakeholders and project team members? (project roles)

A

The product owner

33
Q

Who acts as the on-site customer for iterative or agile projects? (project roles)

A

The product owner

34
Q

Name the three types of PMO (project roles)

A
  1. Embedded PMO
  2. Central PMO
  3. Hub and Spoke PMO
35
Q

Describe an embedded PMO (project roles)

A

The majority of PMO functions are delivered under the control of the PM. Effective on large projects where the investment can be justified.

36
Q

Describe a central PMO (project roles)

A

The majority of PMO functions sit out side the project teams. A central PMO offers PMO functions to several projects/programmes/portfolios.

37
Q

Describe a hub and spoke PMO (project roles)

A

A hybrid of embedded and central PMO types. There is one central PMO that is linked to smaller satellite PMO’s within individual projects and/or programmes.

38
Q

Name 3 or more functions of a PMO (project roles)

A
  1. Controls and reporting - collect, analyse and present progress info
  2. Provide assurances in the form of audits, health checks and reviews
  3. Centre for excellence - the PMO is responsible for improving processes, tools, and techniques; and embedding best practice via training/support
  4. Provide specialist support - e.g experts in risk, finance, planning etc to support project teams
  5. Information/document management and access to PM tools/services.
39
Q

When effectively implemented, _________ provides confidence to all stakeholders that projects are being managed well and that the most appropriate financial and technical controls are being exerted to ensure that the deployment of effort has the best chance of leading to a realisation of value. (project roles)

A

Governance

40
Q

Name some of the tools, techniques, process etc. that help to govern a project. (project roles)

A
  1. A relevant business case
  2. Following a recognised project management life cycle
  3. The use of stage gates
  4. The Project Management Plan
  5. Clearly defined routes for escalation
41
Q

What document provides the justification for undertaking a project or programme?

A

The business case

42
Q

What is the ‘Five Case Model’? (Business Case)

A

An approach to answer 5 key questions to ensure valid approval of a business case:

  1. Fit the long term strategic goals? (Stategic case)
  2. Optimum value for money? (Economic case)
  3. Commercially viable? (Commerical case)
  4. Funding availble? (Financial case)
  5. Can the change be delivered? (Management case)
43
Q

What is the typical content of a business case? (Business case)

A
  1. Background/situation
  2. Benefits
  3. Budget
  4. Risks
  5. Options appraisal (show consideration of other options)
  6. Additional content (timelines, success criteria, stakeholders, constraints, assumptions, dependencies)
44
Q

The business case should be considered as a c______ between the project and the business. (Business case)

A

Contract

45
Q

What is benefits realisation? (Business case)

A

The practice of ensuring that benefits are derived from outputs and outcomes. This is essential to support the achievement of the business case.

46
Q

How is a project different from BAU?

A
  1. One off deliverables
  2. Introduce change rather than maintain stability
  3. Unique/bespoke plans and risks
  4. Brings about change/transformation
  5. Discrete number of steps
  6. Require an authorised business case
  7. Temporary
47
Q

What are the main characteristics of a project?

A
  1. Creates outputs/deliverables
  2. Transient
  3. Has a pre-determined budget
  4. Is a vehicle for change in the org
48
Q

How is a programme different from a project?

A
  1. A programmes objectives can change as it matures
  2. They realise benefits throughout their lifecycle
  3. They have multiple customers throughout their lifecycle
  4. Has complex inter-project relationships
49
Q

Name 4 benefits of programme management

A
  1. Allows programme manager to initiate/terminate/accelerate depending on business needs
  2. Oversight of interdependencies
  3. Better risk management (Lesson learning and application)
  4. Better resource management across the programme
50
Q

Who is responsible for comissioning audits and ensuring proper execution of project processes, the programme or project manager?

A

The programme manager

51
Q

Name 3 challenges of a PM working within a programme

A
  1. Limited autonomy on projects (must follow programme governance)
  2. More time spent coordinating interdependencies with other projects
  3. Detachment from clients (programme delivers the products)
52
Q

What’s a portfolio?

A

A grouping of an orgs projects and programmes

53
Q

Name 3 things to consider when deciding whether to add a programme/project to a portfolio

A
  1. How much risk exposure does it add to the org?
  2. Will it contribute to the orgs strategic objectives?
  3. Are there enough resources available?
54
Q

Can a project be removed from a programme/portfolio after it’s been added?

A

Yes

55
Q

What are PESTLE and SWOT used for? (Project environment)

A

Assessing, monitoring, and exploiting the relationship between the project and its environment

56
Q

How can VUCA be used in project management? (project environment)

A

To recognise and acknowledge risk and consider how risk can be managed

57
Q

Stockpiling inventory or overhiring staff is a reponse to which part of VUCA?

A

Volatility

58
Q

Investing in information, as well as ways of analysing and sharing that information, is a response to what part of VUCA?

A

Uncertainty

59
Q

Restructuring a project, or bringing in specialists, is a response to what part of VUCA?

A

Complexity

60
Q

Experimentation and lessons learned activities are a response to what part of VUCA?

A

Ambiguity

61
Q

Working in a VUCA environment is to be expected, but what can high levels of VUCA result in?

A

Anxiety, lack of motivation, constant need for re-training, overwhelming individuals

62
Q

Protecting the health, safety and welfare of employees as well as anyone else on the premises, falls under what legislation?

A

Health and Safety at work act (1974)

63
Q

Why should a PM be aware of the health and safety at work act (1974)?

A
  1. Creation of a health and safety management plan
  2. To ensure proper training in staff
  3. Guidance for regular review of the environment
  4. To ensure use of proper PPE
  5. Guidance on risk assessment
  6. Open and honest disclosure
  7. Awareness of stress as a potential HSE issue
  8. To know how to address environmental issues
64
Q

An agreement between parties, where one offers to sell (products or services) and the other offers to buy (those products or services) is known as a c______

A

Contract

65
Q

Contracts must meet several requirements to be enforceable in english law, true or false?

A

True

66
Q

Name 6 characteristics it’s illegal to discriminate on the basis of

A
  1. Sex
  2. Gender
  3. Race
  4. Sexual orientation
  5. Age
  6. Disability
67
Q

Within environmental law and regulation, what4 things should a PM consider?

A
  1. Completing an environmental impact assessment
  2. Waste management procedures
  3. Environmental management systems
  4. Energy consumption
68
Q

What two things does the FOI act (2000) state public bodies must do?

A
  1. Publish certain information about their activities

2. Provide copies of info about an individual when requested to do so by that individual

69
Q

Rank these 5 waste management solutions in order of most preferable, in regards to environmental impact; re-use, recovery, recycle, disposal, prevention

A
  1. Prevention
  2. Re-use
  3. Recycle
  4. Recovery
  5. Disposal
70
Q

Within what type of org structure does a PM have the most authority?

A

A project organisation

71
Q

What are 4 general responsibilities of the project team on a project

A
  1. Deliver the deliverables within time, cost and quality
  2. Produce products to agreed specs
  3. Help identify changes, risks and issues
  4. Support, help and advise the PM
72
Q

Name 5 roles within a project

A
  1. PSG
  2. PM
  3. Users
  4. Suppliers
  5. Project team
73
Q

What kind of PMO provides ‘on-demand’ expertise, templates and access to info?

A

Supportive PMO

74
Q

What kind of PMO insists upon using its support? e.g. specific methodologies, templates, forms, etc.

A

Controlling PMO

75
Q

What kind of PMO manages the running of the project? E.g. by providing a PM and the required resources

A

Directive PMO

76
Q

Name 6 benefits of having a PMO

A
  1. Frees up time by relieving administrative burden
  2. Allows for standardisation of approaches
  3. Provides assurance to PM that work is going according to plan (can also provide reports for stakeholders)
  4. Monitors the correct usage of processes
  5. Allows continuity when a PM needs replacing
  6. A vehicle by which lessons can be learned across the org
77
Q

Provide two ways that a PMO can assist a PM to successfully deliver a project

A
  1. They can provide assurances; audits, health checks, reviews, change control
  2. They can provide specialist support; such as in risk, quality, planning, finance
  3. They can collect, analyse and present progress information
  4. Can help manage interdependencies with other projects
  5. Can provide document management and access to information, tools and other services

Project Management (10 decks)

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