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PM Advanced > Lecture > Flashcards

Lecture Flashcards

1
Q

Approaches to staffing

A
  • Ethnocentric
  • Polycentric
  • Geocentric
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2
Q

Organizational structures

A
  • Influence Organization
  • Matrix Organization
  • Autonomous Organization
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3
Q

Fields of Activity / Types of services

A
  • Traditional / Direct Foreign Construction
  • T+B-foreign Expansion
  • Engineering Services
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4
Q

Financing Models

A

Build-Own-Operate
(BOO)
Build-Own-OperateTransfer (BOOT)
Build-Operate-Transfer
(BOT)
Build-Rent-Transfer
(BRT)
Design-Build-Operate
(DBO)
Design-Build-OperateTransfer (DBOT)
Design-Construct-ManageFinance (DCMF)
Renovate-Own-Transfer
(ROT)

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5
Q

Project financing

A
  • Cash-Flow Financing
  • Off-Balance-Sheet Financing
  • Risk Sharing
  • Sponsor
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6
Q

Strategies of procurement financing

A
  • Local Sourcing
  • National Sourcing
  • Global Sourcing
  • Supplier credit
  • Bill of exchange
  • Operate-Leasing
  • Finance Leasing
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7
Q

Strategies of the procurement organization

A
  • Central procurement
  • Lead-Buyer System
  • Decentralized procurement
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8
Q

Spare parts supply

A

Option 1:
Provision of an extensive spare parts warehouse
Option 2:
Quick purchase and transportation after demand determination
Optimal: Combine both (Phase 1 - Opt.1, Phase 2 - Opt.2)

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9
Q

International Commercial Terms (Incoterms)

A

EXW - Ex Works
FCA - Free Carrier
FAS - Free alongside ship
FOB - Free on board
CFR - Cost and freight
CIF - Cost, insurance and freight
CPT - Carriage paid to
CIP - Carriage and insurance paid to
DAP - Delivered at place
DPU - Delivered at place unloaded
DDP - Delivered duty paid

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10
Q

Dealing with risks

A
  • risk avoidance
    → lack of opportunity utilization
  • risk shifting
    → insurance fee
  • risk acceptance (self-carrying)
    →risk awareness
  • risk reduction
    → risk strategy
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11
Q

Risk potential

A
  • General management risks
  • Operational risks
  • External risks
  • Force majeure
  • Other risks
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12
Q

Methods in the Risk Assessment Process

A

Systematized empirical data:
- Checklist for risks
- Damage catalog
Creativity techniques
- Brainstorming
- Delphi method
Retrospective Analysis
- Damage analysis
- Indicator analysis
- Scenario analysis
Statistical analysis
- Standard deviation Interpretation
- Monte-Carlo-Simulation

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13
Q

Factors influencing the success of the assignment

A
  • Qualified local employees
  • Clear and conflictfree role
  • Decision-making autonomy and influence
  • Clear competence guidelines
  • Host country knowledge in the head office
  • Opportunity to maintain contacts or visit
  • Company culture and cohesion in the host country
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14
Q

Posting design

A
  • Transparent and uniform assignment guidelines
  • Careful selection of personnel
  • Culture-related preparation (with partner)
  • Continuous support
  • Long-term return planning
  • On-site assistance, „start-up package“
  • Financial attractiveness
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15
Q

Host Country Environment

A
  • Cultural distance from the home country
  • Difficulties of the local language
  • Legal and bureaucratic barriers
  • Quality of life and leisure
  • Supportive network of foreigners
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16
Q

Culture types according to Lewis

A

LINEAR-ACTIVE
- fact-, task-oriented
- structured way of working
- direct statements
MULTI-ACTIVE
- dialogue and relationship
oriented
- emotional, impulsive
- flexible
REACTIVE
- Respectful and listening
- Factual and relationship
oriented
- Avoiding open confrontation

17
Q

Intercultural competence development according to M.J. Bennett

A
  1. Denial - There is only one’s own way.
  2. Defence - Your own way is the best way.
  3. Downplay - The differences are irrelevant.
  4. Accept - There are different ways to do/see things.
  5. Adapt - Use new methods to act more effectively.
  6. Integrate - Smooth transition between different cultures
18
Q

Team building process with the Tuckmann phase model

A
  • Forming
  • Storming
  • Norming
  • Performing
  • Mourning
19
Q

Possible actions of the project manager in the intercultural team building process:

A
  • Kick-off event
  • Information about new culture
  • Organization of an intercultural training
  • Facilitate exchange
  • Allocation of tasks according to strengths
  • Driving the solution finding process
  • Common goals
20
Q

Success factors for intercultural cooperation

A
  • Good project organization
  • Willingness to accept constructive criticism
  • Positive basic attitude
  • Cultural awareness
  • Solid language skills
21
Q

Leadership styles

A
  • Authoritarian
  • Patriarchal
  • Advisory
  • Consultative
  • Participative
  • Delegative
  • Democratic
22
Q

FIDIC - The Red Book

A
  • Intended for building and civil engineering works designed by (or on behalf of) the Employer. The Contract may require the Contractor to supply plant and / or execute some design.
  • Contract comes into effect when the Employer accepts the Tender by issuing the Letter of Acceptance. The Parties may then sign a Contract Agreement.
  • Administration by the Engineer, with data in the Appendix to Tender prescribing one of two options:
    a) the Engineer acts impartially when carrying out certain actions, which include making prearbitral decisions; or
    b) the Engineer does not act impartially, and pre-arbitral decisions are made by the Dispute Adjudication Board (DAB) jointly appointed by the parties.
23
Q

FIDIC - The Yellow Book

A
  • Intended for plant and for building and engineering works designed by (or on behalf of) the Contractor. However, the Employer may have executed some design.
  • Contract comes into effect when the Employer accepts the Tender by issuing the Letter of Acceptance.
    The parties may then sign a Contract Agreement.
  • Administration by the Engineer, with data in the Appendix to Tender prescribing one of two options:
    a) the Engineer acts impartially when carrying out certain actions, which include making prearbitral decisions; or
    b) the Engineer does not act impartially, and pre-arbitral decisions are made by the Dispute
    Adjudication Board (DAB) jointly appointed by the parties
24
Q

FIDIC - The Silver Book

A
  • Intended for EPC – Engineer, Procure, Construct – Contract, where the responsibility for the design lies solely with the Contractor in accordance with the Employer’s Requirements.
  • Contract comes typically into effect when signing the Contract Agreement.
  • Contractor carries out all engineering, procurement, construction providing a fully-equipped facility, ready for operation at ‘ the turn of a key ‘.
  • Administration by the Employer – unless he appoints a Representative.
  • Lump sum contract price,
25
Q

FIDIC - The Green Book

A
  • Intended for engineering and building work of relatively small capital value.
  • Suitable for fairly simple or repetitive work or work of short duration without the need for specialist sub-contracts.

PM Advanced (1 decks)

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