Lesson 4 Flashcards
(65 cards)
1
Q
Application Areas are made up of categories of projects that have common elements.
A
Industry Group
Department
Technology
Management Specialties
2
Q
TRUE OR FALSE
Physical ones are the easiest to understand.
A
TRUE
3
Q
TRUE OR FALSE
Cultural and International factors are often misunderstood and ignored.
A
TRUE
4
Q
RED - US
A
DANGER STOP
5
Q
RED - CHINA
A
HAPPINESS
6
Q
ANGER DANGER
A
RED - JAPAN
7
Q
EGYPT - RED
A
DEATH
8
Q
ARISTOCRACY - FRANCE
A
RED
9
Q
SADNESS MELANCHOLY - US
A
BLUE
10
Q
BLUE - CHINA
A
HEAVENS, CLOUDS
11
Q
BLUE - JAPAN
A
VILLAINY
12
Q
BLUE - EGYPT
A
VIRTUE, FAITH, TRUTH
13
Q
BLUE - FRANCE
A
PEACE, FREEDOM
14
Q
GREEN - NOVICE, APPRENTICE
A
US
15
Q
GREEN - MING DYNASTY HEAVENS
A
CHINA
16
Q
GREEN - JAPAN
A
FUTURE, YOUTH, ENERGY
17
Q
EGYPT - GREEN
A
FERTILITY, STRENGTH
18
Q
GREEN - FRANCE
A
CRIMINALITY
19
Q
YELLOW - US
A
COWARDICE
20
Q
YELLOW - JAPAN
A
GRACE NOBILITY
21
Q
YELLOW - CHINA
A
BIRTH WEALTH
22
Q
YELLOW EGYPT
A
HAPPINESS PROSPERITY
23
Q
YELLOW FRANCE
A
TEMPORARY
24
Q
WHITE -DEATH
A
JAPAN
25
WHITE - NATURALITY
FRANCE
26
CHINA - WHITE
DEATH PURITY
27
US WHITE
PURITY
28
As the project manager, you have to rely on your project management knowledge and your general management skills
Management Knowledge and Skills
29
essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specifications they are working toward
Communication
30
project manager must understand all of the unspoken influences at work within an organization
influence
31
the ability to motivate and inspire individuals to work toward expected result
leadership
32
helps people work more efficiently and produce better results.
motivation
33
in any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process
negotiation
34
the ability to understand the heart of a problem, look for a viable solution, and then make a decision to implement that solution.
problem solving
35
project processes
a series of actions bringing about a result
36
describe, organize, and complete the work of the project.
Project management processes
37
specify and create the project’s product. are typically defined by the project life and vary by application area.
Product oriented processes
38
authorizing the project or phase.
Initiating processes
39
defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address.
planning processes
40
coordinating people and other resources to carry out the plan.
executing processes
41
ensuring that monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary meet project objectives
controlling processes
42
formalizing acceptance of the project or phase and bringing it to an orderly end.
closing processes
43
documents or documentable items that will be acted upon.
inputs
44
mechanisms applied to the inputs to create the outputs.
tools and techniques
45
documents or documentable items that are a result of the process.
outputs
46
During the first of these phases, the initiation phase, the project objective or need is identified. An appropriate response to the need is documented in a business case with recommended solution options
project Initiation Phase
47
It is where the project solution is further developed in as much detail as possible and the steps necessary to meet the project’s objective are planned. In this step, the team identifies all of the work to be done
2. project Planning Phase
48
This method helps ensure that the goals have been thoroughly vetted. It also provides a way to clearly understand the implications of the goal-setting process.
smart
49
A newer method for setting goals that takes into consideration the environment of today’s fast-paced businesses.
clear
50
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation.
Implementation (Execution) Phase
51
This is all about measuring project progression and performance and ensuring that everything happening aligns with the project management
plan.
project monitoring phase
52
referred as the completion phase, the emphasis is on releasing the final deliverables to the customer, handing over project documentation to the business, terminating supplier contracts, releasing project resources, and communicating the closure of the project to all stakeholders.
project closing phase
53
is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a programme.
stakeholders
54
generally include the project sponsor, project team, support staff, and internal customers for the project.
internal project stakeholders
55
include the project’s customers, competitors, suppliers, and other external groups potentially involved in the project or affected by it.
external project stakeholders
56
WHO ARE THE STAKEHOLDERS?
Project Sponsor
Customer
Subcontractors
Suppliers,
Government
Project manager
Project team members
Managers from other departments
57
s defined as the person or group of people who directs and controls an organization at the highest level
top management
58
is made up of those people dedicated to the project or borrowed on a part-time basis.
2. The Project Team
59
Typically the boss decides what the assignment is and who can work with the project manager on projects. Keeping your manager informed will help ensure that you get the necessary resources to complete your project.
manager
60
are people who are at the same level in the organization as you and may or may not be on the project team. These people will also have a vested interest in the product.
peers
61
because project managers are in the position of borrowing resources, other managers control their resources. So their relationships with people are especially important.
resource managers
62
are individuals within the organization who are customers for projects that meet the needs of internal demands. The customer holds the power to accept or reject your work.
internal customers
63
are the customers when projects could be marketed to outside customers.
external customers
64
can include all or some levels of government from municipal, provincial, federal, to international
8. Government
65
depending on the project, managing contractor and supplier relationships can consume more than half of the project manager’s time
Contractors, subcontractors, and suppliers
