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AICP > Management, Administration, and Leadership > Flashcards

Management, Administration, and Leadership Flashcards

1
Q

Cost-benefit analysis

A

Estimates the total monetary value, costs and benefits, of a project.

Typically used for public projects such as highways and other public facilities.

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2
Q

Jules Dupuit

A

Credited with conceiving cost-benefit analysis.

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3
Q

What caused cost-benefit analysis to become common?

A

The Federal Navigation Act of 1936.

This act required that the U.S. Army Corps of Engineers undertake waterway system projects when the total benefits exceed the costs of the project.

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4
Q

What is one of the biggest challenges in conducting cost-benefit analysis?

A

Converting the outcomes of projects into a monetary figure.

Cost-benefit analysis requires that all costs and benefits be converted to a monetary value. This means that social and environmental benefits, such as the preservation of open space, have a monetary value.

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5
Q

In a cost-benefit analysis, the costs and benefits must be set for

A

A particular time and specified location.

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6
Q

In a cost-benefit analysis, the proposed project is compared to what?

A

The current situation without the project.

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7
Q

In a cost-benefit analysis, the monetary benefits of the project outweigh its monetary costs if…

A

The ratio of benefit over costs is greater than one.

In comparing multiple alternatives, the largest ratio creates the highest net monetary value.

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8
Q

What is cost-effectiveness analysis?

A

A method for selecting among competing projects when resources are limited.

This was developed by the military.

For example: if a community has $50,000 to spend on park improvements, then several different projects can be prepared, such as adding playground equipment or purchasing a new lawnmower.

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9
Q

What is the CE ratio?

A

AKA The cost-effectiveness ratio which can be used to determine which option is the most cost effective.

(cost of new strategy - cost of current practice)/(effect of new strategy - effect of current practice)

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10
Q

What is Net Present Value?

A

Calculates the net monetary value of a project, discounted to today’s present value.

For example, if the net present value of a proposed hockey arena is greater than zero, then one can conclude that the monetary benefit of the hockey arena outweighs its monetary costs.

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11
Q

What do you need to know to calculate net present value?

A

The years of the project’s lifespan, the quantified monetary benefits, the monetary costs, and the interest rate.

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12
Q

What is the alternative to net present value?

A

Internal rate of return

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13
Q

How is internal rate of return different than net present value?

A

The project’s net present value is at zero and the interest rate is blank.

If the calculation results in an interest rate that is greater than the available market interest rate, then the project would be financially beneficial (side note - unclear if this is specific to internal rate of return or also applies to net present value, make sure to confirm).

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14
Q

What are the major project management techniques?

A
  1. Goals Achievement Matrix (GAM)
  2. Gantt Chart
  3. Linear programming
  4. Program Evaluation and Review Technique (PERT)
  5. Critical Path Method (CPM)
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15
Q

What is the Goals Achievement Matrix (GAM) strategy?

A

A comprehensive way to evaluate different projects. It consists of a table that lists projects in rows and the evaluation criteria in columns. The matrix lets you score each project against the evaluation criteria and compare them to each other.

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16
Q

What is a Gantt chart?

A

This chart focuses on the sequence of tasks necessary for project completion. Each task is represented as a single horizontal bar on an X-Y chart. The X-axis is the time scale over which the project will endure. The length of each taskbar corresponds to the duration of each task.

The relationship usually shows dependency, where one task cannot begin until another is completed.

Created by Charles Gantt in 1917

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17
Q

What is linear programming?

A

A project management method that attempts to find the optimum design solution for a project.

This system takes a set of decision variables, within constraints, and generates an optimum design solution.

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18
Q

What is Program Evaluation and Review Technique (PERT)?

A

A scheduling method that graphically illustrates the interrelationships of project tasks.

PERT is a good choice when precise time estimates are not available for project tasks.

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19
Q

How was the PERT method created?

A

The U.S. Navy developed this method in the 1950s and it is now used widely in the defense industry.

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20
Q

What are the steps in the PERT planning process?

A
  1. Identify the specific activities and milestones.
  2. Determine the proper sequence of the activities.
  3. Construct a network diagram.
  4. Determine the critical path.
  5. Update the PERT chart as the project progresses.
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21
Q

What is the Critical Path Method (CPM)?

A

A project analysis tool that generates a “critical path” through the project tasks. Each project task has a known amount of time to complete and cannot be completed before the previous one is completed.

The longest pathway is the critical pathway.

22
Q

What project management tools work for projects of a large scale?

A

PERT and CPM

Typically, project management software is used to perform this kind of analysis.

Over time these two methods evolved to be considered one method, PERT/CPM.

23
Q

What is a horizontal or flat organizational form?

A

Few or no levels of management between management and staff level employees.

Employees are less supervised and have increased involvement in the decision-making process.

24
Q

What are the advantages of a horizontal or flat organizational structure?

A
  1. Provides employees with a greater level of responsibility.
  2. Excess layers of management are removed, which can increase efficiency, reduce costs, and speed up communication.
  3. Decision-making is also more streamlined.
25
Q

What are the disadvantages of a horizontal or flat organizational structure?

A
  1. Employees can lack a clear sense of directive or job duties.
  2. Employees tend to be generalists rather than developing a deep knowledge of key subject areas.
  3. There may be power struggles over who has decision-making authority.
  4. Management might avoid new opportunities in an effort to keep their flat structure intact.
  5. Larger organizations have a hard time with a flat structure.
26
Q

What is a vertical or hierarchical organizational form?

A

This structure resembles a pyramid. Every employee is subordinate to someone else within the organization, except the very top level (the CEO, who may be responsible to a board or an elected body).

27
Q

What are the advantages of a vertical or hierarchical organizational structure?

A
  1. Employees will have a clear sense of leadership within the organization and their level of responsibility on each task and project.
  2. There will also be promotional opportunities for employees to move “up” the organizational levels.
  3. Employees might narrow their field and develop expertise in one area, thus specialists will be more likely to develop than with flat organizational structure.
  4. Departmental loyalty is also likely.
28
Q

What are the disadvantages of a vertical or hierarchical organizational structure?

A
  1. Departments may not communicate well and rivalries can develop as departments focus on their own interests.
  2. There tends to be more bureaucracy, which can slow down client responsiveness.
  3. Costs can also be higher because there is more management personnel.
29
Q

What are Matrix organizations?

A

Matrix organizations encourage interdisciplinary approaches to problem-solving.

Both vertical and horizontal chains of command might form, with fewer formal rules.

30
Q

What are some challenges with matrix organizations?

A
  1. They can be difficult to manage and can be ineffective for large organizations.
  2. The variety in chains of command and informal rules can cause confusion, especially if there are dual lines of authority.
31
Q

What do solid lines indicate in an organizational chart?

A

Formal reporting relationships

32
Q

What do dotted lines mean in an organizational chart?

A

Indirect or informal reporting

33
Q

Why is it important to conduct annual performance evaluations?

A

To identify employee’s achievements and opportunities to improve performance and to continue to grow professionally.

34
Q

What are the basics of good management?

A
  1. Strong and visionary leadership
  2. Excellent communication, coordination, and collaboration.
  3. Managers are also responsible for ensuring the upholding of workplace policies and laws.
35
Q

What is a planning manager responsible for?

A
  1. Tracking and allocating workload
  2. Helping employees prioritize
  3. Keeping employees motivated
  4. Promoting a productive environment.
  5. Monitor performance
  6. Set goals for the organization
  7. Monitor progress toward goals.
36
Q

Why might a planning manager undertake an efficiency study?

A

To understand how to improve the development review process.

37
Q

What are management audits?

A

Used to understand how to improve management performance.

38
Q

How can a planning manager understand the organization’s effectiveness?

A

Undertake study methods such as a customer survey or focus group.

39
Q

What is strategic planning?

A

Strategic planning is used to guide an organization in determining its future. Strategic planning sets goals, objectives, and policies for reaching the set of objectives. This allows an organization to imagine its future while also understanding the changes in operations needed to achieve the desired future.

40
Q

What is the planning horizon for a strategic plan?

A

A strategic plan is short term, typically five or fewer years, with specific objectives.

41
Q

What major questions should a strategic plan address?

A
  1. What is the current situation and how is that situation likely to change in the foreseeable future?
  2. Where are we going as an organization?
  3. How will we get there?
42
Q

What are the 8 elements to a strategic plan?

A
  1. Analyze the community or organization’s needs.
  2. Identify results - determine what long-term objectives the city or organization is going to pursue.
  3. Admit uncertainties - analyze the Strengths, Weaknesses, Opportunities, and Threats (SWOT) relating to the objectives.
  4. Involve strategic stakeholders.
  5. Develop and evaluate alternatives.
  6. Identify the role of the city.
  7. Develop a funding policy.
  8. Evaluate performance.
43
Q

Are strategic plans the same thing as a comprehensive plan?

A

No.

Strategic planning is sometimes used instead of comprehensive planning, but it is not comprehensive in scope.

Strategic planning is helpful in looking at needed organizational changes or a particular issue, but it cannot be used to effectively plan a city as a whole.

44
Q

Define Results Orientated Management and Accountability (ROMA)

A

A sound management practice that incorporates the use of outcomes or results into the administration, management, and operation of community action agencies.

Benchmarks, measures, and statistical analysis are used to ensure program quality, effectiveness, and equity.

Results of the ROMA process can be applied at the individual, family, agency, or community level.

45
Q

Definition of Benchmark (ROMA)

A

Performance data used for comparative purposes. A program can use its own data as a baseline benchmark against which to compare future performance, or it can use data from another program as a benchmark.

46
Q

What is the history of ROMA?

A

ROMA was launched in 1993, when Congress passed the Government Performance and Results Act (GPRA) to improve federal program effectiveness and public accountability.

The intent was to focus on results, service quality, and customer satisfaction. The ROMA framework has been adopted by a broad range of community service organizations.

47
Q

Definition of impacts (ROMA)

A

The direct or indirect effects or consequences of achieving program goals.

48
Q

Definition of inputs (ROMA)

A

Resources a program uses to achieve program objectives.

Examples are staff, volunteers, facilities, curricula, and money.

49
Q

Definition of outcome indicators (ROMA)

A

Describe observable, measurable characteristics or changes that represent achievement of an outcome.

For example, a program with the desired outcome of participants pursuing a healthy lifestyle could define “healthy lifestyle” as getting at least two hours of exercise each week.

50
Q

Definition of measures (ROMA)

A

Quantitative or qualitative, objective, or subjective.

The particular form of measurement used is dependent on the objective to be measured, the availability of opportunities for measurement, and the cost of the measurement process.

51
Q

What is the ROMA cycle?

A

Assessment
Planning
Implementation
Achievement of results
Evaluation

52
Q
A

AICP (4 decks)

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