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Project management > Midrterms > Flashcards

Midrterms Flashcards

1
Q

a relationship between two or more parties who have, or think they have, incompatible goals and who act on the basis of those perceived incompatibilities.

A

Conflict

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2
Q

Stages of Conflict

A
  1. Latent stage
  2. Perceived Stage
  3. Felt Stage
  4. Manifest Stage
  5. Aftermath
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3
Q

3 reasons that may cause a conflict

A
  1. Scarce resources
  2. Drives for Autonomy
  3. Divergence of Subunit Goals
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4
Q

Characterized by the potential for conflict

A

Latent Stage

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5
Q

One or more parties become aware of actual conflict.

A

Perceived Stage

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6
Q

Concentrates on emotions coming into play for affected parties.

A

Felt stage

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7
Q

Conflict is out in the open

A

Manifest Stage

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8
Q

Refers to its outcome, which can be positive or negative.

A

Aftermath

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9
Q

Types of Conflict

A
  1. Interpersonal conflict
  2. Intrapersonal conflict
  3. Intergroup conflict
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10
Q

Manner of conflict existing within oneself.

A

Intrapersonal conflict

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11
Q

This is the type of conflict existing between an individual and another.

A

Interpersonal conflict

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12
Q

This is such that exist between a particular group and one or more other groups.

A

Intergroup conflict

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13
Q

practice of being able to identify and handle conflicts sensibly, fairly, and efficiently.

A

Conflict Management

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14
Q

Importance of Conflict Mgt.

A
  1. Helps maintain a healthy relationship
  2. Helps in finding alternatives for problems
  3. Helps implement ideas and strategies successfully
  4. Helps prevent negative consequences
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15
Q

types of conflict mgt / conflict handling intentions

A
  1. Accomodating
  2. Collaborating
  3. Avoiding
  4. Competitive
  5. Compromising
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16
Q

This approach is used to reduce the effect of conflict, emphasizing area of agreement, and de-emphasizing areas of disagreement.

A

Accomodating

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17
Q

Both parties meet and discuss their disagreement and tend more to resolve their conflict.

A

Collaborating

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18
Q

This mode is used normally as a temporary solution when it is required to gain some time.

A

Avoiding

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19
Q

In this mode, one party shall impose his solution on the other party.

A

Competitive

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20
Q

Where both parties agree to reach a certain degree of satisfaction.

A

Compromising

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21
Q

5 steps to resolve conflicts

A
  1. Carefully listen
  2. Considerately look at the
    situation.
  3. Calmly discuss the
    conflicting perspectives.
  4. Conscientiously look
    at the facts.
  5. Cooperatively work together.
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22
Q

Communication Considerations

A

Internal vs. external
Formal vs. informal
Vertical vs. horizontal
Written vs. oral
Official vs. unofficial
Verbal vs. nonverbal

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23
Q

Communication skills

A

Listening actively
Questioning
Presentation skills
Coaching
Negotiation
Resolving conflict
Interviewing management
Meeting management

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24
Q

Project Communications Management

A

Plan > Manage > Control

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25
Q

> based on stakeholder’s information needs .
Identifies and documents the approach to communicate most effectively and efficiently

A

Plan Communication Management

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26
Q

Providing only the needed information

A

Efficient communication

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27
Q

Information in the right format, at the right time, to the right audience.

A

Effective Communication

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28
Q

Factors that may affect communication technology

A

> Urgency of the need for information
Availability of technology
Ease of use
Sensitivity of information

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29
Q

Communication blockers

A
  1. Negative statements
  2. Language
  3. Culture diversity
  4. Distance
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30
Q

Feedback types

A
  1. Positive feedback
  2. Negative feedback
  3. Constructive feedback
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31
Q

Communication Methods

A
  1. Interactive communication (most effective)
  2. Meeting, video conference, phone calls
  3. Push communication (send & forget)
  4. Letter, e-mails, faxes
  5. Pull communication
  6. Internet sites
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32
Q

possible effects of conducting meetings

A
  1. Team work spirit
  2. Conflict resolution
  3. Coordination between activities
  4. Experience transfer
  5. Consensus in decisions
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33
Q

Effective meetings

A
  1. Goal determination
  2. Meeting agenda preparation
  3. Meeting tools preparation
  4. Choose & communicate date/time/duration/people
  5. Participant identification
  6. Focus on topics
  7. On time
  8. Choose coordinator
  9. Meeting minutes/action plan distribution
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34
Q

Meeting members

A
  1. Director
  2. Coordinator
  3. Registrar/Editor
  4. Participants
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35
Q

Creating, collecting, distributing, storing, retrieving, and the disposition of information.

A

Manage Communications

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36
Q

Report Types

A
  1. Earned value
  2. Lesson learned
  3. Forecasting
  4. Trend
  5. Status
37
Q

Assess project performance

A

Earned value

38
Q

Used for future projects

A

Lesson learned

39
Q

Predicts future project performance

A

Forecasting

40
Q

Examine project result over time

A

Trend

41
Q

Describe the current status of the project

A

Status

42
Q

Tools and Techniques

A
  1. Communication technology
  2. Communication methods
  3. Performance reporting
  4. Information management systems
43
Q

Required activities for information to be created, distributed, received, acknowledged, and understood

A

Project Communications

44
Q

Project communications include

A
  1. Performance reports,
  2. Deliverables status,
  3. Schedule progress,
  4. Cost
45
Q

Project Management Plan Updates

A
  1. Project baselines,
  2. Communications management plan,
  3. Stakeholder management
46
Q

Project Documents Updates

A
  1. Issue log,
  2. Project schedule.
47
Q

EEF meaning

A

Enterprise Environmental Factors

48
Q

OPA meaning

A

Organizational Process Assets

49
Q

3 requisites for Communication Management

A
  1. Audience
  2. Message
  3. (Right) Channel
50
Q

Good communication includes…

A
  1. Clear
  2. Concise
  3. Concrete
  4. Current
  5. Coherent
  6. Courteous
  7. Complete
51
Q

Effective communication skills…

A
  1. Listening skills
  2. Keep your team intact
  3. Use interactive communication
  4. Improve nonverbal skills
  5. Plan projects
52
Q

It is the process of creating,
implementing, and managing projects
that contribute to the performance
of an organization and its
strategy. A good performance
management approach is the building
block of a well-run organization.

A

PROJECT
PERFORMANCE
MANAGEMENT

53
Q

Focus Areas of PPM

A
  1. Linking your projects to your
    strategy
  2. Tracking the performance of
    your projects over time
  3. Reviewing your project
    completions for improvements
54
Q

Types of Performance Management

A
  1. ORGANIZATIONAL PERFORMANCE MANAGEMENT
  2. PROJECT PERFORMANCE MANAGEMENT
  3. EMPLOYEE PERFORMANCE MANAGEMENT
55
Q

IS A SUBSET OF ORGANIZATIONAL PERFORMANCE MANAGEMENT.
MANAGING OF PROJECTS THAT CONTRIBUTE TO THE
PERFORMANCE OF AN ORGANIZATION AND ITS STRATEGY.

A

PROJECT PERFORMANCE MANAGEMENT

56
Q

It is the concept of managing the strategy of the entire organization. Deals entirely with how you communicate, align around, and execute your strategy.

A

Organizational Performance Management

57
Q

SEEKS TO IMPROVE EMPLOYEE PRODUCTIVITY,
SATISFACTION, AND OPERATIONAL CAPABILITY.

A

EMPLOYEE PERFORMANCE MANAGEMENT

58
Q

6 STAGES OF PROJECT
PERFORMANCE MANAGEMENT

A

stage 1: Understand the business case
stage 2: define project goals
stage 3: Establish data points to
measure results
stage 4: Assign milestones, action
items, and deadlines
stage 5: Set up meetings to check
progress
Stage 6: Do a final project
report/assessment

59
Q

Triple constraints of ppm

A
  1. Time
  2. Scope
  3. Cost
60
Q

a specific point
within a project’s life cycle
used to measure the progress
toward the ultimate goal.

A

milestone

61
Q

a task or activity
that needs to get done to
complete the project.

A

action item

62
Q

the latest
date by which a project should
be completed. it makes clear
what we’re expected to deliver
and when.

A

project deadline

63
Q

Management reports should include

A
  1. project start and end dates;
  2. percent complete;
  3. spending to date;
  4. and any key steps and checkpoints
    (milestones) in the project.
64
Q

What does AAR stand for?

A

After Action Review

65
Q

USED TO DEBRIEF A
PROJECT OR EVENT AND
UNDERSTAND WHAT TOOK
PLACE, WHY IT HAPPENED
THE WAY IT DID, AND HOW
TO IMPROVE ON IT.

A

AAR

66
Q

Part I of the AAR

A

covers the project goals and changes
in time, scope, and budget

67
Q

Part II of the AAR

A

covers the information that came
out of the discussion.

68
Q

PROJECT
PERFORMANCE
MANAGEMENT
AS A
COMPETITIVE
ADVANTAGE

A
  1. ENSURES THAT PROJECTS REMAIN
    PROFITABLE NOT JUST IN THE TECHNICAL
    SENSE, BUT ALSO IN A STRATEGIC SENSE.
  2. managers can distill high-level
    strategic visions into tangible actions
    which what drives high-performing
    organizations forward.
  3. Provides a proactive approach in
    managing all aspects of projects.
69
Q

Projects that won’t move the company at all

A

Pet Projects

70
Q

When a task depends on another task for completion

A

Dependencies

71
Q

Performance Management is important because…

A
  1. Observe / Track Projects
  2. Improvement
  3. Alignment / Basis for reports
72
Q

Project is a success if…

A
  1. If it reached the scope
  2. is on time
  3. project stays within the budget
  4. project does not overcost and gives positive feedback
  5. if the project has ROI
73
Q

Measure of performance management

A
  1. productivity
  2. cost performance
  3. cost quality
  4. schedule performance
  5. customer satisfaction
  6. alignment to strategic business goals
74
Q

Competitive advantage of PPM

A
  1. Profitable
  2. HIgh level of strategic approach
75
Q

a process that enables activities and
events to be understood and managed
within a project.

A

Risk Management

76
Q

Anything that can affect outcome

A

Risk

77
Q

Risk Management Process

A

Identify > Analyze > Plan > Action

78
Q

Risk Management
Activities

A
  1. Identifying risks
  2. Establishing probability
  3. Understanding impact
  4. Planning responses
  5. Tracking and monitoring risks
  6. Communicating risks and
    responses with project
    stakeholders
79
Q

Risk Management artifacts

A
  1. Risk Management
    plan
  2. Risk Register/Log
80
Q

Risk Management tools

A
  1. Project Management
    Software
  2. Other tools
81
Q
  • a written
    document that details
    the risk management
    process
A

Risk Management
plan

82
Q

a
repository where all
risks can be
documented, analyzed
and tracked. A ‘master
list” showing likelihood
and impact.

A

Risk Register/Log

83
Q

e.g.,
Smartsheet,
spreadsheet software

A

Project Management
Software

84
Q

Ms Excel,
MS Teams, Templates,
MS Outlook.

A

Other tools

85
Q

Risk exists because….

A
  1. There are no clear goals
  2. Poor communication
  3. Limited resources
  4. Inadequate budget
  5. Unclear roles and responsibilities
86
Q

Risk responses

A
  1. Avoidance
  2. Mitigation (reducing the impact)
  3. Accept (deal with the risk)
87
Q

12 major management risks

A
  1. scope risk
  2. cost risk
  3. Communication risk
  4. Lack of clarity
  5. Poor scheduling
  6. Technology risk
  7. Operational risk
  8. Health and safety risk
  9. skills resource risk
  10. Performance risk
  11. Market risk
  12. External hazard risk
88
Q

Best way to solve risks

A
  1. Brainstorming
  2. Perform SWOT analysis
  3. Interview stakeholders
89
Q

When the risk is already here…

A
  1. Risk analysis process
  2. Assess the risk
  3. Develop appropriate risk responses
  4. Develop preventative mechanisms

Project management (3 decks)

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