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prelims reveiwer Flashcards

1
Q

This includes identifying and managing the lifecycle to be used, applying it to the user-centered design process, formulating the project team, and efficiently guiding the team through all phases until project completion

A

project management

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2
Q

It is the process of leading the work of a team to achieve all project goals within the given constraints.

A

project management

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3
Q

This information is usually described in project documentation, created at the beginning of the development process.

A

project management

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4
Q

This focuses on planning and organizing a project and its resources.

A

project management

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5
Q

This includes identifying and managing the lifecycle to be used, applying it to the user-centered design process, formulating the project team, and efficiently guiding the team through all phases until project completion.

A

project management

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6
Q

It is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

A

project management

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7
Q

Means the process of leading a team to hit goals or complete deliverables within a set timeframe.

A

project management

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8
Q

to successfully complete its listed goals and deliverables.

A

project management

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9
Q

It involves identifying and managing risks, carefully managing resources, smart budgeting, and clear communication across multiple teams and stakeholders.

A

project management

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10
Q

A good project manager considers the big picture and sets realistic and achievable goals, budgets, and timelines. Without careful management, a project can quickly get off track before it has even begun.

A

Realistic project planning

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11
Q

Unclear focus can lead to scope creep, missed deadlines, and overspending. Plus, without a project manager to oversee the project plans and task breakdowns, many teams may not notice potential risk factors as they arise. If they don’t address evolving project risks, the team could end up prioritizing the wrong tasks.

A

Clear focus and objectives

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12
Q

Project management is a driver of organizational strategy. So if you aren’t applying it to your initiatives, you are missing a crucial opportunity to grow. Strategic alignment at every level of the project keeps each stakeholder on the same page and ensures your initiatives drive the organization forward.

A

Strategic alignment

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13
Q

Project managers help teams break down a project into more manageable pieces. By breaking the project into a clear process of assigned tasks, milestones, and deadlines, project managers can direct their teams more efficiently and react to issues with greater agility.

A

Managed process

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14
Q

Your project could meet all parameters for time and budget, but if the quality standards aren’t met, the project will be deemed a failure. Project managers help outline deliverables and define their quality standards so that everyone knows exactly what they’re aiming for.

A

Quality control

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15
Q

Project management reduces project costs by improving efficiency, mitigating risks, and optimizing resources. Even with the added cost of investing in a project manager, organizations stand to gain much more.

A

Reduced costs

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16
Q

When do we use project management?

A

Projects are separate from business-as-usualactivities and occur when an organization wants to deliver a solution to set requirements within an agreed budget and timeframe.

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17
Q

When do we use project management?

A

Projects require a team of people to come together temporarily to focus on specific project objectives. As a result, effective teamwork is central to successful projects.

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18
Q

is concerned with managing discrete packages of work to achieve specific objectives.

A

project management

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19
Q

Who uses project management?

A

Anyone and everyone manages projects, even if they aren’t formally called aproject manager.

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20
Q

Who uses project management? enumerate

A

Transport and Infrastructure

IT
Product manufacture
Building and Construction
Finance and Law

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21
Q

Primary Constraints of Project Management

A

Scope;
Time; and
Budget

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22
Q

Project Management Soft Skills

A
  1. Communication
  2. Organization and scheduling
  3. Leadership
  4. Risk management
  5. Financial aptitude
  6. Negotiating
  7. High standards
  8. Critical thinking
  9. Patience
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23
Q

are valuable traits and interpersonal skills that enable people to work well with others.

A

Soft skills

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24
Q

Communicate clearly so that people understand what needs to be done and when it needs to be done by.

A

Communication

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25
Q

Without it, your projects could fall apart.This is to ensure that no aspect of the project is overlooked or under-resourced.

A

Organization and scheduling

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26
Q

Management requires leading by example and using your initiative, whether that’s mentoring junior team members, supporting people when they’re struggling, or making decisions based on what’s best for your team.

A

Leadership

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27
Q

It enables them to analyze situations and identify and control threats to their project’s success, as well as the overall company’s earnings.

A

Risk Management

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28
Q

Must plan a project within the agreed budget and ensure that the work is completed within the confines of that budget.

A

Financial Aptitude

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29
Q

It is a process of reaching an agreement that is suitable for both parties without resorting to arguments or disputes.

A

Negotiation

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30
Q

Helps to ensure you get the very best out of your team as well. Setting high standards means you’ll consistently deliver high-quality work.

A

High Standards

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31
Q

It is great for improving problem solving, which you will need to do a lot of in this position.

A

Critical Thinking

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32
Q

It keeps a cool head in just about any situation, you’ll thrive as a project manager.

A

Patience

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33
Q

Project Management Hard Skills

A
  1. Certification
  2. Understanding of Project Management learning
  3. Experience with project management tools
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34
Q

If you’re ready to become aProject Management Professional, gaining the right __________ and technical skills is a must.

A

Certification

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35
Q

means you’ll learn all the skills necessary to excel in the role, and ensures that you’re officially recognized as a project management professional.

A

PMP Certification

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36
Q

offers a range of certifications for project managers. PMP certification is also highly desirable in the recruitment process.

A

Project Management Institute

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37
Q

This dictate how the individual should manage the project at hand and any situations that arise.

A

Understanding of Project Management learning

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38
Q

To help project managers keep track of tasks, manage workloads and accurately forecast projects.

A

Experience with project management tools

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39
Q

Examples of Project Management

A

The development of video games and updates to video games.

Building a bridge for public
works.

Development of energy projects such as solar panel system on the roof of an airport.

Development of a software to create a new mobile app for an existing bank company.

Removing toxic chemicals from a hospital through a proposed equipment.

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40
Q

It is a temporary endeavor undertaken to accomplish a unique purpose.

A

Project

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41
Q

It is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.

A

Project

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42
Q

are a temporary effort to create value through a unique product, service or result.

A

Project

43
Q

have a beginning and an end. They have a team, a budget, a schedule and a set of expectations the team needs to meet.

A

Project

44
Q

unique and differs from routine operations—the ongoing activities of an organization—because projects reach a conclusion once the goal is achieved.

A

project

45
Q

people who either intentionally or by circumstance are asked to ensure that a project team meets its goals. Project professionals use many different tools, techniques and approaches to meet the needs of a project.

A

Project Professionals

46
Q

series of formal documents that define the execution and control stages of a project.

A

project plan

47
Q

includes considerations for risk management, resource management and communications, while also addressing scope, cost and schedule baselines.

A

project plan

48
Q

also called project management plan, answers the who, what, where, why, how and when of the project—it’s more than aGantt chartwith tasks and due dates.

A

project plan

49
Q

is used by project managers to ensure that their plans are thorough and robust.

A

Project planning software

50
Q

a project plan consists of the following documents:

A

Project Charter
Statement of Work
Work breakdown structure

51
Q

Is a written document which provides a general overview of the project. It describes the project’s reasons, goals, objectives, constraints, stakeholders, among other aspects.

A

Project Charter

52
Q

defines the project’s scope, schedule, deliverables, milestones, and tasks.

A

Statement of Work:A statement of work (SOW)

53
Q

Breaks down the project scope into the project phases, subprojects, deliverables, and work packages that lead to your final deliverable.

A

Work Breakdown Structure

54
Q

The project plan document is divided in sections to cover the following:

A

scope management,
quality management,
risk assessment,
resource management, stakeholder management, schedule management and
the change management plan.

55
Q

is a professional who plans and organizes resources and personnel. They must make sure they complete the project on time and within budget.

A

Project Manager

56
Q

exist in all industries and every type of organization. They may be contractors, managers, employees, or independent consultants.

A

Project Manager

57
Q

is a bar chartthat most project managers use. It contains lots of information on each task within a project.

A

Gannt Chart or bar chart

58
Q

Phases of Project Management

A

Project initiation

Project planning
Project execution

Project monitoring and controlling

Project closure

59
Q

Those five phases comprise a project’s lifecycle. The five steps above work to meet the requirements of fulfilling a complete lifecycle, which includes defining what work must be accomplished, which deliverables must be generated and reviewed, who must be involved, and how to control and approve each phase.

A

Phases of Project Management

60
Q

Before you begin the project lifecycle, you need to determine if this is even a project worth pursuing. If you don’t know why the business needs or would benefit from this project, you’ll need to undergo feasibility testing.

A

Project Initiation

61
Q

Now it’s time to develop an outline—orroadmap—that your team will follow to complete the project. This is essentially where you determinehowyou’re going to achieve the goals you defined in the previous phase.
Define the project in detail, then develop and define costs, resources, and timelines. Be sure to define who’s responsible for what during this phase so everyone understands their individual responsibilities.

A

Project Planning

62
Q

Now it’s time to get to work! You’ll usually begin the third stage with a kickoff meeting, then each team and its members will begin working on their responsibilities.

A

Project Execution

63
Q

Now’s your chance to become drunk with power…or nervously monitor the project’s progression. You’ll use KPIs to measure project performance and also actively work to resolve any issues or roadblocks that may arise.

A

Project Monitoring and Controlling

64
Q

That’s it: you’re done. Not so fast—this involves more than just turning in the project, sending out a congratulatory email, and taking a nap. It’s important to give step five its proper due because there’s much to be learned by taking a look back at every project.

A

Project Closure

65
Q

Types of Project Management

A

Waterfall;
Agile, and
Lean

66
Q

is a straightforward, linear system in which a project is divided into distinct phases, and the next phase cannot begin until the prior one is complete. The process and each team member’s responsibilities are clearly defined and mapped out from the beginning; they are not expected to change over the lifespan of the project.

A

Waterfall project management

67
Q

is ideal for longer, linear projects that require step-by-step phase completion, as well as projects with a static goal and scope.

A

Waterfall project management

68
Q

often called the “traditional” project management approach. In traditional approaches, projects are completed one stage at a time and in sequential order—like a waterfall would flow down a collection of rocks.

A

waterfall

69
Q

has several iterations or releases, providing plenty of opportunities to adjust along the way. It breaks the larger goal into smaller, more manageable chunks that can be worked on simultaneously, decreasing the time required to complete a project.

A

Agile project management

70
Q

are enshrined in the Agile Manifesto, which was written in 2001 by project managers in software development.

A

Agile project management

71
Q

This management style works well for projects that require frequent innovation, collaboration and modifications. This is why it’s highly popular in the field of software development, where technology and customer needs are constantly changing.

A

Agile project management

72
Q

is a philosophy that focuses on increasing efficiency across processes.

A

Lean Project Management

73
Q

This evaluation process is ongoing, allowing for customer feedback and continuous improvement.

A

Lean Project Management

74
Q

– typical example of inventory waste is overstocking to meet unexpected demand. In project management, often seen inventory waste is purchased online tools that teams rarely use or office supplies that exceed needs.

A

Inventory

75
Q

whenever a task is not moving, the waste of waiting occurs, interrupting the continuous workflow. Typical in project management is waiting for approval from higher management.

A

Waiting

76
Q

causing rework or even scrap, defects are hazardous waste. Examples from the project management world would be incorrect data collection, conversation errors, and unclear acceptance criteria.

A

Defects

77
Q

occurs when you exceed customer demand and produce more than is needed or before it is needed. It is also a hazardous waste type, as it triggers the other six wastes.

A

Overproduction

78
Q

you need to arrange a process where workers need to do as little as possible to finish their job. Often in project management, motion waste is generated by searching for information or lack of direct access to data.

A

Motion

79
Q

is wasteful whenever you move resources without this movement generating value to the end product. Task switching, interruptions, unnecessary outsourcing are prime examples of transportation waste in the project management reality.

A

Transportation

80
Q

often manifested as double work or work exceeding customer requirements. In project management, we see over processing most often as multiple levels of approval for small tasks, excessive reviews, or too many iterations.

A

Over-processing

81
Q

3 Types of Waste

A

muda(waste),
muri(overburden)
mura(unevenness)

82
Q

was originally created by Toyota to eliminate waste and inefficiency in its manufacturing operations.

A

Lean

83
Q

the types of so called non-value-added components in any process. (3Ms)

A

waste

84
Q

is the direct obstacle of flow.

A

muda

85
Q

information pushed to early or not available

A

Waiting

86
Q

stocks of goods and raw materials

A

Inventory

87
Q

redundant activities, pushing instead of pulling,

A

Overproduction

88
Q

rework, errors, machine failures, returned goods.

A

Defects

89
Q

excess movement of product,

A

Transportation

90
Q

excessive movement of machines or people,

A

Motion

91
Q

Scope creep, overtime unplanned, excessive approvals, resources overloaded, excessive reviews, hand-offs, too many iterations…,

A

Over-processing

92
Q

There are always occasions where people have to give an extra additional effort to make the customer happy. The problem arises when you expect this from your people all the time and they soon burn out.

A

muri(overburden).

93
Q

can be found in fluctuation in customer demand, process times per product or variation of cycle times for different operators. This is even more true in project work, where every project is different.

A

Mura(unevenness)

94
Q

When defining a project, think SMART

A

S - Specific
M - Measurable
A – Action-Oriented
R - Realistic
T – Time-Limited

95
Q

Factors to define the project’s objectives:

A

quality
organization
communication

96
Q

Identify the quality standards and determine how to measure and satisfy them.

A

Quality

97
Q

Calibrate goals depending on the people and other resources you have available.

A

Organization

98
Q

Determine what information each stakeholder needs and how to deliver it.

A

Communication

99
Q

4 Biggest Problems Manager Faces

A

time slippage
scope creep
quality issues
people problem

100
Q

the most common problem in project management is falling behind schedule. Delays may be unavoidable, but you can usually at least improve the situation.

A

Time Slippage

101
Q

It is an ongoing battle for the project manager. People may begin to see more that could be achieved.

A

Scope Creep

102
Q

This sometimes gives way to deadline pressures. Don’t rush essential quality checks for the sake of the schedule. When you examine deliverables, use the appropriate tools such as detailed inspections, checklist or statistical sampling.

A

Quality Issues

103
Q

The most difficult challenges a project management must confront. Paying attention and a daily interaction to the team is necessary for help.

A

People Problems

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