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Business Management > Project Management for Architectural Design Firms > Flashcards

Project Management for Architectural Design Firms Flashcards

1
Q

involves utilizing
procedures, techniques, and expertise to
achieve project goals, requiring diverse talents
such as strong people management, business
acumen, and technical skills.

A

Project management

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2
Q

manage building
design, construction, safety, environmental
compliance, and contract writing, requiring
creativity, organization, leadership,
communication, analytical skills, and CAD
technology for successful project execution

A

Architectural project managers

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3
Q

RESPONSIBILITIES OF A PROJECT MANAGER

A

Planning
Hire, fire, and supervise
Set goals
On time
Stay on budget
Keep your boss and client on the loop
The dispute manager
Draft contracts
Manage risks

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4
Q

IMPORTANCE OF PROJECT MANAGEMENT

A

Ensures Smooth Execution of Projects
Helps Meet Project Goals
Improves Communication and Collaboration

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5
Q

ensures timely completion,
budget compliance, quality standards, safety, and
collaboration among stakeholders. It involves
selecting policies, scheduling tasks, and allocating
resources within budget and timeframe

A

Project planning

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6
Q

involves selecting suitable
policies and techniques, establishing investment
readiness, and creating a detailed plan with
objectives, scope, costing, hazards, and timeline

A

Project planning

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7
Q

involves estimating resources,
materials, and time for each stage, identifying
start and completion dates, assigning tasks within
budget, and directing the team to achieve project
success.

A

PROJECT SCHEDULING

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8
Q

PROJECT SCHEDULING TOOLS

A

Task-list
Work breakdown structure (WBS)
Gantt Chart
Simulation
Critical path method (CPM)
Program evaluation and review technique
Fast-tracking
Crashing

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9
Q

graphical representation of project steps,
aiding in scope division, cost assessment,
resource planning, and scheduling
procedures.

A

Work breakdown structure (WBS)

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10
Q

a basic project schedule that
outlines activities, responsibilities, and
deadlines, suitable for minor projects but not
ideal for complex ones

A

Task-list

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11
Q

Horizontal bar charts visually display project
schedules, tracking activities over time, but
may be problematic for extensive projects
with interdependencies

A

Gantt Chart

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12
Q

a versatile tool for creating
schedules, estimating project duration, and
adjusting timelines as the project progresses
due to risks and uncertainties

A

Simulation

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13
Q

a
strategic planning tool for complex projects,
identifying the longest series of tasks and
determining the earliest completion date.

A

Critical path method (CPM)

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14
Q

predicts job times using
weighted averages, enhancing timetables for
complex tasks like research or IT, and displays
project timelines, milestones, and
communication using Microsoft Excel.

A

Program evaluation and review technique (PERT)

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15
Q

Altering the project timeline to
accommodate additional tasks can expedite
the project but also increases the risk of
errors and subpar quality.

A

Fast-tracking

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16
Q

The task requires exceeding the anticipated
resources or adding team members,
potentially increasing the budget

A

Crashing

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17
Q

a project management
strategy that involves altering activities,
schedules, or allocation to reduce resource
requirements, but it may lead to schedule and
expense overruns.

A

Resource Leveling

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18
Q

A project manager knows that
one of the most important
duties is to estimate the costs
and budgets for projects.
Without accurate estimates, it is
nearly impossible to ensure that
a project stays on track and
within budget

A

PROJECT BUDGETING
AND ESTIMATING

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19
Q

the process of predicting the
cost of a project and then
allocating funds accordingly.
This aspect of the planning
process allows project
managers to identify potential
risks, allocate resources, and
plan for contingencies.

A

Cost estimation and budgeting

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20
Q

There are several key elements that must be considered when
estimating the cost of a project. Accurate cost estimates for
each of these elements are essential for developing an accurate
overall estimate for the project. These include:

A

Materials
Labor
Overhead
Equipment
Permits
Fees
Taxes
Contingencies

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21
Q

Refers to how cash flows in and out
of an organization in regard to a
specific existing or potential
project

A

Cash Flow Projections

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22
Q

includes
revenue and costs for such a
project. Experts sometimes call
________ relevant cash
flow, which refers to when a
company is still deciding whether a
project is worth its time.

A

project cash flow

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23
Q

includes cost
estimates for a project, as
well as a schedule of when
you will incur those costs.
This forecast also displays
the project’s revenue and a
schedule of when you will
receive that revenue

A

Project Cash Flow
Forecast

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24
Q

allows you to look
closely at the cash inflows and outflows
associated with an existing or potential
project.

A

Project Cash Flow Analysis

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25
Q

Details to consider when performing a project
cash flow analysis

A

Sunk Costs
Initial Investments
Relevant Cash Flows

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26
Q

These are costs that your company incurs
whether you take on a project or not.

A

Sunk Costs

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27
Q

These investments refer to the cash
outlays for the equipment and other assets that you need to
execute a project.

A

Initial Investments

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28
Q

These are the revenue and costs that
occur due to a project

A

Relevant Cash Flows

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29
Q

Relevant Cash Flows

A

Incremental Cash Flows
Terminal Cash Flow
Opportunity Costs

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30
Q

needs to ensure that the project
deliverables are stored securely throughout the project’s
life cycle

A

Project Team

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31
Q

Designated spokesperson for the
project. Responsible for ensuring the required deliverables
are in the designated location during the project’s life.

A

Project Manager

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32
Q

Designated spokesperson for
testing questions raised during the face-to-face interview.

A

Testing Coordinator

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33
Q

Designated
spokespersons for other questions to be raised during the
face-to-face interview

A

Key members of the Project Team

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34
Q

Project Team

A

Project Manager
Testing Coordinator
Key members of the Project Team

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35
Q

After the review has been completed and the Review
Team has declared their findings to the Project Manager
for clarification, they will create their report.

A

QA Project Review Team

36
Q

QA Project Review Team

A

Project Review Leader (PRL)
QA Analyst (Analyst)
Recorder

37
Q

Conducts the review, analyzes
documents, creates interview notes to evaluate findings, and
makes recommendations to address risk exposures.

A

Project Review Leader (PRL)

38
Q

Assists the PRL with deliverable analysis
and comparisons to ESTABLISHED project standards

A

QA Analyst (Analyst)

39
Q

This role will likely be fulfilled by the Analyst to ensure
that key ideas and discussions that may be relevant to findings,
issues, or final review determination will be captured

A

Recorder

40
Q

Roles and responisibilities

A

Project Team
QA Project Review Team

41
Q

The Project Review team compiles an Entry Packet, which
contains materials to help the PM understand the Project
Review Process and that which the Project Manager needs
to make available for the project review.

A

Initiation Phase

42
Q

Divided into two activities; Documentation Review and
Interview. During the Document Review, documents are
retrieved for analysis to ensure that required project
deliverables are in their designated location.

A

Research Phase

43
Q

A Project Review Report will be provided to the Project
Manager. This briefing is to ensure that there is no
miscommunication between the Project Manager and
the Review Team

A

Report Phase

44
Q

Review Process

A

Initiation Phase
Research Phase
Report Phase

45
Q

Types of Reports

A

Report Phase

46
Q

The Project Management Review Report will be
completed and distributed within five business days of
the review. It will be distributed to the Project Manager.
The Project Manager may distribute copies to significant
stakeholders. A copy of the report will be stored in the
Quality Assurance archive; the report will be available to
approved readers.

A

Report Phase

47
Q

Resource
Management

A

Resource Management Process
Project Cash Flow Analysis

48
Q

Construction companies face
the challenge of delivering
complex projects to a
schedule, complying with the
client’s specifications, within
a budget, and with a
reasonable profit margin

A

Resource Management

49
Q

Resource Management Process

A

Resource analysis
Resource planning
Resource scheduling
Resource allocation
Resource tracking

50
Q

The process of gauging your current resource availability
to determine what resources are missing for the
execution of a project or action plan

A

Resource analysis

51
Q

explains what your project resource
requirements are and how they’ll be met, it guides the
team when it comes to resource management, include
information such as general guidelines, a description of
your project resources, their quantities, and when
they’re needed

A

Resource plan

52
Q

need to ensure that those resources are readily
available

A

Resource scheduling

53
Q

Is an ongoing process that’s simply defined as picking
the right resources at the right time to achieve project
tasks

A

Resource allocation

54
Q

Keep track of the performance of your team. Use
timesheets, workload charts, and other resource
management tools to track the work of your team
members

A

Resource tracking

55
Q

Resource Management Techniques

A

Resource Forecasting
Resource Allocation
Resource Leveling
Resource Utilization
Resource Smoothing

56
Q

Project managers must do their best at estimating what
resources are needed for a project and how those
resource requirements fit with the organization’s
current plans.

A

Resource Forecasting

57
Q

Consists of evaluating available resources, capacity,
resource scheduling, and the tasks that need to be
completed to find the team members with the most
relevant skills and make sure they have all the project
resources they need when they need th

A

Resource Allocation

58
Q

process of re-assigning work to a project team to solve
overallocation or scheduling issues. By thoroughly
understanding what your team members can offer, you
can assign tasks based on their abilities to maximize
resource efficiency

A

Resource Leveling

59
Q

Project managers need to keep track of resource
utilization to spot any resources that aren’t being used
efficiently. Then they can simply reallocate those
resources or make changes to the resource
management plan

A

Resource Utilization

60
Q

consists in delaying non-critical tasks to complete a
project on time with the available resources

A

Resource Smoothing

61
Q

e is a set of actions performed to
ensure that a project is finished effectively and with the least
amount of difficulties as feasible

A

Monitoring and controlling phase

62
Q

involves evaluating progress toward meeting the
project’s end goals and ensuring that no difficulties arise
throughout the project’s timeline.

A

Monitoring

63
Q

entails executing corrective actions to reduce or
eliminate delays in the project’s timeline if any difficulties arise.

A

Controlling e

64
Q

is the process of developing
project plans, defining goals, and assessing results on
a regular basis to determine project progress. The
purpose of ____ is to increase the
probability of project success by keeping projects on
schedule and addressing any difficulties that develop
immediately and effectively.

A

Progress monitoring

65
Q

Total project costs, or overall project costs, are an
important part of project feasibility analysis because total
project costs include all anticipated costs associated with
the project and are critical when determining project
funding and anticipated ROI. Generally, total project costs
can be broken into two main categories: hard costs and
soft costs.

A

Compliance with Construction Budget

66
Q

Expenses of
construction and
construction-related
procedures and
processes that lead to
the project’s physical
construction. In
practice, the term _______usually refers to
construction costs.

A

HARD COSTS

67
Q

Vital components of
overall project
expenses, they do not
immediately relate to
physical construction
costs or procedures.

A

SOFT COSTS

68
Q

the second stage of the
project monitoring and control phase. The
purpose of ____ is to organize and
monitor tasks in order to complete them on
time, on budget, and meet quality standards.

A

Project controlling

69
Q

are two aspects of quality management

A

Quality Control and Quality Assurance

70
Q

function as a set of guardrails and aligns the project with the owner expectations and
providing guidance on executing the project in a manner that adheres to established standards.

A

Quality

71
Q

In architecture, _____ is a concept that
is interpreted with the help of value
charged design criteria. Architectural
____ is typically focused on the
coordination of the “instruments of
service” with the attention paid to the
construction drawings and
specifications.

A

Quality

72
Q

means putting a formalized system in a system by means of plans, policies and
processes to assure that your products are accurate and in compliance with your relevant standards.

A

Quality assurance

73
Q

It can also be defined as “part of quality management focused on providing confidence that quality
requirements will be fulfilled.”

A

Quality assurance

74
Q

inspection phase or subpart of quality assurance

A

Quality Control

75
Q

all about the inspection, measurement and testing of your products and processes to detect and
correct deviations from desired quality levels.

A

Quality Control

76
Q

first step to ensure quality assurance in design

A

QUALITY CRITERIA

77
Q

useful tool for quality control and assurance in architecture design firms

A

CHECKLISTS

78
Q

process of examining the work product.

A

INSPECTIONS

79
Q

physical representation of the design that can be used to test and verify
the design before construction begins

A

MOCK-UPS

80
Q

computer-generated models that can be used to test and verify the design
before construction begins.

A

SIMULATIONS

81
Q

It is an essential tool for quality control and assurance in architecture
design firms.

A

FEEDBACK

82
Q

t is a set of policies, procedures, and processes that are used to
ensure that the design meets the quality standards and requirements.

A

QUALITY
MANAGEMENT
SYSTEM (QMS)

83
Q

a document that outlines the quality standards and requirements for
the project.

A

QUALITY PLAN

84
Q

process of examining the quality management system to ensure that it
is effective and efficient.

A

QUALITY AUDITS

85
Q

a tool that can be used to automate quality control processes, such as
inspections and audits

A

QUALITY CONTROL SOFTWARE

86
Q
A

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