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prelims > projman > Flashcards

projman Flashcards

1
Q

A temporary endeavor undertaken to create a unique product, service, or result

A

Project

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2
Q

Group of related projects designed to accomplish a common goal over an extended period of time

A

Program

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3
Q

Manages temporary, non-repetitive activities and frequently acts independently of the formal organization

A

Project Manager

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4
Q

Factors leading to the increased use of project management:

A

Compression of the product life cycle
Knowledge explosion
Triple bottom line (planet, people, profit)
Increased customer focus
Small projects represent big problems

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5
Q

A methodology emerged out of frustration with using traditional project management processes to develop software

A

Agile Project Management

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6
Q

Example of Agile Project Management

A

Beta Testing

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7
Q

Consists of the formal, disciplined, purely logical parts of the process

A

The Technical Dimension (The “Science)

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8
Q

Involves the contradictory and paradoxical world of implementation

A

The Sociocultural Dimension (The “Art)

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9
Q

Two main reasons project managers need to understand their organization’s mission and strategy:

A

So they can make appropriate decisions and adjustments
So they can be effective project advocates

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10
Q

Process of assessing “what we are” and deciding and implementing “what we intend to be and how we are going to get there”

A

Strategic Management

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11
Q

4 Activities of the Strategic Management Process

A

Review and define the organizational mission
Analyze and formulate strategies
Set objectives to achieve strategies
Implement strategies through projects

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12
Q

Implementation of Projects without a strong priority system linked to strategy create problems (3)

A
  1. Implementation Gap
  2. Organization Politics
  3. Resource Conflicts and Multitasking
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13
Q

Lack of understanding and consensus of organization strategy among top and middle-level managers

A

The Implementation Gap

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14
Q

Project selection may be based not so much on facts and sound reasoning as on the persuasiveness and power of people advocating projects

A

Organization Politics

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15
Q

A multi-project environment creates that problems of project interdependency and the need to share resources

A

Resource Conflicts and Multitasking

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16
Q

Project Classification (3)

A

Strategic Projects
Compliance
Operational Projects

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17
Q

Is a series of gates that a project must pass through in order to be completed

A

Phase Gate Model

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18
Q

Projects of strategic importance to the firm

A

Nonfinancial Criteria

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19
Q

Checklist models

A

Two Multi-Criteria Selection Models

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20
Q

Use several weighted selection criteria to evaluate project proposals

A

Multi-Weighted Scoring Models

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21
Q

Measures the time the project will take to recover the project investment

A

Financial Criteria: The Payback Model

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22
Q

Deciding whether the project fits with the organization strategy

A

Project Classification

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23
Q

involve evolutionary improvements to current products and services

A

Bread and butter

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24
Q

revolutionary commercial advances using proven technology

A

Pearls

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25
Q

involve technological breakthroughs with tremendous commercial potential

A

Oysters

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26
Q

showed promise at one time but are no longer viable

A

White elephants

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27
Q

A hierarchical outline of the project with different levels of detail

A

Work Breakdown Structure (WBS)

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28
Q

original parameter is fixed

A

Constrain

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29
Q

a criterion should be optimized

A

Enhance

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30
Q

a criterion is tolerable not to meet the original parameter

A

Accept

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31
Q

Five General Steps for Collecting Project Information

A

Defining the Project Scope
Establishing Project Priorities
Creating the WBS
Integrating the WBS with the organization
Coding the WBS for the Information System

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32
Q

Provides detailed information about each element in the WBS

A

WBS Dictionary

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33
Q

Top management decides to implement the project, and different segments of the project are distributed to appropriate areas

A

Functional Organization

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34
Q

It is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project

A

Functional Organization

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35
Q

operate as units separate from the rest of the parent organization

A

Dedicated Project Teams

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36
Q

The project manager recruits necessary personnel from both within and outside the parent company

A

Dedicated Project Teams

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37
Q

negative dimension to dedicated project teams. A we-they attitude can emerge between project team members and the rest of the organization

A

Projectitis

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38
Q

Defines:
Levels and elements in the WBS
Organization elements
Work packages
Budget and cost information

A

WBS Coding System

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39
Q

This project management structure’s advantages are:
No change
Flexibility
In-depth expertise
Easy post-project transition

A

Functional Organization

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39
Q

This project management structure’s disadvantages are:
Lack of focus (silo thinking)
Poor integration
Slow
Lack of ownership

A

Functional Organization

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40
Q

This project management structure’s strengths are:
Simple
Fast
Cohesive
Cross-functional integration

A

Dedicated Project Teams

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41
Q

This project management structure’s weaknesses are:
Expensive
Internal strife
Limited technological expertise
Difficult post-project transition

A

Dedicated Project Teams

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42
Q

A hybrid organizational form in which horizontal project management structure is overlaid on the normal functional hierarchy

A

Matrix Structure

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43
Q

There are usually two chains of command, one along functional lines and the other along project lines (T or F)

A

True

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44
Q

Project participants report simultaneously to

A

both functional and project managers

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45
Q

It provides dual focus between functional or technical expertise and project requirements

A

matrix structure

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46
Q

It attempts to achieve greater integration by creating and legitimizing the authority of a project manager

A

Matrix Structure

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47
Q

Teams work on multiple projects as well as being capable of performing normal functional duties (T or F)

A

False (Individual not Teams)

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48
Q

Very similar to a functional approach with the exception that there is a formally designed project manager responsible for coordinating project activities

A

Weak Matrix

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49
Q

Functional managers are responsible for managing their segment of the project

A

Weak Matrix

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50
Q

Functional Manager acts as a staff assistant who draws the schedules and checklists, collects information on the status of the work, and facilitates project completion (T or F)

A

False (Project Manager)

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51
Q

Project manager is responsible for defining what needs to be accomplished. The project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, set schedules, and monitors progress

A

Balanced Matrix

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52
Q

In a balanced matrix, the Project Managers are concerned with how it will be accomplished. They are also responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the Functional Manager (T or F)

A

False (Functional Manager, Project Manager)

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53
Q

Project manager controls most aspects of the project, including scope trade-offs and assignment of functional personnel. The project manager controls when and what specialists do and has final say on major project decisions

A

Strong Matrix

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54
Q

The functional managers have title over their people and are consulted on a need basis. The functional managers serve as subcontractors for the project

A

Strong Matrix

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55
Q

Advantages:
Efficient
Strong project focus
Easier post-project transition
flexible

A

Strong Matrix

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56
Q

Disadvantages:
Dysfunctional conflict
Infighting
Stressful
slow

A

Strong Matrix

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57
Q

A centralized unit within an organization or department that oversees and supports the execution of projects

A

Project Management Office (PMO)

58
Q

Plays a critical role in helping matrix systems mature into more effective project delivery platforms

A

Project Management Office (PMO)

59
Q

tracks and monitors project performance

A

Weather station

60
Q

improves project execution

A

Control tower

61
Q

provides the organization with a cadre of trained project managers and professionals

A

resource pool

62
Q

has direct authority over the project

A

Command and control center

63
Q

A system of shared norms, beliefs, values, and assumptions that binds people together, thereby creating shared meanings

A

Organizational Culture

64
Q

Project managers can interact with:

A

The culture of their parent organizations as well as the subcultures of various departments

The project’s clients or customer organizations

Other organizations connected to the project (suppliers and vendors, subcontractors, consulting firms, government and regulatory agencies, and community groups)

65
Q

metaphor describing the relationship between organizational culture and project management. Culture is the river and the project is the host

A

“Riverboat trip”

66
Q

4 parts of project life cycle

A

Defining, Planning, Executing, Closing

67
Q

Develop a business case and define the project on a broad level (justification of your project)

A

Project Initiation

68
Q

Top management: initiates the project

A

functional org

69
Q

project manager: initiate the project

A

dedicated project teams

70
Q

lays out the project roadmap; crucial to the project’s success

A

Project Planning

71
Q

executing/doing the actual work

A

Project Execution

71
Q

runs simultaneously with your execution phase

A

Project Monitoring and Controlling

72
Q

End of the project; termination of contracts

A

Project Closing

73
Q

the kickoff, laying the groundwork for a successful road ahead

A

Project Initiation Phase

74
Q

Develop a business case and define the project on a broad level; Creating your project charter; project scope; Identify key project stakeholders

A

Project Initiation

75
Q

Next (2nd) step in the project initiation phase

A

Project Charter

76
Q

Formally documents how the project will be managed

A

Project Charter

77
Q

In project charter, project scope, high-level objectives and deliverables, individual roles and responsibilities is included (T or F)

A

False (Team Member not Individual

78
Q

In project charter, specific resources needed, timelines, costs, potential risks and problems, dependencies, and success criteria are included (T or F)

A

True

79
Q

A second document to explain in greater detail all of the work that needs to be executed to complete all the project successfully

A

Project Scope

80
Q

List of final deliverables, available resources, inclusions, exclusions, restraints, tasks, and milestones

A

Project Scope

81
Q

A project scope is designed to keep your project from exceeding time and budget goals (T or F)

A

True

82
Q

Teamwork is crucial towards a project’s success (T or F)

A

True

83
Q

Each team member’s – must be clear and understood

A

roles and responsibilities

84
Q

Project Charters, scope, and roles and responsibilities are carried over and expanded upon during the PROJECT PLANNING PROCESS (T or F)

A

True

85
Q

Defines the value a project will deliver, documenting the rationale for undertaking it and explaining how it aligns with the organization’s high-level strategic goals

A

Business Case

86
Q

In a business case, the project manager owns this step in the process (T or F)

A

False (Project sponsor)

87
Q

A business case may be presented to the executive team and any other project stakeholders, who will determine if the project is worth pursuing (T or F)

A

True

88
Q

The project’s success often depends on the support and participation of its –

A

Stakeholders

89
Q

Stakeholders are anyone affected by the project like the project sponsors, business experts, team members, customers, and top management (T or F)

A

False (top management is not included)

90
Q

Person or entity who has requested the project

A

Project Sponsor

91
Q

Also known as the project management plan

A

Project plan

92
Q

Document that describes how the project will be executed, monitored, and controlled, and closed

A

Project Plan

93
Q

A project plan outlines the objectives and scope of the project and serves as an official point of reference for the project team, larger company, and stakeholders (T or F)

A

True

94
Q

A project plan is created during the execution phase and is a compilation of several other documents (T or F)

A

False (created during project planning phase)

95
Q

The project management plan is formally approved at the beginning of the project and then progressively updated throughout the course of the project (T or F)

A

True

96
Q

Project planning is a crucial stage that comes right after initiation in project management phases (T or F)

A

True

97
Q

Through proper planning, you streamline the entire project into a series of steps and ensure the availability of all the resources on time (T or F)

A

True

98
Q

Time, scope, costs, and mitigation plans are discussed in the project planning process. (T or F)

A

False (mitigation plans are developed after the identification of potential risks)

99
Q

Constraints happen when you have a set of requirements from a project, a deadline for completion, and other characteristics that put a limit on how you can approach the project (T or F)

A

True

99
Q

General restrictions that limit the project portfolio management in a particular domain

A

Project Constraints

100
Q

In all cases, one person can fill multiple roles, such as having a designated emergency contact, a role that adds few additional work hours to a person’s schedule (T or F)

A

False (Not ALL cases but SOME cases only)

101
Q

In other cases, multiple people may hold identical roles, as when your project requires multiple software engineers (T or F)

A

True

102
Q

What is the term when you are assuming the expected financial cost of the project?

A

Budget

103
Q

What is the term when knowing what you are going to do (and what not do?)

A

Project Scope

104
Q

It is the phases of your project and the length of time you can reasonably expect them to be completed

A

Timeline of Project

105
Q

Prioritize tasks according to importance and dependencies (T or F)

A

True

106
Q

a product, result or capability

A

Deliverables

107
Q

Project timeline, resources per step, and other kinds of information are included when creating a project schedule (T or F)

A

True

108
Q

Project scope, resources, project delays, and failures of technology or communication is included when doing a risk assessment (T or F)

A

True

109
Q

Upon completion of project plan, communicate it CLEARLY only with the team members (T or F)

A

False (you must communicate it to ALL involved not only the team members)

109
Q

Longest phase in the project life cycle and the most demanding

A

Executing a project/ Execution phase

110
Q

continuous tracking the project’s progress and ensure that the milestones and deliverables stick to the project schedule is included in the execution phase (T or F)

A

True

111
Q

the execution stage always happens in concurrence with the next phase – project controlling and monitoring (T or F)

A

True

112
Q

Give atleast 1 common challenges in executing a project

A

a lack of common understanding
uninvolved sponsors
misalignment with strategic project objectives and goals
poor change management processes
ineffective corporate governance
poor leadership

112
Q

3 main objectives of the project execution phase

A

Managing people, managing processes, managing communication

113
Q

Project Deliverables, Change Requests, Performance Data, Issue Log, Documentation Updates are the outputs produced during the execution phase (T or F)

A

True

114
Q

Measuring the progress regularly is the 2nd step in project execution (T or F)

A

False (it is the 5th step)

114
Q

Empowering your team to make decisions is the last step in project execution (T or F)

A

False ( it is the 2nd step)

115
Q

It’s the responsibility of the project manager to consistently maintain effective project team collaboration with the project stakeholders. You need to share the project’s progress with all stakeholders throughout this phase frequently (T or F)

A

True

116
Q

When controlling the scope, you cannot and should not avoid all change requests (T or F)

A

True

117
Q

When delegating tasks to get work done effectively, you should not enable your team and build their confidence by making them responsible for a small part of the project (T or F)

A

False (you should enable your team and build their confidence by making them responsible for a small part of the project)

118
Q

An empowering environment is a sufficient motivator for team members that encourages them to go above and beyond. (T or F)

A

True

119
Q

You cannot give your team enough authority to make decisions and take the necessary steps to fulfill the plan (T or F)

A

False (you should give them enough authority as one of the strategies for execution is empowering your team to make decisions

120
Q

A project does not have a defined life span. It only has a beginning (T or F)

A

False (a project has a defined life span with a beginning and end)

121
Q

5 major characteristics of a project

A

has an established objective

has a defined life span with a beginning and end

involves several departments and professionals

involves doing something never been done before

has specific time, cost, and performance requirements

122
Q

A project sponsor must induce the right people at the right time to address the right issues and make the right decisions (T or F)

A

False (it should be the project manager)

123
Q

A continuous iterative process aimed at developing an integrated and coordinated long-term plan of action

A

Strategic Management

124
Q

2 Major Dimensions of Strategic Management

A

Responds to changes in the external environment and allocates the firm’s scarce resources to improve its competitive position

Internal responses to new action programs aimed at enhancing the competitive position of the firm

125
Q

4 activities of the Strategic Management Process

A
  1. Review and define the organizational mission
  2. Analyze and formulate strategies
  3. Set objectives to achieve strategies
  4. Implement strategies through projects
126
Q

Characteristics of Objectives

A

SMART

127
Q

An incremental, iterative process referred to as – to complete projects

A

Rolling Wave

128
Q

This identifies the scope of the organization in terms of its products and services

A

Mission statements

129
Q

Formulating strategy answers the question “what we want to become” (T or F)

A

False (Mission identifies “what we want to become”; formulating strategy answers “what needs to be done to reach objectives”

130
Q

This translates the organization into specific, concrete, measurable terms

A

Objectives

131
Q

Mission statement answers in detail where a firm is headed and when it is going to get there (T or F)

A

False (it’s objectives that answers in detail where a firm is headed and when it is going to get there; mission statement identifies the scope of the organization in terms of its products and services)

132
Q

You should not prioritize projects by the top management (T or F)

A

False

133
Q

Depicts how the firm has organized to discharge work responsibility

A

Organization Breakdown Structure (OBS)

134
Q

An organization breakdown structure identifies the organization units responsible for work packages (T or F)

A

True

135
Q

This provides a framework to summarize organization unit work performance

A

Organization Breakdown Structure (OBS)

136
Q

A second documeny created to explain in greater detail all of the work that needs to be executed to complete all the projects successfully

A

Project Scope

137
Q

A work process which has multiple steps (first part to end game or goal)

A

Project Management

prelims (4 decks)

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