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SCMT 364 > SCMT Exam 2 - FLASHCARDS - Chapter 4 > Flashcards

SCMT Exam 2 - FLASHCARDS - Chapter 4

1
Q

True or false: A firm should have a mix of projects that best supports it’s strategy.

A

TRUE

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2
Q

Which of the following are resources controlled by project management? Check all that apply.

Time

Equipment

People

Material

Cost

A

Equipment

People

Material

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3
Q

At what point in the project planning process is the organizational structure of the project decided?

A

Before the project begins

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4
Q

Which of the following are disadvantages for pure projects. Check all that apply.

The organization falls behind in its knowledge of new technology.

Needs of the client are secondary and are responded to slowly.

Organizational goals and policies are ignored.

Duplication of resources.

Team members worry about their job once the project is over.

There are two or more bosses.

A

The organization falls behind in its knowledge of new technology.

Organizational goals and policies are ignored.

Duplication of resources.

Team members worry about their job once the project is over.

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5
Q

What types of projects represents the least amount of change?

A

Derivative projects

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6
Q

Which of the following are advantages of the functional project organizational structure? Check all that apply.

The functional area is a home after the project is completed.

Functional-area experts creates synergistic solutions to technical problems.

Technical expertise is maintained within the functional area.

Team members report to one boss.

A team member can work on several projects.

The project manager has full authority over the project.

Communication between functional divisions is enhanced.

A

The functional area is a home after the project is completed.

Functional-area experts creates synergistic solutions to technical problems.

Technical expertise is maintained within the functional area.

A team member can work on several projects.

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7
Q

Which of the following are required for a project? Check all that apply.

Taking at least six months

Requiring a significant period of time

Using project management software

Series of related jobs

Having a major output

A

Requiring a significant period of time

Series of related jobs

Having a major output

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8
Q

All of the following are constraints addressed in project management except:

Technical

People

Time

Cost

A

People

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9
Q

What are parts of a statement of work?

A

Work to be done

Proposed schedule

Performance measures

Objectives to be achieved

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10
Q

A project where all members of the team work on the project full time is an example of which project organizational structure?

A

Pure

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11
Q

What are disadvantages of the functional project organizational structure?

A

Needs of the client are secondary and are responded to slowly.

Aspects of the project unrelated to the functional area get shortchanged.

Motivation of team members is often weak.

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12
Q

Which project organizational structure minimizes the duplication of resources?

A

Matrix

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13
Q

True or false: Typically, a task is performed by one group or organization?

A

TRUE

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14
Q

What are resources controlled by project management?

A

Equipment

People

Material

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15
Q

What term describes the group of activities assigned to a single organizational unit?

A

Work package

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16
Q

In a project, what has the shortest duration?

A

Work package

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17
Q

How many milestones does a project have?

A

It depends on the project

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18
Q

When a project is housed within a functional division, such as manufacturing, it is called a ________ project.

A

functional

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19
Q

What do Gantt charts show?

A

Amount of time and sequence of activities

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20
Q

Which technique combines measures of scope, schedule and cost for evaluating project progress?

A

earned value management

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21
Q

If a delay of one activity delays the entire project, then this activity is on what?

A

On the critical path

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22
Q

A Gantt chart is sometimes referred to as what?

A

Bar chart

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23
Q

Completion of one or more subtasks results in the completion of a _______

A

Task

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24
Q

Activities that need to be completed before an activity are referred to as

A

immediate predecessors

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25
Q

What is the longest chain of activities in a project?

A

Critical path

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26
Q

For some activities in a project there may be some leeway in when an activity can start and finish. This is called the _____

A

Slack time

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27
Q

The early finish is calculated by _____

A

adding the early start and duration

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28
Q

A project has how many critical paths?

A

It is possible to have multiple critical paths.

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29
Q

Activity A is a predecessor for Activities B and C. When determining the late finish time for Activity A, you select

A

the smaller of the late starts for B and C

30
Q

The costs associated with sustaining a project are referred to as

A

indirect costs

31
Q

What is the major assumption when determining the cost per unit of time to expedite each activity?

A

A linear relationship between time and cost

32
Q

What is project management?

A

The planning, scheduling, and controlling of resources
(labor, equipment, material) to meet the technical, cost,
and time constraints of a project

33
Q

Do projects have to be products?

A

No. For example, Olympics

34
Q

What objectives must a successful project meet?

A
  1. Completed within budget
  2. Completed on time
  3. Deliverables meet
    customer expectations
35
Q

What is the first step of project management?

A

Planning - Goal setting, project definition, and team organization

36
Q

What is included in the execution phase of project managenent?

A

Scheduling and controlling

37
Q

What is relating people, money, and supplies to activities and activities to one and other?

A

Scheduling

38
Q

What is Monitoring resources, costs, quality, and budgets and revising plans and shifting resources to meet time and cost demands?

A

Controlling

39
Q

What are the three types of project structure?

A

pure project, functional project, and matrix project

40
Q

What is is where a self‐contained team works full‐time on the project?

A

Pure project

41
Q

What is it where responsibility for the project lies within one functional area of the firm? Employees from that area work on the project, usually only part‐time

A

Functional project

42
Q

What is a blend of pure and functional project structures – people from different functional areas work on the project, possibly only part‐time? Project manager works on project full‐time

A

Matrix project

43
Q

What are advantages of a pure project?

A

– The project manager has full authority
– Team members report to one boss; shortened communication lines; team pride, motivation, and commitment are high
– Best when speed is critical, innovation is required, or complex with a high degree of commitment needed

44
Q

What are disadvantages of a pure project?

A

– Duplication of resources, so costs can be higher
– Organizational goals and policies are ignored
– Lack of technology transfer
– Team members have no functional area “home”

45
Q

What are advantages of a functional project?

A

– Team members can work on several projects, so more efficient
– Technical expertise is maintained within the functional area even if individual team members leave the project
– Functional area is a home after the project completion

46
Q

What are disadvantages of a functional project?

A

– Aspects of the project that are not directly related to the functional area get lost or ignored
– Motivation of the team members can be weak
– Needs of the client are secondary and often handled slowly

47
Q

What are advantages of a matrix project?

A

– Improved communication between functional divisions
– Project manger is responsible for success/failure
– Duplication of resources is minimized
– Team members remain in functional home after project completion
– Policies of the parent organization remain intact

48
Q

What are disadvantages of a matrix project?

A

– Two bosses for some employees
– Project failure risk is high if the project manager cannot negotiate across functional zones

49
Q

What is a written description of the objectives to be achieved?

A

Statement of work

50
Q

What is a further subdivision of a project – usually shorter than several months and performed by a single group or organization?

A

Task

51
Q

What is a group of activities combined to be assignable to a single organizational unit?

A

Work package

52
Q

What defines the hierarchy of project tasks, subtasks, and work packages?

A

Work breakdown structure

53
Q

What is a bar chart that shows the timing, relationships, status, and % completion for activities in a project?

A

Gantt chart

54
Q

What is the work breakdown structure?

A

A project breaks down into a task, which breaks into subtasks, which break into work packages

55
Q

What provides a wide range of scheduling information useful in managing a project?

A

Critical path

56
Q

What helps to identify the critical paths in the project networks?

A

Critical path method (CPM)

57
Q

What is the early start?

A

The earliest point in time an activity can begin based on predecessors

58
Q

What is the early finish?

A

The earliest time an activity can finish based on predecessors given the expected activity duration

59
Q

What is the late finish?

A

The latest an activity can finish without impacting successors and delaying the entire project

60
Q

What is the late start?

A

The latest point in time an activity can begin without impacting successors and delaying the entire project

61
Q

What is product crashing?

A

The method of shortening a project’s completion time by adjusting its scope or adding resources. Involves adding more resources to accelerate the project timeline

62
Q

What are the steps of project crashing?

A

1: Prepare a CPM‐type network diagram.
2: Determine the cost per unit of time to expedite each activity.
3: Compute the current critical path.
4: Shorten the critical path at the point where costs are lowest.
5: Plot project, indirect, and total cost curves to find the minimum‐cost schedule.

63
Q

What is earned value management?

A

A technique for measuring project progress in an objective manner:
– Has the ability to combine measurements of scope, schedule, and cost in a project
– Provides a method for evaluating the relative success of a project at a point in time

64
Q

What does EVM provide?

A

provides information about performance according to the schedule

65
Q

True or false: project leadership is critical for success?

A

TRUE

66
Q

True or false: An event unit package is a subdivision of a project?

A

FALSE. An event unit package is not described in text

67
Q

True or false: The second step in managing a project is writing the statement of work?

A

FALSE. A project starts out as a statement of work

68
Q

True or false: One of the advantages of a functional project organizational structure is that a team member can work on several projects?

A

TRUE

69
Q

True or false: One of the assumptions made using CPM is that project activity times can be estimated accurately and that they do not vary?

A

TRUE. A network reflecting the precedence relationships needs accurate durations of activities

70
Q

An advantage of a pure project where self-contained teams work full time on a project is which of the following?
a. Team members can work on several projects.
b. Functional area is a “home” after the project is completed.
c. There are duplicated resources.
d. Lines of communication are shortened.
e. Overall organizational policies and goals can be ignored.

A

Lines of communication are shortened

71
Q

A project can be subdivided into which of the following?
a. Job orders
b. Sub-jobs
c. Work packages
d. Sub-paths
e. Events and decisions

A

Work packages

SCMT 364 (8 decks)

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