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4th Year - 1st Sem > SPM - 2 and 3 > Flashcards

SPM - 2 and 3 Flashcards

1
Q

is a series of actions directed toward a particular result

A

process

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2
Q

The project management process groups include

A
  1. Initiating processes
  2. Planning processes
  3. Executing processes
  4. Monitoring and controlling processes
  5. Closing processes
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3
Q

describes how things should be
done

A

methodology

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4
Q

describes what should be done

A

standard

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5
Q
  • It is good practice to lay the groundwork for a project before it officially starts
  • recognizing and starting a new project or project phase
  • main goal is to formally select and start off projects
A

project pre-initiation

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6
Q

Senior managers often perform several pre-initiation
tasks, including the following

A
  • Determine the scope, time, and cost constraints for the project
  • Identify the project sponsor
  • Select the project manager
  • Develop a business case for a project (see Table 3-2 for an example)
  • Meet with the project manager to review the process and expectations for managing the project
  • Determine if the project should be divided into two or more smaller projects
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7
Q

main purpose is to guide execution

A

project planning

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8
Q

Usually takes the most time and resources to
perform project execution

A

PROJECT EXECUTION

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9
Q
  • Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions
  • Affects all other process groups and occurs during all phases of the project life cycle
  • Outputs include performance reports, change requests, and updates to various plans
A

project monitoring and controlling

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10
Q
  • Involves gaining stakeholder and customer acceptance of the final products and services
  • Even if projects are not completed, they should be closed out to learn from the past
  • Outputs include project archives and lessons learned, part of organizational process assets
  • Most projects also include a final report and presentation to the sponsor/senior management
A

project closing

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11
Q

case study provides an example of using the process groups and shows several important project documents

A

JWD Consulting

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12
Q

Three parts include of system’s approach

A
  1. Systems philosophy
  2. system analysis
  3. system management
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13
Q

emerged in the 1950s to describe a more analytical approach to management and problem solving

A

systems approach

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14
Q

an overall model for thinking about
things as systems

A

Systems philosophy

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15
Q

problem-solving approach

A

Systems analysis

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16
Q

address business, technological, and organizational issues before making changes to systems

A

Systems management:

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17
Q

three sphere model for system management

A
  1. organization
  2. business
  3. model
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18
Q

Perspectives on Organization

A
  1. structural frame
  2. human resource frame
  3. political frame
  4. symbolic frame
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19
Q
  • Focuses on roles, responsibilities, coordination, and control within an organization.
  • Organizational charts help describe this frame.
A

structural frame

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20
Q

Centers on harmonizing the needs of the organization with the needs of the people within it.

A

human resource frame

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21
Q

Considers coalitions of various individuals and interest groups. Conflict and power dynamics are key issues in this frame.

A

political frame

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22
Q

Deals with symbols and meanings associated with events, including culture, language, traditions, and image.

A

symbolic frame

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23
Q

3 basic organization structures

A
  1. functional
  2. project
  3. matrix
24
Q
  • is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization
  • Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture
A

Organizational culture

25
Q

Ten Characteristics of Organizational culture

A
  1. Member identity*
  2. Group emphasis*
  3. People focus
  4. Unit integration*
  5. Control
  6. Risk tolerance*
  7. Reward criteria*
  8. Conflict tolerance*
  9. Means-ends orientation
  10. Open-systems focus*
26
Q
  • Project managers must take time to identify, understand, and manage relationships with all project stakeholders
  • Using the four frames of organizations can help meet stakeholder needs and expectations
A

stakeholder management

27
Q

The media have often reported on mismanaged IT projects. A classic example and popular case
study is the baggage handling system at Denver International Airport (DIA).

A

media snapshot

28
Q
  • A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management
  • Without top management commitment, many projects will fail
A

importance of top management commitment

29
Q

Some projects have a senior manager

A

champion

30
Q

how top management can help project managers

A
  • Providing adequate resources
  • Approving unique project needs in a timely manner
  • Getting cooperation from other parts of the organization
  • Mentoring and coaching on leadership issues
31
Q

addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project
management

A

IT governance

32
Q

need for organizational commitment to it

A
  • If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed
  • Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects
  • Assigning non-IT people to IT projects also encourage more commitment
33
Q

a collection of project phases that defines
◦ what work will be performed in each phase
◦ what deliverables will be produced and when
◦ who is involved in each phase, and
◦ how management will control and approve work
produced in each phase

A

project life cycle

34
Q

a product or service produced or provided as part of a project

A

deliverable

35
Q

In early phases of a project life cycle

A

◦ resource needs are usually lowest
◦ the level of uncertainty (risk) is highest
◦ project stakeholders have the greatest opportunity to influence the project

36
Q

In middle phases of a project life cycle

A

◦ the certainty of completing a project improves
◦ more resources are needed

37
Q

The final phase of a project life cycle focuses on

A

◦ ensuring that project requirements were met
◦ the sponsor approves completion of the project

38
Q

is a framework for describing the phases involved in developing and maintaining information systems

A

Systems Development Life Cycle (SDLC)

39
Q

Systems development projects can follow

A
  1. Predictive life cycle
  2. Adaptive Software Development (ASD) life cycle
40
Q

the scope of the project can be clearly articulated and the schedule and cost can be predicted

A

Predictive life cycle

41
Q

requirements cannot be clearly expressed, projects are mission driven and component based, using time-based cycles to meet target dates

A

Adaptive Software Development (ASD) life cycle

42
Q

has well-defined, linear stages of
systems development and support

A

Waterfall model

43
Q

shows that software is developed using an iterative or spiral approach rather than a linear approach

A

Spiral model

44
Q

provides for progressive development of operational software

A

Incremental build model

45
Q

used for developing prototypes
to clarify user requirements

A

Prototyping model

46
Q

used to produce systems quickly without sacrificing quality

A

Rapid Application Development (RAD) model

47
Q

predictive life cycle models

A
  1. waterfall model
  2. spiral model
  3. incremental build model
  4. prototyping model
  5. rapid application developement model (RAD)
48
Q
  • should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals
  • Management reviews
A

phase exits or
kill points

49
Q

context of it projects

A
  1. it projects can be very diverse in terms of tize, complexity, products produced
  2. it team members can be very diverse
  3. it projects use diverse technologies
50
Q

recent trends in affecting it project management

A
  1. globalization
  2. outsourcing
  3. offshoring
  4. virtual teams
  5. agile project management
51
Q

is when an organization acquires goods and/or sources from
an outside source

A

Outsourcing

52
Q

is sometimes
used to describe outsourcing from another
country

A

Offshoring

53
Q

is a group of individuals who work across time and space
using communication technologies

A

virtual team

54
Q

important issues regarding globalization

A
  1. communication
  2. trust
  3. common work practices
  4. tools
55
Q

important suggestions regarding globalization

A
  1. employ greater project discipline
  2. think global but local
  3. keep project momentum going
  4. user newer tools and technology
56
Q

virtual team disadvantages

A
  1. isolating team members
  2. increase potential for communicating problems
  3. reducing the ability of team to network
  4. increase dependency on tech
57
Q
  • is the leading agile development method for completing projects with a complex, innovative scope of work
  • The term was coined in 1986 in a Harvard Business Review study that compared highperforming, cross-functional teams to the scrum formation used by rugby teams
A

scrum

4th Year - 1st Sem (8 decks)

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