Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Project Management
Q1
| Question | Answer |
|---|---|
| The evaluation criteria of _______ _______, cost, and performance impose a high degree of accountability on project managers. | specific time |
| Project manager should allow their customers to? | Request changes to the project scope |
| Project management is no longer considered a special-need management tool; thus, learning project management skills is personally useful because: | the skills and tools are easily transferable |
| With Agile project management, instead of trying to plan for everything up front, the _______ of the project evolves. | scope |
| Why is it important for a project team member to understand a customer's priorities? | Because it allows a team member to make independent decisions to achieve project goals |
| _________ _________ is rapidly becoming a standard way of doing business. | Project Management |
| Project management is a results oriented management system that necessitates which of the following? | Building collaborative relationships with diverse stakeholders. |
| Project management is critical to developing customized _____ and services. | Products |
| The ________ of change required to remain competitive or simply keep up has created an organizational climate in which hundreds of projects are implemented concurrently. | velocity |
| Agile works best with what types of teams? | Small teams |
| Project management requires knowledge of which of the following technical project management skills? | Developing a work breakdown structure. Developing a project scope. |
| What is the PMI certification designed for qualified undergraduate and graduate students who want a credential to recognize their mastery of the project management knowledge? | Certified Associate in Project Management |
| Unlike much organizational work, projects typically: | require the combined efforts of a variety of specialists. |
| A project is not | routine work |
| program | group of related projects designed to accomplish a common goal over an extended period of time. |
| In the _____ stage, the level of effort increases, and plans are developed to determine what the project will entail, when it will be scheduled, whom it will benefit, what quality level should be maintained, and what the budget will be. | Planning |
| Project uncertainty varies according to the extent the project scope is ______ and ______. | known; stable |
| Why has time to market become increasingly important in project management? | Speed has become a competitive advantage. |
| The “triple bottom line” means that businesses must consider people and the ______, not just profit. | planet |
| Who manages the Agile team? | The team |
| Identify the necessary sociocultural skills for project managers. | Managing customer communication and expectations; Managing corporate politics; Motivating project team members |
| The role/title "project manager" carries with it many responsibilities, including: | coordinating project team members that often have competing or different priorities. meeting customer expectations. ultimate responsibility for project success. |
| _______ projects are notorious for having unstable scopes in which end user requirements are discovered not defined up front | software |
| In the ________ stage, specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned. | Define |
| Increased ______ has placed a premium on customer satisfaction. | competition |
| project managers | often work with people issues, scope, schedule, and budget. |
| Project management is a necessary discipline in many businesses because: | projects play an increasing role in the strategic direction of firms. new products must be developed and introduced to the market quickly. corporate priorities are expanding to include environmental and social issues. |
| What can be said about companies that use many small projects to run their business? | They generally face resource allocation problems. Project prioritization becomes an issue. |
| A successful project manager must be | both a leader and a manager. |
| Project Management Institute (PMI) | Its professionals come from virtually every major industry. |
| The major goal of a project is | to satisfy a customer’s need |
| Program | group of related projects that are managed together to accomplish something over a long period of time |
| A common rule of thumb in the world of high-tech product development is that a 6-month project delay can result in a ______ % loss in product revenue share. | 33 |
| In balancing the time, cost, and performance requirements of a project, a good project manager must always: | manage trade-offs between the three to satisfy the customer. |
| Sociocultural dimensions of project management examples | Leadership, problem solving, teamwork, negotiation, politics, customer expectations |
| Technical dimensions of project management examples | scope, schedules, resource allocation, baseline budget |
| Certification PMI provides for someone who has documented sufficient project experience, agreed to follow the PMI code of professional conduct, and demonstrated mastery of the field of project management | Project Management Professional |
| Skill sets needed to complete a project may not always be available within a company. | True |
| Project managers are typically the direct link to the customer. | True |
| Project managers may need to work with outsiders who do not share the same project allegiance. | True |
| Launching a chain of restaurants is an example of a _____ in project management. | program |
| Project life cycle sequence is: | Define, Plan, Execute, Close |
| Identify the steps necessary to implement strategies through projects. | Determine and allocate available resources Establish a planning and control system Establish a corporate organization that complements the strategy. |
| The main purpose of _______ ________ is to assess performance and determine what, if any, adjustments should be made. | progress review |
| SMART stands for | Specific, Measurable, Assignable, Realistic, Time-related |
| Managing the _______ takes the selection system one step higher in that the merits of a particular project are assessed within the context of existing projects. | Portfolio |
| implementation gap | lack of understanding of strategy among top and middle managers |
| What problems may ensure from a implementation gap? | Potential conflict of interests between managers. Lack of support for strategic projects. |
| Task completion requires _______. | resources |
| What strategic management process asks the question, "what are we now"? | review mission |
| In the context of the phase gate process, the ________ gate is invisible. | first |
| In the context of ranking strategic project proposals, if a project does not meet designated "______" objectives, it is not considered and is removed from consideration. | must |
| Mission statements should be written and communicated to organizational managers and other employees in order to: | Provide a focal point for decision making. |
| Frequent meetings to renegotiate resource allocations. | relate symptoms of an "implementation gap" |
| All managers realize that without ______, success is impossible. | implementation |
| If the preliminary proposal is approved, then a project manager and staff are assigned to develop a more comprehensive ______ plan. | implementation |
| Identify traditional components included in a mission statement. | Major products/services; Target customers/markets; Geographical domain |
| _____ paybacks are more desirable. | Shorter |
| The _______ approach basically uses a list of questions to review potential projects and to determine their acceptance or rejection. | checklist |
| _________ answers the question of how strategies will be realized, given available resources. | implementation |
| Steps of strategic management process, in order | 1. Review/revise mission statement 2. Set strategy and objectives 3. Portfolio of strategic choices 4. strategy implementation 5. project selection 6. projects |
| How payback is calculated | Estimated project cost/annual savings |
| How NPV is calculated | Initial investment + sum (net cash inflow for period t) over ( 1 + required rate of return) to the power of period t |
| What are the primary drawbacks of using a checklist model in selecting projects? | It leaves the door open for power plays. It is difficult to compare multiple projects. |
| One of the four activities of the strategic management process is to implement strategies through _______. | projects |
| ______ translate the organization strategy into specific, concrete, measurable terms. | objectives |
| A ______ driven project portfolio system can reduce or eliminate the impact of problems in project implementation. | priority |
| Reasons why a firm may choose to use non-financial criteria, rather than financial, to accept a strategic project? | To develop a product that will increase sales in other more profitable areas. Capture greater market share. |
| Major responsibility of the priority team is to balance projects by | type, risk, and resource demand |
| What assumptions are made in the integration of projects with strategic plans. | Existence of a strategic plan A process for prioritizing projects by their contribution to the plan |
| How are a portfolio of projects and a priority system related? | A priority system can eliminate problems in a portfolio of projects. |
| The organizational risks inherent in project portfolio include ______ risk, ability to execute, time-to-market, and technology advances. | market |
| Formulating strategy answers the question of ______ to reach the organization's objectives. | what needs to be done |
| What positive role can corporate politics play in managing strategic projects? | Project sponsors may use politics to support a project behind the scenes. |
| types of project selection criteria | nonfinancial; financial |
| Criteria for project selection are where the ______ of a portfolio starts to manifest itself. | power |
| Typically an organization will issue a ______ for _______ to contractors/vendors with adequate experience to implement a project. | request; proposal |
| The intended outcomes of a strategic plan include? | Improved communication; Clear organization focus; Best use of resources |
| proper mix of project considerations | resource demand; risk; type |
| What happens when an organization restricts project proposals from specific levels or groups within the organization? | Opportunities may be missed. |
| Identify the assumptions made in the integration of projects with strategic plans. | A process for prioritizing projects by their contribution to the plan. Existence of a strategic plan |
| Why must a project manager understand company strategy in order to respond to a delay in the project? | So that they know how to respond appropriately |
| _________ management is the process of assessing “what we are” and deciding and implementing “what we intend to be and how we are going to get there.” | strategic |
| Strategic management positions the organization to meet the needs and requirements of its customers for the short term | False - Strategic management has a long-term focus. It can decide the long-term survival of the organization. |
| Two important human biases are _______ bias and _________ bias. | optimism; uniqueness |
| Generally, multitasking adds to delays and costs. | True |
| Why is it important to systematically prioritize projects? | To properly allocate scarce resources. To prevent conflicts between functional managers for resources. To prevent excessive corporate politics from overcoming objective reasoning. |
| Many organizations find they have three basic kinds of projects in their portfolio. | Compliance; operational; strategic |
| What are the main reasons project managers need to understand an organization's mission and strategy? | To allow appropriate decision making To be an effective project advocate |
| What are the six phases of the phase gate model. | 1. Idea; 2. Proposal; 3. Screening and selection; 4. Implementation plan; 5. progress evaluation; 6. Closure |
| In strategic management, allocation of resources depends on ______. | organizational culture |
| The intended outcomes of a strategic plan include which of the following? | Improved communication; Clear organization focus; Best use of resources |
| How a project manager responds to project delays should be based on the impact on strategic concerns. | True |
| ________ scoring models generally include qualitative and/or quantitative criteria. | weighted |
| Among all the criteria for project selection, the most important is the project’s alignment to the organization's ________. | strategy |
| Phase gate model, a gate can lead to three possible outcomes. What are they? | Go; Recycle; Kill |
| __________ management should be responsible for prioritizing projects. | Upper |
| A preliminary decision of balance between compliance, strategic, and operational projects must be made by ________ management. | upper |
| Enforcing the project ____ system is critical. | priority |
| The most important criterion for project selection is: | the project's fit to the organization's strategy. |
| The selection process is the first part of the management system that spans the lifetime of the project. This system has been described as a series of ________ that a project must pass through in order to be completed. | gates |
| Which of the following is a project that is relatively easy to accomplish and produce modest commercial value? | Bread and butter |
| The governance team, or project office, is responsible for publishing the _______ of every project. | priority |
| Implementation of projects without a strong priority system are linked to what problems? | Organization politics; Resource conflicts and multitasking; The implementation gap |
| These are projects that at one time showed promise but are no longer viable. | White elephants |
| _________ describes how an organization intends to compete with the resources available in the existing and perceived future environment. | strategy |
| role of the sponsor in ranking and selecting strategic projects? | The sponsor decides whether to pursue a project based on its value to the organization. |
| These projects are high-risk, high-value projects. | Oysters |
| Primary benefits of using a dedicated project management structure? | Simpler; more cohesive; faster |
| In a functional organization, coordination of projects is maintained through ______. | normal channels |
| Matrix organizations face their greatest challenge in post-project transition. | False - team members maintain ties to their functional department, they are more easily able to transition back to their normal job duties. |
| In a matrix structure, ______ may emerge as the members develop a strong team identity. | projectitis |
| Organizational structure that works best for projects? | A system that balances the needs of the project with those of the parent organization |
| If large percentage of work involves projects, then an organization should consider a fully __________ organization. | projectized |
| As noted by Hobbs and Ménard (1993), one of the factors that should influence the choice of project management structure is ______ complexity, or the number of external interfaces. | enviornmental |
| ______ helps define what is permissible and inappropriate behavior. | culture |
| connection between corporate culture and project management structure for success? | Matrix management structures are highly dependent upon company culture. |
| This form of matrix is very similar to a functional approach with the exception that there is a formally designated project manager responsible for coordinating project activities. | weak matrix |
| This is the classic matrix, in which the project manager is responsible for defining what needs to be accomplished, while the functional managers are concerned with how it will be accomplished. | Balanced matrix |
| This form of matrix attempts to create the “feel” of a project team within a matrix environment. | Strong matrix |
| One of the approaches to organizing projects is to simply manage them within the existing _______ hierarchy of the organization, which involves delegating different segments of the project to respective functional units. | functional |
| There is empirical evidence that project success is directly linked to the amount of _______ and _______ project managers have over their projects. | autonomy; authority |
| As identified by Hobbs and Ménard (1993), which of the following factors influence the choice of project management structure? | Environmental complexity; Budget and time constraints; Stability of resource requirement |
| Of the three types of matrix organizations, which is the hardest for an organization to effectively utilize, i.e. which usually falls victim to classic matrix management problems? | Balanced |
| In a functional organization, management decides to implement a project, delegating different segments of the project to Blank______ for completing. | the respective functional units |
| A potential weakness of a matrix organizational structure is that it is more _______ than other project structures. | complex |
| Which factors positively affect project success? | The authority project managers have over the project; The balance of the needs of the parent organization and those of the project. |
| Which of the following factors, identified by Hobbs and Ménard (1993), influence the choice of project management structure? | Size of project; Need for integration; Novelty and need for innovation; Strategic importance |
| Of the three types of matrix organizations, which has the best chance to diminish internal power struggles within team members? | Strong |
| What is a project network? | A graphical representation of the project in flow chart form. |
| What planning functions are available with a project network? | Scheduling project progress; Logical sequencing of activities |
| What information is needed to build a project network? | List of work packages; Technical knowledge of deliverables; Work package durations. |
| What is the relationship between a network activity and a work package? | A network activity is made up of one or more work packages. |
| Path | sequence of connected, dependent activities. |
| When should a project utilize the "project network" tool? | When planning, scheduling, and monitoring are important. |
| The ________ is the framework for the project information system that will be used by the project managers to make decisions concerning project time, cost, and performance. | network |
| An activity cannot begin until all _______ connected activities have been completed. | preceding |
| WBS and network relationship | Networks consist of all activities that contain one or more work packages. |
| The manager derives activity time estimates from the task times in what? | Work package |
| Parallel activities | activities that can take place at the same time |
| If an activity on the critical path is delayed, the project is _____. | delayed |
| An activity identification number must be ________ than that of any activities that precede it. | larger |
| What are the reasons that most project networks "fail" or are never completed in practice? | The work breakdown structure is poorly constructed.; Different people define the work packages and network activities. |
| work package vs. network activity | Networks include timing whereas work packages do not. ; A network activity is made up of one or more work packages. |
| Which of the following are needed when using the yellow sticky approach to constructing a project network? | Erasable whiteboard with marker pen; One yellow sticker for each activity; Project team members and a facilitator |
| key rules to building a project network? | No "if-then" statements.; Should have common start and end node.; Numbering activities aids clarity. |
| The dependencies among activities are depicted by ______ between the rectangles (boxes) on the AON network. | arrows |
| In the context of a project network, what question relates to successor activities? | Which activities must immediately follow this activity? |
| Activity | element of the project that requires time |
| Parallel activities | activities can take place at the same time |
| Burst Activity | Activity has more than one activity immediately following it. |
| Merge Activity | Activity that has more than one activity immediately preceding it. |
| Critical path | path with the longest duration through the network |
| The yellow sticky approach of contracting project networks includes start nodes and _________ arrows. | dependency |
| Precedence relationship - an activity cannot begin until ____. | all activities immediately before it are complete |
| ES | Early Start - how soon can the activity start |
| EF | Early Finish - how soon can the activity finish |
| TE | Expected time - how soon can the project be finished |
| LS | Late start - how late can the activity start |
| LF | Late Finish - How late can the activity finish |
| CP | Critical Path - which activities represent the critical path |
| SL | Slack or Float - how long can the activity be delayed |
| Arrows on networks indicate _______ and ________. | precedence; flow |
| Forward Pass | traces each activity from the first to the last, adding the activity times. |
| In an AON diagram, what are the means of the length and slope of the arrow? | They are completely arbitrary |
| In a forward pass, you carry the early finish (EF) to the next activity. Assuming that activity is not a merge activity, EF becomes the _____________ ______________ of that next activity. | Early Start |
| When a project Activity on Node (AON) network includes time and resource estimates, it may be used for which project management function(s)? | Planning, scheduling, and controlling |
| When constructing a project network for a project with 25 - 100 tasks, a common industry practice is to ________. | utilize the "yellow sticky" approach |
| The end node's late finish is the first block to complete when doing the backward pass. Which are the two possible entries to use when you get started? | A scope imposed deadline.; The calculated early finish. |
| A project network with activity time estimates has no links to planning, scheduling and controlling of projects. | False |
| In a backward pass, assume the preceding activity is not a burst activity. You carry the LS to the preceding activity to establish its _____. | LF |
| forward pass calculations true statements | Duration is added to the early start to calculate the early finish.; The early finish date is "passed" to the successor activities. |
| In a forward pass, you _________activity times along each path in the network. | add |
| In the context of a project network, what question does predecessor activities ask? | Which activities must be completed immediately before this activity? |
| In a backward pass algorithm, you subtract activity times to find the ___________ _________ and ___________ ___________ times for each activity. | Late Start; Late Finish |
| In a backward pass, _________ minus ________ = LS. | Late Finish; Duration |
| DUR | Duration |
| LF - EF = ____. | slack or float; SL |
| Use of _________ ________ must be coordinated with all participants in the activities that follow in the chain. | total slack |
| ______ slack occurs in practice when the critical path is delayed. | Negative |
| What is calculated in a backward pass? | LF, LS, CP, SL |
| sensitivity | term used to reflect the likelihood the original critical path will change once the project is initiated. |
| What is true about project network sensitivity? | The higher the sensitivity, the more likely the critical path will change.; High sensitivity is a result of many "near critical" (low slack) activities. |
| LS - ES = _____. | slack or float; SL |
| If the total slack of one activity in a path is used, the slack for all activities that follow will be ______. | reduced |
| Free slack occurs at the ________ of a chain of activities. | end |
| How does total slack relate to a project network's critical path? | Activities with the minimum amount of slack make up the critical path. |
| What key pieces of activity related information are obtained after completing both the forward and backward passes? | Early and Late Start dates; Slack durations |
| _______ is a function of the number of critical or near-critical paths. | Sensitivity |
| What is the definition of the term "slack" or "float" in a project network? | The difference between the early and late finish of an activity.; The difference between the early and late start of an activity.; The time an activity can be delayed before it becomes critical. |
| _______ slack is the amount of time an activity can be delayed without delaying any immediately following (successor) activity. | Free |
| Which two activity times tell the project manager the time interval in which the activity should be completed? | LF; ES |
| How many tasks you include in each activity sets the level of ______. | detail |
| _______ slack tells us the amount of time an activity can be delayed and not delay the project. | total |
| Increased detail can result in _____ overhead costs. | increased |
| Total slack relates to the project end date, while free slack relates to the ______. | successor (next) activity start date. |
| Work package estimates should not include allowances for ______. | contingencies |
| A simple breakdown by ________, most _________, and________ for task time could provide valuable information regarding time and cost. | optimistic; likely; pessimistic |
| Top-down methods, sometimes called parametric, usually use ________ to estimate project times or costs. | ratios or surrogates |
| Apportion Method | Extension of ratio method |
| Apportion Method | Used when projects closely follow past projects in features and cost. |
| Apportion Method | Standard method for projects that relatively standard but have some small variation or customization. |
| Middle management might center on one ________ of the project. | segment |
| The rule of thumb for task duration is that a task should not take longer than ________ to _______ days. | five; ten |
| Direct costs are real cash outflows expended as a project progresses and may be influenced by? | project manager, project team, and work package leader |
| Good time and cost estimates are needed within project execution to allow a project manager to? | Schedule work; Support decision making; Monitor project progress |
| Direct Overhead Rates | Can be tied to project deliverables or work packages (salary of PM, temporary rental pace for project team) |
| Ratio method | usually use ratios, or surrogates, to estimate times or cost. |
| apportionment | used when projects closely follow past projects in features and costs. |
| For projects with a standard time unit of days (most typical), what is the rule of thumb for duration of an individual work package within a work breakdown structure? | 1-5 days |
| Establishing cost and time estimates will allow a project manager to do which of the following? | control the project |
| Direct project overhead is an immediate out-of-pocket expense. | False |
| The top-down estimate for the cost of a new plant based on the capacity size is an example of the ________ method. | ratio |
| Why is past experience the best starting point for creating quality time and cost estimates? | While projects are unique, many elements are similar to past work. |
| Cost per square foot is a type of _______ technique. | parametric |
| One of the major advantages of a dedicated project team is the speed gained from concentrated focus and localized project decisions, what is the additional cost of that speed gained? | Personnel are 100% allocated to that project. |
| Why should time estimates use common units (hours, days, weeks, etc) across all project tasks? | Facilitates network analysis |
| ____________-___________ estimates usually are derived from someone who uses experience and/or information to determine the project duration and total cost. | top-down |
| Bottom-up project estimating is ______ top-down. | more accurate than |
| Accurate _________ and __________ estimates lead to realistic expectations and customer satisfaction. | time; cost |
| template method | used as a starting point for new project estimates. |
| Development of templates in a ____________can quickly reduce estimate errors. | database |
| ______ techniques can be applied to specific tasks. | parametric |
| Range estimating will provide an estimation for a "high" and "low" cost and/or time frame to complete a project. What project characteristics would need this type of approach? | When work packages have a high degree of uncertainty.; Software/technology projects with relatively unknown requirements. |
| Hybrid - phase estimating | begins with a top-down estimate the refines estimates for phases of the project as it's implemented. |
| Which approach estimates project time and cost, usually completed by upper management? | top-down |
| Planning Horizon | accuracy of time and cost estimates should improve as you move from the conceptual phase. |
| Poorly written scope statements for new technology lead to errors in estimating times and costs. | True |
| The ________ factor can influence the quality of time and cost estimates. | people |
| If the project is similar to past projects, then _______ methods can be used as a starting point for the new project. | template |
| Effects caused by padding time or cost estimates? | chances for realistic estimates are reduced; the project duration and cost are seriously overstated |
| What estimating influence is described by the general statement that some organizations encourage padding of estimates while others discourage the practice and want the most realistic and/or accurate estimate? | Organization Culture. |
| What project characteristics would benefit from phase estimating? | High degree of scope uncertainty; Long duration with progressive design |
| Project estimating is a ________ process. | complex |
| At the work package level, estimates should be made by the _______ most familiar with the task. | people |
| crowdsourcing | several people with relevant experience and/or knowledge of the task are used to form a estimate. |
| The time estimate should represent the _______ level of resources. | normal |
| Efforts by a planner or supervisor to adjust individual task times in a sequence to meet an arbitrary imposed schedule general results in _______. | optimistic task time estimates |
| When cost and time are important, a ___________-__________ estimate is preferred. | bottom-up |
| We can push the estimating process down to the work package level for _________-____________ estimates that establish low-cost, efficient methods. | bottom-up |
| Sometimes, top-down estimates are used until the tasks in the ______ are clearly defined. | WBS |
| Because little detailed information is gathered, the consensus method of _____________-_____________ estimates are sometimes significantly off the mark. | top-down |
| phase estimating utilization of micro (bottom up) and macro (top down) methods is a | repetitive cycle of micro for short term and macro for the remainder of the project. |
| Which type of project lends itself to the function point method of top down estimating? | Software development. |
| learning curve | each time the output quantity doubles, the unit labor hours are reduced at a constant rate, |
| improvement ratios vary from | 60 - 100 percent |
| why the project cost estimate is broken down into direct costs, direct project overhead costs, and general and administrative overhead costs. | To sharpen the control process; to improve decision making |
| general and administrative (G&A) overhead costs. | These costs include organization costs across all products and projects such as advertising.; These represent organization costs that are not directly linked to a specific project. |
| Direct project _________ costs can be tied to project deliverables or work packages. | overhead |
| What is required for using the template method of bottom up estimating? | Understanding differences between projects.; Good historical information. |
| _______ costs are clearly chargeable to a specific work package. | direct |
| Top down estimating for projects is best suited for situations when _______. | project proposals are being evaluated.; a WBS cannot easily be defined. |
| A learning curve is most applicable in non-repetitive tasks. | False |
| To sharpen the control process and improve decision making, the total project cost estimates are broken into ________ costs, direct project _________ costs, and general and ________ overhead costs. | direct; overhead; administrative |
| Top management interests usually center on the total project and major ________m events that mark major accomplishments. | milestone |
| Top down and bottom up estimating both use parametric (ratio) estimating, the difference is that... | Top down looks at the project as a total unit, whereas bottom up looks at individual tasks. |
| Cost of labor, materials, and equipment are examples of ______ costs. | direct |
| What factors will influence the quality of a project's time or cost estimate? | Project management structure; Organization culture; Project duration |
| Why is top down estimating generally not effective at developing a low cost project estimate? | Estimators may be influenced by the proposed budget. |
| Bottom up estimating is considered by the authors to be more accurate than top down because... | It considers specific tasks. |
| Range estimating works best when work packages have significant uncertainty, and ______ estimation will usually arrive at a more reasonable average. | a group |
| Identify the main reasons why the project cost estimate is broken down into direct costs, direct project overhead costs, and general and administrative overhead costs. | To sharpen the control process; To improve decision making |
| Direct ______ rates more closely pinpoint which resources of the organization are being used in the project. | overhead |
| Which approach is performed by the people who are doing the work and are based on estimates of elements found in the WBS? | bottom-up |
| What do you need to have effective meetings? | Assign good record keeping.; Periodically take time to review how effective previous meetings have been.; Prepare and distribute an agenda prior to the meeting.; Solicit recommendations and implement changes. |
| What are the five-stage development in order? | Forming, Storming, Norming, Performing, Adjourning |
| The orientation phase of a project is called? | Forming |
| What phase of a project is the emotional response to the demands called? | Storming |
| What phase of a project is the open exchange of relevant information called? | Norming |
| What phase of the project is the emergence of a solution? | Performing |
| What phase of the project is the dissolution of the group? | Adjourning |
| What are the most important factors affecting the recruitment process when a new project team member is recruited? | Management structure for the project; Importance of the project |
| In what step of group decision making does the team assess the merits of alternative solutions? | Reaching a decision |
| What conflicts can occur during the execution stage of the project life cycle? | Priorities; Schedules; Workforce; Technical |
| Without shared __________ there is no common ground for working out differences. | goals |
| What should you do if you want to have effective meetings? | Review the agenda before beginning, and tentatively allocate time for each item.; Encourage active participation of all members by asking questions.; Summarize decisions, and review assignments for the next meeting. |
| On high-priority projects, senior management will often tell a project manager who will be on the team. | False |
| A team _________ goes beyond the scope statement of the project and states in explicit terms the norms and values of the team. | charter |
| During the course of the discussion to reach a decision, the project manager attempts to build ________ among the group. | consensus |
| During the project definition phase ______, ______, and ______ are the most significant sources of conflict. | schedules; administrative procedures; priorities |
| A shared _________ can transcend the incongruities of a project and establish a common purpose to channel debate in a constructive manner. | vision |
| What should you do if you want effective meetings? | Prepare and distribute an agenda prior to the meeting.; Assign good record keeping.; Periodically take time to review how effective previous meetings have been.; Solicit recommendations and implement changes. |
| Project managers play a major role in establishing team norms ______. | through word and deed |
| A project ________ is an image project team members hold in common about how the project will look upon completion, how they will work together, and how customers will accept the project. | vision |
| During ______, the team generates a list of possible solutions on a flipchart or blackboard. | brainstorming |
| Groupthink refers to the tendency of members in highly cohesive groups to make decisions quickly without adequate consideration of alternatives. | True |
| When trying to reach a decision, it is useful to have a set of ______ for this process. | criteria |
| What conflicts occur during the defining stage? | Priorities; Schedules; Procedures |
| ________ conflict plays a critical role in obtaining a deeper understanding of the issues and coming up with the best decisions possible. | functional |
| In addition to kick-off meetings, project managers are responsible for ______ meetings. | status report; problem-solving; audit |
| What symptom of group think is the following? It is marked by a high degree of esprit de corps, an implicit faith in its own wisdom, and an inordinate optimism that allows group members to feel complacent about the quality of their decisions. | Illusion of invulnerability |
| What symptom of group think is the following? The group members discuss only a few solutions, ignoring alternatives; they fail to examine the adverse consequences that could follow their preferred course of action. | Whitewash of critical thinking |
| What symptom of group think is the following? “Good guy/bad guy” stereotypes emerge in which the group considers any outsiders who oppose their decisions as the “bad guys,” who are perceived as incompetent and malicious. | Negative stereotypes of outsiders |
| What symptom of group think is the following? When a team member does speak out or question the direction in which the team is headed, they are reminded that speed is important and that the aim is agreement, not argument. | Direct pressure |
| Identify the most significant source of conflict which occurs in all the project phases, i.e. defining, planning, executing, and delivery. | scheduling |
| Behavioral norms associated with high-performing teams | There is zero tolerance for bullying a way through a problem or an issue.; Tell others immediately when deadlines or milestones will not be reached.; Confidentiality is maintained; no information is shared outside the team unless all agree to it. |
| High performing team members are allowed to establish their own work schedule. Is a norm associate with high-performing teams. | False |
| Jose's team is fully functional and accepted. Group energy has moved from getting to know each other and how the group will work together to accomplishing the project goals. In the context of the 5-Stage Team Development Model, what stage of development? | Performing |
| When the project manager reduces the intensity of the conflict by smoothing over differences, that is an attempt to Blank______ the conflict. | control |
| Mary's team exhibits close relationships, feelings of camaraderie, and shared responsibilities for the team's success have formed. In what stage of development is her team? | Norming |
| Symbolic actions at the project level that contribute to a unique team subculture are called Blank______. | team rituals |
| Which is the preferred method of communicating with a member of a virtual team? | The means that is most effective for that team member |
| The statement, “the whole is less than the sum of its parts” describes ______. | negative synergy |
| When a conflict becomes intolerable, the best strategy for a project manager may be to ______ the conflict. | eliminate |
| Who is responsible to finalize and obtain agreement with the customer for content found within a project scope? | Project Manager |
| A __________ is a significant event in a project that occurs at a point in time. | milestone |
| The saying “We can only control what we have planned” means that _________ the project is the first step. | defining |
| Project _________ is a definition of the end result or mission of your project. | scope |
| The first step of project scope definition is to define the overall ______ to meet your customer’s need(s). | objective |
| What are acceptance criteria? | The conditions that must be met in the project |
| The hierarchical structure of a WBS facilitates the evaluation of _________, _____________, and technical performance at all levels of the organization through the life of the project. | cost; time |
| Each item in the WBS needs a ________ and _________ estimate. | cost; time |
| The problem or opportunity the project is addressing? This is sometimes referred to as the ______________ ___________ for the project. | business case |
| A responsibility matrix (RM) is best suited for small projects due to its ______. | simple organization and communication format. |
| How can a project manager best do his or her job of managing trade-offs among time, cost, and performance? | By understanding the project's priorities |
| _____________ ___________ are short-duration tasks that have a definite start and stop point, consume resources, and represent cost. | work package |
| What is the primary benefit of creating a communication plan? | Regular planned reporting prevents confusion and interruptions. |
| An integrated information system should be developed before the work breakdown structure is outlined. | False |
| Project __________ is the keystone interlocking all elements of a project plan. | scope |
| The product ___________ ___________ answers the question “What end result is wanted?” For example, if the product is a cell phone, its product scope will be its screen size, battery, processor, camera type, memory, and so on. | scope description |
| Deliverables are the expected, measurable ___________ over the life of the project. | outputs |
| In a project scope checklist, the technical requirements will ______. | state the performance requirements of a deliverable.; clarify the deliverables. |
| Software will be installed but no training given is an example of a(n) _______. | exclusion |
| Part of a __________ statement is a short, one- to two-page page summary of key elements of the scope. | scope |
| A scope statement that is too narrow is an invitation for scope creep. | False |
| This is common on software projects where developers add features that they think the end user will like. | Gold Plating |
| Given a project in which time to market is the key factor, the following is an example of? No deviation from the criterion of time is allowed. | constrain |
| Given a project in which time to market is the key factor, the following is an example of? Improvements to the scope should be made where possible. | enhance |
| Given a project in which time to market is the key factor, the following is an example of? Increases to cost are tolerated, if it means achieving other criteria. | Accept |
| Who is responsible for developing a project communication plan? | Project Manager. |
| Regarding project priorities and the project priority matrix, is the following true? Priorities may change over the project life cycle. | True |
| Regarding project priorities and the project priority matrix, is the following true? Priorities are fixed over the project life cycle. | False |
| Regarding project priorities and the project priority matrix, is the following true? The project manager may change the project priorities. | False |
| Why is the hierarchical process of managing work called the work breakdown structure (WBS)? | Work is successively broken down into smaller and more manageable chunks. |
| WBSs are products of ______ efforts. | group |
| Technical requirements of a product or service typically clarify the _________ or define the performance _______. | deliverables; criteria |
| Codes are used in a WBS to define ______. | levels and elements. |
| By reporting on a regular basis how things are going and what is happening, senior management: | feels more comfortable giving project managers more autonomy |
| The tendency for a project scope to unofficially expand during project execution, and possibly change the requirements, specifications, and/or timing of a project is referred to as ______. | scope creep. |
| The project ________ is responsible for seeing that there is agreement with the owner on project objectives, deliverables at each stage of the project, technical requirements, and so forth. | manager |
| A milestone schedule shows _______ segments of work. | major |
| developing a communication plan, Identify the target groups who need to know about the project. Is a part of? | Stakeholder analysis |
| developing a communication plan, Define the specifics to provide to each organizational level. Is a part of? | Determine information needs |
| developing a communication plan, Identify how and from where information should be gathered. Is a part of? | Determine information source |
| developing a communication plan, Establish how to best communicate to various stakeholders. Is a part of? | Define Dissemination Method. |
| developing a communication plan, Determine who will communicate with stakeholders, and how often. Is a part of? | Define responsibility and timing |
| Research clearly shows that a poorly defined _______ is the most frequently mentioned barrier to project success. | scope |
| The project _______ answers the questions of what, when, how much, and at times where. | objective |
| More frequently than not, a product or service will have ________ _______ to ensure proper performance. | technical requirements |
| What elements of a work package are used by a WBS to facilitate planning, scheduling , and budgetary control? | Resource requirements; Time estimates; Technical performance requirements |
| What is the first and most important step for a successful project execution? | Clearly defining the project objective |
| The project objective of a scope statement must answer which questions? | When does the project need to be completed?; What needs to be accomplished/delivered?; What is the budget for the project? |
| The WBS defines all the elements of the project in a Blank______ framework and establishes their relationships to the project end item(s). | hierarchical |
| One tool that is widely used by project managers and task force leaders of small projects is the ___________ __________. | responsibility matrix |
| It is important that project team members and stakeholders know why management _____________ the project. | authorized |
| What are some trade off considerations for a project manager in times of conflict? | Scope (performance.); Time.; Cost. |
| The lowest level of the WBS is called a __________ ___________. | work package |
| In the project scope checklist, the first step is to set ______. | the overall project objective. |
| The product ________ ________ answers the question “What end result is wanted?” For example, if the product is a cell phone, its product scope will be its screen size, battery, processor, camera type, memory, and so on. | scope description |
| What key attributes are required to properly define a deliverable found within a project scope statement? | Specific.; Tangible.; Measurable. |
| limits and exclusions in a project scope statement. | The limits of the scope should be well-defined.; Exclusion defines the boundary of the project by stating what is not included. |
| Project charters may include a scope summary. | True |
| Project scopes should include a project charter. | False |
| If the project scope needs to change, it is critical to have a sound ________ control process in place that records the change and keeps a log of all project changes. | change |
| To identify which criterion is constrained, which should be enhanced, and which can be accepted, project managers use a ________ __________. | priority matrix |
| During the course of a project, _________ may change. | priorities |
| ________ define the boundary of the project by stating what is not included. For example, data will be collected by the client, not the contractor. | exclusions |
| How can a project manager best do his or her job of managing trade-offs among time, cost, and performance? | By understanding the project's priorities |
| Gaining the maximum usefulness of a breakdown structure depends on a ________ system. | coding |
| When should a project priority discussion(priority matrix) between the project manager and customer/sponsor take place? | Before the project begins |
| A project scope should define the results to be achieved in what type of terms? | Measurable; Specific; Tangible |
| Software will be installed but no training given is an example of a(n) | exclusion |
| Relationship-related currencies is and example of what commonly traded currency? | understanding |
| Position related currencies is an example of what commonly traded currency? | visibility |
| Task-related currencies is an example of what commonly traded currency? | resources |
| Inspiration-related currencies is an example of what commonly traded currency? | Ethical correctness |
| Personal-related currencies is an example of what commonly traded currency? | ownership |
| A project manager can enhance a colleague’s sense of worth by asking for help and seeking opinions. What type of currency does this statement describe? | personal-related |
| Taking corrective action requires more management rather than leadership. | True |
| _______ speak louder than words. | actions |
| In what ways can a project manager convey a sense of urgency? | talk and walk more quickly; increase the frequency of their interactions |
| A project manager's most powerful leadership tool is ______. | leading by example |
| What guideline that project managers should follow when responding to problems? | They should be concerned about preventing problems from happening again. |
| Effective project managers have to be able to deal with the contradictory nature of their work. Motivating individual performance while at the same time maintaining team work is an example of a(n) ______ contradiction. | encourage individuals but stress the team |
| What type of organizational currency is recognition? | position-related |
| All projects require strong leadership skills. | False |
| By simply increasing the pace of their daily interaction patterns, project managers can reinforce ______ in others. | urgency |
| How can project managers to improve the problem-solving skills of their team members? | focus on how to turn a problem into an opportunity; show concern for how to prevent problems from happening again |
| They have to be adaptable and responsive to events and outcomes that occur on the project. At the same time they have to hold the line at time and tough it out when everyone else wants to give up. This is an example of a(n) ______ contradiction. | flexible but firm |
| Project managers need to speak the language of different stakeholders and be empathetic listeners. This skill is called ______. | being an effective communicator |
| In which circumstances will strong leadership skills be most critical for a project manager? | Software development project with shifting parameters. |
| Through their actions, project managers can convey a sense of ________. | urgency |
| When a project manager focuses on trying to understand how relevant project factors interact to produce project outcomes, he/she is using ______. | systems thinking |
| Focusing more on learning from mistakes than assessing blame reinforces ______. | problem solving |
Created by:
user-1990424