Project Management > Lecture 2 > Flashcards

Lecture 2 Flashcards

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1
Q

When can the project manager be chosen?

A

The project manager can be chosen as soon as the project is selected for funding.

The later in the process you choose the PM, the more diffcult it will be

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2
Q

What are the main functions of a project manager?

HINT: There are 3 answers

A
  • What needs to be done
  • When it must be done
  • How to obtain the resources required to do the job
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3
Q

What is the main difference between project managers and functional managers?

A

Project managers are usually generalists, while functional managers are specialists with technical skills.

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4
Q

What is a key characteristic of functional managers?

HINT: There are 3 answers

A
  • Decides who peforms each task
  • Decides how each task is performed
  • Exercises control over every aspect of the work being done
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5
Q

What is scope creep?

A

It is the uncontrolled changes or continuous growth in a project’s scope.

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6
Q

True or False: Functional managers have full control over pay and promotion.

A

True

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7
Q

What are the characteristics of effective project team members?

HINT: There are 5 answers

A
  • High quality technical skills
  • Political and general sensitivity
  • Strong problem orientation
  • Strong goal orientation
  • High self-esteem
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8
Q

What is the significance of emotional intelligence (EQ) in project management?

A

EQ governs the ability to effectively deal with emotions to achieve positive outcomes and is the best predictor of job performance.

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9
Q

Fill in the blanks: The project manager must motivate workers, eventhough they have little control over ____ and ____.

A

pay; promotion

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10
Q

What are the advantages of a functional organization for project management?

A
  • Maximum staff flexibility
  • Experts can utilized for different projects
  • Specialists can share knowledge and experience
  • Functional division serves as a base for technological continuity
  • Functional division contains the normal path of advancement
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11
Q

What is a disadvantage of a projectized organizational structure?

HINT: There are 6 answers

A
  • Duplication in staffing
  • Stockpiling
  • Workers tend to fall behind in other areas of their technical expertise
  • Inconsistency in policies and procedures
  • A project takes on a life of its own
  • Worry about life after the project is over
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12
Q

What distinguishes a strong matrix organization from a weak matrix organization?

A

In a strong matrix, the project manager controls when and what employees do, while in a weak matrix, the project manager primarily coordinates activities.

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13
Q

What is the purpose of a Project Management Office (PMO)?

A

To establish project administrative procedures and ensure the project’s portfolio supports overall goals and strategies.

  • Establish project administrative procedures
  • Ensures the firm’s project portfolio supports its overall goals and strategies
  • Gradual assimilation of project management practices into the entire firm
  • Facilitator of projects, not the doer of the projects

Est. procedures and ensure the proj. portfolio supports overall goals.

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14
Q

What are the five steps for PMO success?

A
  1. Identify a quantifiable measure to prove accomplishments
  2. Set a realistic time frame for results
  3. Have resources needed to achieve goals
  4. Establish credibility throughout the organization
  5. Get the best people for the PMO
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15
Q

What are the 4 foundational skills of emotional intelligence?

A
  1. Self-awareness
  2. Self-management
  3. Social awareness
  4. Relationship management
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16
Q

What are the 9 common ethical missteps in business?

A
  1. “Wired” bids and contracts
  2. “Buy-in”
  3. “Kickbacks“
  4. Covering for team members
  5. Taking “Shortcuts”
  6. Using marginal materials
  7. Compromising on safety
  8. Violation standards
  9. Consultant loyalties
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17
Q

What is a composite organizational structure in project management?

A

A combination of Functional, Projectized, and Matrix organizational forms that may lead to successful, long-term projects as subsidiaries.

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18
Q

What type of project structure is best for projects requiring inputs from several functional areas?

A

Matrix form

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19
Q

What are the ‘Disadvantages’ of a ‘Functional’ organization?

A
  • Client is not the focus of the activity
  • Functional units tend to be oriented toward the activities of that particular function
  • No individual is given full responsibility
  • Response to client’s needs are slow and arduous
  • Tendency to suboptimize the project
  • A holistic approach to the project is not facilitated (divided)

Arduous = involving or requiring strenuous effort; difficult and tiring

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20
Q

What are the 3 roles in an Agile team?

A
  • Product owner
  • Developers
  • Scrum master
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21
Q

What is a key challenge for project teams?

A

Avoiding an ‘us versus them’ mentality and ensuring collaboration.

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22
Q

What is are the 5 common problems that can prevent a team from performing effectively?

A
  1. Internal conflict
  2. Member frustration
  3. Wasting time
  4. Poor decision-making
  5. Concerned with finishing the job rather than doing a good job
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23
Q

What does a PM start with?

HINT: There are 2 answers

PM = Project Manager

A
  • Budget
  • Schedule
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24
Q

List the 7 departments that the PM oversees

PM = Project Manager

A
  1. Finance
  2. Engineering
  3. Contracts
  4. Planning
  5. Manufactruing
  6. Procurement
  7. Quality
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25
What are 3 things PMs typcially don't do? | PM = Project Manager
* Decide who performs each task * Evaluate the work performed on a project * Control over aspects of the work that gets performed on the project
26
Who are the PM responsible for? | HINT: There are 3 answers ## Footnote PM = Project Manager
* Parent Organization * Project and the Client * Project Team
27
What are the functions of the 'Parent Organization'? | HINT: There are 3 answers
* Proper usage of resources * Timely and accurate reports * Keep the project sponsor informed
28
What are the functions of the 'Project and Client'? | HINT: There are 2 answers
* Preserve the integrity of the project * Keep the client informed of major changes
29
What are the properties of the 'Project Team'? | HINT: There are 3 answers
* Few people will work under the PM * The "team" will disband at the each of the project * PM will look out for everyone's future | PM = Project Manager
30
List 3 career paths for a PM | PM = Project Manager
1. Work on several projects simutaneously 2. Train newly joined PMs 3. Start manging small projects and work their way up ## Footnote Experience as a project manager is often seen as a desirable step on the corporate ladder.
31
What are the 'Special Demands' on the PM? | HINT: There are 6 answers ## Footnote PM = Project Manager
* Acquiring Resources * Maintaining a Balanced Outlook * Dealing with Obstacles * Acquiring Personnel * Breadth of Communication * Negotiation
32
True or False? The availability of resources are seen as a 'win-lose' propostion
True
33
When it comes to acquiring personnel, what it the difference between what a PM will do and what a Functional Manager (FM) will do?
PM: Best-qualified individual FM: Decides who to assign to what
34
What are "early problems" associated with? | HITN: There is 1 answer
Resources
35
What are "late problems" associated with? | HINT: There are 2 answers
* Last minute schedule/technical changes * The happenings to the team when the project is completed
36
What does a 'Scope' consist of? | HINT: There are 7 answers
* Objectives * Deliverables * Boundaries * Inclusions * Exclusions * Requirements * Constraints
37
Can mood swings and technical problems hurt the performance of work?
Yes
38
What must the PM understand/deal with to properly communicate?
* Why a project exists * Some projects DO fail * Top managerial support is needed * A string information network is important * Must be flexible *(not like that tho (i think))*
39
What are some attributes/skills/qualities of a great PM? | HINT: There are 8 answers
* Strong technical background * Hard-nosed manager * Mature * Currently available * On good terms with senior executives * Someone who can keep the project team happy * Worked in several departments * Can walk on (or part) the waters ## Footnote Hard-nosed: realistic and determined; tough-minded. Walk/part on/the water: performing an impossible or miraculous task, or for someone who seems to be able to do things that are beyond ordinary human capability and are therefore highly admired
40
What makes a PM's managerial tactics effective? | HINT: There are 7 answers ## Footnote PM = Project Manager
* Credibility * Sensitivity * Leadership * Ethics * Management style * Ability to handle stress * Must have the drive to complete the task
41
Define "leadership"
A process of social influence, which maximizes the efforts of others, towards the achievement of a goal
42
What are the 4 'Forms of an Organziation'?
1. Functional 2. Projectized 3. Matrix 4. Composite
43
What is the difference in 'Primary Focus' between a 'Functional' and 'Projectized' organization?
Functional = Operations Projectized = Projects
44
What is the difference in 'Authority of the PM' between a 'Functional' and 'Projectized' organization?
Functional = Low Projectized = High
45
What is the difference in 'Resource Availability' between a 'Functional' and 'Projectized' organization?
Functional = Limited Projectized = Full
46
What is the difference in 'Whom The Team Reports To' between a 'Functional' and 'Projectized' organization?
Functional = Funtional Manager Projectized = Project Manager
47
What is the difference in 'Flexibility' between a 'Functional' and 'Projectized' organization?
Functional = Low Projectized = Low to Medium
48
What is the difference in 'Cost Efficiency' between a 'Functional' and 'Projectized' organization?
Functional = High (less duplication) Projectized = Lower (more resources)
49
What is the difference in 'Communication Flow' between a 'Functional' and 'Projectized' organization?
Functional = Veritcal (within departments) Projectized = Horizontal (project-based)
50
What is the difference in 'Primary Focus' between a 'Matrix' and 'Composite' organization?
Matrix = Both Projects and Operations Composite = Tailored (depends on the context)
51
What is the difference in 'Authority of PM' between a 'Matrix' and 'Composite' organization?
Matrix = Varies (Low to High) Composite = Varies by project or department
52
What is the difference in 'Resource Availability' between a 'Matrix' and 'Composite' organization?
Matrix = Shared Composite = Depends in structure
53
What is the difference in 'Whom The Team Reports To' between a 'Matrix' and 'Composite' organization?
Matrix = Both FMs & PMs Composite = Can be a mix of both
54
What is the difference in 'Flexibility' between a 'Matrix' and 'Composite' organization?
Matrix = Medium to High Composite = High
55
What is the difference in 'Cost Efficiency' between a 'Matrix' and 'Composite' organization?
Matrix = Medium Composite = Varies
56
What is the difference in 'Communication Flow' between a 'Matrix' and 'Composite' organization?
Matrix = Mixed (can be complex) Composite = Customized
57
What is a 'Functional' organization 'Best For'?
Stable Environments ## Footnote * In-depth application of a technology * Large capital investment, expecially in one functional area
58
What is a 'Projectized' organization 'Best For'?
Project-Focused Work ## Footnote * Handling a large number of similar projects * Handling a one-time project that requires mich control, but is not focused on one functional area
59
What is a 'Matrix' organization 'Best For'?
Organizations With Many Projects
60
What is a 'Composite' organization 'Best For'?
Large/Complex/Dynamic Organizations
61
What are the 'Advantages' of a 'Matrix' organization?
* The project is the point emphasis * The project has access to the entire organization's resources * Less anxiety about what happens when the project is completed * High response * Access to administrative units of firm * Better balance of resources * Organizational flexibility
62
What are the 'Advantages' of a 'Projectized' organization?
* The PM has full authority * All members report to the PM * Short lines of communication * When there are similar projects, expertise can be retained * Strong and separate identity * Swift decisions * Unity of command * Structurally simple and flexible * Supports a holistic approach
63
True or False. 'Matrix' organizations can take a varitey of specifics forms, ranging from 'Weak' to 'Strong'
True
64
In a 'Strong Matrix' organization, who does the PM report to? | PM = Project Manager
Program Manger OR Functional Manger
65
In a 'Weak Matrix' organization, who does the PM report to?
No One (usually the PM works by themselves)
66
What is the difference in 'Ownership of Project Budget' between a 'Functional' and 'Projectized' organization?
Functional = FM Projectized = PM ## Footnote FM = Functional Manager PM = Project Manager
67
What is the difference in 'Role of PM' between a 'Functional' and 'Projectized' organization?
Functional = Part-Time Projectized = Full-Time
68
What is the difference in 'Project Administrative Staff' between a 'Functional' and 'Projectized' organization?
Functional = Part-Time Projectized = Full-Time
69
What is the difference in 'Authority of PM' between a 'Weak' and 'Strong' Matrix organization?
Weak = Low Strong = Moderate to High
70
What is the difference in 'Availability of Resources' between a 'Weak' and 'Strong' Matrix organization?
Weak = Low Strong = Moderate to High
71
What is the difference in 'Ownership of Project Budget' between a 'Weak' and 'Strong' Matrix organization?
Weak = FM Strong = PM ## Footnote FM = Functional Manager PM = Project Manager
72
What is the difference in 'Role of PM' between a 'Weak' and 'Strong' Matrix organization?
Weak = Part-Time Strong = Full-Time
73
What is the difference in 'Project Administrative Staff' between a 'Weak' and 'Strong' Matrix organization?
Weak = Part-Time Strong = Full-Time
74
What are the "properties" for a 'Balanced Matrix' organization for the following "project characteristics"?: 1. Authority of PM 2. Availability of Resources 3. Ownership fo Project Budget 4. Role of PM 5. Project Administrative Staff
1. Low to Moderate 2. Low to Moderate 3. Shared 4. Full-Time 5. Part-Time
75
What are the 6 'Virtual Project Rules for Success'?
* Challenging and interesting projects * Use volunteers * Include some people who know each other * Create an inline resource to learn about each other * Encourage frequent communication * Divide work into independent modules
76
# Successful execution of a project is a complex managerial task What sort of tasks/properties are required for it? | HINT: There are 4 answers
* Planning * Budgeting * Scheduling * Control Tools
77
What are the 4 properties of PMOs? | PMO = Project Management Office
* Information center * Establish procedures and practices * Establish a resource database and monitor inter-project * Dependencies
78
List the 14 tasks that the PMO must be responsible for | PMO = Project Management Office
* Establish and enforce good practices * Improve maturity * Improve project management systems * Offer training * Help with administrative details * Establish a process for dealing with risk * Determine if a project is a good fit * Identify the impact of changes on projects * Conduct project review and audits * Maintain and store project archives * Serve as a champion to pursue project management * Serve as a home for PMs * Collect and disseminate lessons learned * Assist in project closure
79
What are the 5 Project Management Maturity Levels?
1. Initial 2. Repeatable 3. Defined 4. Managed 5. Optimized
80
# Regarding the 5 Project Management Maturity Levels, What is the 'Intial' level? | Provide the "definiton"
No formal process
81
# Regarding the 5 Project Management Maturity Levels, What is the 'Repeatable' level? | Provide the "definiton"
Procedures in place for planning, scheduling, tracking, and estimating
82
# Regarding the 5 Project Management Maturity Levels, What is the 'Defined' level? | Provide the "definiton"
The firm has an integrated system for tracking and managing, but they are not routinely used or understood
83
# Regarding the 5 Project Management Maturity Levels, What is the 'Managed' level? | Provide the "definition"
Systems are installed and used
84
# Regarding the 5 Project Management Maturity Levels, What is the 'Optimized' level? | Provide the "definition"
Integrated databases used to track historical projects to help obtain continuous improvement
85
What are the 6 roles in a 'Project Team'?
* Systems Architect * Development Engineer * Test Engineer * Contract Administrator * Project Controller * Support Services Manager
86
# Regarding "Agile Team Roles", What does a 'Product Owner (Designer)' do? | HITN: There are 3 answers
* Translates customer needs and into product requirements * Prioritizes and maintains product backlog * Manages project budget
87
# Regarding "Agile Team Roles", What does a 'Developers' do? | HINT: There are 2 answers
* Self-managing * Performs work associated with creating new product
88
# Regarding "Agile Team Roles", What does a 'Scrum Master' do? | HINT: There are 2 answers
* Deep expertise on Agile methodologies * Process coach
Project Management
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