Project Management Ch 1-2

All of the following statements about the level of authority of the project manager are true

- In a functional organization, the project manager has little or no authority. - In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager. - The balanced matrix organization does not provide the project manager with the full authority over the project and projectfunding.

All of the following are true about project governance

- It is an oversight function that is aligned with the organization's governance model and that encompasses the project lifecycle - It is a framework that provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery - It includes a framework for making project decisions; defines roles, responsibilities, and accountabilities for the success of the project; and determines the effectiveness of the project manager.

In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess all of the following competencies

- Knowledge, which refers to what the project manager knows about project management. - Performance, which refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. - Personal, which refers to how the project manager behaves when performing the project or related activity.

A primary function of a project management office (PMO) is to support project managers in a variety of ways which may include all of the following

- Managing shared resources across all projects administered by ____________. - Identifying and developing project management methodology, best practices, and standards - Coaching, mentoring, training, and oversight.

All of the following are true about projects and operations

- Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors. - Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets. - Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work.

All of the following are true about project governance EXCEPT:

It is a methodology for managing large government projects.

The PMBOK® Guide is the standard for

Managing most projects most of the time across many types of industries.

In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess all of the following competencies EXCEPT

Manipulation, which refers to how the project manager motivates the project team to work hard on the project while working them out of a job.

Organizational cultures and styles

May have a strong influence on a project's ability to meet its objectives

All of the following are true about project phases and the project life cycle

- Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of the project. - The ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses toward completion. - The cost of changes and correcting errors typically increases substantially as the project approaches completion.

The types of project management office (PMO) structures in organizations include all of the following

- Supportive - Controlling - Directive

All of the following statements about the predictive project life cycle and the product life cycle are true

- in the project predictive life cycle, the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. - In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team's understanding of the product increases. - The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery,growth, maturity, and to retirement.

All of the following are true about projects and operations EXCEPT

Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.

You are managing a project in which you intend to respond to high levels of change and ongoing stakeholderinvolvement. The most suitable project life cycle for your project is the:

Adaptive life cycle (also known as the agile method)

Managing a project typically includes

Balancing the competing project constraints, which include scope, quality, schedule, budget, resources, and risks

Different or conflicting objectives among project stakeholders

Can make it difficult for project managers to manage stakeholder expectations.

All of the following are true about project phases and the project life cycle EXCEPT:

Cost and staffing levels are generally steady throughout the project life cycle.

A primary function of a project management office (PMO) is to support project managers in a variety of ways which may include all of the following EXCEPT

Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project.

Enterprise environmental factors refer to both internal and external environmental factors that surround orinfluence a project's success. All of the following are true about these factors EXCEPT

Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines,employee performance reviews and training records, reward and overtime policies, and time tracking) because theseare considered to be functions of the human resources department.

The project manager has the lowest level of authority in a __________ organization

Functional

A program is

Group of related projects, subprograms, and program activities managed in a coordinated way

The types of project management office (PMO) structures in organizations include all of the following EXCEPT

Harmonizing ________ that strive to reduce conflict and improve harmony among project team members

All of the following statements about the level of authority of the project manager are true EXCEPT

In a strong matrix organization, authority of the project manager is limited

The project manager has the greatest level of independence and authority in a __________ organization.

Projectized

The project manager is more likely to have a full-time role in a __________ organization

Projectized

Your job responsibility is to align components (projects, programs, or operations) to the organizational strategy, organized into portfolios or sub-portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This is known as:

Portfolio management

Project success is measured by

Product and project quality, timeliness, budget compliance, and degree of customer satisfaction

The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the:

Project life cycle

A common title for the project manager's role in a projectized organization is:

Project manager

Which of the following is true about functional managers?

They are project stakeholders who play a management role within an administrative or functional area of the business.

You are managing a large, complex project with cross-functional project needs. The following organizationalstructure gives you considerable authority as the project manager:

Strong matrix organization

Portfolio management refers to

The centralized management of one or more portfolios to achieve strategic objectives

All of the following statements about the predictive project life cycle and the product life cycle are true EXCEPT

The product life cycle is contained within the predictive project life cycle

A project coordinator may typically be found in a ________ organization

Weak matrix

project is

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

In Adaptive Life Cycles (change - driven or agile methods)

intended to respond to high levels of change and ongoing stakeholder involvement.

Predictive Life Cycles

preferred when the product to be delivered is well understood

Iterative and Incremental Life Cycles

project phases intentionally repeat one or more project activities as the project teams understanding of product increases. ITERATIVE DEVELOP. INCREMENTAL SUCCESSFULLY ADD FUNCTION.

Project management is

the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.