Ch 2/3

Select all that apply Traditional components of a mission statement include:

Major Products/Services Target customer/markets Geographical domain

Which of the following is NOT important in establishing a proper objective?

Make sure there is a project payback.

Implementation of projects without a strong priority system linked to strategy creates problems. Which of the following are some of those problems?

Resource conflicts and multitasking The implementation gap Organization politics

True or false: Strategic management positions the organization to meet the needs and requirements of its customers for the short term

False

True/False The matrix form of project management structure is a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties.

False

Jack's organization has many projects ongoing concurrently. He finds himself starting and stopping work on one task to go and work on another task, and then return to the work on the original task. Jack is experiencing

Multitasking

______________translate the organization strategy into specific, concrete, measurable terms.

Objectives

The "implementation gap" refers to the lack of understanding of strategy among top and middle managers. What problems may ensue from this?

Potential conflict of interests between managers. Lack of support for strategic projects.

______________describes how an organization intends to compete with the resources available in the existing and perceived future environment.

Project

One of the four activities of the strategic management process is to analyze and formulate

Projects

Mission statements should be written and communicated to organizational managers and other employees in order to:

Provide a focal point for decision making.

Doran (1981) created the SMART memory device to help write objectives. The R stands for

Realistic

The term ________ ________ is often used to denote a project that a powerful, high-ranking official is advocating.

Sacred Cow

Most organizations are successful in _______________strategies for the course(s) they should pursue.

formulating or developing

All managers realize that without,____ success is impossible.

implementation

Multitasking in an organization with many projects creates ___.

inefficiencies

Resource sharing also leads to

multitasking

Organizational _____ drive projects

objectives

In strategic management, allocation of resources depends on ____.

organizational culture

Identify the assumptions made in the integration of projects with strategic plans?

1. A Process for prioritizing projects by their contribution to the plan 2. Existence of a strategic plan

A ______ driven project portfolio system can reduce or eliminate the impact of problems in project implementation.

priority

A project manager is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ______ organization would be the best choice.

projectized

One of the four activities of the strategic management process is to implement strategies through

projects

Task completion requires

resources

The number of small and large projects in a portfolio almost always exceeds the available

resources

Formulating strategy answers the question of ____ to reach the organization's objectives.

what needs to be done

Identify the second step in strategy formulation.

Assess the internal and external environments.

True or false: How a project manager responds to project delays should be based on the impact on strategic concerns.

True

What are the main reasons project managers need to understand an organization's mission and strategy?

To be an effective project advocate To allow appropriate decision making

Place the following broad phases in the strategic management process in the correct sequence. 1.How are we going to get there? 2.What are we now? 3.What do we intend to be?

1. What are we now? 2. What do we intend to be? 3. How are we going to get there?

Place these activities used in the strategic management process into the correct order of completion.

1.Review and define the organizational mission 2. Analyze and formulate Strategy 3.Set Objectives to achieve strategy 4. Implement strategies through projects

Place the following steps in the strategic management process in the correct sequence.

1.Review/review mission statement 2.Set strategy and objectives 3.portgolio of strategic choices 4.Strategy implementation 5.Project selection 6.Projects

Which of the following is true of multi-weighted scoring models?

ALL OF THEM** -will include quantitative criteria -projects with higher scores are considered more desirable -will include qualitative criteria - each criterion is assigned a weight

What is required to implement a "strategy"?

Action

_____________projects are typically those needed to meet regulatory conditions required to operate in a region.

Compliance

Which of the following best relate symptoms of an "implementation gap"?

Frequent meetings to renegotiate resource allocations.

Doran (1981) created the SMART memory device to help write objectives. The T stands for

Time-related

Why is alignment between the strategic plan and projects critical for an organization?

To avoid poor utilization of the organization's resources.

Typically, a project sponsor is someone in the organization who may be ___.

a high-ranking manager who lends political support for project completion.