Project Mgt Exam 3 (Chapter 12)

The final project report should include:

project summary, outstanding issues, project documentation list

final project meeting

communicate the project is over, transference of the product or system, acknowledge contributions, get formal signoff, boring admin stuff

individual review by PM

everyone evaluate themselves, don't compare individuals, focus on specific behaviors (not individuals), provide consensus for improving performance

Acknowledging the contributions of the project team would occur during _____.

Final Meeting and Presentation

The formal exchange of the project's product from the project team to the organization occurs during _____ .

Final Meeting and Presentation

The purpose of the _____ is to provide the project sponsor confidence that the project has been completed as outlined in the business case, project charter, and project plan.

Final Project Report

perpetual

"runaway", delays or vague scope or MOV, creep eventually drained until completely unsuccessful

Organizing and archiving of all project deliverables and documentation occurs during _____ .

Administrative Closure

Project Termination through "starvation" is an example of _____ .

Changed Priority

Which implementation approach usually entails the greatest level of risk especially if the system is not adequately tested?

Direct Cutover

_____ can be effective when quick delivery of the new system is critical or when the existing system must be replaced as soon as possible.

Direct Cutover

_____ is the implementation method where the old system is shut down and the new system is turned on at an agreed upon date.

Direct Cutover

_____ places more pressure on the project team.

Direct Cutover

Which termination circumstance is one in which the project is ended because the costs of completing it are greater than the potential benefits of completing it.

Failed

_____ may sometimes occur weeks or months after the project is complete in order to obtain an accurate assessment.

MOV Evaluation

Which termination circumstance is one in which the project is completed as planned?

Normal

Which implementation approach is usually the most expensive and least risky?

Parallel

With _____, users may have to enter data into multiple systems to compare the outputs.

Parallel

_____ places more pressure on the user of the system.

Parallel

Another name for a runaway project is:

Perpetual

Clearly defining the Project MOV, Project Scope, and timely project reviews can reduce the risk of a _____ project .

Perpetual

These projects can result from delays or an unclear scope or MOV.

Perpetual

When the Project Scope grows through the addition of various features or functionality, it may lead to a _____ project.

Perpetual

Which implementation approach allows for implementation of modules in different departments or locations?

Phased

With the _____ approach, the project team can learn from its experiences during the initial implementation so that later implementations run more smoothly.

Phased

Having the team review the project scope, schedule, budget, and quality objectives would most likely occur in the:

Postmortem Review

As a result of competitor's actions, a project was pushed to completion without all of the envisioned features. This project termination is termed __________ ?

Premature

An objective assessment of the project manager and project team occurs during the _____ .

Project Audit

An outside party would more likely be called in for the:

Project Audit

normal

as planned, within scope and budget - ideal but least likely

post-mortem review

close out meeting, final set of documented lessons learned and best practices to be shared, should be reviewed by an impartial third party

postmortem review

close out review, review initial MOV, scope, budget, schedule, quality objectives, project deliverables, how well did the team perform?

project implementation

installing or releasing the project's major deliverables, requires tactical planning

changed priorities

die eventually, never officially closed

knowledgable sponsor

know their important stake in outcome, actively involved throughout in constructive matter, negotiate intelligently and in good faith

premature

less time, often less features, risks to analyze

Which implementation approach involves no risk?

none - direct cutover, parallel, and phased all involve some risk

The most important requirement for project closure under normal circumstances is:

obtaining the project sponsor's acceptance of the project

parallel approach

old and new run simultaneously, good when failure could have major impact, provides confidence the system is working risks: more stress dealing with two systems at once, extra workload

direct cutover

old program ended and new system begins, target or "release date" is agreed upon, good when quick delivery is needed, requires a lot of testing risks: may have more pain points, no going back, risk of delays and frustrations

project audit

outside party to help uncover problems, issues, and improvement. focus on how well the project was managed and executed

phased approach

system released in modules, good when introducing to multiple areas of the org. upgrade department by department, can learn from experiment, more time but less risky risks: problems encountered early can impact overall schedule and budget

failed

unsuccessful - cost of schedule overruns where costs outweigh the benefits

shortsighted sponsor

view as short-term to get most money, often adversarial relationship if they attempt to renegotiate scope or price