Project Management- Test 1 review

How does a project measure success?

- Critical success Factors (focus on the deliverables) -Key Performance Indicators (focuses on the execution metrics of the process)

Activities within project initiation

- Selection of the best project given resource limits - recognizing the benefits of the project - preparation of the documents to sanction the project - assigning of the project manager

What is included in the talent triangle?

- Technical Project Management - Leadership - Strategic and Business Management

Activities within project execution

-Negotiating for the project team members - Directing and managing the work - Working with the team members to help them improve

Activities within project monitoring and control

-Tracking progress -Comparing actual outcome to predicted outcome -Analyzing variances and impacts - Making adjustments

Activities within project closure

-Verifying that all of the work has been accomplished -Contractual closure of the contract - Financial closure of the charge numbers -Administrative closure of the paperwork

Define extended systems

-When a system is significantly dependent on other systems for survival. Extended systems are ever-changing and can impose great hardships on individuals who desire to work in a regimented atmosphere

Potential benefits of project management (8)

-clear identification of functional responsibilities -minimizing the need for continuous reporting -identification of time limits for scheduling -identification of a methodology for trade-off analysis -measurement of accomplishment against plans -early identification of problems so that corrective action may follow -improved estimating capability for future planning -knowing when objectives cannot be met or will be exceeded

project necessities:

-complete task definitions -resource requirement definitions -major timetable milestones -definition of end-item quality and reliability measurements -the basis for performance measurement

Activities within project planning

-definition of the work requirements - definition of the quality and quantity of work -definition of the resources needed -scheduling the activities -evaluation of the various risks

What are the 6 components of survival of project management?

-efficiency & effectiveness - new product development - executive understanding - capital projects - customer expectations - competitiveness

Successful culture

-good daily working relationship between the PM and the line managers who directly assign resources to projects - the ability of functional employees to report vertically to their line managers at the same time they report horizontally to one or more PMs

Three forms of deliverables

-hardware deliverables (ex. table, prototype, equipment) -software deliverables - (ex. reports, studies, handouts) - interim deliverables - (ex. either hardware or software and progressively evolve as the project proceeds)

A project is any series of activities and tasks that:

-have a specific objective, with focus on creation of business value, to be completed within certain specifications -have defined start and end dates -have funding limits (if applicable) -consume human and nonhuman resources -are multifunctional (ie cut across several functional lines)

When is an executive expected to interface a project?

-in project planning and objective setting - in conflict resolution - in priority setting -as project sponsor

Integration activities performed by the PM include:

-integrating the activities necessary to develop a project plan -integrating the activities necessary to execute the plan -integrating the activities necessary to make changes to the plan

Relationship between project sponsor and PM includes:

-objective setting -up-front planning -project organization -key staffing -master plan -policies -monitoring execution -priority setting -conflict resolution -executive-client contact

What are the 3 top parts of the stool of project management?

-organizational structure -organizational behavior -tools & techniques

What are the ground rules for matrix development?

-participants are full time on the project -horizontal as well as vertical channels must exist for making commitments - there must be quick and effective methods for conflict resolution -there must be good communication channels and free access between managers -all managers must have input into the planning process -both horizontally and vertically oriented managers must be willing to negotiate for resources -the horizontal line must be permitted to operate as a separate entity except for administrative purposes

5 aspects of classical management

-planning -organizing -staffing -controlling -directing

5 functions or principles of classical management

-planning -organizing -staffing -controlling -directing

What are the 3 legs of the project management stool?

-project manager -line manager -senior manager

What are some differences between the project manager and the project champion?

-the project manager prefers to work in groups, while the champion prefers working individually -the pm seeks to achieve the objective, the champion seeks to exceed the objective -the pm manages people; the champion mangaes things -the pm seeks what is possible; the champion seeks perfection

3 constraints of a project

-time -resources -cost

List 3 common problems of a line manager

-unlimited work requests -predetermined deadlines -all requests have a high priority -a limited number/availability of resources -unscheduled changes in the project plan -unpredicted lack of progress -unplanned breakdown/loss of resources -unplanned loss of personnel

functional obstacles

-unlimited work requests -predetermined deadlines -all requests have a high priority -limited resources -unscheduled change in project plan -unpredicted lack of progress -unplanned absence, breakdown, loss of resources

Define a closed system

-when a manager has complete control over all system components

More recently PM has been modified to include completion:

-within the allocated time period -within the budgeted cost -at the proper performance or specification level -with acceptance by the customer/user -

What are the life cycles for PM maturity?

1. Embryonic 2. Executive Management Acceptance 3. Line Manager Acceptance 4. Growth

Five process groups of PMI's PMBOK

1. Project initiation 2. Project Planning 3. Project execution 4. Project monitoring and control 5. Project closure

What are the 4 levels of the iceberg (top to bottom)

1. delegation of authority to project manager 2. executive meddling 3. lack of understanding of how project management should work 4. lack of training in communication/interpersonal skills

Successful project management is strongly dependent on what relationship and what ability?

1. good daily working relationship between the PM and the line managers who assign resources to the project 2. ability of functional employees to report vertically to line managers at the same time that they report horizontally to one or more project managers

6 resources that most companies have:

1. money 2. employees 3. equipment 4. facilities 5. materials 6. information/technology

The functional manager has the responsibility ... (3 things)

1. to define how and where the task will be done 2. to provide sufficient resources to accomplish the objective within the project's constraints 3. for the deliverable

Interface management is described as managing relationships where (4 types)?

1. within the project team 2. between the project team and the functional organizations 3. between the project team and senior management 4. between the project team and the customer's organization, whether internal or external organization

One way to validate the successful implementation of project management is by looking at the number and magnitude of the conflicts requiring: A. Executive involvement B. Customer involvement C. Line management involvement D. Project manager involvement

A. Executive involvement

At remote locatations, functional employees take technical direction from the project manager. This situation would also exist at the home office for: A. Tiger Team projects B. Matrix projects C. Projects in the manufacturing life-cycle phase D. All of the above E. b and c only

A. Tiger Team projects

Large projects are managed by: A. The executive sponsor B. the project or program office for that project C. The manager of project managers D. The director of marketing

B. the project or program office for that project

In project management, the need for interpersonal skills increases when the operational environment becomes __________ and the type of tasks becomes __________. A. Dynamic, simple B. Static, simple C. Dynamic, complex D. Static, complex E. Static, multifunctional

C. Dynamic, complex

Maturity in project management is the implementation of a(n) _____________ such that there exists a high likelihood of repeated success: A. executive champion B. Executive sponsor C. Standard methodology D. Policy and procedure manual E. None of the above

C. Standard methodology

Standardization and control are benefits usually attributed to: A. Laissez-faire B. Project Management on R&D efforts C.Use of life cycle-phases D. An organization with weak sponsorship

C. use of life cycle-phases

The most difficult decision for an executive sponsor to make at the end-of-phase review meeting is to:

Cancel the project

Factor(s) that appear to accelerate the acceptance of project management include: A. TQM B. Concurrent engineering C. Empowerment D. All of the above E. a and c only

D. All of the above

The boundaries of systems, programs, and projects were first defined by: A. Military organizations B. Government agencies C. Construction companies D. All of the above E. a and b only

E. Military organizations and government agencies

What is interface management?

Managing human interrelationships within: -the project team -project team and the functional organization -the project team and senior management -project team and the customer's organization (internal or external)

Past vs present view of benefits of project management:

Past: -PM will require more people & cost -profitability may decrease Present view: -PM allows us to accomplish more work in less time and less people -Profitability will increase

Describe integration management

The manager must convert inputs (ie resources) into outputs of products, services, and ultimately profits

What is a matrix organization?

The matrix organization form is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is ideally suited for "project-driven" companies. Each PM reports directly to the VP and general manager.

Having too many life-cycle phases may be detrimental because:

The project manager will spend too much time planning for gate review meetings rather than managing the phases

Define a stage-gate

The starting point in the development of any project management methodology

What is a matrix project?

These require input from a large number of functional units and usually control vast resources

What is scope creep?

When the scope of the project slowly changes (along with the economy, political climate, etc)

Define a system

a group of elements, either human or nonhuman, that is organized and arranged in such a way that the elements act as a whole toward achieving some common goal or objective

Define a project

a project is within a program as an undertaking with a scheduled beginning and end, and which normally involves some primary purpose

Define a program

a series of undertakings over a period of time that are designed to accomplish a more long-range plan

Definition of successful project management

achieving a continuous stream of project objectives within time, within cost, at the desired performance/technology level, while utilizing the assigned resources effectively and efficiently, and having the results accepted by the customer and/or stakeholders

Project management is designed to make better use of _________ ___________ by getting work to flow __________________ and ___________________ within the company.

existing resources; horizontally; vertically

T/F: Most resources are controlled by the project manager

false, resources are controlled by the line managers, functional managers, or resource managers

the ______________ ____________ is expected to accomplish the following activities when assigned to a project: -accept responsibility for accomplishing assigned deliverables within the project's constraints -complete work at the earliest possible time - periodically inform both the project and line manager of the project's status -bring problems to the surface quickly for resolution -share info with the rest of the project team

functional employee

Examples of constraints

image/reputation, risk, quality, value, time, cost, scope, aesthetic value, safety

Line managers generally manage _______ projects. A. individual B. staff C. special D. matrix E. any of the above

individual

Describe tip-of-the-iceberg syndrome

many of the problems surface much later in the project and result in a much higher cost to correct as well as increase project risk

Most project managers have little authority. Most authority lies with the _________ ________________ and the ____________ _______________.

project sponsor, functional management

Role of the functional manager:

responsibility to define how and where the task will be done responsibility to provide sufficient resources to accomplish the objective within the project's constraints

Which element of classical management is the responsibility of the line manager?

staffing

which of the 5 aspects of classical management is usually NOT performed by the project manager?

staffing

Define engineering (concerning PM)

start up, definition, design/analysis, termination

Project management must be thought of as managing "____________________"

the entire project life-cycle

Definition of project management

the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.

What is the critical path?

the sequence of stages determining the minimum time needed for an operation

3 main resources within good customer relations (in the past)

time, cost, performance/technology

what are the 4 tiers of management gaps (from the triangle management gap diagram)?

top management: policy middle management: planning supervisors: scheduling laborers: operations

Are functions gaps vertical or horizontal?

vertical (departmentalization)

The __________ line of work is the responsibility of the line managers while the ________________ line of work is the responsibility of the project managers.

vertical; horizontal

What is project "stack"

when multiple projects are happening simultaneously

define an open system

when the business system interacts with the environment. Open systems must have permeable boundaries