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