Gra 530 Chapter 11

Front 1

Project Communication:

this is a leading factor to obtain

Back 1

project sccuess

Front 2

Project Communication:

who must communicate the msot

Back 2

project managers

Front 3

Project Communication:

every technique a PM has is a

Back 3

communicating technique

Front 4

Project Communication:

what are 4 major communication needs that a PM must have

Back 4

1- responsibility

2- coordination

3- status

4- authorization

Front 5

Making Task Assignments Clear:

what is needed in order to successed in a directino

Back 5

clear direction

Front 6

Making Task Assignments Clear:

rules for assigning tasks:

what must you always explain

Back 6

the deliverables

Front 7

Making Task Assignments Clear:

rules for assigning tasks:

what sohuld you be clear on

Back 7

due dates

efforts

Front 8

Making Task Assignments Clear:

rules for assigning tasks:

always let your people know of any

Back 8

obstactles they can expect

Front 9

Making Task Assignments Clear:

rules for assigning tasks:

how should u hand out assignments and why

Back 9

personally

allow time for questions and discussion

Front 10

INDIVIDUAL STATUS MEETINGS:

what should u plan to spend time on a reguar basis with

Back 10

team members

Front 11

INDIVIDUAL STATUS MEETINGS: you shoud have a ______ door policty

Back 11

door

Front 12

INDIVIDUAL STATUS MEETINGS:

where should all meetings go

Back 12

caledar

Front 13

INDIVIDUAL STATUS MEETINGS:

when should u nip problems

Back 13

in the bud early by having meetings with team memers

Front 14

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG:

who should lead the meeting and explain the project

Back 14

sponsor

Front 15

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG: who gets introduced second in a meeting

Back 15

customers

Front 16

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG:

who is the pm introduced by / endored by and when

Back 16

the sponsor after customer

Front 17

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG:

how should project team be introduced and when

Back 17

as vendors / contractors

after the Pm is introduced by the sponsor

Front 18

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG:

what should be handed out before celebration1

Back 18

memoribilia

Front 19

THE KICKOFF MEETINGS: START THE PROJECT

WITH A BANG:

what is the last thing u do after handing out items

Back 19

celebrate yall

Front 20

Project Status Meetings:

what increases team cohesion

Back 20

status meetings

Front 21

Project Status Meetings:

how can u keep the team informed

Back 21

status meeting

Front 22

Project Status Meetings:

if you want to identify problems and share solutioons have a

Back 22

status meeting

Front 23

Project Status Meetings:

if u want your team to understand and see progress have a

Back 23

status meetign

Front 24

Project Status Meetings:

for a status meeting should u include part time staff

Back 24

yes

Front 25

Project Status Meetings:

what decisions should u share here and by who

Back 25

decisons by management or customer

Front 26

Project Status Meetings: what type of task report should u use

Back 26

open task report

get status of everyting working on or completed

Front 27

COMMUNICATING WITH MANAGEMENT AND

CUSTOMERS:

what should the plan cover

Back 27

info about stakeholder and managing expections

Front 28

Controlled documents:

projects and industry change this true or false

Back 28

true

Front 29

Controlled documents: what are two thigns u should incldue in these documents

Back 29

blue prints

what needs to be done

Front 30

Controlled documents: why are they called this

Back 30

they are tools to maintain colntrol over it

Front 31

THE CHANGE MANAGEMENT

PROCESS: what should it reflect

Back 31

size

complecity of project

Front 32

THE CHANGE MANAGEMENT

PROCESS: what are the two parts of change mgmnt

Back 32

steps leading to intial approval

process of conrolting changes to product

Front 33

Change threshhold and changeboards:

this should not slow down your decison

Back 33

change management

Front 34

Change threshhold and changeboards:

what should u think deeply about

Back 34

how change will affect the project

Front 35

Change threshhold and changeboards: what are the different categories

Back 35

lowest threshold

second threshold

Front 36

Change threshhold and changeboards:

explain the lowest threshold

Back 36

changes that project team can apprece

this doesnt change the cost or schedule

Front 37

Change threshhold and changeboards:

what is the second threshold

Back 37

this will affect cost, schedule, functionallaty

Front 38

Change threshhold and changeboards:

what does the change board mange

Back 38

second level treshold changw

Front 39

Change threshhold and changeboards: when should the change board meet

Back 39

reguar basis

Front 40

Change threshhold and changeboards:

who does the change board rep views of

Back 40

the stakeholdwers

Front 41

Change threshhold and changeboards:

what are the members of the change board

Back 41

Project team Rep

Customer Rep

Related Product Rep

Functional Management Rep

Front 42

Configuration Mangement:

when a change is made what needs to be done

Back 42

it needs to be integrated to project

Front 43

Configuration Mangement:

what should use configuaration mgnt

Back 43

anything that has versions

Front 44

Configuration Mangement:

this limits the change to control documents

Back 44

anything doen by comp

protyptes

test envior

Front 45

Configuration Mangement:

How many steps are there to accomplish it

Back 45

3

Front 46

Configuration Mangement:

what is step 1

Back 46

identify items and product

Front 47

Configuration Mangement:

for step 1 idenify items and products what does this include

Back 47

end products

intermediate deliverables

Front 48

Configuration Mangement:

what is step 2

Back 48

establish control structure

Front 49

Configuration Mangement:

what does step 2 estabish control structure include

Back 49

who will make changes, how and do u need versions

Front 50

Configuration Mangement:

what is step 3

Back 50

assign config management respnsbility

Front 51

Closeout Reporting:

the delivery of final product is included in this t or f

Back 51

true

Front 52

Closeout Reporting:

the end of a product development is included here t or f

Back 52

true

Front 53

Closeout Reporting:

what does it give finallity to

Back 53

project and reps learing opporunuty

Front 54

Closeout Reporting:

what is a example

Back 54

project turn over memo

Front 55

Closeout Reporting:

who should u hand the product improvement note to

Back 55

staff supporting product

Front 56

Closeout Reporting:

what should u detail here

Back 56

any open task or unsloved issues with a updated plan