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101 Cards in this Set
- Front
- Back
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A _ _ _ _ _ may also be a set of international task to be executed over a fixed period and within certain cost and other limitations |
Project |
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A _ _ _ _ _ is a particular scheduled for solution |
Project |
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_ _ _ _ _ is the application of knowledge, skills, tools and techniques to meet the project management. |
Project management |
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_ _ _ _ _ project are those set up within the national boundaries of a country. |
National |
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_ _ _ _ _ project are set up in other countries |
International |
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_ _ _ _ _ projects are those for which there is no constraint on time |
Normal |
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_ _ _ _ _ project are those which are to be completed within a stipulated time, even at the cost of ending up with a higher project cost |
Crash |
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A _ _ _ _ _ sector project is one in which the ownership is completely in the hards of the project promoters and investors |
Private |
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_ _ _ _ _ sector project are those that are owned by state |
Public |
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_ _ _ _ _ project are those in which the ownership is shared by government and by private enterprenurs |
Joint sector |
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An _ _ _ _ _ project is one that is aimed at increasing the plant captivity for the current product range |
Expansion |
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_ _ _ _ _ project involves replacing some of the old machinery with new machinery of the same capacity |
Replacement |
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_ _ _ _ _ helps to get these resources as and when required without westing it |
Project Management |
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_ _ _ _ _ (1861 to 1919) designed a bar chart for planning and controlling his shipbuilding project |
Henry Gantt |
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_ _ _ _ _ emerged as a comprehensive project management technique emphasizing the importance of continuous improvement, team work and management through product life cycle |
Total Quality Management |
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_ _ _ _ _ defines how task are devided, grouped, and coordinated in organization's |
Organisation structure |
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_ _ _ _ _ is the set of tasks grouped choronologically into processes and the set of people or resources needed for those tasks |
Workflow |
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_ _ _ _ _ follows a sequential order |
Workflow |
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_ _ _ _ _ Management is the integration of all the process and activities involved in identifying defining combining, unifying and coordinating the various processes within the project management |
Work integration |
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In a _ _ _ _ _ organisation structure, the organisation is grouped into various departments where people with similar skill are kept together in forms of groups |
Functional |
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The_ _ _ _ _ organisation structure is suitable for an organisation which has on-going operations and produces standard products or goods |
Functional |
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_ _ _ _ _ organisation structure is a hybrid of the functional organisation structure and the projectized organisation structure |
Matrix |
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In a _ _ _ _ _ organisation structure, you can see two command structures vertical and horizontal |
Matrix |
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In a_ _ _ _ _ organisation structure authorities flow downward and sideways |
Matrix |
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In a _ _ _ _ _ organisation structure, employees may report to many managers |
Matrix |
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The _ _ _ _ _ organisation structure usually exists in large and multi-project organisation |
Matrix |
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In _ _ _ _ _ Matrix organisations, most of the power and authority is held by the project manager |
Strong |
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In _ _ _ _ _ Matrix organisations, power and authority are shared between the functional managers and the project managers |
Balanced |
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In _ _ _ _ _ Matrix organisations, the project manager will have limited power and authority |
Weak |
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A conflict may arise in _ _ _ _ _ Matrix organisations between the project manager and the functional manager regarding the authority and power |
Weak |
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The_ _ _ _ _ organisation structure is the opposite of the functional organisation structure |
Projectized |
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_ _ _ _ _ organisation are only interested in the project work which they get from external clients. |
Projectized |
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The _ _ _ _ _ structure is suitable for very small organisations |
Simple |
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In a _ _ _ _ _ structure, the organisation keeps its core business to itself and the rest of the processes are outsourced |
Network |
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Organisation which use the_ _ _ _ _ structure are usually larger and have standard procedure and processes |
Bureaucratic |
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_ _ _ _ _ structure is suitable for very large organisations which involves complex operations and require smooth administration. |
Bureaucratic |
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In a _ _ _ _ _ structure, an organisation is divided into various divisions where people with diverse skills are kept together in the form of groups |
Divisional |
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In a _ _ _ _ _ organisation, the position, authority, responsibility and accountability of each level are clearly defined. |
Formal |
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In _ _ _ _ _ organisational structure each schedule each individual is assigned a specific job |
Formal |
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_ _ _ _ _ organisation structure results in systematic and smooth fun of an organisation |
Formal |
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_ _ _ _ _ organisational structure directly defines superior subordinate relationship |
Formal |
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_ _ _ _ _ organisational structure gets created automatically without any intended efforts of managers |
Informal |
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_ _ _ _ _ organisational structure is formed by the employees to get psychological satisfaction |
Informal |
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A _ _ _ _ _ is a fully-functional unit of a business that has its own vision and direction |
Strategic Business Unit |
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In business a _ _ _ _ _ is a profit centre which focuses on product offering and segment |
Strategic Business Units (SBUs) |
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_ _ _ _ _ is a process to assess each project idea and select the project with the highest priority |
Project Selection |
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The _ _ _ _ _ is a type of Non-Numeric project Selection model |
Sacred cow |
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The _ _ _ _ _ is the one of the most straightforward Non-Numeric Project Selection techniques for ordering projects |
Q-Sort Model |
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The_ _ _ _ _ is the length of time required to recover the cost of an investment |
Pay back Period |
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Pay Back Period = _ _ _ _ _ |
Initial Investment / Annual Cash inflow |
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The _ _ _ _ _ ignores the time value of money |
Pay Back Period |
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Under _ _ _ _ _ method, the cash inflows after payback period are taken into account for considering the profitability of the project |
Post Payback Profitability |
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_ _ _ _ _ is a metric used in capital budgeting measuring the profitability of potential Investments |
Internal Rate of Return (IRR) |
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_ _ _ _ _ is the difference between the present value of cash inflows and the present value of cash outflows |
Net Present Value (NPV) |
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_ _ _ _ _ is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objective such as scope, schedule, cost and quality |
Risk |
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According to_ _ _ _ _ selection model, there are several projects that are being considered by organisation |
Comparative Benefit Model |
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_ _ _ _ _ method does not consider terminal value of the project |
ARR |
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_ _ _ _ _ = Present Value of cash inflow - Cash outflow |
NPV |
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IRR is defined as the discount rate (r) which makes NPV _ _ _ _ _ |
Zero |
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_ _ _ _ _ is not good for comparing two mutually exclusive projects |
IRR |
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_ _ _ _ _ is the rate at which the future cash inflows should be discounted |
Risk-free-rate |
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_ _ _ _ _ is the borrowing rate of the investor |
Risk-free-rate |
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If PI > 1 than _ _ _ _ _ the project |
Accept |
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If PI < 1 than _ _ _ _ _ the project |
Reject |
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A _ _ _ _ _ is a professional in the field of project management |
Project manager |
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A _ _ _ _ _ is the person responsible to accomplishing the project objectives |
Project Manager |
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_ _ _ _ _ are found in every kind organisation as employees, managers, contractors and independent consultants |
Project Mamagers |
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A _ _ _ _ _ increases the likelihood a project will be successful and profitable |
Project manager |
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The _ _ _ _ _ plays an important role in ensuring all the team members work on their assigned activities in the appropriate order |
Project manager |
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_ _ _ _ _ manage the Project by application by their knowledge, Skills, and Experience at various stages |
Project Management Consultants |
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_ _ _ _ _ are not simply advisors. They are also practitioners and will take responsibility for and manage a project or programme |
Project Management Consultants |
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_ _ _ _ _ should maintain high professional standards. |
Project Management Consultants |
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_ _ _ _ _ typically come into an organisation at a relatively senior level and are expected to provide expertise and leadership |
Project Management Consultants |
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_ _ _ _ _ should have project management knowledge and should possess instrumental skills / tools |
Project Manager |
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_ _ _ _ _ is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment |
Project Planning |
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_ _ _ _ _ is a discipline for stating how to complete a project within a certain timeframe, usually with defined stages, and with designated resources |
Project Planning |
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The key to a successful project is in the _ _ _ _ _ |
Planning |
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_ _ _ _ _ is an intellectual process, conscious determination of course of action, the basing of decision on purpose, facts and considered estimates |
Planning |
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_ _ _ _ _ is always done for future and future is uncertain |
Planning |
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_ _ _ _ _ promoters team building and a spirit of cooperation |
Project Planning |
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_ _ _ _ _ helps organisations get a realistic view of their current straingths and weakness relative to major competitors |
Project Planning |
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_ _ _ _ _ means looking ahead and chalking out future courses of action to be followed |
Planning |
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_ _ _ _ _ is a preparatory step |
Planning |
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_ _ _ _ _ is a detailed programme regarding future courses of action |
Planning |
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_ _ _ _ _ is an IT or engineering process or phase concerned with joining different subsystem or components as one large system |
System Integration |
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_ _ _ _ _ ensures that each integrated subsystem as required |
System Integration |
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The _ _ _ _ _ defines the beginning and the end of a project, including all the work in the middle |
Project Life-cycle |
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_ _ _ _ _ is the process of identifying and addressing differences that, if left unresolved, could affect objectives |
Conflict Management |
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_ _ _ _ _ in project management is inevitable |
Conflict |
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Managing _ _ _ _ _ is one of the biggest challenges a project manager faces |
Conflict |
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_ _ _ _ _ is a discussion between two or more parties aimed at matching aggrement |
Negotiation |
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_ _ _ _ _ negotiations are typically with providers on such issues as agreeing contacts |
Formal |
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_ _ _ _ _ negotiations include discussions to resolve conflict, or discussion to obtain internal resources |
Informal |
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_ _ _ _ _ skills are used to many events of P3 management such as conflict management, contract management, requirements management and stakeholder management |
Negotiation |
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_ _ _ _ _ negotiation implies getting the best deal regardless of the needs and interests of the third party |
Competitive |
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_ _ _ _ _ negotiation seeks to create a 'win-win' scenario where all parties involved get part or all of what they were looking for from the negotiation |
Collaborative |
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_ _ _ _ _ negotiation approach tends to produce the best results, helps build long-term relationship and minimises the opportunity for conflict |
Collaborative |
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_ _ _ _ _ is an iterative process |
Planning |
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The _ _ _ _ _ bring together all aspects of planning into a coherent and unfilled process |
Planning cycle |
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The _ _ _ _ _ is effectively the plan that the company has developed to production, staffing, inventory, etc. |
Master Production Schedule |
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_ _ _ _ _ acts as a very distinct and important linkage between the planning processes. |
Master Production Schedule |
