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51 Cards in this Set

  • Front
  • Back
A project is ____________.
a temporary endeavor undertaken to create a unique product, service or result
An example of a project is ___________________.
developing a new version of an existing product
Project Management is defined as _______________________.
the application of knowledge, skills, and techniques to project activities to meet requirements
Which of the following is not a PMBOK Area of Knowledge?
Decision Making

Time, cost, scope, Risk, Human Resources, Communication, Quality, Procurement and Integration.
From a human resources perspective, what is the biggest problem associated with working in a project environment?
Working for multiple bosses at the same time.
The PMBOK used to recognize eight areas of knowledge, before a ninth was added. Many still view the nine as eight plus one to tie the others together. Which area of knowledge ties the others together?
Integration
Initiation is one of the project management processes, the first chronologically in a real project. Which area of knowledge contains this process?
Integration
The number one source of problems on projects is ____________.
resources
The successive stages that a project goes through are together known as the project's _____________.
life cycle
The best reason for managing work as a project with a project manager is ______________.
to focus responsibility and authority on an individual or small group
The major distinction between a functional manager and a project manager is ____________.
the project manager is a facilitator, the functional manager a supervisor
( Feedback: The project manager facilitates the work done by others. The functional manager, as a supervisor, generally chooses the technical approach and chooses who works on the project from their group. So answers A and D may be generally true, but they are not the most important distinction between the functional manager and the project manager. Answer B may or many not be true, depending on the type of organization. )
A project manager most often reports to _______.
the sponsor
"Tweed coat" management refers to managing___________.
team members with a high degree of technical education or expertise
What is the main reason that project management experience is becoming a prerequisite for high-level positions?
Running a project is like running an independent organization.
The responsibilities of the project manager include all of the following, except _________.
selecting the project manager
A project manager must have all of the following skills, except _________.
technical skills
The stakeholder providing the funding for the project is ___________.
the sponsor
The one word that best sums up the role of the project manager is _____________.
facilitator
Key stakeholders include all of the following except the ____________.
company top management

( Feedback: Company top management is a stakeholder, but not a key stakeholder. The most central stakeholders are the project manager, the customer, and the project team. Other key stakeholders include the sponsor (possibly a representative of top management) and the functional managers. )
In general, differences between stakeholders should be resolved in favor of the ___________.
customer
The focus of a functional organization is on _____________.
specialization of work
A major advantage of housing a project within a functional area is _____________.
more access to resources

( Feedback: Focusing on the customer (answer A) is important, but it is LESS likely to occur in a functional area. There will actually be less focus on the customer. The thought process will tend to be more parochial, limited to the needs and expertise within that department. The project manager will be subservient to the functional manager in this case, so will have less authority. This leaves ”b” as the correct answer. Since the resources are within the functional organization for the most part, there will be better access if the project is housed there.
A major disadvantage of housing the project within a functional area is________________.
the tendency to sub-optimize the work
In the functional organization, the project manager’s authority is ______________.
almost non-existent
The shared values, norms, beliefs and expectations of an organization is its _____________.
culture

( Feedback: The culture ties together the structure, system, and people. Many different cultures can result from the same or similar organizational structures, systems, or people. )
The title that gives the most authority to the project manager is _________.
Program Manager

( Feedback: The titles are listed in decreasing order of authority. “Project Coordinator” and “Project Leader” are titles that are usually given prior to elevating project management to a formal status. A “Program” is usually larger than any individual project. )
The layers in the functional organization are part of the ___________.
hierarchy

( Feedback: The functional organization uses a hierarchy. A “lean system” is a hierarchy with few layers, designed to keep everyone close to the work. If the functional system is divided vertically, we get departments. )
The blend of the functional and projectized structures is the _____________.
matrix

( Feedback: The matrix is an attempt to get the best of both structures. Whether it achieves that depends on the situation. Pure project (answer C) is another way of describing a projectized structure. “Coordinator systems” and “expeditor forms” are weak attempts to do projects in the functional system without changing that system. )
The major advantage of the projectized system is___________.
the customer and deliverable focus

( Feedback: In a projectized system, the sole purpose of the organization is to accomplish the goals of the project. It does not share resources, which may lead to very high costs. It is rarely used because of its cost, but it would be our dream system if we could get it. Projects would be done faster and better. The career opportunities are limited because the group just disbands when the project is complete. )
The major disadvantage of the projectized system is __________.
its cost

( Feedback: In a projectized system, the sole purpose of the organization is to accomplish the goals of the project. It does not share resources, which may lead to very high costs. The projectized system is rarely used because of its cost, but it would be our dream system if we could get it. Projects would be done faster and better. The career opportunities are limited because the group just disbands when the project is complete.)
“Change requests” is an input into which process?
Integrated change control
Success of a project is measured by _______________.
Scope, Time, and Cost
If a customer recommends a change in your project, you should ________________.
follow the process established for change control
The three success factors are often treated as tradeoff factors for decisions. Which other area of knowledge is the fourth tradeoff factor?
Risk
Three of the areas of knowledge represent the softer side, or the people side, of management. These are _______________________.
Integration, HR, and Communications
A tool and technique that shows up in every process is ________________.
project management methodology
The mechanism by which the project manager controls what work is being done at any given time is called the __________________.
work authorization system
In many projects, especially software development, as the deadline approaches, decisions are made to leave some features “for the next release.” This is a tradeoff between which two success factors?
Scope for time
The term “configuration management” refers to _____________________.
change management, especially where version control is an issue.
One of the outputs from change control feeds back into an earlier process. This earlier process is the ____________.
Project management plan updates
“Change requests” is an input into which process?
Integrated change control
Success of a project is measured by _______________.
Scope, Time, and Cost
If a customer recommends a change in your project, you should ________________.
follow the process established for change control
The three success factors are often treated as tradeoff factors for decisions. Which other area of knowledge is the fourth tradeoff factor?
Risk
Three of the areas of knowledge represent the softer side, or the people side, of management. These are _______________________.
Integration, HR, and Communications
A tool and technique that shows up in every process is ________________.
project management methodology
The mechanism by which the project manager controls what work is being done at any given time is called the __________________.
work authorization system
In many projects, especially software development, as the deadline approaches, decisions are made to leave some features “for the next release.” This is a tradeoff between which two success factors?
Scope for time
The term “configuration management” refers to _____________________.
change management, especially where version control is an issue.
One of the outputs from change control feeds back into an earlier process. This earlier process is the ____________.
Project management plan updates
What are the 8 areas of knowledge?
Integration,
Quality, Procurement,
Time, Cost, Scope, Risk,
Human Resources, Communication,