Project Management Test 1

Front 1

challenges to organizing projects

Back 1

-the uniqueness and short duration of projects relative to ongoing longer-term organizational activities

-the multi-disciplinary and cross-functional nature of projects creates authority and responsibility dilemmas

Front 2

3 project organizational structures

Back 2

1. functional organization 2. dedicated teams 3. matrix

Front 3

functional organizations

Back 3

different segments of the project are delegated to respective functional units and coordination is maintained through normal management channels

Front 4

advantages of functional orgs

Back 4

1. no structural change 2. flexibility 3. in-depth expertise 4. easy post-project transition

Front 5

disabilities

Back 5

1. lack of focus 2. poor integration 3. slow 4. lack of ownership

Front 6

dedicated teams

Back 6

operate as separate units under the leadership of a full-time project manager

Front 7

projectized organization

Back 7

projects are the dominant form of business, functional departments provide support for teams

Front 8

advantages of dedicated teams

Back 8

1. simple 2. fast 3. cohesive 4. cross functional integration

Front 9

disadvantages of dedicated project teams

Back 9

1. expensive 2. internal strife 3. limited technological expertise 4. difficult post-project transition

Front 10

matrix structure

Back 10

hybrid, horizontal mgmt is overlaid on the normal functional structure, 2 chains of command, optimizes resources

Front 11

3 matrix types

Back 11

1. weak 2. balanced 3. strong

Front 12

weak matrix structure

Back 12

functional managers have most authority

Front 13

balanced matrix structure

Back 13

project manager sets overall plan and the functional manager determines how the work is to be done

Front 14

advantages of matrix structure

Back 14

1. efficient 2. strong project focused 3. easier post project transition 4. flexible

Front 15

disadvantages of matrix structure

Back 15

1. dysfunctional conflict 2. infighting 3. stressful 4. slow

Front 16

if the project is critical to the firms success use ________structure

Back 16

projectized

Front 17

if more than 75% of core work involves projects use _________

Back 17

projectized

Front 18

if you have standard products and projects

Back 18

consider matrix

Front 19

if you have very few projects use what type of org structure

Back 19

dedicated teams or outsourcing

Front 20

project considerations (7)

Back 20

-size of project

-strategic importance

-novelty and need for innovation

-need for integration

-environmental complexity

-budget and time constraints

-stability of resource requirements

Front 21

organizational culture

Back 21

a system of shared norms, beliefs, values, and assumptions which bind people, "personality" of the org

Front 22

what is a project

Back 22

a temporary endeavor undertaken to create a unique product, service, or result

Front 23

major goal of a project is to

Back 23

satisfy a customer's need

Front 24

5 major characteristics of a project

Back 24

1. established objective 2. defined beg and end 3. involvement of several depts 4. doing something that's never been done before 4. specific, time, cost, and performance requirements

Front 25

a project should not be confused with

Back 25

routine, everyday work

Front 26

what is a program

Back 26

a group of related projects designed to accomplish a common goal over an extended period of time. managing a group of ongoing projects

Front 27

4 stages of a project lifestyle

Back 27

1. defining 2. planning 3. executing 4. closing

Front 28

defining state of prj life cycle

Back 28

specifications are defined, objectives established, teams formed, responsibilities assigned

Front 29

planning stage of prj life cycle

Back 29

determine what the prj will entail, when it will be scheduled, who it will benefit, what quality should be maintained, and what the budget should be

Front 30

executing stage

Back 30

major portion of the project takes place, physical product is produced. time, cost, specification measures are used for control

Front 31

closing state prj life cycle

Back 31

1. deliver the project product to customer 2. redeploy prj resources 3. post-project review

Front 32

reasons for increase in project management

Back 32

1. compression of product life cycle 2. knowledge explosion 3. triple bottom line (people, planet, profit) 4. corporate downsizing 5. increased customer focus

Front 33

2 dimensions of a project

Back 33

1. technical 2. sociocultural

Front 34

2 reasons why project managers need to understand their company's mission/strategy

Back 34

1. to make appropriate decisions and adjustments 2. to be effective project advocates

Front 35

strategic management =

Back 35

process of assessing who a company is and deciding how they are going to get there

Front 36

2 major dimensions of strategic management

Back 36

1. responding to changes in the external environment 2. allocating scarce resources to improve competitive position

Front 37

mission of an organization

Back 37

the general purpose of the organization

Front 38

goals of an org

Back 38

give global targets within an org's mission

Front 39

objectives of an org

Back 39

give specific targets to goals

Front 40

4 activities of strategic management process

Back 40

1. review/define org mission 2. analyze and formulate strategies 3. set objectives to achieve strategy 4. implement strategies through projects

Front 41

problems of implementing projects without a priority system

Back 41

1. the implementation gap 2. organization politics 3. resource conflicts/multi tasking

Front 42

what is the implementation gap

Back 42

the disconnect between upper management and functional managers as far as strategy

Front 43

what is a sacred cow

Back 43

a project that a powerful, high-ranking, official is advocating

Front 44

3 basic kinds of projects

Back 44

1. compliance 2. operational 3. strategic

Front 45

financial selection criteria for a project

Back 45

NPV or payback period

Front 46

2 non-financial selection methods for a project

Back 46

checklist models (most frequent),