Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
20 Cards in this Set
- Front
- Back
|
What is the cooperation problem in Pm?
|
Individuals and actors have conflicting goals and behave opportunistically
|
|
|
What is the coordination problem?
|
The task is complex and it is necessary to communicate and synchronize tasks to achieve efficiencies - I. E. There is task interdependence and task uncertainty
|
|
|
What are some classic coordination mechanisms?
|
Standardization, planning, mutual adjustment, and team coordination
|
|
|
Where does the cooperation problem typically surface?
|
In a temporary organization
|
|
|
What is the paradox of spec freeze versus spec float?
|
The client fights for spec float and is the Guardian of relevance, the project manager typically fights for spec freeze and is the Guardian of efficiency
|
|
|
What is environmental drift?
|
When the environment drifts from the set of assumptions on which the project was planned. When this happens the project outcome risks becoming irrelevant.
|
|
|
What are the managerial strategies for managing environmental drift?
|
Hierarchy and networking
|
|
|
What is the hierarchy strategy for managing environmental drift?
|
It is built on hierarchical accountability, and signifies a situation where the responsibility and legitimacy is surrended to an organizational fixed point like a boss or procedure.
It is best for coping with accountability, and the project is well protected for unwarranted adoptions. However, there's the risk that something might be overlooked. |
|
|
What is the networking strategy to dealing with a drifting environment?
|
It is built on lateral accountability relies on no organizational fixed point, but instead a justification of choices based on the current position of the environment.
It allows the environment and the project to co-evolve but it might also diminish productivity and make project managers dance to any tune. |
|
|
Should either a networking or hierarchical strategy be used exclusively in a project?
|
No, the cost of eroding relevance is no less real than the cost of diminishing productivity
|
|
|
When balancing hierarchy and networking strategy how should a company respond to a drifting environment?
|
Suddenly rather than continously
Occasionally rather than constantly Negligibly rather than significantly Indirectly rather than directly Eventually rather than immediately |
|
|
What are the three different project methodologies?
|
Predictive, convergent and emergent
|
|
|
Explain the predictive methodology
|
A lot of work is done at the start. Document driven. Closely controlled change.
|
|
|
Explain the convergent methodology
|
Some work is done at the start. Moderate level of early detail. Lean documentation and informal communication. Happy to accommodate change
|
|
|
Explain the emergent methodology
|
Very little work is done at the start. Iterative approach. Communication by interaction. Embraces constant change
|
|
|
Give an example of a predictive, convergent and emergent methodology
|
Predictive: sending a man to the moon
Convergent : developing a mobile phone Emergent :building a data warehouse |
|
|
What is stagating?
|
Developing go/kill decision points to better control the innovation process and the allocation of resources
|
|
|
Why does organizations typically have too many projects and not enough resources for them?
|
1) there are too many must do projects
2) there is no mechanism to kill projects 3) no criteria has been established for making go /kill and prioritization decisions 4) senior people are not engaged in the decision properly 5) It is simply very difficult to drown puppies |
|
|
What must the criteria of tough gates be?
|
Operational (easy to use), realistic, and discriminating (it differentiates good projects from bad)
|
|
|
What can criteria for tough gates be?
|
Must meet : yes no answers
Strategic alignment, technical feasibility, meets legal policies, positive risk return, no show stoppers or killer variables. Should meet : scored on scales Strategic, product advantage, market attractiveness, synergies, technical feasibility, risk return |
