project mang test 1

Card Set Information

Author:
Anonymous
ID:
66281
Filename:
project mang test 1
Updated:
2011-02-14 12:53:33
Tags:
Project Mangamen test
Folders:

Description:
Test 1
Show Answers:

Home > Flashcards > Print Preview

The flashcards below were created by user Anonymous on FreezingBlue Flashcards. What would you like to do?


  1. Three Elements of a Successful Project
    OUTCOME, SCHEDULE, RESOURCES
  2. Functional Employees
    ARE THE MEMBERS OF THE PROJECT TEAM
  3. Virtual Project
    IS A PROJECT THAT CAN BE DISPERSED GEOGRAPHICALLY AND MANAGED ELECTRONICALLY
  4. Types of Aggregate Project Plans
    ALL YOU NEED TO KNOW IS THAT DERIVATIVE PLATFORM, PROJECT MANIFESTATION, AND PORTFOLIO PROJECTS ARE NOT AGGREGATE PROJECT PLANS.
  5. Project Classifications
    KNOW THE DIFFERENCE BETWEEN BREAKTHROUGH, BLUE-SKY, AND RESEARCH AND DEVELOPMENT CLASSIFICATIONS
  6. Describe a Program
    YOU WILL HAVE TO CHOOSE WHICH EXAMPLE IS A PROGRAM FROM A PROGRAM, PROJECT, OR PROCESS- KNOW THE DIFFERENCES
  7. Elements of Effective Persuasion
    THE ELEMENTS ARE CREDIBILITY AND CONNECTION WITH THE EMOTIONS OF THOSE YOU ARE TRYING TO PERSUADE, COMMON GOALS WITH THOSE BEING PERSUADED, AND VIVID LANGUAGE AND COMPELLING EVIDENCE.
  8. Four Roles Associated with a Project
    THEY ARE PROJECT MANAGER, FUNCTIONAL MANAGER, FUNCTIONAL EMPLOYEE, AND UPPER MANAGEMENT
  9. Project Champion
    A PERSON IN THE ORGANIZATION WHO STRONGLY SUPPORTS A PROJECT.
  10. Three Basic Operations of Project Management
    THEY ARE PLANNING, ORGANIZING, AND CONTROLLING
  11. Elements of a Well-Developed Project Outcome
    BRIEF, AVOIDS TECHNICAL JARGON, AND OBJECTIVES ARE CONTROLLABLE
  12. SMART- Five Components
    SPECIFIC, MEASURABLE, AGGRESSIVE, REALISTIC, AND TIME-SENSITIVE
  13. Factors Determining a Project’s Limitations
    MANAGER SHOULD CONSULT THE PROJECT AUDIENCE, REVIEW RELEVANT WRITTEN MATERIALS, AND NOTE THE SOURCE OF ANY IDENTIFIED LIMITATION.
  14. Statement of Work
    KNOW WHAT IS CONTAINED IN ONE
  15. Project Charter
    A DOCUMENT USED BY UPPER MANAGEMENT THAT SPELLS OUT THE PROJECT MANAGER’S AUTHORITY TO COORDINATE PERSONNEL IN THE PERFORMANCE OF A PROJECT.
  16. Contract
    A LEGAL AGREEMENT FOR GOODS TO BE PROCURED OR SERVICES TO BE RENDERED FROM AN EXTERNAL VENDOR OR CONTRACTOR.
  17. Two Categories of Unknown Information
    KNOWN UNKNOWN AND UNKNOWN UNKNOWN
  18. Types of Organizational Structures
    WITHIN A COMPANY YOU CAN FIND LAYERS OF MANAGERIAL POWER, DEPARTMENTS, AND DIVISIONS
  19. Challenges to a Centrally Organized Structure
    KNOW WHAT THE DOWNFALLS ARE
  20. Fixed-Group Structure
    KNOW THAT CENTRALLY ORGANIZED STRUCTURES AND FUNCTIONALLY ORGANIZED STRUCTURES ARE BOTH FIXED
  21. Matrix Organization and It’s Benefits
    KNOW THAT IS CAPTURES BOTH THE BENEFITS OF THE CENTRAL AND FUNCTIONALLY ORGANIZED PROJECTS INCLUDING: WORK IS PERFORMED IN ACCORDANCE WITH TECHNICAL STANDARDS, A UNIT AFFECTED BY THE PROJECT WILL MORE LIKELY SUPPORT THE PROJECT, AND IT REDUCED THE NEED TO HIRE FROM OUTSIDE THE COMPANY
  22. Three Types of Organizational Structures
    CENTRALLY ORGANIZED, FUNCTIONALLY ORGANIZED, AND MATRIX
  23. Common Planning Phase Errors
    THEY ARE OMITTING THE START PHASE, JUMPING RIGHT INTO WORK, AND JUMPING FROM CONCEIVE PHASE TO PERFORM PHASE.
  24. Concurrent Engineering
    A PROCESS WHERE TWO OR MORE STEPS ARE CARRIED OUT AT THE SAME TIME
  25. Typical Work Order Agreement Contents
    CONTAINS PROJECT IDENTIFIERS, WORK TO BE PERFORMED, ACTIVITY START DATE, END DATE, AND NUMBER OF HOURS TO BE SPENT.
  26. Project Observer
    INDIVIDUALS WHO ARE INTERESTED IN THE PROJECT BUT WHO WILL NOT DEFINE WHAT IT SHOULD ACCOMPLISH
  27. Types of Work Breakdown Structures
    ORGANIZATION CHART, BUBBLE CHART, AND INDENTED OUTLINE FORMATS
  28. Advantages of Top-Down Budgeting
    OVERALL BUDGET COSTS CAN BE ESTIMATED ACCURATELY, OVERALL BUDGET ALLOWS FOR EXCEPTIONS, SMALL TASKS DO NOT CAUSE BUDGET PROBLEMS.
  29. Learning Rate
    UNIT PERFORMANCE IMPROVES BY A FIXED PERCENT EACH TIME THE TOTAL PRODUCTION QUANTITY DOUBLES.
  30. Management Reserve
    A DESIGNATED AMOUNT OF TIME AND MONEY TO ACCOUNT FOR PARTS OF THE PROJECT THAT CANNOT BE PREDICTED SUCH AS MAJOR DISRUPTIONS
  31. Types of Project Schedules
    KEY EVENTS REPORT, ACTIVITIES REPORT, AND GANTT CHART
  32. Network Diagram Elements
    EVENT, ACTIVITY, SPAN TIME
  33. Types of Project
    Activity Flow Charts PRECEDENCE DIAGRAM, DEPENDENCY DIAGRAM, AND CPM CHART.
  34. Immediate Predecessor
    YOU NEED TO KNOW WHAT IT IS.

What would you like to do?

Home > Flashcards > Print Preview