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This flashcard set covers university-level project management, focusing on key concepts like scope, stakeholders, and processes. It delves into the roles of project managers, the importance of planning, and the management of risks and budgets. The flashcards also explore the integration of software and construction activities within project frameworks. Ideal for students and professionals, this set helps in understanding the complexities of project management and the tools needed to ensure successful project delivery.
Karten
294
Lernende
6
Sprache
Englisch
Kategorie
Informatik
Stufe
Universität
Erstellt / Aktualisiert
05.01.2014 / 12.08.2024
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11. There are 15 people on a project (including the project manager). How many lines of communication are there?

10. Kyle is the project manager of a project that has teams distributed in many different places. In order to make sure that they all get the right message, he needs to make sure that his project plan is translated into Spanish, Hindi, French, and German. What is Kyle doing when he has his communications translated?

1. Keith, the project manager of a large publishing project, sends an invoice to his client. Which communication type is he using?

20. Your client comes to you with a serious problem in one of the deliverables that will cause the final product to be unacceptable. Your team members look at his complaint and feel that itÕs not justifiable, and that the product really does meet its requirements. WhatÕs the first thing that you do?

19. YouÕre managing a software project, when two of your programmers come to you with a disagreement over which feature to work on next. You listen to the first programmer, but rather than thinking through the situation and gathering all the information, you decide to go with his idea. Which conflict resolution technique did you use?

18. YouÕre a project manager on an industrial design project. YouÕve set up a reward system, but youÕre surprised to find out that the team is actually less motivated than before. You realize that itÕs because your rewards are impossible to achieve, so the team doesnÕt expect to ever get them. What motivational theory does this demonstrate?

5. YouÕre managing an industrial design project. You created a communication plan, and now the team is working on the project. YouÕve been communicating with your team, and now youÕre looking at the work performance information to evaluate the performance of the project. Which of the following BEST describes the next thing you should do?

4. You ask one of your stakeholders how things are going on her part of the project and she says Òthings are Ó in a sarcastic tone. Which is the BEST way to describe the kind of communication that she used?

3. You take over for a project manager who has left the company and realize that team is talking directly to the customer and only having status meetings when there are problems. The programming team has one idea about the goals of the project, and the testing team has another. Which document is the FIRST one that you should create to solve this problem?

2. Which of the following is NOT an input to the Plan Communications process?
8. YouÕre performing Identify Risks on a software project. Two of your team members have spent half of the meeting arguing about whether or not a particular risk is likely to happen on the project. You decide to table the discussion, but youÕre concerned that your teamÕs motivation is at risk. The next item on the agenda is an discussion of a potential opportunity on the project in which you may be able to purchase a component for much less than it would cost to build. Which of the following is NOT a valid way to respond to an opportunity?
9. Risks that are caused by the response to another risk are called
6. Joe is the project manager of a large software project. When itÕs time to identify risks on his project, he contacts a team of experts and has them all come up with a list and send it in anonymously. What technique is Joe using?
7. Susan is project manager on a construction project. When she hears that her project has run into a snag due to weeks of bad weather on the job site, she says ÒNo problem, we have insurance that covers cost overruns due to weather.Ó What risk response strategy did she use?
12. WhatÕs the difference between management reserves and contingency reserves?
13. How often should a project manager discuss risks with the team?
10. WhatÕs the main output of the Risk Management processes?
11. Tom is a project manager for an accounting project. His company wants to streamline its payroll system. The project is intended to reduce errors in the accounts payable system and has a 70% chance of saving the company $200,000 over the next year. It has a 30% chance of costing the company $100,000. WhatÕs the projectÕs EMV?
1. The project manager for a construction project discovers that the local city council may change the building code to allow adjoining properties to combine their sewage systems. She knows that a competitor is about to break ground in the adjacent lot and contacts him to discuss the possibility of having both projects save costs by building a sewage system for the two projects. This is an example of which strategy?
14. YouÕve consulted your Earned Value calculations to find out the EAC and ETC of your project. Which of the following is the BEST place to put that information?

15. Which of the following is an example of noise?

4. Which of the following is used to monitor low-priority risks?

5. YouÕre managing a construction project. ThereÕs a 30% chance that weather will cause a three-day delay, costing $12,000. ThereÕs also a 20% chance that the price of your building materials will drop, which will save $5,000. WhatÕs the total EMV for both of these?

2. Which of the following is NOT a risk response technique?
3. You are using an RBS to manage your risk categories. What process are you performing?
7. YouÕre using a qualified seller list. Which process are you in?
6. YouÕre managing a project that might have to contract out work, and youÕre comparing the relative advantages and disadvantages of finding a seller versus having your company do the work itself. Which process are you in?
9. YouÕve been contracted by a construction company to manage their contracting. They have a choice of either buying an excavator or renting it. To buy it, the company would have to pay $105,000, but owning it will require approximately $10,000 in maintenance costs per year. The price to rent the excavator is $5,000 per month, with a one-time service charge of $2,000. WhatÕs the minimum number of months the company needs to use the excavator in order for it to make sense to buy it rather than rent?
8. YouÕve been contracted by an industrial design firm to manage their contracting. Your client asks you to take over the negotiations for an important contract to design a new lighting remote control system. YouÕve narrowed it down to one seller, and now youÕre working with the legal department at the buyer to negotiate the terms of the contract. Which of the following BEST describes your goal?
3. You work for a seller that is bidding on a contract. Which type of contract has the MOST risk for your company?
2. Which of the following is NOT true about bidder conferences?

5. YouÕre trying to decide whether or not to contract out a construction job. To do it within your company, you will have to hire an engineer for $35,000 and pay a construction team $15,000 per week. A contractor quotes you a price of $19,000 per week, and your expert agrees that you wonÕt find a lower price than that. The job will take 16 weeks. WhatÕs the BEST way to proceed?

4. Which of the following BEST describes the Òpoint of total assumptionÓ for a contract?
19. YouÕre managing a project to fulfill a military contract. Your project team is assembled, and work has begun. Your government project officer informs you that a supplier that you depend on has lost the contract to supply a critical part. You consult your risk register and discover that you did not plan for this. WhatÕs the BEST way to handle this situation?
18. A construction project manager has a meeting with the team foreman, who tells him that thereÕs a good chance that a general strike will delay the project. They brainstorm to try to find a way to handle it, but in the end decide that if thereÕs a strike, there is no useful way to minimize the impact to the project. This is an example of which risk response strategy?
1. Tom is a project manager for a software company. He is contracting a long-term software project with an external company. That company charges him $20/hour per employee and $300 overhead per month. What kind of contract is he using?
20. Which of the following BEST describes risk audits?
15. Which of the following is NOT true about risk management?
14. Which of the following should NOT be in the risk register?
17. Which risk analysis tool is used to model your risks by running simulations that calculate random outcomes and probabilities?
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