PMA

PMA

PMA

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A. H.

About these flashcards

This flashcard set covers university-level project management, focusing on methods for project controlling, coordination, and organization. It delves into key concepts like work breakdown structures, project roles, risk management, and scheduling methods. Ideal for students and professionals, it provides practical insights into managing projects effectively, ensuring clarity on objectives, roles, and processes to achieve project success.

Flashcards

42

Students

2

Language

English

Category

Quizzie

Level

University

Created / Updated

21.06.2016 / 22.01.2019

What consequences has the definition of non-objectives in a project?

A non-objective cannot be redefined into an objective later.

The project objectives become clearer.

Projects are defined too narrowly.

The project boundaries become clearer.

A non-objective cannot be redefined into an objective later.

The project objectives become clearer.

Projects are defined too narrowly.

The project boundaries become clearer.

Objects of consideration …

are designed in the post-project phase.

can be structured bottom-up or top-down.

can be depicted in the form of a tree structure.

can only be differentiated by functions.

are designed in the post-project phase.

can be structured bottom-up or top-down.

can be depicted in the form of a tree structure.

can only be differentiated by functions.

The work packages of a project, the durations as well as the start and end dates are known. Which scheduling methods can be developed?

A networked bar chart

A networked list of dates

A list of dates

A bar chart

A networked bar chart

A networked list of dates

A list of dates

A bar chart

The resource planning …

is a communication instrument.

correlates with the department-related resource planning

includes a CPM schedule.

takes only 'bottleneck resources' into account.

is a communication instrument.

correlates with the department-related resource planning

includes a CPM schedule.

takes only 'bottleneck resources' into account.

Which milestones have to be part of a milestone plan?

Project assigned

Project approved Correct

Project idea

Project prepared

Project assigned

Project approved Correct

Project idea

Project prepared

A milestone plan should contain the following number of milestones:

1-3

5-9

more than 17

15-17

1-3

5-9

more than 17

15-17

A bar chart is …

a graphic representation of the project which depicts the work packages as time-proportional bars.

a graphic representation of the project costs in bar-chart form.

a graphic representation of the relevant project environments in bar-chart form.

a graphic representation of the project resources in bar-chart form.

a graphic representation of the project which depicts the work packages as time-proportional bars.

a graphic representation of the project costs in bar-chart form.

a graphic representation of the relevant project environments in bar-chart form.

a graphic representation of the project resources in bar-chart form.

Project scheduling methods …

are used depending upon the complexity of the project.

make the overhead costs visible.

are for instance list of dates, bar chart and CPM schedule.

provide information about schedule of work packages.

are used depending upon the complexity of the project.

make the overhead costs visible.

are for instance list of dates, bar chart and CPM schedule.

provide information about schedule of work packages.

A project risk …

has to be documented in a project risk analysis.

can be defined as a substantial deviation from a project objective.

can be avoided or promoted by the use of project management methods.

can be defined as the possibility of a negative or positive deviation from a project objective.

has to be documented in a project risk analysis.

can be defined as a substantial deviation from a project objective.

can be avoided or promoted by the use of project management methods.

can be defined as the possibility of a negative or positive deviation from a project objective.

The project responsibility matrix regulates among others ...

the distribution of the work packages to project roles.

the allocation of costs to objects of considerations.

the allocation of costs to the cost centres.

the form of the collaboration of the members of the project organisation in fulfilling individual work packages.

the distribution of the work packages to project roles.

the allocation of costs to objects of considerations.

the allocation of costs to the cost centres.

the form of the collaboration of the members of the project organisation in fulfilling individual work packages.

Methods for designing the project organisation are among others:

project environment analysis

work breakdown structure

project assignment

project responsibility matrix

project environment analysis

work breakdown structure

project assignment

project responsibility matrix

For the development of a project responsibility matrix ...

the work breakdown structure, the defined project roles and the relevant project environments form the basis.

each work package has to correspond to a supply object of consideration.

work packages for which the organisational responsibilities are clear have to be considered.

all work packages have to be considered.

the work breakdown structure, the defined project roles and the relevant project environments form the basis.

each work package has to correspond to a supply object of consideration.

work packages for which the organisational responsibilities are clear have to be considered.

all work packages have to be considered.

Project risk management includes ...

the management of discontinuities.

all project management tasks.

the risk analysis.

the risk controlling.

the management of discontinuities.

all project management tasks.

the risk analysis.

the risk controlling.

The project organisation is ...

to be designed in the project start process.

designed in the project environment analysis.

part of 'social' project coordination

part of 'social' project controlling.

to be designed in the project start process.

designed in the project environment analysis.

part of 'social' project coordination

part of 'social' project controlling.

A target/actual comparison in project controlling ...

is done for the scheduled costs.

requires an identical structure of the target and actual values.

is only necessary for external projects.

is basis for the planning of directive measures.

is done for the scheduled costs.

requires an identical structure of the target and actual values.

is only necessary for external projects.

is basis for the planning of directive measures.

An acceptance certificate for a work package ...

always contains the achieved project-related income.

is issued by the project manager and the responsible project team member.

formally relieves a responsible project team member of his work package.

is developed for each project contributor.

always contains the achieved project-related income.

is issued by the project manager and the responsible project team member.

formally relieves a responsible project team member of his work package.

is developed for each project contributor.

The controlling of the project progress ...

is to be based on the work breakdown structure.

is part of the project controlling.

is done by means of a resource tree

is based on the assumption of a proportional relationship between project costs and project resources.

is to be based on the work breakdown structure.

is part of the project controlling.

is done by means of a resource tree

is based on the assumption of a proportional relationship between project costs and project resources.

The progress is to be measured among others for ...

all objects of consideration.

the whole project.

individual project phases.

individual work packages.

all objects of consideration.

the whole project.

individual project phases.

individual work packages.

Methods for project coordination are among others:

project management documents of the project start

to-do list

project score card

project progress report

project management documents of the project start

to-do list

project score card

project progress report

Methods for project controlling are among others:

project progress reports

adaptation of the project plans

project scenario analysis

project assignment

project progress reports

adaptation of the project plans

project scenario analysis

project assignment

Which of the following statements regarding the project manager are correct?

The role can be described in a role description.

The formal authority depends on the underlying project organisation.

The role has to be filled by one person.

The project manager reports directly to the general management.

Keyboard commands:

= turn,

= for-/backward,

= scroll

The role can be described in a role description.

The formal authority depends on the underlying project organisation.

The role has to be filled by one person.

The project manager reports directly to the general management.

Advantages of the influence project organisation are among others:

full concentration on the project

know-how is ensured in the departments of the permanent organisation

full formal authority of the project manager

the project team members work in their departments

Keyboard commands:

= turn,

= for-/backward,

= scroll

full concentration on the project

know-how is ensured in the departments of the permanent organisation

full formal authority of the project manager

the project team members work in their departments

Projects can be perceived as:

temporary organisations

tasks with special features

processes

social systems

Keyboard commands:

= turn,

= for-/backward,

= scroll

temporary organisations

tasks with special features

processes

social systems

Tasks of the project owner team in the project start are among others …

the selection of the project manager.

the development of the project plans.

the agreement on objectives with the project team.

the assurance of the use of the company's project management standards.

Keyboard commands:

= turn,

= for-/backward,

= scroll

the selection of the project manager.

the development of the project plans.

the agreement on objectives with the project team.

the assurance of the use of the company's project management standards.

A project …

requires a project assignment.

is goal-oriented.

does not last longer than a year.

costs money

Keyboard commands:

= turn,

= for-/backward,

= scroll

requires a project assignment.

is goal-oriented.

does not last longer than a year.

costs money

Project roles …

are to be described gender-specific.

should not differ too much from each other.

are to be described in a relational manner.

are to be described project-specific.

Keyboard commands:

= turn,

= for-/backward,

= scroll

are to be described gender-specific.

should not differ too much from each other.

are to be described in a relational manner.

are to be described project-specific.

'Tannenbaum and Schmidt' distinguish between the following leadership styles:

supportive

advisory

authoritarian

hierarchical

Keyboard commands:

= turn,

= for-/backward,

= scroll

supportive

advisory

authoritarian

hierarchical

The culture of a project can be observed by …

the communication forms used in the project.

in the software used in the project.

the behaviour of the members of the project organisation.

the methods used in the project.

Keyboard commands:

= turn,

= for-/backward,

= scroll

the communication forms used in the project.

in the software used in the project.

the behaviour of the members of the project organisation.

the methods used in the project.

Methods for 'emotionalising' in projects are among others:

reflection of the cooperation process in the project team

telling of a secret during the project start workshop

use of the earned value analysis

development of competitive situations in the project team

Keyboard commands:

= turn,

= for-/backward,

= scroll

reflection of the cooperation process in the project team

telling of a secret during the project start workshop

use of the earned value analysis

development of competitive situations in the project team

The selection of the team members is based on ...

the relationship to women.

the relationships to other team members.

the competencies of the team members.

the relationships to relevant project environments.

Keyboard commands:

= turn,

= for-/backward,

= scroll

the relationship to women.

the relationships to other team members.

the competencies of the team members.

the relationships to relevant project environments.

Measures for managing positive and negative emotions in the project start process are among others ...

the complete communication of the project environment relationships.

the clarification of the project roles.

the joint development of project plans in the project team.

the use of adequate methods for controlling projects.

the complete communication of the project environment relationships.

the clarification of the project roles.

the joint development of project plans in the project team.

the use of adequate methods for controlling projects.

Leadership tasks in projects are among others …

making decisions.

providing information.

agreeing on objectives.

giving feedback.

making decisions.

providing information.

agreeing on objectives.

giving feedback.

Time boundaries of the project management process are:

project assigned

project close-down process

project approved

project start process

project assigned

project close-down process

project approved

project start process

During the project start process ...

also projects are stopped.

the project objectives are defined.

the project as a social system is established.

the structures for the project controlling process are defined.

also projects are stopped.

the project objectives are defined.

the project as a social system is established.

the structures for the project controlling process are defined.

During the project controlling process …

the work package progress is checked.

the project plans are updated.

directive measures are agreed upon.

a project discontinuity is resolved.

the work package progress is checked.

the project plans are updated.

directive measures are agreed upon.

a project discontinuity is resolved.

Objectives of the project management process are among others …

the realisation of the content work of the project.

the coordination of the project network.

the design of the project environment relationships.

the assurance of the project success.

the realisation of the content work of the project.

the coordination of the project network.

the design of the project environment relationships.

the assurance of the project success.

During the project coordination process …

meetings are organised.

the project manager communicates with representatives of relevant environments.

a project progress report is developed.

the project manager accepts work package results.

meetings are organised.

the project manager communicates with representatives of relevant environments.

a project progress report is developed.

the project manager accepts work package results.

During the project close-down process …

knowledge transfer to the permanent organisation is organised.

the remaining work packages are performed

the social system 'project' is dissolved.

the project team members are not involved.

knowledge transfer to the permanent organisation is organised.

the remaining work packages are performed

the social system 'project' is dissolved.

the project team members are not involved.

The objects of consideration plan …

is the basis for the work breakdown structure.

depicts relevant (intermediary) results of a project.

includes 'physical' objects resulting from a project.

can be standardised for repetitive projects.

is the basis for the work breakdown structure.

depicts relevant (intermediary) results of a project.

includes 'physical' objects resulting from a project.

can be standardised for repetitive projects.

How should project objectives be formulated?

Objectives are to be realistic.

Objectives are to be quantified.

Objectives are to be formulated in a qualitative way.

Objectives should tend to be unreachable.

Objectives are to be realistic.

Objectives are to be quantified.

Objectives are to be formulated in a qualitative way.

Objectives should tend to be unreachable.

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Flashcards

Methods for project coordination are among others:

project management documents of the project start

to-do list

project score card

project progress report

Methods for project controlling are among others:

project progress reports

adaptation of the project plans

project scenario analysis

project assignment

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