Cartes-fiches

Cartes-fiches 42 Cartes-fiches
Utilisateurs 20 Utilisateurs
Langue English
Niveau Université
Crée / Actualisé 19.11.2016 / 27.09.2020
Attribution de licence Non précisé
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Projects can be considered as a system.

Which type of systems does a project beling to?

technical systems

social systems

psychological systems

economic systems

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Small projects differ from projects in...

the need of a project assignment.

the use of fewer project management methods.

the use of swot-analysis.

nothing in particular.

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Which PM-method is obligatory for small projects and projects?

project assignment

earned-value-analysis

cash-flow anaylsis

risk-analysis

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What are the main elements of consideration in a project management?

scope, schedule, costs & resources, context, risk and organisation

scope, schedule, costs, cash-flow, risk and organisation

scope, schedule, costs, context, customer

scope, schedule, costs & resources, context, stakeholder and organisation

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Objectives of the project start process are among others...

the development of the "big project picture" in the project team

assigning the project manager

creating a progress report

documenting change requests

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During the project start process...

agreements with the project owner are made

the project resources are controlled

the realisation of all workpackages is started

the supply contracts awarded

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The time context of a project is...

pre- and post-projectphase

other projects

organisational strategy

start and finish date of the project

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The project scope and context analysis ...

helps the PM to get the big picture of the project

is a method for project crisis management

is method for detailed resource estimation

has to be done during the project close-down

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WHAT IS MEANT BY THE SOCIAL CONTEXT OF A PROJECT?

the relationship of a project to its relevant social environments

the relationship between the project manager and the project team

the relationship of the project team members to each other.

none of the above.

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OBJECTIVES OF THE THE PROJECT STAKEHOLDER ANALYSIS ARE AMONG OTHERS

the specification of project roles.

the project cost structuring.

the analysis of the pre- and post-project phase.

the management of the project environment relationships

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THE FOLLOWING PROJECT ORGANISATION MODELS CAN BE DIFFERENTIATED
AMONG OTHERS:

influence project organisation, matrix project organisation, pure project organisation

matrix project organisation, line organisation, staff organisation

matrix project organisation, functional organisation, empowered organisation

influence project organisation, project team organisation, line staff organisation

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ADVANTAGES OF THE INFLUENCE PROJECT ORGANISATION ARE AMONG OTHERS:

the project team members get a project office

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

less coordination effort

full formal authority of the project manager

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ADVANTAGES OF THE PURE PROJECT ORGANISATION ARE AMONG OTHERS:

strong identification with the project

variable project costs

few project owners

full formal authority of the line manager

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THE SELECTION OF THE TEAM MEMBERS IS BASED ON ...

the competencies of the team members

the project management lifecycle

the project risk analysis

the project managers relationship to them

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THE DEFINITION OF PROJECT OBJECTIVES ...

is not always necessary

enables the measurement of the project success.

should only be done by the project manager.

should not be questioned during the project start process.

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PARTS OF A WRITTEN PROJECT ASSIGNMENT ARE AMONG OTHERS:

project bar chart

project start and end date

project glossary

none of the above.

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A WORK BREAKDOWN STRUCTURE …

is only used in plant construction projects.

is a method of scheduling.

should be done by the project manager alone

is a central communication instrument.

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A WORK BREAKDOWN STRUCTURE …

is the basis for the scheduling, cost and resource planning.

is developed during the project controlling process.

segments the objects of consideration of the project.

is a project organisation chart.

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THE OBJECTIVES OF WORK BREAKDOWN STRUCTURING ARE AMONG OTHERS …

the development of a communication instrument.

the planning of project schedules.

the planning of project costs and project resources.

the definition of the project communication structures.

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THE DEVELOPMENT OF A WORK BREAKDOWN STRUCTURE …

helps to create a common project understanding.

must be repeated each time the schedule is changed.

should be defined by the project owner.

has to be done after the schedule, cost and resource planning.

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WORK PACKAGE SPECIFICATIONS ...

give orientation for the work of the project team members.

supports the project portfolio coordination

should be defined by the project owner.

has to be done after the schedule, cost and resource planning.

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WORK PACKAGE SPECIFICATIONS ...

helps to create a common project understanding.

must be repeated each time the schedule is changed.

should be defined by the project owner.

has to be done after the schedule, cost and resource planning.

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A GANTT CHART IS…

an important communication instrument in project management.

a list of milestones.

a project plan which is difficult to read.

less user-friendly than the cpm.

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A GANTT CHART IS…

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

graphic representation of the project which depicts the work packages as timeproportional bars.

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

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

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FOR THE DEVELOPMENT OF A GANTT CHART THE FOLLOWING INFORMATION
AMONG OTHERS IS REQUIRED..

detailed resource interdependencies

information about time reserves

duration of the work packages

cost caluctaion

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PROJECT COSTS

are calculated at the first mile stone of the project.

are calculated by the project owner team.

cannot be planned at the beginning of a project.

can be differentiated in cost types

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A PROJECT RISK ANALYSIS…

is the basis fort he work breakdown stucture

has to be done by the project manager alone

is part of the project close down report.

is the basis for planning corrective and preventive measures

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DURING THE PROJECT COORDINATION PROCESS …

a project progress report is developed.

the project team members will be selected

the project assignment will be finalized

the project manager accepts work package results.

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THE FREQUENCY OF PROJECT MEETINGS DEPEND ON …

the complexity of the project.

the number of project owners.

the objects of consideration of the project.

the number of available meeting rooms.

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METHODS FOR PROJECT COORDINATION ARE AMONG OTHERS:

project status report

to-do and decision lists

project score card

project risk register