Project Development Management (part 2)
問題一覧
1
fundamental knowledge you need for
managing a project, categorized into 10 knowledge
areas:
PMBOK (process management body of knowledge)
2
Projects have all types of
activities going on and there is a need to keep the
“whole” thing moving collectivel
managing integration
3
about developing the project charter, scope
statement, and plan to direct, manage, monitor, and
control project change
managing integration
4
Projects need to have a defined
parameter or scope, and this must be bro ken down
and managed through a work breakdown structure or
WBS.
managing scope
5
about planning, definition,
WBS creation, verification, and control.
managing scope
6
Projects have a definite
beginning and a definite ending date.
managing time/schedule
7
Projects consume resources, and
therefore, there is a need to manage the investment
with the realization of creating value (i.e., the benefits
derived exceed the amount spent).
managing costs
8
about resource planning, cost estimating, budgeting,
and control.
managing costs
9
Projects involve specific
deliverables or work products. These deliver ables
need to meet project objectives and performance
standards
managing quality
10
about quality planning,
quality assurance, and quality control.
managing quality
11
Projects consist of
teams and you need to manage project team(s)
during the life cycle of the project. Finding the right
people, managing their outputs, and keeping them on
schedule is a big part of managing a project.
managing human resources
12
about human
resources planning, hiring, and developing and
managing a project team.
managing human resources
13
Projects invariably
touch lots of people, not just the end users
(customers) who benefit directly from the project
outcomes.
managing communication
14
about
communications planning, information distribution,performance reporting, and stakeholder
management.
managing communication
15
Projects are a discovery-driven
process, often uncovering new customer needs and
identifying critical issues not previously disclosed.
Projects also encounter unex pected events, such as
project team members resigning, budgeted resources
suddenly chang ing, the organization becoming
unstable, and newer technologies being introduced.
managing risk
16
about risk
planning and identification, risk analysis (qualitative
and quantitative), risk response (action) planning, and
risk monitoring and control.
managing risk
17
Projects procure the
services of outside vendors and contractors, including
the purchase of equipment.
managing procurement
18
about acquisition and contracting plans, sellers’
responses and selections, contract administration,
and contract closure.
managing procurement
19
Every project impacts
people and organizations and is impacted by people
and organizations.
managing stakeholders
20
about identifying stakeholders, their
interest level, and their potential to influence the
project; and managing and controlling the
relationships and communications between
stakeholders and the project.
managing stakeholders
21
The start-up of a project is similar to the start-up of a
new organization. The project leader develops the
project infrastructure used to design and execute the
project. The project management team must develop
alignment among the major stakeholders—those who
have a share or interest—on the project during the
early phases or definition phases of the project.
• Flowcharts, diagrams, and responsibility matrices are
tools to capture the work processes associated with
executing the project plan.
project start-up and integration
22
document that defines the
parameters—factors that define a system and
determine its behaviour—of the project, what work is
done within the boundaries of the project, and the
work that is outside the project boundaries.
project scope
23
typically a written document that
defines what work will be accomplished by the end of the project—the deliverables of the project
scope of work (SOW)
24
According to the PMI, the scope statement should include
the following:
• Description of the scope • Product acceptance criteria • Project deliverables • Project exclusions • Project constraints • Project assumptions
25
The definition of project success often includes
completing the project on time. The development and
management of a project schedule that will complete
the project on time is a primary responsibility of the
project manager, and completing the project on time
requires the development of a realistic plan and the
effective management of the plan.
project schedule and time management
26
• The definition of project success often includes
completing the project within budget. Developing and
controlling a project budget that will accomplish the
project objectives is a critical project management
skill.
• The cost of the project is tracked relative to the
progress of the work and the estimate for accomplish
ing that work. Based on the cost estimate, the cost of
the work performed is compared against the cost
budgeted for that work.
• Project costs may deviate from the budget because
the prices in the marketplace were different from what
was expected.
project costs
27
Staffing the project with the right skills, at the right
place, and at the right time is an important respon
sibility of the project management team.
project team: human resources and communications
28
The project usually has two types of team members:
functional managers and process managers.
project team: human resources and communications
29
______ managers and team focus on the
technology of the pro ject.
functional managers
30
______ managers have expertise in
estimating, cost tracking, planning, and scheduling.
process managers
31
Completing a complex project successfully requires
teamwork, and teamwork requires good communi
cation among team members.
communications
32
_______ can be divided into two categories:
synchronous and asynchronous.
communications
33
If all the parties to
the communication are taking part in the exchange at
the same time, the communication is __________
synchronous
34
A
telephone conference call is an example of ______
synchronous communication
35
When the participants
are not interacting at the same time, the
communication is _________
asynchronous communication
問題一覧
1
fundamental knowledge you need for
managing a project, categorized into 10 knowledge
areas:
PMBOK (process management body of knowledge)
2
Projects have all types of
activities going on and there is a need to keep the
“whole” thing moving collectivel
managing integration
3
about developing the project charter, scope
statement, and plan to direct, manage, monitor, and
control project change
managing integration
4
Projects need to have a defined
parameter or scope, and this must be bro ken down
and managed through a work breakdown structure or
WBS.
managing scope
5
about planning, definition,
WBS creation, verification, and control.
managing scope
6
Projects have a definite
beginning and a definite ending date.
managing time/schedule
7
Projects consume resources, and
therefore, there is a need to manage the investment
with the realization of creating value (i.e., the benefits
derived exceed the amount spent).
managing costs
8
about resource planning, cost estimating, budgeting,
and control.
managing costs
9
Projects involve specific
deliverables or work products. These deliver ables
need to meet project objectives and performance
standards
managing quality
10
about quality planning,
quality assurance, and quality control.
managing quality
11
Projects consist of
teams and you need to manage project team(s)
during the life cycle of the project. Finding the right
people, managing their outputs, and keeping them on
schedule is a big part of managing a project.
managing human resources
12
about human
resources planning, hiring, and developing and
managing a project team.
managing human resources
13
Projects invariably
touch lots of people, not just the end users
(customers) who benefit directly from the project
outcomes.
managing communication
14
about
communications planning, information distribution,performance reporting, and stakeholder
management.
managing communication
15
Projects are a discovery-driven
process, often uncovering new customer needs and
identifying critical issues not previously disclosed.
Projects also encounter unex pected events, such as
project team members resigning, budgeted resources
suddenly chang ing, the organization becoming
unstable, and newer technologies being introduced.
managing risk
16
about risk
planning and identification, risk analysis (qualitative
and quantitative), risk response (action) planning, and
risk monitoring and control.
managing risk
17
Projects procure the
services of outside vendors and contractors, including
the purchase of equipment.
managing procurement
18
about acquisition and contracting plans, sellers’
responses and selections, contract administration,
and contract closure.
managing procurement
19
Every project impacts
people and organizations and is impacted by people
and organizations.
managing stakeholders
20
about identifying stakeholders, their
interest level, and their potential to influence the
project; and managing and controlling the
relationships and communications between
stakeholders and the project.
managing stakeholders
21
The start-up of a project is similar to the start-up of a
new organization. The project leader develops the
project infrastructure used to design and execute the
project. The project management team must develop
alignment among the major stakeholders—those who
have a share or interest—on the project during the
early phases or definition phases of the project.
• Flowcharts, diagrams, and responsibility matrices are
tools to capture the work processes associated with
executing the project plan.
project start-up and integration
22
document that defines the
parameters—factors that define a system and
determine its behaviour—of the project, what work is
done within the boundaries of the project, and the
work that is outside the project boundaries.
project scope
23
typically a written document that
defines what work will be accomplished by the end of the project—the deliverables of the project
scope of work (SOW)
24
According to the PMI, the scope statement should include
the following:
• Description of the scope • Product acceptance criteria • Project deliverables • Project exclusions • Project constraints • Project assumptions
25
The definition of project success often includes
completing the project on time. The development and
management of a project schedule that will complete
the project on time is a primary responsibility of the
project manager, and completing the project on time
requires the development of a realistic plan and the
effective management of the plan.
project schedule and time management
26
• The definition of project success often includes
completing the project within budget. Developing and
controlling a project budget that will accomplish the
project objectives is a critical project management
skill.
• The cost of the project is tracked relative to the
progress of the work and the estimate for accomplish
ing that work. Based on the cost estimate, the cost of
the work performed is compared against the cost
budgeted for that work.
• Project costs may deviate from the budget because
the prices in the marketplace were different from what
was expected.
project costs
27
Staffing the project with the right skills, at the right
place, and at the right time is an important respon
sibility of the project management team.
project team: human resources and communications
28
The project usually has two types of team members:
functional managers and process managers.
project team: human resources and communications
29
______ managers and team focus on the
technology of the pro ject.
functional managers
30
______ managers have expertise in
estimating, cost tracking, planning, and scheduling.
process managers
31
Completing a complex project successfully requires
teamwork, and teamwork requires good communi
cation among team members.
communications
32
_______ can be divided into two categories:
synchronous and asynchronous.
communications
33
If all the parties to
the communication are taking part in the exchange at
the same time, the communication is __________
synchronous
34
A
telephone conference call is an example of ______
synchronous communication
35
When the participants
are not interacting at the same time, the
communication is _________
asynchronous communication