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MIDTERM-IT 313
100問 • 1年前
  • Jamaica Rose Gilo
    • 通報

    問題一覧

  • 1

    systematic approach estimating the weaknesses and strengths of alternatives used to determine options that provide the best approach to achieving benefits while preserving savings

    CBA

  • 2

    involves quantifying and comparing the benefits and costs associated with the project/decision

    CBA

  • 3

    estimating the cost of individual components and then summed them up

    Bottom-up Estimation

  • 4

    starting with the total project cost and breaking them down to small parts

    Top-down Estimation

  • 5

    use statistical models based on historical data to estimate cost

    Parametric Estimation

  • 6

    measurable and quantifiable type of benefit

    Tangible Benefits

  • 7

    spending less money

    Cost Savings

  • 8

    making more money from sales

    Revenue Increase

  • 9

    getting more work done in less time

    Production Gain

  • 10

    harder to measure but still valuable

    Intangible Benefits

  • 11

    Intangible Benefits

    Customer Satisfaction, Employee Morale, Brand Reputation

  • 12

    measures the gain/loss on an investment relative to the amount of money invested

    ROI

  • 13

    amount of time required to recover the cost of an invesent

    Payback Period

  • 14

    measures liquidity and risks

    Payback Period

  • 15

    helps in comparing projects

    Payback Period

  • 16

    easy to use for initial screening of investments

    Payback Period

  • 17

    useful for businesses with cash flow concerns

    Payback Period

  • 18

    difference between the present value of cash inflows and outflows over a project timeline

    NPV

  • 19

    it accounts for the time value of money

    NPV

  • 20

    concern to all cash flows

    NPV

  • 21

    provides a straightforward decision

    NPV

  • 22

    compares the total expected benefits of the project to its total cost

    CBR

  • 23

    helps determine whether the benefits outweigh the costs, providing a clear measure of profitability/value

    CBR

  • 24

    oversees the project from initiation to closure

    Project Manager

  • 25

    responsible for planning, execution, monitoring and closing of the project

    Project Manager

  • 26

    individuals/groups impacted by the project, including end-users, clients and sponsors

    Stakeholders

  • 27

    they carry out tasks required to complete the project

    Project Team Members

  • 28

    they're the designers, developers, analysts, etc.

    Project Team Members

  • 29

    senior parties who provide the resources and support for the project

    Project Sponsors

  • 30

    the powerful tool used to clarify roles and responsibilities for specific tasks/deliverables

    RACI Matrix

  • 31

    who actually performs the task

    Responsible

  • 32

    responsible for the correct and completion of the tasks(typically one person)

    Accountable

  • 33

    whose opinions are sought

    Consulted

  • 34

    usually the SMEs and may provide meaningful insights/feedback to the project

    Consulted

  • 35

    kept in loop and informed about progress/decisions

    Informed

  • 36

    may not be directly involved in the tasks but need updates

    Informed

  • 37

    ability of an individual to administer and coordinate a group of individuals to perform a task

    Team Management

  • 38

    involves teamwork communication

    Team Management

  • 39

    manager's ability to organize and coordinate team members

    Team Management

  • 40

    process of predicting the total financial resources required to complete the project

    Cost Estimation

  • 41

    involves assessing the costs of materials, labor, equipment and other resources

    Cost Estimation

  • 42

    process of distributing available resources like time, money, personnel and technology

    Resource Allocation

  • 43

    ensures that resources are directed to where they're most needed to maximize productivity and outcomes

    Resource Allocation

  • 44

    crucial 1st step in risk management process

    Risk Identification

  • 45

    involves systematically identifying potential risks that could make negative impacts

    Risk Identification

  • 46

    address threats and allows proactive risk management and mitigation

    Risk Identification

  • 47

    team members generate ideas about risks

    Brainstorming

  • 48

    encourage diverse perspectives

    Brainstorming

  • 49

    fosters collaboration and creativity

    Brainstorming

  • 50

    identifying broad range of risks without constraints

    Brainstorming

  • 51

    internal capabilities to help mitigate risks

    Strengths

  • 52

    internal limitations what may expose an organization to risks

    Weaknesses

  • 53

    external factors that may be leverage as an advantage

    Opportunities

  • 54

    external challenges that could harm a system

    Threats

  • 55

    identifies underlying causes of risks to develop effective mitigation strategies

    Root Cause Analysis

  • 56

    helps prevent future occurrences of identified risks

    Root Cause Analysis

  • 57

    FMEA is?

    Failure Model and Effects Analysis

  • 58

    Ishikawa/Fishbone

    Cause and Effect Diagram

  • 59

    structured list of potential risks based on past projects /industry standards

    Checklists

  • 60

    regularly updated and ensures comprehensive coverage of common risk areas

    Checklists

  • 61

    systematic process of evaluating potential risk that could negatively impact an organization's objective

    Risk Assessment

  • 62

    used to determine the likelihood of risks occurring and their potential impact-enabking unforced decision-making

    Risk Assessment

  • 63

    actions taken to address identified risks and minimize their impact

    Risk Response Strategies

  • 64

    help in minimizing the impact of risks on projects/operations

    Risk Response Strategies

  • 65

    manage risks by choosing the appropriate response

    Risk Response Strategies

  • 66

    changing plans, alternatives, elimination technique

    Risk Avoidance

  • 67

    reduce the likelihood of impacts/risks

    Risk Mitigation

  • 68

    reduce the severity of risks

    Risk Mitigation

  • 69

    shifting risk to 3rd party

    Risk Transfer

  • 70

    limits financial exposure and liability

    Risk Transfer

  • 71

    acknowledging risks and accept their consequences

    Risk Acceptance

  • 72

    focus resources on more critical risks

    Risk Acceptance

  • 73

    continuous process of tracking identified risk, monitoring residual risks and identifying new risks

    Risk Monitoring and Control

  • 74

    ensures risk responses are effective and risk management plan is still relevant

    Risk Monitoring and Control

  • 75

    tool used to document identified risks, their assessmentsand strategies for mitigating them

    Risk Register

  • 76

    provides comprehensive overview of risks(ensures they are monitored and manages effectively)

    Risk Register

  • 77

    preparing for unexpected events by developing backup plans

    Contingency Planning

  • 78

    ensures business continuity and minimize disruptions

    Contingency Planning

  • 79

    interactive process of exchanging information

    Risk Communication

  • 80

    helps stakeholders make informed decisions

    Risk Communication

  • 81

    project management tool used to analyze and represent tasks

    PERT

  • 82

    helps in planning and coordinating large projects by identifying the necessary tasks

    PERT

  • 83

    flexible planning approach used in agile project management that prioritize iterative development and adaptability

    Agile Scheduling

  • 84

    delivering work in small, manageable increments

    Agile Scheduling

  • 85

    emphasizes collaboration, continuous improvement and delivery of high-value features

    Agile Scheduling

  • 86

    project management technique to define significant points/events within a project timeline

    Milestone Planning

  • 87

    key indicators of progress and used for tracking tasks

    Milestone

  • 88

    Types of Milestone Planning(4)

    Project Start and End Dates, Key Deliverables, Phase Completion, Approval Points

  • 89

    marks the official begging and completion of projects

    Project Start and End Dates

  • 90

    completion of significant outputs/deliverables

    Key Deliverables

  • 91

    completion of specific phases/stages of the project

    Phase Completions

  • 92

    specific approvals are required from stakeholders/project sponsors

    Approval Points

  • 93

    allocating fixed time period for specific tasks/activities

    Timeboxing

  • 94

    helps focus on task completion within a set time frame

    Timeboxing

  • 95

    adjusting the project schedule to minimize resource over-allocation

    Resource Leveling

  • 96

    Goal of the Resource Leveling

    Balance workload across team members and avoid burnouts

  • 97

    adjusting activities without affecting the project duration

    Resource Smoothing

  • 98

    Goal of the Resource Smoothing

    Optimize resource usage while maintaining schedule

  • 99

    amount of time that a task can be delayed without affecting the overall project timeline

    Slack/Float Time Management

  • 100

    software applications/platforms designed to help project managers and teams to monitor, manage and report on the progress of the project

    Project Tracking Tools

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    Jamaica Rose Gilo · 62問 · 11ヶ月前

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    問題一覧

  • 1

    systematic approach estimating the weaknesses and strengths of alternatives used to determine options that provide the best approach to achieving benefits while preserving savings

    CBA

  • 2

    involves quantifying and comparing the benefits and costs associated with the project/decision

    CBA

  • 3

    estimating the cost of individual components and then summed them up

    Bottom-up Estimation

  • 4

    starting with the total project cost and breaking them down to small parts

    Top-down Estimation

  • 5

    use statistical models based on historical data to estimate cost

    Parametric Estimation

  • 6

    measurable and quantifiable type of benefit

    Tangible Benefits

  • 7

    spending less money

    Cost Savings

  • 8

    making more money from sales

    Revenue Increase

  • 9

    getting more work done in less time

    Production Gain

  • 10

    harder to measure but still valuable

    Intangible Benefits

  • 11

    Intangible Benefits

    Customer Satisfaction, Employee Morale, Brand Reputation

  • 12

    measures the gain/loss on an investment relative to the amount of money invested

    ROI

  • 13

    amount of time required to recover the cost of an invesent

    Payback Period

  • 14

    measures liquidity and risks

    Payback Period

  • 15

    helps in comparing projects

    Payback Period

  • 16

    easy to use for initial screening of investments

    Payback Period

  • 17

    useful for businesses with cash flow concerns

    Payback Period

  • 18

    difference between the present value of cash inflows and outflows over a project timeline

    NPV

  • 19

    it accounts for the time value of money

    NPV

  • 20

    concern to all cash flows

    NPV

  • 21

    provides a straightforward decision

    NPV

  • 22

    compares the total expected benefits of the project to its total cost

    CBR

  • 23

    helps determine whether the benefits outweigh the costs, providing a clear measure of profitability/value

    CBR

  • 24

    oversees the project from initiation to closure

    Project Manager

  • 25

    responsible for planning, execution, monitoring and closing of the project

    Project Manager

  • 26

    individuals/groups impacted by the project, including end-users, clients and sponsors

    Stakeholders

  • 27

    they carry out tasks required to complete the project

    Project Team Members

  • 28

    they're the designers, developers, analysts, etc.

    Project Team Members

  • 29

    senior parties who provide the resources and support for the project

    Project Sponsors

  • 30

    the powerful tool used to clarify roles and responsibilities for specific tasks/deliverables

    RACI Matrix

  • 31

    who actually performs the task

    Responsible

  • 32

    responsible for the correct and completion of the tasks(typically one person)

    Accountable

  • 33

    whose opinions are sought

    Consulted

  • 34

    usually the SMEs and may provide meaningful insights/feedback to the project

    Consulted

  • 35

    kept in loop and informed about progress/decisions

    Informed

  • 36

    may not be directly involved in the tasks but need updates

    Informed

  • 37

    ability of an individual to administer and coordinate a group of individuals to perform a task

    Team Management

  • 38

    involves teamwork communication

    Team Management

  • 39

    manager's ability to organize and coordinate team members

    Team Management

  • 40

    process of predicting the total financial resources required to complete the project

    Cost Estimation

  • 41

    involves assessing the costs of materials, labor, equipment and other resources

    Cost Estimation

  • 42

    process of distributing available resources like time, money, personnel and technology

    Resource Allocation

  • 43

    ensures that resources are directed to where they're most needed to maximize productivity and outcomes

    Resource Allocation

  • 44

    crucial 1st step in risk management process

    Risk Identification

  • 45

    involves systematically identifying potential risks that could make negative impacts

    Risk Identification

  • 46

    address threats and allows proactive risk management and mitigation

    Risk Identification

  • 47

    team members generate ideas about risks

    Brainstorming

  • 48

    encourage diverse perspectives

    Brainstorming

  • 49

    fosters collaboration and creativity

    Brainstorming

  • 50

    identifying broad range of risks without constraints

    Brainstorming

  • 51

    internal capabilities to help mitigate risks

    Strengths

  • 52

    internal limitations what may expose an organization to risks

    Weaknesses

  • 53

    external factors that may be leverage as an advantage

    Opportunities

  • 54

    external challenges that could harm a system

    Threats

  • 55

    identifies underlying causes of risks to develop effective mitigation strategies

    Root Cause Analysis

  • 56

    helps prevent future occurrences of identified risks

    Root Cause Analysis

  • 57

    FMEA is?

    Failure Model and Effects Analysis

  • 58

    Ishikawa/Fishbone

    Cause and Effect Diagram

  • 59

    structured list of potential risks based on past projects /industry standards

    Checklists

  • 60

    regularly updated and ensures comprehensive coverage of common risk areas

    Checklists

  • 61

    systematic process of evaluating potential risk that could negatively impact an organization's objective

    Risk Assessment

  • 62

    used to determine the likelihood of risks occurring and their potential impact-enabking unforced decision-making

    Risk Assessment

  • 63

    actions taken to address identified risks and minimize their impact

    Risk Response Strategies

  • 64

    help in minimizing the impact of risks on projects/operations

    Risk Response Strategies

  • 65

    manage risks by choosing the appropriate response

    Risk Response Strategies

  • 66

    changing plans, alternatives, elimination technique

    Risk Avoidance

  • 67

    reduce the likelihood of impacts/risks

    Risk Mitigation

  • 68

    reduce the severity of risks

    Risk Mitigation

  • 69

    shifting risk to 3rd party

    Risk Transfer

  • 70

    limits financial exposure and liability

    Risk Transfer

  • 71

    acknowledging risks and accept their consequences

    Risk Acceptance

  • 72

    focus resources on more critical risks

    Risk Acceptance

  • 73

    continuous process of tracking identified risk, monitoring residual risks and identifying new risks

    Risk Monitoring and Control

  • 74

    ensures risk responses are effective and risk management plan is still relevant

    Risk Monitoring and Control

  • 75

    tool used to document identified risks, their assessmentsand strategies for mitigating them

    Risk Register

  • 76

    provides comprehensive overview of risks(ensures they are monitored and manages effectively)

    Risk Register

  • 77

    preparing for unexpected events by developing backup plans

    Contingency Planning

  • 78

    ensures business continuity and minimize disruptions

    Contingency Planning

  • 79

    interactive process of exchanging information

    Risk Communication

  • 80

    helps stakeholders make informed decisions

    Risk Communication

  • 81

    project management tool used to analyze and represent tasks

    PERT

  • 82

    helps in planning and coordinating large projects by identifying the necessary tasks

    PERT

  • 83

    flexible planning approach used in agile project management that prioritize iterative development and adaptability

    Agile Scheduling

  • 84

    delivering work in small, manageable increments

    Agile Scheduling

  • 85

    emphasizes collaboration, continuous improvement and delivery of high-value features

    Agile Scheduling

  • 86

    project management technique to define significant points/events within a project timeline

    Milestone Planning

  • 87

    key indicators of progress and used for tracking tasks

    Milestone

  • 88

    Types of Milestone Planning(4)

    Project Start and End Dates, Key Deliverables, Phase Completion, Approval Points

  • 89

    marks the official begging and completion of projects

    Project Start and End Dates

  • 90

    completion of significant outputs/deliverables

    Key Deliverables

  • 91

    completion of specific phases/stages of the project

    Phase Completions

  • 92

    specific approvals are required from stakeholders/project sponsors

    Approval Points

  • 93

    allocating fixed time period for specific tasks/activities

    Timeboxing

  • 94

    helps focus on task completion within a set time frame

    Timeboxing

  • 95

    adjusting the project schedule to minimize resource over-allocation

    Resource Leveling

  • 96

    Goal of the Resource Leveling

    Balance workload across team members and avoid burnouts

  • 97

    adjusting activities without affecting the project duration

    Resource Smoothing

  • 98

    Goal of the Resource Smoothing

    Optimize resource usage while maintaining schedule

  • 99

    amount of time that a task can be delayed without affecting the overall project timeline

    Slack/Float Time Management

  • 100

    software applications/platforms designed to help project managers and teams to monitor, manage and report on the progress of the project

    Project Tracking Tools