PPM 301 - Project Management
Review for First Test
The following questions are provided to help you study for
the first test. Do not expect to see these exact questions on the test.
stakeholder group did the first chapter mention as being likely to care
most about whether the results of a project are functional and less
about the timetable of the project?
- What part of a supplier's self interest would a supplier be likely to use to judge the success of a project?
- From a business perspective, why do we care whether the stakeholders are happy with the way a project was managed?
- Name at least three measures of success and three measures of failure for a project.
- What is the difference between a PERT chart and a Gantt chart?
- What skill does the text tell us that Peter Drucker thought was the most important one to have?
- Why are interpersonal skills useful in project management?
- The text tells us that two parts of competence are attitude
and behavior. If we are exhibiting professional behaviors, why does
- The text lists five core functions of projects. What is the purpose of each?
What is supposed to be the distinguishing feature that makes projects different from general work processes?
The text tells us about five stages of a project. What is significant about each stage?
Why is a traditional organization chart less useful to a project manager than a functional org chart?
What are the basic options about project management,
regarding the project managers and the managers of the customer's
Regarding the roles of a project manager...
What are work units in a project?
- who should the project manager mentor and motivate?
- what does the project manager generally negotiate for?
- what group probably requires the project manager to act as a diplomat?
Where should work units appear in an LRC? What about the names of people in the customer's organization?
Another version of an LRC is a RACI chart. What do the letters in RACI stand for?
The text talks about two kinds of authority which it refers
to by Latin phrases. Which one means legal authority granted by
ownership or right from an owner?
Which one means authority that derives from knowledge and experience?
In one of the more blame oriented sections of chapter two,
the text makes a distinction between responsibility and accountability.
What is that distinction?
There is an old saying about wanting something done fast,
cheaply, and well. Our text seems to think that we should pick two of
those attributes as out preferred pair. Which two are they?
What is likely to be true about a company that has no
particular use for a project management office? What about a company
that believes it needs one?
What kind of projects does the text tell us that traditional project teams are usually involved with?
What are some of the purposes that non-traditional project teams are used for?
Why would a reengineering team need to know about our customer's business and processes?
What should be communicated regularly to the customer's staff by a reengineering team?
What are some of the characteristics that can determine that a project is a small project?
Which kind of project team is generally more autonomous than the other kinds of teams described in chapter 3?
In what phase does an SMPT team document what its authority and responsibilities are going to be?
What happens in the steady state phase of an SMPT team's evolution?
What seems to be the main purpose of a change management team?
The text lists several common negative reactions to change that a workforce may display. What are they?
In the acceptance phase of change, what is the negative outcome that change management seeks to avoid?