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WorksheetsProject Planning and Scheduling Revision Ch2
Total questions: 23
Worksheet time: 12mins
The 5 stages of the traditional project management approach are:
Initiation, planning, executing, monitoring and closure
Initiation, projection, constraints, execute and closure
introduction, planning, assumption, marketing and closure
Initiation, partnering, executive, managing reporting and closure
The fifth traditional project management approach is Closing is defined as
the formal acceptance of the outcomes and the administrative and other formal activities being performed to release the product to the client after thorough testing.
phase is the verification and validation of activities, their sequence and timelines to be in line with the project plan. The quality of activities is also important.
consists of the activities working together with the
project plan to meet the deadlines of different milestones
is to plan time, costs and resources for the development of the project, along with risk planning to engage uncertainties
The fourth traditional project management approach is monitoring and controlling is defined as
the formal acceptance of the outcomes and the administrative and other formal activities being performed to release the product to the client after thorough testing.
phase is the verification and validation of activities, their sequence and timelines to be in line with the project plan. The quality of activities is also important.
consists of the activities working together with the
project plan to meet the deadlines of different milestones
is to plan time, costs and resources for the development of the project, along with risk planning to engage uncertainties
The third traditional project management approach is executing is defined as
the formal acceptance of the outcomes and the administrative and other formal activities being performed to release the product to the client after thorough testing.
phase is the verification and validation of activities, their sequence and timelines to be in line with the project plan. The quality of activities is also important.
consists of the activities working together with the
project plan to meet the deadlines of different milestones
is to plan time, costs and resources for the development of the project, along with risk planning to engage uncertainties
The second traditional project management approach is planning and design is defined as
the formal acceptance of the outcomes and the administrative and other formal activities being performed to release the product to the client after thorough testing.
phase is the verification and validation of activities, their sequence and timelines to be in line with the project plan. The quality of activities is also important.
consists of the activities working together with the
project plan to meet the deadlines of different milestones
is to plan time, costs and resources for the development of the project, along with risk planning to engage uncertainties
__________ ____________ approach assumes that at least one constraint is likely to hinder projects that use complex processes and a large number of cross-functional teams
(a)
(a) project approach is suitable for projects that handle dynamic situations such as changing customer requirements
(a) chain project approach where a single constraint can create a chain of constraints that severely impede a project
_____________ ____________ an optimal way currently recognised by industry to achieve a stated goal or objective
(a)
Name two project strategies
Operational
Functional
Executing
Reporting
Select what is in a preliminary project scope
Project Description
Project Purpose
Project Objective
Project Deliverables
PBS stands for
product breakdown structure
project breakdown structure
producer breakdown structure
product break through structure
WBS stands for
work breakdown structure
work break through structure
wonder breakdown structure
wander breakdown structure
Scope (a) measures to control the changes to the project scope.
Scope (a) to decide how the scope will be defined, verified and controlled
The project triangle illustrates the process of balancing
constraints because the three sides of the triangle are connected, and changing one side of a triangle affects at least one other side. An example of constraint balance is
If you cannot increase the budget, you might need to reduce the scope, because the resources you have cannot complete all of the planned work in less time
If the duration of a project schedule increases, you may need to eliminate the budget.
If the resources of a project schedule leave, you may need to cancel the project
(a) is subdividing the project deliverables into smaller and more manageable pieces
A work package is a task at the (a) level of the WBS
Decomposition of project scope generally involves the following activities:
Decompose the upper WBS levels into lower level detailed components
Identify each work package and WBS components with unique code
The number of levels in the WBS need not be same for all deliverables
Project management principles are
success principle
commitment principle
process principle
institute principle
The (a) logic answers the why-how questions, also
referred to as objectives-strategy
The (a) logic deals with measures of results and
assumptions, the if-then relationships
The WBS dictionary is often termed the
work package description
work project description
written project description
