《項(xiàng)目管理》期末考試資料匯總

439261355Chapter1:ModernProjectManagement

Chapter2:OrganizationStrategyandProjectSelection

Chapter3:Organization:StructureandCulture

Chapter4:DefiningtheProject

Chapter7:ManagingRisk

Chapter10:Leadership:BeinganEffectiveProjectManager

Chapter11:ManagingProjectTeams

Chapter12:Outsourcing:ManagingInterorganizational跨組織Relations

Chapter13:ProgressandPerformanceMeasurementandEvaluation

Chapter17:AnintroductiontoAgileProjectManagement

Chapter18:ProjectManagementCareerPaths

1、ModernProjectManagement

Therearepowerfulenvironmentalforcescontributingtotherapidexpansionofproject

managementapproachestobusinessproblemsandopportunities.Aprojectisdefinedasa

nonroutine,one-timeeffortlimitedbytime,resources,andperformancespecifications

designedtomeetcustomerneeds.Oneofthedistinguishingcharacteristicsofproject

managementisthatithasbothabeginningandanendandtypicallyconsistsoffourphases:

defining,planning,executing,andclosing.Effectiveprojectmanagementbeginswithselecting

andprioritizing把…區(qū)分優(yōu).'尤次1：projectsthatsupportthefirm'smissionandstrategy.

Successfulimplementationrequiresbothtechnicalandsocialskills.Projectmanagershaveto

planandbudgetprojectsaswellasorchestrated...配管弦樂曲，使協(xié)調(diào)地結(jié)合在一起，精心安排

thecontributionsofothers.

KeyTerms

Program：Aprogramisagroupofrelatedprojectsdesignedtoaccomplishacommongoal

overanextendedperiodoftime.

Project:Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,or

result.

Projectlifecycle:Thestagesfoundinallprojects—definition,planning,execution,and

delivery.

ProjectManagementProfessional:項(xiàng)!I管理專、也人L資格認(rèn)iiAnindividualwhohasmet

specificeducationandexperiencerequirementssetforthbytheProjectManagementInstitute,

hasagreedtoadheretoacodeofprofessionalconduct,andhaspassedanexamination

designedtoobjectivelyassessandmeasureprojectmanagementknowledge.Inaddition,a

PMPmustsatisfycontinuingcertificationrequirementsorlosethecertification.Chapter

1Outline

1.WhatIsaProject?

Aprojectisatemporaryendeavorundertakentocreateauniqueproduct,service,orresult.

A.WhataProjectIsNot;B.TheProjectLifeCycle;C.TheProjectManager

2.TheImportanceofProjectManagement

A.CompressionoftheProductLifeCycleB.GlobalCompetitionC.KnowledgeExplosion

D.CorporateDownsizingE.IncreasedCustomerFocusF.SmallProjectsRepresentBig

Problems

ProjectManagementToday—AnIntegrativeApproach一個綜合性的方法

A.IntegrationofProjectswiththeStrategicPlan

B.IntegrationwithintheProcessofManagingActualProjects

第一章

1.Theadventofprojectmanagementhasbeenmostprofoundin

AAutomobilemanufacturingBConstructionCInformationtechnologyDTheU.S.

DepartmentofDefenseEFilmmaking

2.Whichofthefollowingisnotconsideredtobeacharacteristicofaproject?

AAnestablishedobjectiveBAclearbeginningandendCComplextasksDOnlyforinternal

useENeverbeendonebefore

3.Fromamongthefollowingactivities,whichisthebestexampleofaproject?

AProcessinginsuranceclaimsBProducingautomobilesCWritingatermpaper

DCompletingacollegedegreeEAllofthesearegoodexamplesofprojects

4.Whichofthefollowingchoicesisnotoneofthestagesofaprojectlifecycle?

AConceptualizingBDefiningCPlanningDExecutingEDelivering

5.Inwhichofthefollowingstagesareprojectobjectivesestablished,teamsformed,andmajor

responsibilitiesassigned?

AConceptualizingBDefiningCPlanningDExecutingEDelivering

6.Inwhichofthefollowingstagesareyoumorelikelytofindstatusreports,manychanges,and

thecreationofforecasts?

AConceptualizingBDefiningCPlanningDExecutingEDelivering

7.Whichofthefollowingchoicesisnotoneofthedrivingforcesbehindtheincreasingdemand

forprojectmanagement?

ACompressionoftheproductlifecycleBKnowledgeexplosionCDevelopmentofthirdworld

andclosedeconomiesDMoreemphasisontheproductandlessonthecustomer

ECorporatedownsizing

8.Projectmanagementisideallysuitedforabusinessenvironmentrequiringallofthefollowing

except

AAccountability對客戶BFlexibility靈活CInnovation創(chuàng)新DSpeed速度ERepeatability可重

復(fù)性

9.Whichofthefollowingisthenumberonecharacteristicthatislookedforinmanagement

candidates?

AOverallintelligenceBWorkswellwithothersCExperience

DPastsuccessesEGoodreferences

10.Acommonruleofthumb拇指，翻閱,示意要求搭車（?般規(guī)律）intheworldofhigh-techproduct

developmentisthatasix-monthprojectdelaycanresultinalossofproductrevenueshareof

___percent.

A10B20C33D45E50

11.Integrationofprojectmanagementwiththeorganizationtakesplacewith發(fā)生與the

AMasterbudgetBStrategyplanCProcessofmanagingactualprojectsDBothbandcare

correctEA,B,andCareallcorrect

12.Whichoftheseisnotpartofthe"technicaldimension"ofprojectmanagement?

AWBSBBudgetsCProblemsolvingDSchedulesEStatusreports

13.Corporatedownsizinghasincreasedthetrendtoward

AReducingthenumberofprojectsacompanyinitiatesBOutsourcingsignificantsegments

分部ofprojectworkCUsingdedicatedprojectteamsDShorterprojectleadtimes

ELongerprojectleadtimes

14.Aseriesofcoordinated,related,multipleprojectsthatcontinueoverextendedIM的I1的,

伸展的timeintendedtoachieveagoalisknownasa

AStrategyBProgramCCampaignDCrusadeEVenture

15.From1994to2009thetrendforprojectslateoroverbudgetwas:

ASignificantlybetterBSlightlybetterCAboutthesame

DSlightlyworseESignificantlyworse

2、OrganizationStrategyandProjectSelection

Multiplecompetingprojects,limitedskilledresources,dispersedvirtualteams分散的虛擬團(tuán)隊(duì),

timetomarketpressures,andlimitedcapitalserve有限的資金服務(wù)asforcesfortheemergenceof

projectportfolio項(xiàng)11組合managementthatprovidestheinfrastructureformanagingmultiple

projectsandlinkingbusinessstrategywithprojectselection.Themostimportantelementofthis

systemisthecreationofarankingsystemthatutilizesmultiplecriteriathatreflectthemission

andstrategyofthefirm.Itiscriticaltocommunicateprioritycriteriatoallorganizational

stakeholderssothatthecriteriacanbethesourceofinspirationfornewprojectideas.

Everysignificantprojectselectedshouldberankedandtheresultspublished.Senior

managementmusttakeanactiveroleinsettingprioritiesandsupportingtheprioritysystem.優(yōu)

先系統(tǒng)Goingaroundtheprioritysystem繞過優(yōu)先系統(tǒng)willdestroyitseffectiveness.Theproject

priorityteam項(xiàng)H優(yōu)先團(tuán)隊(duì)needstoconsistofseasonedmanagers經(jīng)驗(yàn)豐富的管理者whoare

capableofaskingtoughquestions棘手的問題anddistinguishingfactsfromfiction區(qū)分事實(shí)與虛構(gòu).

Resources(people,equipment,andcapital)formajorprojectsmustbeclearlyallocatedandnot

conflictwithdailyoperationsorbecomeanoverloadtask超負(fù)荷的工作.

Thepriorityteamneedstoscrutinize審議significantprojectsintermsofnotonlytheirstrategic

valuebutalsotheirfitwiththeportfolio文件火/yl：?包,作品打，投資組合,大山或)ofprojects

currentlybeingimplemented.Highlyrankedprojectsmaybedeferred一江門liJ〔入H，：出從，

+巴…左托哈他人、oreventurneddowniftheyupsetthecurrentbalanceamongrisks,resources,

andstrategicinitiatives.Projectselectionmustbebasednotonlyonthemerits功:ofthe

specificprojectbutalsoonwhatitcontributestothecurrentprojectportfoliomix目前項(xiàng)目產(chǎn)品組合.

Thisrequiresaholistic<-■approachtoaligningprojectswith配合organizational

strategyandresources.

Theimportanceofaligningprojectswithf-■'organizationstrategycannotbeoverstated.We

havediscussedtwotypesofmodelsfoundinpractice.ChecklistH?modelsareeasyto

developandarejustifiedprimarilyonthebasisofflexibilityacrossdifferentdivisionsand

locations.Unfortunately,questionnairechecklistmodelsdonotallowcomparisonLIofthe

relativevalue(rank)ofalternativeprojectsincontributingtowardorganizationstrategy.The

latteristhemajorreasontheauthorsprefermulti-weightedscoringmodels多力口權(quán)評分模型.

Thesemodelskeepprojectselectionhighlyfocusedonalignmentwith與organization

strategy.Weightedscoringmodelsrequiremajoreffortinestablishingthecriteriasi!：,尺IL準(zhǔn)則

andweights.

KeyTerms

Implementationgap丸行差距：Thelackofconsensus?致，同意,共betweenthegoalssetby

topmanagementandthoseindependentlysetbylowerlevelsofmanagement.Thislackof

consensus儂JLleadstoconfusionandpoorallocationoforganizationresources.

Netpresentvalue：凈現(xiàn)值A(chǔ)minimumdesiredrateofreturndiscount(e.g.,15percent)isused

tocomputepresentvalueofallfuturecashinflowsandoutflows.

Organizationpolitics組織政治:Actionsbyindividualsorgroupsofindividualstoacquire,

develop,andusepowerandotherresourcestoobtainpreferred；打"「；

outcomeswhenthereisuncertaintyordisagreementoverchoices.

Payback:Thetimeittakestopaybacktheprojectinvestment(investment/net

annualsavings投資/每年凈儲蓄).Themethoddoesnotconsiderthetimevalueofmoneyorthe

lifeoftheinvestment.

Prioritysystem優(yōu)先系統(tǒng)：Theprocessusedtoselectprojects.Thesystemusesselected

criteriaforevaluatingandselectingprojectsthatarestronglylinkedtohigher-levelstrategies

andobjectives.

Priorityteam優(yōu)先級隊(duì)：Thegroup(sometimestheprojectoffice)responsibleforselecting,

overseeing,andupdatingprojectpriorityselectioncriteria.

Projectportfolio項(xiàng)日組合：Groupofprojectsthathavebeenselectedforimplementation

balancedbyprojecttype,risk,andrankingbyselectedcriteria.

Projectscreeningmatrix項(xiàng)11篩選矩陣:Amatrixusedtoassessandcomparetherelativevalue

ofprojectsbeingconsideredforimplementation.

Sacredcow圣牛:Aprojectthatisafavoriteofapowerfulmanagementfigure強(qiáng)大的管理圖who

isusuallythechampionfortheproject.

Scenarioplanning情景規(guī)戈U:Astructuredprocessofthinkingaboutfuturepossible

environmentsthatwouldhavepotentialhighimpacttodisruptthewayyoudobusiness做生意,

andthendevelopingpotentialstrategiestocompeteinthesealteredenvironments.

Strategicmanagementprocess戰(zhàn)略管理過程：Strategicmanagementistheprocessof

assessing"whatweare"anddecidingandimplementing"whatweintendtobeandhowweare

goingtogetthere."Chapter2Outline

1.TheStrategicManagementProcess:AnOverview概述

A.FourActivitiesoftheStrategicManagementProcess

2.TheNeedforanEffectiveProjectPortfolioManagementSystem

A.Problem1:TheImplementationGap

B.Problem2:OrganizationalPolitics

C.Problem3:ResourceConflictsandMultitaskng多任務(wù)

3.APortfolioManagementSystem

A.ClassificationoftheProjectB.NonfinancialCriteria

4.ApplyingaSelectionModel應(yīng)用一個選擇模型

A.SourcesandSolicitationofProjectProposals項(xiàng)目建議

B.RankingProposalsandSelectionofProjects

5.ManagingthePortfolioSystem

A.BalancingthePortfolioforRisksandTypesofProjects

6.Summary

7.KeyTerms

8.ReviewQuestions

9.Exercises

10.Case:HectorGamingCompany

11.Case:FilmPrioritization

12.Appendix2.1:RequestforProposal(RFP)

2.2ContractorEvaluationTemplate

1.Whichofthefollowingisnotoneofthecommonlyheardcommentsofprojectmanagers?

AWheredidthisprojectcomefrom?BWhyarewedoingthisproject?CHowcanallthese

projectsbefirstpriority?DWhyisthisprojectsostronglylinkedtothestrategicplan?

EWherearewegoingtogettheresourcestodothisproject?

2.Strategyconsideredtobeunderpurview,'LLI:ofseniormanagement高層管理is

AOldschoolthinkingl”學(xué)校思想？BAnewschoolofmanagementthoughtCNecessaryina

companystructureDBeneficialtotheProjectManagerEDependentoncompanygoals

3.Theintendedoutcomeofstrategy/projectsintegration策略/項(xiàng)目一體化is

AClearorganizationfocusBBestuseofscarceorganizationresourcesCImproved

communicationacrossprojectsanddepartmentsDBothAandCarecorrectEA,B,andCare

allcorrect

4.Projectmanagerswhodonotunderstandtherolethattheirprojectplaysinaccomplishingthe

organization'sstrategytendtomakeallthefollowingmistakesexcept:

AFocusingonlowpriorityproblemsBOveremphasizingtechnologyasanendinandofitselfC

Focusingontheimmediatecustomer直接客戶DTryingtosolveeverycustomerissueEAllthe

abovearelikelymistakes

5.Thetextbookindicatedthatisthemajordimensionofstrategicmanagement.

ARespondingtochangesintheexternalmarketBAllocatingscarceresourcesofthe

organizationCBeatingcompetitiontothemarketDBothaandbarecorrectEBothaandc

arecorrect

6.Whichofthefollowingquestionsdoestheorganization'smissionstatement組織的使命聲明

answer?

AWhatareourlong-termstrategies?BWhatareourlong-termgoalsandobjectives?CHowdo

weoperateintheexistingenvironment?DWhatdowewanttobecome?EAlloftheseare

answeredbythemissionstatement

7.Strategyformulation戰(zhàn)略制定includeswhichofthefollowingactivities?

ADeterminingalternativesBCreatingprofitabilitytargetsCEvaluatingalternatives

DBothaandcarecorrectEA,B,andCareallcorrect

8.Theassessmentoftheexternalandinternalenvironmentsiscalledanalysis

ASWOTanalysisBCompetitiveCIndustryDMarketEStrategic

9.Whichofthefollowingisnotoneoftherequirementsforsuccessfulimplementationof

strategiesthroughprojects?

AAllocationofresourcesBPrioritizingofprojectsCMotivationofprojectcontributors

DAdequateplanningandcontrolsystemsEAllofthesearerequirements

10.Susie'sdepartmentisimplementingmanyprojects.Shefindsherselfstartingandstopping

workononetasktogoandworkonanothertask,andthenreturntotheworkontheoriginal

task.Susieisexperiencing

APoorschedulingBExcessworkburdenCFlexibletaskingDMultitasking多任務(wù)EBurnout倦

盡

11.Projectselectioncriteriaaretypicallyclassifiedas:

AFinancialandnon-financialBShort-termandlong-termCStrategicandtactical戰(zhàn)術(shù)

DRequiredandoptionalECostandschedule

12.Whichofthefollowingisnotoneoftheclassifications分類forassessingaprojectportfolio?

ASacredcow圣牛BBread-and-butterCPearls珍珠DOysters牡蠣EWhiteelephants

?啥意思

13.Whichofthefollowingisthereason(s)whyprojectmanagersneedtounderstandtheir

organization'smissionandstrategy?

ATomakeappropriatedecisionsandadjustmentsBTobeeffectiveprojectadvocatesCTobe

abletogettheirjobdoneDBothAandBarecorrectEA,B,andCareallcorrect

14.Whichofthefollowingisnottrueofmulti-weightedscoringmodels?

AWillincludequantitativecriteriaBWillincludequalitativecriteriaCcriterionisassigneda

weightDProjectswithhigherscoresareconsideredmoredesirableEAlloftheabovearetrue

15.Whichofthefollowingisacommonmulticriteria多標(biāo)準(zhǔn)selectionmodel?

AChecklist清單BNetPresentValue凈現(xiàn)值CWeightedcriteriamodel模型力「權(quán)標(biāo)準(zhǔn)DBothAand

Carecorrect

EAllofthesearecommonmulticriteriaselectionmodels

3、Organization:StructureandCulture

Thischapterexaminedtwomajorcharacteristicsoftheparentorganizationthataffectthe

implementationandcompletionofprojects.Thefirstistheformalstructureoftheorganization

andhowitchoosestoorganizeandmanageprojects.Althoughtheindividualprojectmanager

mayhaveverylittlesayastohowthefirmchoosestomanageprojects,heorshemustbeable

torecognizetheoptionsavailableaswellastheinherentt1'內(nèi)勺strengthsand

weaknessesofdifferentapproaches.

Threebasicprojectmanagementstructuresweredescribedandassessedastotheir

weaknessesandstrengths.Onlyunderuniquecircumstancescanacasebemadefor

managingaprojectwithinthenormalfunctionalhierarchy.Whenthinkingonlyinterms

ofwhatisbestfortheproject,thecreationofanindependentprojectteamisclearlyfavored.

However,themosteffectiveprojectmanagementsystemappropriatelybalancestheneedsof

theprojectwiththoseoftheparentorganization.Matrixstructures矩陣結(jié)構(gòu)emergedoutofthe

parentorganization'sneedtosharepersonnelandresourcesacrossmultipleprojectsand

operationswhilecreatinglegitimateprojectfocus合法的重點(diǎn)項(xiàng)IJ.Thematrixapproachisahybrid

;'(■小物，雜種，混血.兒organizationalformthatcombineselementsofboththefunctionalandproject

teamformsinanattempttorealizetheadvantagesofboth.

Thesecondmajorcharacteristicoftheparentorganizationthatwasdiscussedinthischapteris

theconceptoforganizationalculture.OrganizationalcultureisthepatternQ式.兇東,也范，式杵of

beliefsandexpectationssharedbyanorganization'smembers.Cultureincludesthebehavioral

norms,customs,sharedvalues乂同的價侑!,andthe"rulesofthegame"forgettingalongand

gettingaheadwithintheorganization.Itisimportantforprojectmanagerstobe"culture

sensitive"sothattheycandevelopappropriatestrategiesandresponsesandavoid

violatingkeynormsthatwouldjeopardize危V,住處「危心境JV影/theireffectivenesswithinthe

organization.

Theinteractionbetweenprojectmanagementstructureandorganizationalcultureisa

complicatedone.Wehavesuggestedthatincertainorganizations,cultureencouragesthe

implementationofprojects.Inthisenvironmenttheprojectmanagementstructureusedplaysa

lessdecisiveroleinthesuccessoftheproject.Conversely相反同，forotherorganizationsin

whichtheculturestressesinternalcompetitionanddifferentiationH'J,分化,變片,［：,

justtheoppositemaybetrue.Theprevailingnorms,customs,andattitudesinhibit

effectiveprojectmanagement,andtheprojectmanagementstructureplaysamore

decisiveroleinthesuccessfulimplementationofprojects.Ataminimum,underadversecultural

conditions,theprojectmanagerneedstohavesignificantauthorityovertheprojectteam;under

moreextremeconditionsfirmsshouldusededicatedprojectteamstocompletecriticalprojects.

Inbothcases,themanagerialstrategyshouldbetoinsulate付projectworkfromthe

dominantculturesothatamorepositive"subculture"canemergeamongprojectparticipants.

Theprojectmanagementstructureoftheorganizationandthecultureoftheorganizationare

majorelementsoftheenvironmentinwhichaprojectisinitiated計(jì)始.創(chuàng)始，啟蒙,介絹加入.創(chuàng)始人

新力口入的.啟蒙的Subsequentchapterswillexaminehowprojectmanagersandprofessionals

workwithinthisenvironmenttosuccessfullycompleteprojects.

KeyTerms

BalancedmatrixAmatrixstructureinwhichtheprojectmanagerandfunctionalmanagers

shareroughlyequalauthorityovertheproject.Theprojectmanagerdecideswhatneedstobe

done;functionalmanagersareconcernedwithhowitwillbeaccomplished.

Dedicatedprojectteam專門的項(xiàng)目團(tuán)隊(duì)Anorganizationalstructureinwhichallofthe

resourcesneededtoaccomplishaprojectareassignedfulltimetotheproject.

MatrixAnyorganizationalstructureinwhichtheprojectmanagersharesresponsibilitywith

thefunctionalmanagersforassigningWh：.手，一prioritiesandfordirectingthe

workofindividualsassignedtotheproject.

OrganizationalcultureAsystemofsharednorms,beliefs,values,andassumptionsheldby

anorganization'smembers

Asocialphenomenoninwhichprojectmembersexhibitinappropriatelyintense

loyaltytotheproject.

Projectizedorganization項(xiàng)目化組織Amulti-projectorganizationinwhichprojectmanagers

havefullauthoritytoassignprioritiesanddirecttheworkofpersonsassignedtotheirproject

ProjectofficeAcentralizedunitwithinanorganizationordepartmentthatoverseesand

improvesthemanagementofprojects.

StrongmatrixAmatrixstructureinwhichtheprojectmanagerhasprimarycontrolover

projectactivitiesandfunctionalmanagerssupportprojectwork.

WeakmatrixAmatrixstructureinwhichfunctionalmanagershaveprimarycontrolover

projectactivitiesandtheprojectmanagercoordinatesprojectwork.Chapter3Outline

1.ProjectManagementStructures

A.OrganizingProjectswithintheFunctionalOrganizationB.OrganizingProjectsasDedicated

Teams專門小組C.ProjectizedOrganizationD.OrganizingProjectswithinaMatrix

ArrangementE.DifferentMatrixFormsi.Weakmatrixii.Balancedmatrixiii.Strong

matrix

2.WhatIstheRightProjectManagementStructure?

A.OrganizationConsiderations組織事項(xiàng)B.ProjectConsiderations項(xiàng)目的注意事項(xiàng)

3.OrganizationalCulture

A.WhatIsOrganizationalCulture?B.IdentifyingCulturalCharacteristics

4.ImplicationofOrganizationalCultureforOrganizingProjects

5.Summary

6.KeyTerms

7.ReviewQuestions

8.Exercises

9.Case:MossandMcAdamsAccountingFirm

10.Case:ORIONSystems(A)and(B)

1.Organizationalcultureisbestexplainedasorganizational組織人格

APersonalityBHierarchyCReportingrelationshipsDBackgroundEManagementstyle

2.Agoodprojectmanagementsystemprovidesfordefiningtheinterface2而，接Ibetweenthe

projectteamandtheorganizationinallthefollowingareasexcept

AAuthorityBAllocationofresourcesCDevelopmentofprojectteammembersDIntegration

oftheprojectintotheorganizationEAlloftheseareprovided

3.Whichofthefollowingisanadvantageofafunctionalprojectmanagementorganization?

AMaximumflexibilityintheuseofstaffBGoodintegrationacrossfunctionalunits各職能單位

CShorterprojectduration項(xiàng)目持續(xù)時間較短DStrongmotivationofprojectteammembers

EAlloftheseareadvantages

4.MegaComputers,Inc.hasassignedaprojectmanagerforeachofthefivenew-product

teams.Themanagersaswellastheprojectteammembersworkontheprojectsonafull-time

basis.在全職Thestructurebeingusedisorganization.

AFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEProject

5.Elizabethisconsideringhowtostructureaprojectteamthatwillnotdirectlydisruptongoing

operations.擾亂日常運(yùn)營Theprojectneedstobedonequicklyandahighlevelofmotivation

willbeneededinordertodothat.Forthissituation,theorganizationwouldbethebest

choice.

AFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEProject

6.Aprojectmanagementsystemprovidesaframeworkforlaunchingandimplementingproject

activitieswithinaorganization.

AMatrixBBalancedCWeakDSponsorEParent

7.Inwhichofthefollowingisthebalanceofauthoritystronglyinfavorofthefunctional

managers?

AWeakmatrixBBalancedmatrixCStrongmatrixDStrongEBothCandDarecorrect

8.Matrixmanagementviolatesthemanagementprincipleof

ASpanofcontrolBUnityofcommandCParityprincipleDEmpowerment

EAllofthesemanagementprinciples

9.Theprojectstructurethatisrankedasleasteffectiveisorganization.

AFunctionalBBalancedmatrixCWeakmatrixDStrongmatrixEProject

10.Fromthelistbelow,whichisnotaprimarycharacteristicoforganizationculture?

AControlBTeamemphasisCHistoryDConflicttoleranceERisktolerance風(fēng)險(xiǎn)承受能力

11.Whoisresponsiblefordetermininghowtaskswillbedoneinamatrixprojectmanagement

structure?

AThefunctionalmanagerBTheprojectmanagerCBothareresponsibleDThisisnopattern

ofwhotakesENoneofthesearetrue

12.TheMacintoshdevelopmentteamatAppleisagoodexampleofwhatkindofproject

structure?

AProjectBBalancedMatrixCProjectMatrixDFunctionalMatrixEFunctional

13.TheOrganizationalCultureDiagnosisWorksheet表classifiesculturalcharacteristicsintoall

ofthefollowingexcept:

APhysicalcharacteristicsBPublicdocumentsCBehaviorDFolklore民俗學(xué)EEthics

14.Whichofthefollowingisnotoneofthetypicalformsofaprojectmanagementoffice?

ACommandcenter命令中心BControltower控制塔CResourcepool資源池

DWeatherstation氣象站EAllofthesearetypicalformsofaprojectmanagementoffice

15.Whichofthefollowingculturalcharacteristicsrelatestothedegreetowhichmanagement

focusesonoutcomesratherthanontechniquesandprocessesusedtoachievethoseresults?

ARisktolerance風(fēng)險(xiǎn)承受能力BRewardcriteria獎勵標(biāo)準(zhǔn)CConflicttolerance沖突容忍DMeans

versusendorientation手段與最終方向

EOpen-systemsfocus開放式系統(tǒng)的重再

4.DefiningtheProject

Theprojectscopedefinition,priorities,andbreakdownstructurearethekeystonearlyevery

aspectofmanagingtheproject.Thescopedefinitionprovidesfocusandemphasisontheend

item(s)oftheproject.Establishingprojectprioritiesallowsmanagerstomakeappropriate

trade-offdecisions.Thestructurehelpsensurealltasksoftheprojectareidentifiedand

providestwoviewsoftheproject—oneondeliverablesandoneonorganizationresponsibility.

TheWBSavoidshavingtheprojectdrivenbyorganizationfunctionorbyafinancesystem.The

structureforcesattentiontorealisticrequirementsofpersonnel,hardware,andbudgets.Useof

thestructureprovidesapowerfulframeworkforprojectcontrolthatidentifiesdeviationsfrom

plan,identifiesresponsibility,andspotsareasforimprovedperformance.No

well-developedprojectplanorcontrolsystemispossiblewithoutadisciplined,structured

approach.TheWBS,OBS,andcostaccountcodes成本1WHprovidethisdiscipline.The

WBSwillserveasthedatabasefordevelopingtheprojectnetworkwhichestablishesthetiming

ofwork,people,equipment,andcosts.

Insmallprojectsresponsibilitymatricesmaybeusedtoclarifyindividualresponsibility.

Clearlydefiningyourprojectisthefirstandmostimportantstepinplanning.Theabsenceofa

clearlydefinedprojectplanconsistentlyshowsupasthemajorreasonforprojectfailures.

WhetheryouuseaWBSorresponsibilitymatrixwilldependprimarilyonthesizeandnatureof

yourproject.Whatevermethodyouuse,definitionofyourprojectshouldbeadequatetoallow

forgoodcontrolastheprojectisbeingimplemented.Follow-upwithaclearcommunicationplan

forcoordinatingandtrackingprojectprogresswillhelpkeepimportantstakeholdersinformed

andavoidsomepotentialproblems.

KeyTerms

Costaccount或本Acontrolpointofoneormoreworkpackagesusedtoplan,

schedule,andcontroltheproject.Thesumofalltheprojectcostaccounts

representsthetotalcostoftheproject.

MilestoneAneventthatrepresentssignificant,id