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ISQS Flamm Test #3 | 146 Questions And Answers With Verified Solutions
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ISQS Flamm Test #3 | 146 Questions And Answers With Verified Solutions
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ISQS Flamm Test #3 | 146 Questions And AnswersWith Verified Solutions
a project - ANSWER has an objective and goal; takes time and consumes
resources; definite start and stop date; includes diff activities and tasks; based
upon personal integrity and ethics; can be external or internal
precedence relationships - ANSWER activities in a project where one activity
feeds the next, like an assembly line
5 parts of project management - ANSWER 1. define - clearly understand the
goal of project; feasibility analysis
2. plan - determine steps needed and completion dates
3. organize - coordinate the resources
4. control - assess status reports and changes to baselines
5. close - statistics and making sure "lessons are learned"
project stakeholders - ANSWER people involved-in or affected by project
activities
-customers, users, opponents, project sponsor, team, support staff, suppliers
if people in your company oppose a project, make sure to keep them updated as it
might change their mind or provide a new perspective - ANSWER why bother
with opponents?
true - ANSWER it is extremely tough to make a project successful
,16% successful
50% in recovery
34% outright failures - ANSWER Standish group studied the prevalence of
project failure
executive management support bc they have the potential to curve project issues
- ANSWER what is the key item to make sure everything will turn out okay?
estimating how long things will take; half of projects failures are tied to poor
estimates - ANSWER what's the main problem within projects?
matrix management problem - ANSWER companies will have traditional
departments (marketing, operations, finance) and the project manager will take
one person from each department to have expertise on their subject during the
project. the problem will arise when the department manager has nobody to do
that job from the elected employee that previously did it, causing the different
managers to argue.
scope creep - ANSWER this often expands as you begin working; people see
things close by that they can fix and then try to do that as well as the initial
problem; someone could be working on a specific task and find another issue and
instead of just working on their task, they move to accumulate more tasks
ex: cleaning your room
upper management commitment - ANSWER what is arguably most important
for the success of a project?
,project team member - ANSWER energetic, good communicator, good listen,
star performer, but NOT perfectionist (bc they take too long bc its never good
enough), possess technical expertise, making continuous improvement, doesn't
make promises to customers
4 key skills of project manager - ANSWER 1. bias towards task completion
2. technical and administrative credibility
3. interpersonal and political sensitivity
4. leadership ability (good coaches/ communicators)
ask questions!
"why did you say that?"
"what do we do when I'm not able to finish this in 2 weeks?" - ANSWER if your
the project manager and one of your employees tells the customer it'll be done in
2 weeks instead of 4, what do you do?
Lesson: Flamm should've built agreements and consensus with all these people to
get the machines installed correctly and get them running - ANSWER at
hydride, Flamms first big project was to buy 5 numerically machines. warehouse
calls him and tells him that the machines have come in. flamm thought his project
was over bc he got the machines. 5 weeks later theyre still sitting there. What
should've flamm actually done? Flamm should've followed up and made a plan of
what to do when the machines were gonna arrive. He should've talked to
warehouse, maintenance, and all the workers in the supply chain like the
production supervisors.
ethical issues - ANSWER 1. offers of gifts from contractors
2. pressure to alter status reports to mask delays
, 3. false reports for charges of time and expenses
4. pressure to compromise quality to meet schedule
ethical issue example about accepting gifts - ANSWER Flamm worked at Hydril.
They wanted a process to coat the rams on blowout preventers so they wouldn't
rust and get shut. The guy they bought the chemicals from would hit up flamm to
go out to a bar and would buy drinks and dinner. Flamm was having fun getting
free stuff. After awhile it got out of hand and this guy asked flamm if he needed a
new suit and if he needs anything else. At that point flamm noticed he put himself
in a bad position. So if flamms company decided to switch chemical companies
then the rich guy would go to flamms boss and tell him what all hes given him.
Don't accept gifts except like food and drinks. have a handbook about what to
accept/reject from vendors!!
rules of engagement for beneficial team behaviors; ICU Medical ground rules for
employee teams - ANSWER 1. challenge the issue, not the person
2. consider all options
3. stand up for your position, but never argue against the facts
4. allow yourself to consider opposing views
5. lose the words "I" and "they" once a decision is reached
1. unrealistic due dates
2. unproven technology (MOST LIKELY)
3. too many changes/lack of comm.
4. resources not available/supplier probs
5. unrealistic budget and deadlines - ANSWER why do most projects fail?
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