Project Management – Ch. 14

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The following are general tips for conducting performance reviews EXCEPT

a. Begin the process by asking the individual to evaluate his or her own contributions to the project.
b. Use other team members’ performance as a method to compare and evaluate.
c. When you have to be critical, focus the criticism on specific examples of behavior and not on the individual personally.
d. Be fair and consistent in your treatment of all team members.
e. Treat the review as only one point in an ongoing process.


The following are distinguishing characteristics of retrospectives methodology EXCEPT

a. It establishes in-process learning gates during the project life cycle.
b. Reviews cannot be linked to percent complete.
c. It uses an independent facilitator.
d. An owner, typically a team member, is assigned.
e. A repository is developed that is easy to use.


Because of circumstances beyond the control of the project team, many projects are easy for a review group to close down. This type of project closure is called

a. Changed priority.
b. Premature.
c. Perpetual.
d. Failed project.
e. Normal.


Which part of the final report is designed to be the most useful on future projects?

a. Appendix
b. Recommendations
c. Review and analysis
d. Lessons learned
e. Executive summary


Which part of the final report includes backup data or details of analysis that would allow others to follow up if they wished?

a. Review and analysis
b. Recommendations
c. Executive summary
d. Lessons learned
e. Appendix


Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Which of the following would NOT be one of those conditions?

a. Individual, team responsibilities and performance standards are known by all team members
b. Individuals have the skill set necessary to successfully complete the project
c. Evaluation criteria beyond time, cost and specifications has been established
d. Standards for measuring performance exist
e. Rewards are adequate


When a project starts with a high priority but it is canceled because its rank erodes or crashes during its project life cycle. This is an example of what type of project closure?

a. Premature
b. Changed priority
c. Failed project
d. Perpetual
e. Normal


Which of the following is NOT a wrap-up closure activity that might be found on a checklist?

a. Creating a final report
b. Getting delivery acceptance from the customer
c. Reassigning project team members
d. Closing accounts and seeing all bills are paid
e. Evaluation of team performance


Which of the following summarizes project performance and provides useful information for continuous improvement?

a. Project summary
b. 360-degree feedback
c. Team evaluation
d. Customer acceptance
e. The final report


Project closures can fall into all of the following categories EXCEPT

a. Successful.
b. Failed.
c. Perpetual.
d. Premature.
e. Changed priority.


Which of the following would NOT be appropriate to assess when evaluating team performance?

a. How well the team performed in terms of time, cost, and specifications
b. Trust among group members
c. Effectiveness of group decisions
d. Customer satisfaction with project deliverables
e. Individual strengths and weaknesses


A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and aids in the development of a follow-up action plan with goals and accountability is a(n)

a. Project sponsor.
b. Owner.
c. Project facilitator.
d. Project manager.
e. Mediator.


The content of the final report typically includes the following topics EXCEPT

a. Executive summary.
b. Recommendations.
c. Review and analysis.
d. Lessons learned.
e. Team reviews.


The most common circumstance for project closure is simply a ________ project.

a. Completed
b. Overdue
c. Underachieving
d. Successful
e. Over-budget


Performance appraisals generally fulfill two functions. The first is to identify individual strengths and weaknesses and to develop action plans for improving performance. The second involves salary or merit adjustments. Why should these two functions be addressed at different times?

a. If employees are upset over a salary adjustment, they will more willing to listening to ways they can improve
b. Employees are so eager to learn about a potential raise that they tend to tune out constructive feedback
c. It is too much information to discuss at once
d. Managers tend to spend too much time talking about how the employee can improve his or her performance and not on justifying the salary adjustment
e. If the manager is giving employees good news regarding their salary adjustment, they will not have to discuss the employees’ strengths and weaknesses


__________ of lessons learned are designed to improve performance on current and future projects.

a. Culminations
b. Evolutions
c. Introspectives
d. Corrective action plans
e. Retrospectives


When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure.

a. Failed project
b. Normal
c. Premature
d. Changed priority
e. Perpetual


More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with a multi-rater appraisal called

a. Team evaluation survey.
b. Management by objectives.
c. The 360-degree feedback.
d. Critical incidences review.
e. Retrospectives.


An analysis carried out during and shortly after the project life cycle that attempts to capture positive and negative learning is represented in which of the following?

a. Strategic objectives
b. Scenario analysis
c. Performance evaluation
d. Variance analyses
e. Lessons learned


The purpose of project evaluation is to assess how well

a. The project team, team members and project manager performed.
b. The project manager performed.
c. The project team and team members performed.
d. The project team performed.
e. The team members performed.


Which of the following is NOT a role of the closure facilitator?

a. Use several questionnaires as a starting point to conduct the post-project retrospective
b. Get delivery acceptance from the customer
c. Elicit a 360-degree view and input from all stakeholders to create a more complete picture of project issues
d. Lead the team in exploring new ways for solving problems
e. Create an environment in which stakeholders feel safe to provide input


In organizations where projects are managed within a ____________, the team member’s area manager, not the project manager, is responsible for assessing performance.

a. Functional organization
b. Project organization
c. Flat organization
d. Matrix organization
e. Strong organization


The typical mechanism for the evaluation of teams is normally

a. A survey completed by the internal or external customers.
b. A survey completed by members of top management.
c. An analysis by an outside consultant.
d. A survey completed by the team members.
e. A personal interview of each team member.


The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT

a. Teams get little direction or support after lessons are reported.
b. Lessons learned are being used across different locations.
c. The organizational culture doesn’t support the effort that it takes to capitalize on lessons learned.
d. Lack of time.
e. Lessons learned often degenerate into blame sessions.


Each retrospective is assigned a(n) _________, typically a team member who is very interested in and familiar with the retrospective. This individual will serve as the contact point for anyone needing information relating to the

a. Mediator
b. Project manager
c. Project facilitator
d. Owner
e. Project sponsor


Which part of the final report presents major improvement actions that should be made?

a. Appendix
b. Review and analysis
c. Lessons learned
d. Recommendations
e. Executive summary


Which part of the final report highlights the key findings and facts relating to the project implementation?

a. Review and analysis
b. Appendix
c. Executive summary
d. Recommendations
e. Lessons learned


Which part of the final report examines in detail the underlying causes of problems, issues, and successes relative to the project and includes concise, factual review statements of the project?

a. Lessons learned
b. Recommendations
c. Appendix
d. Executive summary
e. Review and analysis


It is imperative that the closure facilitator possess the following characteristics EXCEPT

a. Has respect for senior management and other project stakeholders.
b. Has direct involvement or direct interest in the project.
c. Is perceived as impartial and fair.
d. Is perceived as having the best interests of the organization in making decisions.
e. Is willing to listen.


This type of closure occurs when the project may never seem to end. At some point the review group should recommend methods for bringing final closure to this type of project. This is considered to be ___________ closure.

a. Normal
b. Perpetual
c. Changed priority
d. Failed project
e. Premature


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