IENG 445 Final Chs.12,14,17 + PMBOK 100% Verified
BATNA - Best alternative to a Negotiated Agreement - ANSWER the best defense
against unreasonable, win/lose negotiators. Gives you the power to walk away and say,
"No deal unless we work toward a win/win scenario." Reflects how dependent you are
on the other party.
Strong BATNA - ANSWER negotiating price and delivery dates and can choose from a
number of reputable suppliers.
Poor BATNA - ANSWER only one vendor who can supply you with specific, critical
material on time.
Negotiating is an - ANSWER art.
Co-location - ANSWER One of the best ways to overcome interorganizational friction is
to have people from each organization working side by side on the project. Smart
companies rent or make available the necessary accommodations so that all key project
personnel can work collectively together.
Escalation - ANSWER is the major control mechanism to handle and resolve problems.
The principle is that problems should be resolved at the lowest level within a set time
limit say 24 hours or they are "_________" to the next level of management.
Met-expectations model - ANSWER A simple but useful way of viewing customer
satisfaction.
Customer is dissatisfied - ANSWER When performance falls short of expectations, that
is, ratio < 1
,Customer is satisfied - ANSWER If the performance matches expectations, that is, ratio
=1
Customer is very satisfied or even delighted - ANSWER If the performance exceeds
expectations, that is, ratio > 1
Outsourcing - ANSWER this term has traditionally been applied to the transferring on
business functions or processes, for example, customer support, IT, accounting to
other, often foreign companies.
Partnering charter - ANSWER the team-building sessions often culminate the creation of
this document signed by all of the participants. This _________ states their common goals
for the project as well as procedures that will be used to achieve these goals.
Principled negotiation - ANSWER When veteran project managers do the best they can
to merge individual interests with what is best for the project and come up with effective
solutions to problems. It emphasizes developing win/win solutions while protecting
yourself against those who could take advantage of your forthrightness.
Procurement Management Process - ANSWER 1. Planning purchases and acquisitions
2. Planning contracting
3. Requesting seller responses
4. Selecting sellers
5. Administering the contract
6. Contract close-out
Contract - ANSWER a legally binding agreement between two parties where the
contractor binds itself to provide a service and the client binds itself to do something in
return.
Fixed-Price (FP) Contract or Lump-sum Agreement - ANSWER the contractor with the
lowest bid agrees to do all work specified in the contract at a fixed price.
, Cost-plus Contract - ANSWER the contractor is reimbursed for all direct allowable costs
(materials, labor, travel) plus an additional prior-negotiated fee-set as a percentage of
the total costs-to cover overhead and profit.
Contract Change Control System - ANSWER defines the process by which a contract's
authorized scope (costs and activities) may be modified.
Lessons learned-ANSWER represent an analysis carried out during and shortly after the
project life cycle. They attempt to capture positive and negative project learning.
Performance reviews generally fulfill two important functions. The first is developmental
in nature: the focus is on identifying individual strengths and weaknesses and
developing action plans for improving performance. The second is evaluative in nature
and involves assessing how well the person has performed in order to determine salary
or merit adjustments.
The two functions of a performance review are not - ANSWER compatible.
The project closure would include the wrapping up of the project, evaluation of
performance, management of the project, and retrospectives.
Wrapping up of the project - The major wrap-up task is to ensure that the project is
approved and accepted by the customer.
The evaluation of performance and the management of the project would include -
Evaluation includes team performance, individual team member's performance, and the
project manager performance. Vendors and customer may provide external input.
Retrospectives (Project Closure) - ANSWER ____________ of lessons learned are
designed to improve performance on current and future projects. Today, most _________
are the responsibility of an independent facilitator.
BATNA - Best alternative to a Negotiated Agreement - ANSWER the best defense
against unreasonable, win/lose negotiators. Gives you the power to walk away and say,
"No deal unless we work toward a win/win scenario." Reflects how dependent you are
on the other party.
Strong BATNA - ANSWER negotiating price and delivery dates and can choose from a
number of reputable suppliers.
Poor BATNA - ANSWER only one vendor who can supply you with specific, critical
material on time.
Negotiating is an - ANSWER art.
Co-location - ANSWER One of the best ways to overcome interorganizational friction is
to have people from each organization working side by side on the project. Smart
companies rent or make available the necessary accommodations so that all key project
personnel can work collectively together.
Escalation - ANSWER is the major control mechanism to handle and resolve problems.
The principle is that problems should be resolved at the lowest level within a set time
limit say 24 hours or they are "_________" to the next level of management.
Met-expectations model - ANSWER A simple but useful way of viewing customer
satisfaction.
Customer is dissatisfied - ANSWER When performance falls short of expectations, that
is, ratio < 1
,Customer is satisfied - ANSWER If the performance matches expectations, that is, ratio
=1
Customer is very satisfied or even delighted - ANSWER If the performance exceeds
expectations, that is, ratio > 1
Outsourcing - ANSWER this term has traditionally been applied to the transferring on
business functions or processes, for example, customer support, IT, accounting to
other, often foreign companies.
Partnering charter - ANSWER the team-building sessions often culminate the creation of
this document signed by all of the participants. This _________ states their common goals
for the project as well as procedures that will be used to achieve these goals.
Principled negotiation - ANSWER When veteran project managers do the best they can
to merge individual interests with what is best for the project and come up with effective
solutions to problems. It emphasizes developing win/win solutions while protecting
yourself against those who could take advantage of your forthrightness.
Procurement Management Process - ANSWER 1. Planning purchases and acquisitions
2. Planning contracting
3. Requesting seller responses
4. Selecting sellers
5. Administering the contract
6. Contract close-out
Contract - ANSWER a legally binding agreement between two parties where the
contractor binds itself to provide a service and the client binds itself to do something in
return.
Fixed-Price (FP) Contract or Lump-sum Agreement - ANSWER the contractor with the
lowest bid agrees to do all work specified in the contract at a fixed price.
, Cost-plus Contract - ANSWER the contractor is reimbursed for all direct allowable costs
(materials, labor, travel) plus an additional prior-negotiated fee-set as a percentage of
the total costs-to cover overhead and profit.
Contract Change Control System - ANSWER defines the process by which a contract's
authorized scope (costs and activities) may be modified.
Lessons learned-ANSWER represent an analysis carried out during and shortly after the
project life cycle. They attempt to capture positive and negative project learning.
Performance reviews generally fulfill two important functions. The first is developmental
in nature: the focus is on identifying individual strengths and weaknesses and
developing action plans for improving performance. The second is evaluative in nature
and involves assessing how well the person has performed in order to determine salary
or merit adjustments.
The two functions of a performance review are not - ANSWER compatible.
The project closure would include the wrapping up of the project, evaluation of
performance, management of the project, and retrospectives.
Wrapping up of the project - The major wrap-up task is to ensure that the project is
approved and accepted by the customer.
The evaluation of performance and the management of the project would include -
Evaluation includes team performance, individual team member's performance, and the
project manager performance. Vendors and customer may provide external input.
Retrospectives (Project Closure) - ANSWER ____________ of lessons learned are
designed to improve performance on current and future projects. Today, most _________
are the responsibility of an independent facilitator.
