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AMP PMQ Flashcards

1
Q

Project

A

A unique, transient endeavour, undertaken to bring about change and achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.

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2
Q

Project objectives

A

The aim is to deliver clearly defined outputs to an internal or external client, who will use them to deliver desired outcomes and benefits.

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3
Q

Project management

A

The application of processes, methods, knowledge, skills and experience to achieve specific objectives for change.

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4
Q

Project constraints

A

Time, cost, quality

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5
Q

Programme

A

A unique, transient, strategic endeavour undertaken to achieve beneficial change and incorporating a group of releated projects and BAU activities.

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6
Q

Programme management

A

The coordinated management of projects and BAU activities to achieve beneficial change. (More about strategic benefits, cross-organiational boundaries.)

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7
Q

Portfolio

A

A collection of projects and/or programmes and BAU, used to structure and manage investments at an organisational or functional level, to optimise strategic benefits or operational efficiency.

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8
Q

Portfolio management

A

The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver.

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9
Q

Project context

A

A collectie term for the governance and setting of a project. Including internal and external influences.

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10
Q

PESTLE

A

Highlights aspects of the world and your organisation that can influence and impact the need for change.
P - Political (wider and within the organisation)
E - Economic (micro, macro, supra-macro)
S - Social (local community)
T - Technological (tech content)
L - Legal
E - Environmental (physical surroundings of project)

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11
Q

Project life cycle

A

The inter-related phases of a project, programme or portfolio; provides a strucutre for governing the progression of work.

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12
Q

Phase (project life cycle)

A

A sub-division of a project life cycle, e.g. concept, definition, etc.

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13
Q

Stage (project life cycle)

A

A sub-division of the development phase of a project, created to facilitate approval gates at suitable points in the life cycle.

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14
Q

Linear life cycle

A 
Concept
Definition
Development
Handover and Closure
Benefits Realisation
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15
Q

Review

A

A critical evaluation of a deliverable, business case or project management process, e.g. “gate review” or “post-project review”.

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16
Q

Business case

A

Provides justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and the rationale for the preferred solution. It’s purpose is to obtain management commitment and approval for investment in the project. Owned by the Sponsor.

  • strategic case
  • options appraisal
  • expected benefits
  • costs
  • risks
  • timescales
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17
Q

Benefits

A

The quantifiable and measurable improvement resulting from completion of deliverables that are accepted, utilised and percieved as positive by a stakeholder.

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18
Q

Success criteria

A

The qualitative or quantitative measures by which the success of project management is justified.

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19
Q

Key Performance Indicators (KPIs)

A

Measures of success that can be used thrughout the project to ensure that it is progressing towards a successful conclusion.

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20
Q

Project Management Plan (PMP)

A

A formal document designed to guide the control and execution of a project. To document the outcomes of the planning process and to provide the reference document for managing the project. Responsibility of the Project Manager.

  • purpose of the project
  • constraints and dependencies
  • project timeline
  • budget
  • solution
  • project approach
  • resourcing
  • governance
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21
Q

Stakeholders

A

The organisations or people who have an interest or role in the project or are impacted by the project, e.g. owners, shareholders, customers, those affected by the outcomes of the project, governance groups, project team, etc.

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22
Q

Stakeholder Engagement

A

The systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.

  • identify
  • assess/analyse
  • plan how to engage - develop comms management plan
  • engage and influence
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23
Q

Benefits management

A

The identification, definition, planning, tracking and realisation of business benefits.

  • define the benefits management plan
  • identify and structure benefits
  • plan benefits realisation
  • implement change
  • realise benefits
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24
Q

Benefit

A

A measure of organisational value.
Functional = tangible benefits, e.g. cost reduction, cost savings, increased income, new income, asset enhancement
Strategic = stronger brand, improved customer experience, increased customer loyalty, better staff morale

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25
Q

Disbenefit

A

A consequence of change percieved as negative by one or more stakeholders.

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26
Q

Estimate/Estimating

A

A forecast of the probable time or cost of completing work. The use of a range of tools and techniques to produce forecasts of the probabale time or cost of completing work.

  • compatative (analogous)
  • bottom-up (analytic)
  • parametric
  • delphi
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27
Q

Project reporting

A

The process by which stakeholders are kept informed about the project. A project status report should:

  • compare actual vs. planned performance
  • show the history of the project’s performance
  • indicate the predicted performance going forward
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28
Q

Scope management

A

The process whereby outputs, outcomes and benefits are identified, defined and controlled.

  • PBS
  • WBS
  • CBS
  • OBS
  • RAM
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29
Q

Requirements management

A

Gathers and assesses stakeholder wants and needs, but does not determine how they willbe met. The needs that the project should fulfill.

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30
Q

Change control

A

A mechanism for capturing and assessing potential changes to scope. Should ensure that only beneficial changes are made. The request for a change is dealth with in a formal and disciplined way.

  • request
  • review
  • assessment
  • decision
  • implementation
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31
Q

Product breakdown structure (PBS)

A

A hierarchy of deliverables/outputs that are required to be produced by the project.

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32
Q

Work breakdown strucutre (WBS)

A

The hierarchical breakdown of work required to deliver the products of a project. Major tasks are sub-divided until the lowest required level of detail is established.

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33
Q

Responsibility assignment matrix (RAM)

A

A diagram or chart showing assigned responsibilities for elements of work. It is created by combining the WBS with the OBS.

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34
Q

Organisational breakdown strucutre (OBS)

A

A hierarchical way in which the organisation may be deivided into management levels and groups for planning and control purposes Sometimes called an organogram.

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35
Q

Cost breakdown strucutre (CBS)

A

The breakdown of a project into cost elements - typically in line with the WBS, indicating where costs are allocated.

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36
Q

Configuration

A

Funcational and physical characteristics of a product/output as defined in its specification. If the output does not conform to that specification is if regarded as defective.

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37
Q

Configuration management

A

Monitors and documents the development of outputs - makes sure that approved changes are recorded and superceded versions archived. The information is kept in a configuration management system which helps assess the impact of potential changes. / Encompasses the administrative activities concerned with the creating, maintenance, controlled change and quality control of the scope of work.

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38
Q

Configuration item

A

A part of a configuration that has a set function and is designated for configuration management. It identifies uniquely all items within the configuration. The smallest component that is subject to configuration management.

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39
Q

Change freeze

A

No further changes are permitted to outputs - normally due to inadequate time or funds to safely implement changes to outputs. The potential for negative impacts on the project outcomes is out of proportion with the benefits to be gained.

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40
Q

Schedule

A

A timetable showing the forcast start and finish dates for activties or events within a project. Requires the identification of activities necessary to deliver the outputs of a project. Can be represented as a milestone chart, GANTT chart, network diagrame or tabular listing of dates.

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41
Q

PERT chart

A

Programme, evaluation and review technique.
A practical representation of the sequencing of activities in a project - an activity on node disgram that uses three-point estimates when determining the duration.

42
Q

Total float

A

Amount of time an activity can be delayed or extended without affecting the total project duration/end date. Also known as slack.

43
Q

Free float

A

The amount of time an activity may be delayed or extended without affecting the start of any succeeding activity.

44
Q

Critical path

A

A sequence of activities through a project network from start to finish, the sum of whose durations determines the overall project duration. Delay on any activity on a critical path wil delay the project end date by the same amount.

45
Q

Dependencies between activities

A
  • finish to start (there could be a lag)
  • start to start (there could be a lead)
  • finish to finish
  • start to finish
46
Q

Resource management

A

The acquisition and deployment of the internal and external resources required to deliver the project.

  • allocation
  • aggregation
  • scheduling
47
Q

Resources

A 
Replenishable = once used they must be replaced, e.g. money, raw materials, energy, office consumerables (paper)
Reusable = available on a period by period basis, e.g. manpower, machines, equipment.
48
Q

Resource smoothing

A

Time-limited resource scheduling - when the end date cannot be moved/is unchangable, therefore no changes to critical path activities, only changes within float are available. Reduce peaks for resources by making use of float available. / A scheduling calculation that involves utilising float or inceasing or decreasing the resources requiredfor specific activities, so that any peaks and troughs of resurce usage are smoothed out. This does not effect the overall duration.

49
Q

Resource levelling

A

Resource-limited resource scheduling - where there is a maximum number of resources that cannot be exceeded, resource number to remain unchanges therefore project duration can be extended, critical path activities can be modified. / A scheduling calculation that delays activities so that resource usage is kept below specified limits.

50
Q

Procurement

A

The process by which products and services are acquired from an external provider, for incorporation into the project, programme or portfolio.

51
Q

Procurement strategy

A

Sets out how to acquire and manage resources (goods and services) required by a project.

  • corporate (centralised)
  • project (decentralised)
52
Q

Risk

A 
The potential of an action or event to impact on the achievement of objectives. / An uncertain event or set of circumstances that, should it occur, will have an impact on the achievement of one or more project objectives. / Imapact = both threats and opportunities.
Writing up a risk:
- cause
- condition (trigger)
- consequence 
- management action
53
Q

Risk management

A

A process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maxmising opportunities.

  • initiate
  • identify
  • assess
  • plan response
  • implement responses
54
Q

Issue

A

Occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issues from one level of management to the next, in order to seek a solution. Beyond the remit of the Project Manager’s role. There is no uncertainty - it has happened or it is known that it will happen. Likely to have a negative impact.

55
Q

Escalation

A

The process by which issues are drawn to the attention of a higher level of management.

56
Q

Threat

A

A negative risk - an event that, if it occurs, will have a detrimental effect on the objectives.

  • reduce
  • avoid
  • transfer
  • accept
57
Q

Opportunity

A

A positive risk event that, if it occurs, will have a beneficial effect on achievement of objectives.

  • share
  • exploit
  • enhance
  • reject
58
Q

Risk log/register

A

A record of the risks, their owner, status and actions agreed. Used to communicate the risks and monitor and control the actions taken.

59
Q

Quality

A

The fitness for purpose or the degree of conformance of the outputs of a process or the process itself.

60
Q

Quality Control

A

The set of procedures and techniques to test (prove) that outputs meet the quality criteria specified for them.

61
Q

Quality Assurance

A

An independent process that validates the level of quality of project outputs by ensuring the use of auditable, repeatable processes, with known sources of errors and error rates. / The set of processes that the project puts in place to ensure the planning and quality control systmes are working.

62
Q

Quality plan

A

Forms part of the overall PMP, is a comunication device to ensure everyone involved in the project is aware of the quality expectations and processes to be used throughout the project.

63
Q

Continious improvement

A

A critical evaluation of a deliverable, business case or project management process.

64
Q

Gate review

A

Occurs between phases of the life cycle. Project owners review outputs from the previous phase and make decisions on whether to allow funding for the project to continue or whether to stop the project as it no longer remains viable/desirable.

65
Q

Stage review

A

Occurs within the development phase. A documented review of the project’s performance to date and to get buy-in from key stakeholders.

66
Q

Post-project review

A

Occurs at the end of the project life cycle, prior to operational handover - to evaluate the performance of the proect against its success criteria. Focuses on passing back lessons learned into the business and identifying if the business is ready for the transfer.

67
Q

Benefits realisation review

A

Conducted in the extended life cycle, by the operational areas, afterthe project is closed. To evaluate to what extent the anticipated project benefits have been realised, but also idetify action plans for further exploitation of the project deliverables to achieve additional (unanticipated) benefits.

68
Q

Peer review

A

Often carried out when the project’s subject matter is outside the organisation’s normal actiity. The main aim is to provide assurance that the project is being approached, strucutred and executed in an efficient, effective and appropriate manner.

69
Q

Audits review

A

Evaluate the project and measure it against a set of standards, which may be internal or external to the organisation. To provide objective assurance to stakeholders that the project is being approached, srucutred and executed in a manner consistent with organisational policies and procedures.

70
Q

Communication

A

The means by which information or instructions are exchanged - successful communication occurs when the recieved meaning is the same as the transmitted meaning.

71
Q

Barriers to effective communication

A
  • physical
  • socio-cultural
  • technical
  • social
  • organisational
  • environmental
72
Q

Communication plan

A
  • what
  • to whom
  • why
  • how/where
  • who by
  • when
73
Q

Methods of comunication

A
  • written
  • electronic
  • verbal
  • push/pull
  • formal/informal
  • personal/group
74
Q

Leadership

A

The ability to establish vision and direction, to influence and align others towards a common purpose and to empower and inspire people to achieve project success. It enables the project to proceed in an environment of change and uncertainty.

75
Q

Qualities of effective teams

A
  • meaningful purpose
  • clear preformance goals
  • shared values
  • mutual accountability
  • well-defined working approach
  • complementory skills
76
Q

Belbin (team theory)

A

Individual team members must have complementary skills, knowledge and expertise. Teams perform best with a balance of personalities.

  • plant
  • coordinator
  • monitor evaluator
  • implementer
  • completor finisher
  • resource investigator
  • shaper
  • team worker
  • specialist
77
Q

Tuckman (team development model)

A
  • forming
  • storming
  • norming
  • performing
  • adjourning
78
Q

Teamwork

A

A team is made up of two of more people working inderpendently towards a common goal and a shared reward.

79
Q

Types of teams

A
  • dedicated team
  • part-time team
  • virtual team
80
Q

Orgnisational structures

A
  • Functional organisation
  • Project organisaiton
  • Matrix organisation
81
Q

Governance

A

The framework of authority and accountability that defines and controls the outputs, outcmes and benefits from projects, programmes and portfolios.

82
Q

Project Governance

A

The organisation’s controls and measures that directly relate to project management - governance is needed to make sure projects:

  • align with the organisation’s strategic objectives
  • conform to corporate governance requirements
  • are delivered efficiently and don’t adversely impact operational activity
83
Q

Project Sponsor

A

A critical role as part of the governence board - accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs.

84
Q

Project/Programme/Portfolio Management Office (PMO)

A

An organistional strucutre that provides support for projects, programmes and/or portfolios.

85
Q

VUCA

A

To identify where the changes are taking place and how quickly you need to react.

  • Volatility = vision
  • Uncertainty = understanding
  • Complexity = clarity
  • Ambiguity = agility
86
Q

SWOT

A

To analyse the context you’re working in - to help understand your project and its stakeholders, risks and planning constraints

  • strengths
  • weaknesses
  • opportunities
  • threats
87
Q

Regulatory Environment

A 
"Legal Influences" pryamid
H&S Legislation
Environmental Legislation
Data Protection (GDPR)
Employment Legislation
88
Q

Dis-benefit

A

A measurable decline resulting from an output percieved as negative by one or more stakeholders, which reduced one or more organisational objectives.

89
Q

Benefits management

A

The identification, definition, planning, tracking and realisation of benefits.

90
Q

Investment decisions

A

The decision made by the sponsor and governance board that justifies the investment in a project - investment decisions rely on robust investment appraisal.

  • Payback period
  • Accounting rate of return
  • Net present value
  • Internal rate of return
  • Weighted average cost of capital
91
Q

Procurement

A

Securing the goods and services from external suppliers to satisfy project needs.

92
Q

Procurement Strategy

A

The high-level approach for securing the goods and services required from external suppliers to satisfy the project’s needs. Also “resource management plan”.

93
Q

Contract

A

An agreement made between two or more parties that creates legally binding obligations between them - sets out those obligations and the actions that can be taken if they are not met.

94
Q

Provider Selections and Management

A

The process of identifying, selecting, appointing and supervising providers through the project life cycle.

95
Q

Negotiation

A

A discussion betwwen two or more parties aimed at reaching agreement, can be formal or informal

  • competative
  • collaborative
96
Q

Requirements

A

The stakeholder’s wants and needs, clearly defined with acceptance criteria.

97
Q

Requirements management

A

The process of capturing, assessing and justifying stakeholder’s wants and needs.

98
Q

Scope

A

The totality of the outputs, outcomes and benfits and the work required to produce them.

99
Q

Time scheduling

A

A collection of techniques used to develop and present scheduled that show when work will be performed.

100
Q

Resource optimisation

A

A collective term used to describe the methods for ensuring labour and non-labour resources are matched to the schedule.

PMQ (1 decks)

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