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Capm > CAPM > Flashcards

CAPM Flashcards

Exam Flash Cards

1
Q

Iron Triangle Of Project Management or Triple Constraints of Project Management

A

Time, Cost, Scope

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2
Q

Project Business Case defines

A

Why project needed, what project will accomplish, scope definition, stakeholders, root cause of problem or opportunity, risks, critical success factors

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3
Q

Project Benefits Management Plan

A

created by Sponsor and PM. Defines what benefits project will create, when benefits will be realized, how benefits will be measured

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4
Q

Fast tracking

A

schedule compression it enables project phases to overlap, it can increase project risk

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5
Q

Lead Time

A

Negative time between project activities. Enables activities within a phase to overlap

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6
Q

Internal Enterprise Environmental

A

Organization culture, structure, governance, Geographic distribution, Infrastructure, Resource availability, Employee capability

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7
Q

External Enterprise Environmental

A

Market place conditions, social and cultural influences, legal restrictions, commercial databases, academic research, government standards, financial and physical environment

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8
Q

Organizational Process Assets

A

Process, policies, procedures and Organizational knowledge bases like lessons learned and performance metrics

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9
Q

Governance Framework

A

includes rules, policies, and procedures that people within and organization agree to abide by. Four key Alignment with org mission, risk management, performance and technical objectives, communications with correct stakeholders

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10
Q

PMO

A

Organizational structure that supports, controls or directs the PM and project

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11
Q

Organic or Simple Structure

A

No formal departments, The PM has little control over the resources and may not be called a PM

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12
Q

Functional Structure or Centralized Structure

A

PM have power, report directly to a functional manager. The PM may be known as Coordinator, Expeditor, administrator or team leader. PM and Team is part time

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13
Q

Strong Matrix Structure

A

PM has moderate to high authority, PM and resources are full time

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14
Q

Balanced Matrix Structure

A

PM has Low to moderate authority, PM Part-time,

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15
Q

Project Oriented Structure

A

PM has High to almost total authority, PM is full-time

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16
Q

Virtual Structure

A

PM has Low to moderate authority

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17
Q

PMO Structure

A

PM has High to total authority

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18
Q

PMO Authority

A

Supportive = Consultants, provide templates, training, historical information, and best practices. Controlling = through methodologies, such as frameworks, tools and forms and templates and governance frameworks. Directive= Manages projects directly. PM assigned projects through PMO.

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19
Q

PMI Talent Triangle

A

requires education in all three domains.

Technical project management, Leadership, Strategic and business management

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20
Q

Types of PM Power

A

Positional Power = power results of the position he has, also known as formal, authoritative, and legitimate power. Informational Power = PM has control over data gathering and distribution of information. Referent Power = PM is respected or admired because of teams past experience with her. Punitive or coercive power. The PM can reward or punish the team members.

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21
Q

Active Listening

A

The message receiver restates what’s been said to fully understand and confirm the message

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22
Q

Project Charter

A

authorized the project, names the project manager, defines the project manager level of authority

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23
Q

Project Charters

A

Endorsed by Project Sponsor, and defines Metrics for key project objectives (schedule, cost, and quality), High level requirements, High level product description, project risks, summary milestone schedule, preapproved financial resources, Summary budget, Key stakeholders, stakeholders needed for signoff, PM name and level authority, Project Sponsor.

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24
Q

Enterprise Environmental Factors (Project Charter input)

A

Culture and structure, Industry standards and regulations, work authorization system, Market [place conditions, Human Resources, Stakeholders, Commercial databases and Project Management Information Systems (PMIS)

25
Q

Organizational Process Assets (Project Charter input)

A

The policies, procedures, plans, and documentation of past projects are part of the organizational process asset. i.e. guidelines, templates

26
Q

Mathematical Models or constrained optimization (used to determine the likelihood of project success)

A

Linear, nonlinear, Dynamic, Integer, Multi-objective programming

27
Q

Project Management Plan Subsidiary Plans

A

Scope Management Plan, Requirements Management Plan, Schedule Management Plan, Cost Management Plan, Quality Management Plan, Quality Management Plan, Resource Management Plan, Communications Management Plan, Risk Management Plan, Procurement Management Plan, Stakeholder Management Plan

28
Q

Scope Baseline documents include

A

project scope statement, the WBS and WBS dictionary

29
Q

Schedule Baseline documents include

A

Comparison of what was planned and what was experienced in the schedule called schedule variance

30
Q

Cost Baseline document

A

aggregated costs of all of the work packages within the WBS

31
Q

Performance Measurement Baseline

A

Baseline that combines scope, schedule and costs to compare what was planned

32
Q

Change Management Plan

A

Part of the control process

33
Q

Configuration Management Plan

A

Input into the control process. Defines how changes and features and functions of the project deliverable

34
Q

Risk Response Plan

A

Document included in Project Management Plan

35
Q

Resource calendar

A

people, things such as equipment available to contribute to the project

36
Q

Project Management Information Systems

A

helps the PM make decisions and track project progress

37
Q

Two Types of Project Knowledge

A

Explicit = conversation, documentation, figures or numbers and Tacit = personal beliefs, knowledge gained by experience.

38
Q

Project Management Knowledge Management outputs

A

that are updated throughout the project.

Lessons Learned register, project management plan, Organizational process assets

39
Q

Phase or Project Close inputs

A

Project Charter, Project Management Plan, Project Documents, Deliverable, Business Documents, Agreements, Procurement Documentation, Organization process asset

40
Q

Final Project Report includes

A

Project summary, Scope Objectives, Quality Performance, Schedule Performance, Cost Performance,
Summation of project risk management, Success or failure status

41
Q

Scope Management Plan inputs

A

Enterprise Environmental Factors, Organizational process assets, The Project Charter, The Project Management Plan

42
Q

Scope Management Plan

A

used to define how the scope statement will be defined based on the charter, defines how the WBS will be created, controlled and approved, documents the process for scope validation, defines how changes to the project scope will be managed and controlled.

43
Q

Requirements Management Plan

A

comes from the Scope Management Plan. This plan subsidiary of the Project Management Plan and defines how the project will collect, analyze, record and track the requirements throughout the project. The elements included in this plan, Configuration management activities, tracking and recording all project requirements, analyzing and prioritizing requirements, metrics. Requirements must be quantifiable, measurable , and documented.

44
Q

Project Requirement inputs

A

Project Charter, Project Management Plan, Project Documents (assumption log, lesson learned register and stakeholder register), Business Documents, Agreements, Enterprise Environmental Factors, Organization Process Assets

45
Q

Outputs of Requirement Collection

A

Business Requirements, Stakeholder Requirements, Project Objectives, Solution Requirements, Quality Requirements, Operational Transfer requirements, Training and Support Requirements

46
Q

Project Scope

A

Deals with required work to create project deliverable. It involves 5 inputs: Project Charter, Project Management Plan, Project Documents, Enterprise Environmental Factors and Organizational process assets. Clearly states project objectives and communicates the goal of the project and also guides the remainder of the project planning process.

47
Q

Product Scope

A

Deals with attributes and characteristics of the deliverable the project is creating

48
Q

Project Scope Statement

A

built on the output of the collect requirements process. Built on foundations of project initiation: major deliverables, constraints and assumptions

49
Q

Quality Control

A

Concerned with the correctness of the work

50
Q

Preparing for Project Inspection

A

Project Plan, Project Documents, Verified Deliverable, Work Performance Data

51
Q

Control Scope Process inputs

A

Project Management Plan, Project Documents, Work Performance Data, Organizational process assets,

52
Q

Activity List inputs

A

Project Management Plan (and scope baseline), Organizational process assets, Enterprise Environmental Factors

53
Q

Input to Activity Sequencing

A

Project Management Plan, Project Documents, Organization process assets, Enterprise Environmental Factors

54
Q

Activity Dependencies

A

Mandatory Dependencies or hard logic. Discretionary or preferred order because of best practices. External Dependencies outside of project control. Internal Dependencies internal to the organization

55
Q

Inputs to Schedule Control

A

Project Management Plan, Project Documents, Work performance data, Organizational process assets

56
Q

Burn Down Charts

A

Illustrate the amount of work left to do in a project or iteration. Predicted completion of activities and forecast of when activities will be completed

57
Q

Schedule Performance Index (SPI)

A

Earned Value / Planned Value. The closer to 1 the index is the better the project is performing

58
Q

Cost Performance Index (CPI)

A

Earned Value / Actual Costs

Capm (1 decks)

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