CAPM Flashcards
Exam Flash Cards
Iron Triangle Of Project Management or Triple Constraints of Project Management
Time, Cost, Scope
Project Business Case defines
Why project needed, what project will accomplish, scope definition, stakeholders, root cause of problem or opportunity, risks, critical success factors
Project Benefits Management Plan
created by Sponsor and PM. Defines what benefits project will create, when benefits will be realized, how benefits will be measured
Fast tracking
schedule compression it enables project phases to overlap, it can increase project risk
Lead Time
Negative time between project activities. Enables activities within a phase to overlap
Internal Enterprise Environmental
Organization culture, structure, governance, Geographic distribution, Infrastructure, Resource availability, Employee capability
External Enterprise Environmental
Market place conditions, social and cultural influences, legal restrictions, commercial databases, academic research, government standards, financial and physical environment
Organizational Process Assets
Process, policies, procedures and Organizational knowledge bases like lessons learned and performance metrics
Governance Framework
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
PMO
Organizational structure that supports, controls or directs the PM and project
Organic or Simple Structure
No formal departments, The PM has little control over the resources and may not be called a PM
Functional Structure or Centralized Structure
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
Strong Matrix Structure
PM has moderate to high authority, PM and resources are full time
Balanced Matrix Structure
PM has Low to moderate authority, PM Part-time,
Project Oriented Structure
PM has High to almost total authority, PM is full-time
Virtual Structure
PM has Low to moderate authority
PMO Structure
PM has High to total authority
PMO Authority
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.
PMI Talent Triangle
requires education in all three domains.
Technical project management, Leadership, Strategic and business management
Types of PM Power
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.
Active Listening
The message receiver restates what’s been said to fully understand and confirm the message
Project Charter
authorized the project, names the project manager, defines the project manager level of authority
Project Charters
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.
Enterprise Environmental Factors (Project Charter input)
Culture and structure, Industry standards and regulations, work authorization system, Market [place conditions, Human Resources, Stakeholders, Commercial databases and Project Management Information Systems (PMIS)
Organizational Process Assets (Project Charter input)
The policies, procedures, plans, and documentation of past projects are part of the organizational process asset. i.e. guidelines, templates
Mathematical Models or constrained optimization (used to determine the likelihood of project success)
Linear, nonlinear, Dynamic, Integer, Multi-objective programming
Project Management Plan Subsidiary Plans
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
Scope Baseline documents include
project scope statement, the WBS and WBS dictionary
Schedule Baseline documents include
Comparison of what was planned and what was experienced in the schedule called schedule variance
Cost Baseline document
aggregated costs of all of the work packages within the WBS
Performance Measurement Baseline
Baseline that combines scope, schedule and costs to compare what was planned
Change Management Plan
Part of the control process
Configuration Management Plan
Input into the control process. Defines how changes and features and functions of the project deliverable
Risk Response Plan
Document included in Project Management Plan
Resource calendar
people, things such as equipment available to contribute to the project
Project Management Information Systems
helps the PM make decisions and track project progress
Two Types of Project Knowledge
Explicit = conversation, documentation, figures or numbers and Tacit = personal beliefs, knowledge gained by experience.
Project Management Knowledge Management outputs
that are updated throughout the project.
Lessons Learned register, project management plan, Organizational process assets
Phase or Project Close inputs
Project Charter, Project Management Plan, Project Documents, Deliverable, Business Documents, Agreements, Procurement Documentation, Organization process asset
Final Project Report includes
Project summary, Scope Objectives, Quality Performance, Schedule Performance, Cost Performance,
Summation of project risk management, Success or failure status
Scope Management Plan inputs
Enterprise Environmental Factors, Organizational process assets, The Project Charter, The Project Management Plan
Scope Management Plan
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.
Requirements Management Plan
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.
Project Requirement inputs
Project Charter, Project Management Plan, Project Documents (assumption log, lesson learned register and stakeholder register), Business Documents, Agreements, Enterprise Environmental Factors, Organization Process Assets
Outputs of Requirement Collection
Business Requirements, Stakeholder Requirements, Project Objectives, Solution Requirements, Quality Requirements, Operational Transfer requirements, Training and Support Requirements
Project Scope
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.
Product Scope
Deals with attributes and characteristics of the deliverable the project is creating
Project Scope Statement
built on the output of the collect requirements process. Built on foundations of project initiation: major deliverables, constraints and assumptions
Quality Control
Concerned with the correctness of the work
Preparing for Project Inspection
Project Plan, Project Documents, Verified Deliverable, Work Performance Data
Control Scope Process inputs
Project Management Plan, Project Documents, Work Performance Data, Organizational process assets,
Activity List inputs
Project Management Plan (and scope baseline), Organizational process assets, Enterprise Environmental Factors
Input to Activity Sequencing
Project Management Plan, Project Documents, Organization process assets, Enterprise Environmental Factors
Activity Dependencies
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
Inputs to Schedule Control
Project Management Plan, Project Documents, Work performance data, Organizational process assets
Burn Down Charts
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
Schedule Performance Index (SPI)
Earned Value / Planned Value. The closer to 1 the index is the better the project is performing
Cost Performance Index (CPI)
Earned Value / Actual Costs
