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CAPM > CAPM Mods Mods 1-3 > Flashcards

CAPM Mods Mods 1-3 Flashcards

1
Q

A temporary endeavor undertaken to create a unique product, service, or result

A

Project

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2
Q

something that delivers value as a product, service, or result. Ex: bridge, client dinner

A

Endeavor

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3
Q

A process in determining the feasibility of a project. The practice of enabling change in an organizational context. It defines needs and recommends solutions that deliver value to stakeholders. Connects organizational goals to project goals

A

Business Analysis

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4
Q

concise, high level description of the project that states the purpose and inspires team to contribute to project

A

Project Vision statement

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5
Q

document from sponsor/initiator that authorizes project and provides project manager with authority to apply organizational resources to project activities

A

Project Charter

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6
Q

person or group that authorizes project and are responsible for its success. They provide resources and support; authorize and protect project. Projects will always have one

A

Project Sponsor

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7
Q

people that can affect, may be affected, or perceive itself to be affected by decision, activity, or outcome of project. They can help identify needs and requirements

A

project stakeholder

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8
Q

identifies business needs, including proposed benefits and value, feasibility study, cost/benefit analysis, etc.

A

business case

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9
Q

completes pre-project work that justifies the business case; collaborates with team or project manager during project; assists with transition of project into business operations
* Assess feasibility, prepare business case, provide inputs for requirements, collaborate with project team, enable project transition to business, verifies benefits of completed project

A

Business Analyst

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10
Q

application of knowledge, skills, tools, and techniques to project activities to meet the project requirements

A

project management

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11
Q

ongoing execution of activities that follow’s an organization’s procedures to produce the same result or a repetitive service. Core work of the business. Ongoing, permanent, daily, repetitive

A

operations

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12
Q

Baking bread: ongoing, repetitive, same result every time

A

operational work

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13
Q

There is an overlap between projects and operational work

A

project-based operations

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14
Q

related projects, subsidiary programs, and program activities managed and coordinated in a manner to obtain benefits not available from managing them individually

A

program

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15
Q

aims to achieve specific objective; projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

  • Organizational needs- emphasis on building, sustaining, and advancing the organization. Project porfolios are planned to achieve strategic objectives
  • Sharing resources – enables organization to share resources across the projects and programs in the portfolio
  • Better management – portfolio allows portfolio manager to manage risks and optimize resources across the portfolio’s projects and programs
  • Tracking and controlling – allows portfolio manager to track progress in achieving strategic objectives of the organization and to change the priorities of the projects and program
  • Better strategic decision making – strategic decisions happen at the portfolio level, portfolio of programs supports strategy, projects make up the portfolio
A

portfolio

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16
Q

Forming – introduced, polite, eager
Storming – reality sets in, excitement, scope of work sets in and can be overwhelming, and politeness wear off
Norming – notice and appreciate each other’s strengths, settle into being a group
Performing - cohesive unit, familiar enough with team and project, all on same page, good to be w/o supervision
Adjourning – mourn now that the experience is over

A

Tuckman’s 5 stages

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17
Q

typical leaders in predictive teams. Given authority to manage project through completion

A

Project Manager (Predictive)

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18
Q

work with project manager to achieve objectives. Variety of roles and responsibilities

A

Project Team (Predictive)

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19
Q

where everyone leads. Ideally cross-functional where everyone can work in many areas, design, testing, admin, etc.

A

self-organizing teams

20
Q

junior PM assigned specific roles on projects like scheduling, monitoring, testing

A

project coordinator

21
Q

unique to predictive projects that approve changes during project

A

change control board

22
Q

existing organizational hierarchy in which the project is performed. Project team members may work in normal departments in addition to their project work.

A

functional manager

23
Q

adaptive teams may have additional roles of agile coach and scrum master and team members belong to communities of practice (CoP). Agile coaches work to spread benefit of adaptive mindset in organization (ex: Emma Peterson)

A

adaptive roles

24
Q

Project manager office; supports PMO work; support PM work throughout organization

A

PMO

25
Q

skills, expertise, time team doesn’t have. May be internal or external; fill resource or talent gaps

A

Specialists and contractors

26
Q

made by one person; may lack perspective of others; may make others angry if they are not involved in decision making process

A

unilateral decision

27
Q

made by group; increases likelihood of support; if time is the main concern, may not be efficient

A

Multilateral decision

28
Q

Core: PM, PM team, Project owner/sponsor, project team (CMS team)
Internal/direct = governing body, PMO, steering committee (BDs, industry organizer, legal)
External/indirect = supplier, customer, end-user, regulatory body (event attendees, vendors)

A

Stakeholders

29
Q

authority and accountability for specific process and its objectives. Address efficiency and effectiveness of process so it benefits the business

A

process owner

30
Q

look after business process execution. May look after more than one process ex: look after IT and sales process to make sure they work well together. Focus on daily function. May also be stakeholder in projects not related to process improvements. Ex: procurement process manager could be stakeholder in a construction project

A

process manager

31
Q

Ways of working = can adapt way of working – agile, adaptive, predictive, etc.
Power skills = critical interpersonal skills – collaborative, innovative, empathetic, communication
Business Acumen = good judgement and quick decisions

A

Talent Triangle - skills needs to be a PM

32
Q

inside the induvial – pleasure in the work

A

Intrinsic motivation

33
Q

external factors - bonus

A

extrinsic motivation

34
Q
  • Performance and achievement
  • Recognition
  • Job status
  • Responsibility
  • Opportunities for advancement
  • Personal growth
  • The work itself
A

Motivation Satisfiers: (improve these to increase satisfaction) Herzberg’s two-factor theory

35
Q
  • Salary
  • Work conditions
  • The workplace
  • Relationships w/ collegues
  • Relationship with superior
  • Quality of supervisor
  • Policies and rules
A

Dissatisfiers: (improve these helps decrease job dissatisfaction) Herzberg’s two-factor theory

36
Q

capability to understand and influence one’s own emotions and emotion’s of others.

  • Self-management – think before you act. Control impulses
  • Self-awareness – ability to conduct real self assessment – understand your emotions, goals, motivations, strengths, and weaknesses
  • Social skills – managing groups, building social networks, building rapport
  • Social awareness = empathy and understanding, read body language
A

emotional intelligence

37
Q
  • Responsibility – take ownership for actions and decisions made and the consequences. Only promise on what you can deliver and deliver on what you promise.
  • Respect – respect people and resources given (money, reputation, etc.) respect various viewpoints and cultures
  • Fairness = act impartially and objectively. Avoid even the appearance of conflict of interest
  • Honesty = understand truth and ask truthfully. Be transparent with facts involved in making decisions
A

The four tenants of ethics in project management:

38
Q

documents each stakeholder; create once project sponsor has signed charter

A

Stakeholder register

39
Q

Use this to develop plan to keep stakeholders involved and move them towards supporting and leading

A

Stakeholder engagement assessment matrix

40
Q

responsible for maximizing value of product; they manage backlog of work to be done.

A

Product owner

41
Q

focus on external business environment like getting funding, interacting with customers to see what they need

A

Product manager

42
Q
  • Initiation
  • Organization
  • Control
  • Planning
  • Execution
  • Reporting
A

Project manager’s role

42
Q

activities performed to support delivery of solutions that align with business objectives and provide continuous value to the organization
* Helps create or enhance product, solve problem, or understand stakeholder needs
* Ex: conduct market research, create business case for new project, gather data from internal stakeholders

A

Business analysis

43
Q

Anyone who performs business analysis tasks – can be PM, team member or a dedicated business analyst

A

Business analyst

43
Q
  1. Determine problems and identify business needs and benefits
  2. Elicit, analyze, and document stakeholder requirements
  3. Identify and recommend viable solutions and measure their value
  4. Ensure stakeholders have the information they need when they need it
  5. Facilitate successful implementation of project and realize it’s value
A

Steps of business analysis

CAPM (7 decks)

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