CAPM Terminology Flashcards

1
Q

Business Documents

A

1 - Business case
2 - Project Charger
3 - Project Management Plan
4 - Benefits Management Plan

Needed for looking at Project Performance

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2
Q

Business case

A

Biz Doc
An economic feasibility study about validity of benefits that the project will create

  • Happens BEFORE project begins
  • SPONSOR manages and develops throughout the project
  • Project Manager provides recommendations

Questions it answers:

  • Why should we do the project, return on investment, tangible and intangible benefits?
  • What is the root cause behind doing the project?
  • Defines opportunity to be addressed including value
  • Stakeholder identification
  • Identify Scope
Includes:
Organizational strategies, goals and objectives
Critical success factors
Known risks
Decision criteria
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3
Q

Project Charter

A

Biz Doc

Gives the authority to the Project Manager

Includes:

  • project purpose/justification
  • project objectives
  • high-level requirements and project description
  • overall project risks
  • milestone schedule
  • preapproved financial resources
  • stakeholder list
  • project approval requirements
  • assigned PM, responsibility and authority
  • name and authority of sponsor
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4
Q

Project Management Plan

A

Biz Doc

Defines how will we do the selected process (how to get from current state to desired state)

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5
Q

Benefits Management Plan

A

Biz Doc

How will benefits be realized, when will they come into existence and thus when can we get a return on investment?

Defines how your project will give value to the org. or end use

  • What are the benefits
  • How to maximize benefits
  • Sustain benefits

** Part of Proj Mgmt Plan **

Key Things the B. Mgmt Plan nails down:
1    Target Benefits
2   Strategic Alignment
3   Timeframe for the Benefits
4   Metrics
5   Assumptions
6   Risks
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6
Q

Phase Gate

A

What we see at the end of a phase (e.g. a review at the end of the project phase)

Review actual performance compared to business documents

We can then make decisions

  • continue to next phase
  • continue to the next phase with modification
  • end project
  • remain in the phase
  • repeat the phase or elements in it
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7
Q

Work Performance Data

A

Raw data and facts about the project work

e.g. status of project work assignments (% complete, in progress, etc.), cost of activities, # of change requests, defects, durations

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8
Q

Work Performance Information

A

Data is analyzed to become information

Allows PM to make informed decisions about the project. Status to actionable results

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9
Q

Work Performance Reports

A

Package the work performance information into communicable formatting (e.g. dashboards, reports, memos)

Helps stakeholders make decisions!

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10
Q

Analysis of a Situation

A

Pare down requirements

1 - Required
to be fulfilled to address the problem or opportunity

2 - Desired
to address the problem or opportunity

3 - Optional
not essential

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11
Q

Recommendation for a Project

A

Part of the business case

1 - Do Nothing (business as usual) option

2 - Do the minimum work possible

3 - Do more than the minimum work possible

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12
Q

Organizational Governance Frameworks

A

1 - Governance defines what you can and cannot do in an organization

2 - How you operate within a system

3 - Framework is the organizational structure

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13
Q

Governance Framework

A

Rules and organization policies

Procedures for activities (how to get things done in your environment)

Cultural Norms

Systems and Processes

Framework influences how:

  • objectives are set and achieved
  • risk is monitored and assessed
  • performance is optimized (how much authority do you have)
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14
Q

Organizational Structures

A

Structures that describe how organization is aligned

Affect how much authority the PM has

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15
Q

Organic or Simple Structure

A
  • work groups are flexible
  • people work together on proj. regardless of role in org
  • PM has little to no authority
  • resources dedicated to project are low
  • owner of org. in charge of budget
  • unlikely to have admin staff
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16
Q

Functional Structure

A
  • aka centralized orgs.
  • clear division of business units (e.g. sales department, IT department, customer service department - with functional managers in charge of each)
  • PM has little authority or autonomy
  • Functional Manager is in charge and manages budget
  • PM is likely part time
  • likely little to no admin staff
17
Q

Multidivisional Structure

A
  • replication of functions (duplication of efforts) for each division
  • similar to functional org
  • PM has little authority or autonomy
  • part time resources
  • possibly admin staff
  • Functional Manager is in charge and manages budget
18
Q

Matrix Structures

A

Weak

  • team is blended between departmental and project duties
  • PM has limited authority
  • PM and/or team is part-time
  • PM may be coordinator or team-lead
  • Functional manager in charge of budget

Balanced

  • PM has low to moderate authority
  • PM shares management of project budget with Functional Manager

Strong

  • PM has moderate to high authority
  • PM controls the budge
  • team and PM are full-time
  • admin staff is very common
19
Q

Project-Oriented

A
  • team comes together just for this project for this time only
  • PM has complete or close to complete authority, autonomy and power
  • full-time team, PM and admin
  • PM manages the budge
20
Q

Virtual Organization

A
  • aka “network org”
  • many different orgs or departments
  • points of contacts or “ambassadors” manage/facilitate communication - can be complicated
  • PM has little authority since they have to use the point of contact to communicate with their team
  • PM shares authority with Functional Manager
  • teams is probably part-time
21
Q

Hybrid Organization

A
  • blend/composite structure
  • often used for special projects
  • PM role/authority dependent on the project which is dependent on the structure
22
Q

Project Management Offices

A
  • aka PMO
  • organize and manage control over all projects
  • goal is to support PMs and give uniform approach to all projects
  • PMO can help PMs share resources across projects
  • PMO provides Organizational Process Assets (OPAs)
    • training
    • software
    • templates
    • standard project management approach
23
Q

Directive PMO

A
  • PM is part of the PMO

- PMO control is considered high

24
Q

Controlling PMO

A
  • PM is not part of the PMO
  • PMO provides forms and templates that are required to use
  • PMO control is considered moderate
25
Supportive PMO
- PMO acts in consultative role - offers advise, best practices, lessons learned, forms and software, project info. on different projects - PMO control is low
26
Role of Project Manager
- Manage things, lead people * manage the project and lead people to conclusion - Get things done * work within the system and framework - Active listener * receiver restates what the sender has said for clarity and confirmation
27
Project Manager Communications
Formal - reports and presentations Informal - emails, water cooler Vertical - follow org hierarchical chart Horizontal - PM peers
28
Project Manager Negotiation
- aim for a fair agreement - prioritize - scope, schedule and cost - changes - contract and vendor - team member assignments and schedules - resource constraints
29
Project Manager Problem Solving
- problem definition - root-cause analysis ---> treat causes not symptoms - go to the problem and offer a solution!!!
30
Project Manager Influences
Stakeholder influences: - - project team - - org. managers - - PMO - - steering committee (report progress status) Project influences: - - communication skills - - positive attitudes Influence the Organization: - - politics and policies - - culture - - differing motivations - - conflicting interests and power struggles PMs need to manage SOCIAL, ECONOMIC and ENVIRONMENTAL project influences * marketplace and economic conditions * environmental concerns and regulations (physical location issues) * social view of the project and its outcomes
31
Cultural and Industry Influences
1 - Current Trends and Practices 2 - Project Management Communities 3 - Project Management Education 4 - Application Areas (discipline e.g. IT, healthcare, construction)
32
Competency Model
5 Stages we go through when learning a new skill: 1 - Unconsciously Incompetent = unaware of a skill that you don't have 2 - Consciously Incompetent = aware that you don't have the skill 3 - Consciously Competent = learn and practice the skill 4 - Unconsciously Competent = do the skill without thinking 5 - Chosen Conscious Competence = practice and maintain the skill
33
Project Management Values
Knowledge = understand project management Performance = accomplish and get things done as a project manager Personal = behavior, effectiveness, character, leadership
34
Technical Project Management Skills
1 - Apply Project Management Knowledge 2 - Knowledge areas are technical project skills 3 - Business skills and business expertise
35
Business Knowledge
Strategy = explain essential business aspects of a project Team = work with the project sponsor, team and SMEs Value = implement strategy to maximize business value
36
Leadership Skills
- have a vision - be optimistic and positive - seeking collaboration and working with others - resolving conflict - effective communication - ask and listen to feedback - action and results oriented 8 Leadership Skills: ``` 1 - Guide 2 - Motivate 3 - Negotiate 4 - Resilience 5 - Communication 6 - Solve problems 7 - Critical Thinking 8 - Interpersonal ```
37
Emotional Intelligence
- - understanding ones own emotions and behavior - - controlling ones emotions and response - - influencing others emotions
38
Leadership Styles
Transactional
39
Transactional Leadership
- aka management by exception | - emphasizes goals and rewards as well as failures and penalties