Ch 3 PM Processes & Role of the Project Manager

Question 1

Initiating

(Process Group)

Answer 1

Process group that acquires authorization to start a project

Only has two processes

The main outputs are the project charter and stakeholder register.

Question 2

Planning

(Process Group)

Answer 2

Process group in which the main output is the Project Management Plan

Has 24 processes across all 10 knowledge areas that are iterative and ongoing until the Project Management Plan is created

Question 3

Executing

(Process Group)

Answer 3

Process group that involves acquiring a team to do the project work

Usually requires the most time and money to complete

Has only 10 processes, but has more exam questions than the Planning process group

Question 4

Monitoring and Controlling

(Process Group)

Answer 4

Process group that evaluates performance and ensures the project stays on plan

Also focuses on measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the planned work

Has 12 processes in all 10 knowledge areas

Question 5

Closing

(Process Group)

Answer 5

Process group that ensures the contracts are formally closed out and lessons learned are documented

Has only one process

Occurs after the customer or sponsor has accepted the deliverables

Question 6

Common Inputs

Answer 6

• Enterprise Environmental Factors (EEFs)
• Organization Process Assests
• Project Documents
• Project Management Plan

(All common inputs are documents, except EEFs)

Question 7

Common Outputs

Answer 7

• Change Request
• Work Performance Data
• Work Performance Information
• Work Performance Reports
• Updates

(All common outputs are documents)

Question 8

Common Tools and Techniques

Answer 8

• Expert Judgement
• Data Gathering
• Data Analysis
• Decision Making
• Data Representation
• Interpersonal and Team Skills
• Meeting
• Project Management Information System (PMIS)

Others include:

• Inspection (always a T&T)
• Decomposition
• Negotiation

Question 9

Common ITTOs

Answer 9

Question 10

Project Management Institute (PMI) Talent Triangle

Answer 10

Question 11

Leadership Skills

Answer 11

Skills that involve dealing with people (e.g., negotiating, communicating, solving problems, interpersonal skills)

Question 12

Laissez-Faire

(Leadership Style)

Answer 12

Leadership style in which the project manager is hands-off, allowing the project team to make their own decisions

Not a good leadership style

Question 13

Servant Leader

(Leadership Style)

Answer 13

Leadership style in which the project manager focuses on removing obstacles from the team and giving the team what is needed in order to complete the work

Mostly used in agile projects

Question 14

Enterprise Environmental Factors (EEFs)

Answer 14

One of the most common (planning) process inputs

Internal or external factors that are not under the control of the project team and include, but are not limited to:

• Organizational culture, structure, and governance.
• Government or industry standards, such as regulations or quality standards
• Infrastructure, such as facilities and equipment.
• Personnel and the way the company manages them
• Stakeholders’ risk tolerances
• Company work authorization systems that ensure work is done at the right time and in the right sequence

Question 15

Organization Process Assets (OPA)

Answer 15

One of the most common (planning) process inputs

The plans, processes, policies, procedures, and knowledge bases that are used by the organization that can help a project manager manage his/her projects

Updates are an output of the Close Project or Phase process (Integration/Closing)

Includes, but is not limited to:

• Previous project plans
• Templates
• Historical information
• Lessons learned
• Knowledge bases
• Organization procedures and policies
• Project management databases
• Project files from previous projects

Question 16

Project Management Information System (PMIS)

Answer 16

One of the most common process tools

An automated system (hardware and software) used by a project manager to help optimize the schedule or keep track of all documents and deliverables

Includes the work authorization system and the configuration management system

Level of technology or software

A tool used to help execute the Manage Communications process (Communications/Executing)

Question 17

Work Authorization System

Answer 17

System used throughout the executing processes to ensure that work is done in the right order and at the right time

Is part of the Project Mangement Information System (PMIS), along with the configuration management system

Question 18

Configuration Management System

Answer 18

System that ensures the product gets the right settings and configuration

Includes the change management system.

Is part of the Project Mangement Information System (PMIS), along with the work authorization system

Question 19

Change Management System

Answer 19

System used to ensure that changes to a project are documented, tracked, and authorized or denied.

Is part of the configuration management system, which is part of the Project Mangement Information System (PMIS), along with the work authorization system

Question 20

Meetings

Answer 20

One of the most common process tools

Often include all stakeholder types throughout the project and can be done face-to-face or virtually

Tips for making them more effective:

• Have an agenda and distribute it to all attendees before the meeting
• Meetings must have set start and finish times for topics and the entire meeting
• Make sure that the meeting always stays on topic
• Ensure that all attendees provide input
• Distribute detailed meeting minutes as soon as the meeting is complete

Question 21

Work Performance Data

Answer 21

One of the most common (executing) process outputs

Raw data about the work that has been done (e.g., status, how long the work took, how much the work cost)

An output of the Direct and Manage Project Work process (Integration/Executing)

An input to the Control Scope, Control Schedule, Control Cost processes (baselines/M&C)

Question 22

Work Performance Information

Answer 22

One of the most common (monitoring and controlling) process outputs

Useful information about the status of work performed (Work Performance Data) after comparison to the project management plan (or specifically, baselines)

May include the CV (cost variance) and CPI (cost performance index) earned value formulas

An output of the Control Scope, Control Schedule, and Control Cost processes (baselines/M&C)

An input to the Monitor and Control Project Work process (Integration/M&C)

Question 23

Work Performance Report

Answer 23

One of the most common process outputs

The overall status report of the actual project based on all the work performance information (sum of all monitoring and controlling processes)

Used to update the stakeholders on the progress of the project; EVM, EV, AC, PV, EAC, ETC, VAC, BAC, can be used for all kinds of performance reports such as status, trend, and progress reports

An output of the Monitor and Control Project Work process (Integration/M&C)

An input of the Manage Communications process (Communications/Executing)

Question 24

Decision Making

Answer 24

A common tool used to make decisions

There are three techniques:

• Voting: majority, unanimity, or plurality
• Multicriteria decision analysis: a table or matrix is created listing different criteria types and an idea is evaluated
• Autocratic decision making: one person makes a decision for the entire team

Question 25

Alternative Analysis

Answer 25

A common data analysis technique that looks at different options or ways to accomplish something