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LP PMBOK 6th Edition > CHAPTER 1 - Introduction > Flashcards

CHAPTER 1 - Introduction Flashcards

1
Q

? ? means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness.

A

Generally recognized

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2
Q

? ? means there is general agreement that the application of the knowledge, skills, tools, and techniques to project management processes can enhance the chance of success over many projects in delivering the expected business values and results.

A

Good practice

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3
Q

Determining the appropriate combination of processes, inputs,
tools, techniques, outputs and life cycle phases to manage a project is referred to as “?” the application of the
knowledge described in this guide.

A

tailoring

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4
Q

A ? is a system of practices, techniques, procedures, and rules used by those who work in a discipline.
This PMBOK® Guide is different.

A

methodology

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5
Q

This PMBOK® Guide is a ? upon which organizations can build methodologies, policies, procedures, rules, tools and techniques, and life cycle phases needed to practice project management.

A

foundation

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6
Q

? ? ? ? is a foundational reference for PMI’s project management professional development programs and the practice of project management.

A

The Standard for Project Management

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7
Q

Because project management needs to be tailored to fit the needs of the project, the standard and the guide are both based on ? practices, rather than prescriptive practices.

A

descriptive

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8
Q

The Code of Ethics and Professional Conduct includes both ? and ? standards.

A

aspirational and mandatory standards

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9
Q

Although adherence to the ? standards is not easily measured, conduct in accordance with these is an expectation for those who consider themselves to be professionals—it is not optional.

A

aspirational

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10
Q

The ? standards establish firm requirements and, in some cases, limit or prohibit practitioner behavior.

A

mandatory

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11
Q

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

A

project

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12
Q

Projects are undertaken to fulfill objectives by producing ?.

A

deliverables

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13
Q

An ? is defined as an outcome toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed

A

objective

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14
Q

? may be tangible or intangible and are defined as any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

A

Deliverables

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15
Q

Fulfillment of project objectives may produce one or more unique ?, ?, ? or ? of one or more of these.

A

Product, Service, Result or Combination

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16
Q

Projects are a ? endeavor, but their deliverables may exist beyond the end of the project.

A

Temporary

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17
Q

The temporary nature of projects indicates that a project has a definite ? and ?.

A

beginning and end

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18
Q

There are ? ways to determine the end of a project has been reached

A

6

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19
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?

  • ?;
  • The OBJECTIVES will not or cannot be met;
  • FUNDING is exhausted or no longer available for allocation to the project;
  • The NEED for the project no longer exists
  • The human or physical RESOURCES are no longer available; or
  • The project is TERMINATED for legal cause or convenience.
A
  • The project’s OBJECTIVES have been achieved;
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20
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?

  • The project’s OBJECTIVES have been achieved;
  • ?;
  • FUNDING is exhausted or no longer available for allocation to the project;
  • The NEED for the project no longer exists
  • The human or physical RESOURCES are no longer available; or
  • The project is TERMINATED for legal cause or convenience.
A
  • The OBJECTIVES will not or cannot be met;
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21
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?
- The project’s objectives have been achieved;
- The objectives will not or cannot be met;
?
- The need for the project no longer exists
- The human or physical resources are no longer available; or
- The project is terminated for legal cause or convenience.

A
  • Funding is exhausted or no longer available for allocation to the project;
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22
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?

  • The project’s OBJECTIVES have been achieved;
  • The OBJECTIVES will not or cannot be met;
  • FUNDING is exhausted or no longer available for allocation to the project;
  • ?
  • The human or physical RESOURCES are no longer available; or
  • The project is TERMINATED for legal cause or convenience.
A
  • The NEED for the project no longer exists
    (e. g., the customer no longer wants the project completed, a change in strategy or priority ends the project, the organizational management provides direction to end the project);
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23
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?

  • The project’s OBJECTIVES have been achieved;
  • The OBJECTIVES will not or cannot be met;
  • FUNDING is exhausted or no longer available for allocation to the project;
  • The NEED for the project no longer exists
  • ?; or
  • The project is TERMINATED for legal cause or convenience.
A
  • The human or physical RESOURCES are no longer available;
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24
Q

There are 6 ways to determine the end of a project has been reached. What is the missing one?
- The project’s OBJECTIVES have been achieved;
- The OBJECTIVES will not or cannot be met;
- FUNDING is exhausted or no longer available for allocation to the project;
- The NEED for the project no longer exists
- The human or physical RESOURCES are no longer available; or
?

A
  • The project is TERMINATED for legal cause or convenience.
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25
Q

Projects drive ? in organizations.

A

change

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26
Q

From a business perspective, a project is aimed at moving an organization from the ? state to a ? state in order to achieve a specific objective.

A

Current,

Future

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27
Q

Moving from the Current state to a Future state may involve creating a ? state where multiple steps are made along a continuum to achieve the future state.

A

transition

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28
Q

Projects enable ? ? creation.

A

business value

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29
Q

The net quantifiable benefit derived from a business endeavor is called ? ?. The benefit may be tangible, intangible, or both.

A

business value

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30
Q

In business analysis, business value is considered the ? (in the form of elements such as time, money, goods, or intangibles), for something exchanged

A

return

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31
Q

In projects ? ? refers to the benefit that the results of a specific project provide to its stakeholders.

A

Business value

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32
Q

Project Initiation ? is determined by, and should align one or more of the 4 fundamental factor categories.

A

Context

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33
Q

Organizational leaders initiate projects in response to factors acting upon their organizations. There are ? fundamental categories for these factors, which illustrate the context of a project.

A

4

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34
Q

There are 4 fundamental factors, which illustrate the context of a project.
Identify the missing one.
- Meet REGULATORY, legal, or social requirements;
- Satisfy stakeholder REQUESTS or needs;
- Implement or change business or TECHNOLOGICAL strategies; and
- ?

A
  • Create, improve, or FIX products, processes, or services.
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35
Q

There are 4 fundamental factors, which illustrate the context of a project.
Identify the missing one.
?
- Satisfy stakeholder REQUESTS or needs;
- Implement or change business or TECHNOLOGICAL strategies; and
- Create, improve, or FIX products, processes, or services.

A
  • Meet REGULATORY, legal, or social requirements;
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36
Q

There are 4 fundamental factors, which illustrate the context of a project.
Identify the missing one.
- Meet REGULATORY, legal, or social requirements;
- ?;
- Implement or change business or TECHNOLOGICAL strategies; and
- Create, improve, or FIX products, processes, or services.

A
  • Satisfy stakeholder REQUESTS or needs;
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37
Q

There are 4 fundamental factors, which illustrate the context of a project.
Identify the missing one.
- Meet REGULATORY, legal, or social requirements;
- Satisfy stakeholder REQUESTS or needs;
- ?; and
- Create, improve, or FIX products, processes, or services.

A
  • Implement or change business or TECHNOLOGICAL strategies;
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38
Q

Leaders respond to the 4 fundamental factors that influence an organization’s ongoing operations and business strategies in order to keep the organization ?.

A

viable

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39
Q

Projects provide the means for organizations to successfully make the ? necessary to deal with the 4 fundamental influencing factors.

A

changes

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40
Q

The 4 fundamental factors ultimately should link to the ? objectives of the organization and the business value of each project.

A

strategic

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41
Q

The 4 fundamental factors ultimately should link to the strategic objectives of the organization and the ? ? of each project.

A

business value

= the return gained in exchange for something

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42
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.
?
- Satisfy STAKEHOLDER expectations;
- Be more PREDICTABLE;
- Increase chances of SUCCESS;
- Deliver the right PRODUCTS at the right time;
- Resolve PROBLEMS and issues;
- Respond to RISKS in a timely manner;
- Optimize the use of organizational RESOURCES;
- Identify, recover, or terminate FAILING projects;
- Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
- Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
- Manage CHANGE in a better manner.

A
  • Meet BUSINESS objectives;
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43
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • ?;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Satisfy STAKEHOLDER expectations;
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44
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • ?;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Be more PREDICTABLE;
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45
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • ?;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Increase chances of SUCCESS;
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46
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • ?;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Deliver the right PRODUCTS at the right time;
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47
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • ?;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A

Resolve PROBLEMS and issues

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48
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • ?;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Respond to RISKS in a timely manner;
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49
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • ?;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Optimize the use of organizational RESOURCES;
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50
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • ?;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Identify, recover, or terminate FAILING projects;
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51
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • ?;
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • Manage CHANGE in a better manner.
A
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
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52
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • ?; and
  • Manage CHANGE in a better manner.
A
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
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53
Q

There are 12 ways Effective project management helps individuals, groups, and public and private organizations. Identify the missing one.

  • Meet BUSINESS objectives;
  • Satisfy STAKEHOLDER expectations;
  • Be more PREDICTABLE;
  • Increase chances of SUCCESS;
  • Deliver the right PRODUCTS at the right time;
  • Resolve PROBLEMS and issues;
  • Respond to RISKS in a timely manner;
  • Optimize the use of organizational RESOURCES;
  • Identify, recover, or terminate FAILING projects;
  • Manage CONSTRAINTS (e.g., scope, quality, schedule, costs, resources);
  • Balance the influence of CONSTRAINTS on the project (e.g., increased scope may increase cost or schedule); and
  • ?.
A
  • Manage CHANGE in a better manner.
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54
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • ? ,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Missed DEADLINES,
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55
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • ?,
  • Poor QUALITY,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Cost OVERRUNS,
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56
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • ?,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Poor QUALITY,
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57
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • ?
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • REWORK,
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58
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • REWORK
  • ?
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Uncontrolled EXPANSION of the project, (Scope Creep)
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59
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • ?,
  • Unsatisfied STAKEHOLDERS, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Loss of REPUTATION for the organization,
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60
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • ?, and
  • FAILURE in achieving the objectives for which the project was undertaken.
A
  • Unsatisfied STAKEHOLDERS, and
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61
Q

Poorly managed projects or the absence of project management may result in 8 possible outcomes:

  • Missed DEADLINES,
  • Cost OVERRUNS,
  • Poor QUALITY,
  • REWORK
  • Uncontrolled EXPANSION of the project, (Scope Creep)
  • Loss of REPUTATION for the organization,
  • Unsatisfied STAKEHOLDERS, and
  • ?
A
  • FAILURE in achieving the objectives for which the project was undertaken.
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62
Q

Projects are a key way to create ? and ? in organizations.

A

value and benefits

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63
Q

The business environment is dynamic with an accelerating rate of ?.

A

change

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64
Q

Effective and efficient project management should be considered a strategic competency within organizations. It enables organizations to achieve 4 things:

  • RESPOND to the impact of business environment changes on projects by appropriately adjusting project management plans; (allowing them to)
  • ?, (which means they can)
  • COMPETE more effectively in their markets, (and therefore)
  • SUSTAIN the organization.
A
  • TIE project results to business goals,
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65
Q

Effective and efficient project management should be considered a strategic competency within organizations. It enables organizations to achieve 4 things:

  • RESPOND to the impact of business environment changes on projects by appropriately adjusting project management plans; (allowing them to)
  • TIE project results to business goals, (which means they can)
  • ?, (and therefore)
  • SUSTAIN the organization.
A
  • COMPETE more effectively in their markets,
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66
Q

Effective and efficient project management should be considered a strategic competency within organizations. It enables organizations to achieve 4 things:

  • RESPOND to the impact of business environment changes on projects by appropriately adjusting project management plans; (allowing them to)
  • TIE project results to business goals, (which means they can)
  • COMPETE more effectively in their markets, (and therefore)
  • ?.
A
  • SUSTAIN the organization, and
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67
Q

Effective and efficient project management should be considered a strategic competency within organizations. It enables organizations to achieve 4 things:

  • ?; (allowing them to)
  • TIE project results to business goals, (which means they can)
  • COMPETE more effectively in their markets, (and therefore)
  • SUSTAIN the organization.
A
  • RESPOND to the impact of business environment changes on projects by appropriately adjusting project management plans.
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68
Q

? are not large projects.
A ? is defined as a group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually

A

program

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69
Q

A very large project may be referred to as a ?

A

megaproject.

As a guideline, megaprojects cost US$billion or more, affect 1 million or more people, and run for years.

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70
Q

Some organizations may employ the use of a ? ? to effectively manage multiple programs and projects that are underway at any given time

A

project portfolio

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71
Q

A ? is defined as projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

A

portfolio

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72
Q

Program management and portfolio management differ from ? ? in their life cycles, activities, objectives, focus, and benefits.

A

project management

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73
Q

Portfolios, programs, projects, and operations often engage with the same stakeholders and may need to use the same resources, which may result in a ? in the organization.

A

conflict

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74
Q

The portfolio components are grouped together in order to facilitate the effective ? and ? of the work that helps to achieve organizational strategies and priorities.

A

governance and management

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75
Q

Organizational and portfolio ? impact the components by means of prioritization based on risk, funding, and other considerations.

A

planning

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76
Q

A portfolio view allows organizations to see how the ? goals are reflected in the portfolio.

A

strategic

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77
Q

A portfolio view also enables the implementation and coordination of appropriate portfolio, program, and project ?.

A

governance

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78
Q

Coordinated ? allows authorized allocation of human, financial, and physical resources based on expected performance and benefits

A

governance

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79
Q

Program and project management focus on doing programs and projects the “?” way.

A

right

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80
Q

Portfolio management focuses on doing the “right” ? and ?

A

programs and projects

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81
Q

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

A

project

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82
Q

Projects have defined objectives.

? is progressively elaborated throughout the project life cycle.

A

Scope

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83
Q

Project managers expect ? and implement processes to keep it managed and controlled.

A

change

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84
Q

Project managers progressively elaborate high-level information into detailed ? throughout the project life cycle.

A

plans

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85
Q

Project managers ? the project team to meet the project objectives.

A

manage

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86
Q

Project managers ? and ? the work of producing the products, services, or results that the project was undertaken to produce.

A

monitor and control

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87
Q

? is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction.

A

Success

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88
Q

A ? is a group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.

A

program

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89
Q

Programs have a ? that encompasses the scopes of its program components.

A

scope

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90
Q

Programs are managed in a manner that accepts and adapts to ? as necessary to optimize the delivery of benefits as the program’s components deliver outcomes and/or outputs.

A

change

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91
Q

Programs are managed using high-level ? that track the interdependencies and progress of program components. Program plans are also used to guide ? at the component level.

A

plans.

planning

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92
Q

Programs are managed by ? ? who ensure that program benefits are delivered as expected, by coordinating the activities of a
program’s components.

A

program managers

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93
Q

Program managers ? the progress of program components to

ensure the overall goals, schedules, budget, and benefits of the program will be met.

A

monitor

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94
Q

A program’s ? is measured by the program’s ability to deliver its intended benefits to an organization, and by the program’s efficiency and effectiveness in delivering those benefits.

A

success

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95
Q

A ? is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

A

portfolio

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96
Q

Portfolios have an organizational ? that changes with the strategic objectives of the organization.

A

scope

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97
Q

Portfolio managers continuously ? changes in the broader internal and external environments.

A

monitor

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98
Q

Portfolio managers ? and ? necessary processes and communication relative to the aggregate portfolio.

A

create and maintain

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99
Q

Portfolio managers may ? or ? portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio.

A

manage or co-ordinate

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100
Q

Portfolio managers ? strategic changes and aggregate resource allocation, performance results, and risk of the portfolio.

A

monitor

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101
Q

? is measured in terms of the aggregate investment performance and benefit realization of the portfolio.

A

Success

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102
Q

? ? is defined as the application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually.

A

Program management

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103
Q

A program ? refers to projects and other programs within a program.

A

component

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104
Q

Project management focuses on interdependencies ? a project to determine the optimal approach for managing the project.

A

within

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105
Q

Program management focuses on the interdependencies ? projects and ? projects and the program level to determine the optimal approach for managing them.

A

between

between

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106
Q

In Program Management. Actions related to these program and project-level interdependencies may include: ? with the organizational or strategic direction that affects program and project goals and objectives

A

Aligning

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107
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Allocating the program ? into program components

A

scope

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108
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Managing ? among the components of the program to best serve the program

A

interdependencies

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109
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Managing program ? that may impact multiple projects in the program

A

risks

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110
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Resolving ? and ? that affect multiple projects within the program

A

constraints and conflicts

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111
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Resolving ? between component projects and the program level

A

issues

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112
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Assuring ? realization from the program and component projects

A

benefits

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113
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Managing ? requests within a shared governance framework

A

change

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114
Q

In Program Management. Actions related to these program and project-level interdependencies may include: Allocating ? across multiple projects within the program;

A

budgets

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115
Q

A ? is defined as projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

A

portfolio

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116
Q

? ? is defined as the centralized management of one or more portfolios to achieve strategic objectives.

A

Portfolio management

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117
Q

The programs or projects of the ? may not necessarily be interdependent or directly related.

A

portfolio

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118
Q

Of the 6 main aims, portfolio management aims to:

- Guide organizational ? decisions.

A

INVESTMENT

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119
Q

Of the 6 main aims, portfolio management aims to:

- Select the OPTIMAL mix of ? and ? to meet strategic objectives.

A

programs and projects

120
Q

Of the 6 main aims, portfolio management aims to:

- Provide decision-making ?.

A

TRANSPARENCY

121
Q

Of the 6 main aims, portfolio management aims to:

- Prioritize team and physical resource ?.

A

ALLOCATION

122
Q

Of the 6 main aims, portfolio management aims to:

- Increase the likelihood of realizing the desired ? on investment.

A

return

123
Q

Of the 6 main aims, portfolio management aims to:

- Centralize the management of the aggregate ? profile of all components.

A

RISK

124
Q

Portfolio ? are prioritized so that those contributing the most to the organization’s strategic objectives have the required financial, team, and physical resources.

A

Components

125
Q

? management is an area that is outside the scope of formal project management as described in this guide.

A

Operations

126
Q

Operations management is concerned with the ongoing production of ? and/or ?

A

good and/or services

127
Q

? ? ensures that business operations continue efficiently by using the optimal resources needed to meet customer demands, by managing processes that transform inputs into outputs

A

Operations management

128
Q

Projects can intersect with operations at various points during the product life cycle, such as; At the end of the product ? ?

A

life cycle

129
Q

Projects can intersect with operations at various points during the product life cycle, such as; At each ? phase

A

closeout

130
Q

Projects can intersect with operations at various points during the product life cycle, such as; While ? operations or the product development process

A

improving

131
Q

Projects can intersect with operations at various points during the product life cycle, such as;
- When developing a new, or upgrading an existing ?

A

product

132
Q

Projects can intersect with operations at various points during the product life cycle, such as;
- When expanding ?

A

outputs

133
Q

When Projects intersect with Operations, at various points during the product life cycle, ? and ? are transferred between the project and operations for implementation of the delivered work.

A

deliverables and knowledge

134
Q

Portfolios, programs, and projects are aligned with or driven by ? ? and differ in the way each contributes to the achievement of strategic goals:

A

organizational strategies

135
Q

? ? aligns portfolios with organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources.

A

Portfolio management

136
Q

Program management harmonizes its program components and controls interdependencies in order to realize specified ?.

A

benefits

137
Q

Project management enables the achievement of ? goals and objectives

A

organizational

138
Q

? ? ? is defined as a framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives.

A

Organizational Project Management (OPM)

It’s the interaction of:
Strategy-Portfolio-Programs & Projects-Operations

139
Q

The series of, sequential, iterative, or overlapping, phases that a project passes through from its start to its completion is the ? ? ?.

A

Project life cycle

140
Q

A collection of logically related project activities that culminates in the completion of one or more deliverables is a ? ?

A

Project phase

141
Q

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a program or project.

A

Phase gate

142
Q

? ? ? is a systematic series of activities directed toward causing an end result where one or more inputs will be acted upon to create one or more outputs.

A

Project management processes (49)

143
Q

A logical grouping of project management inputs, tools and techniques, and outputs which include Initiating, Planning, Executing, Monitoring and Controlling, and Closing, but they are NOT project phases.

A

Project Management Process Group (5)

144
Q

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

A

Project Management Knowledge Area/s (10)

145
Q

A Project Life Cycle has 4 ? and 4 ? with it’s timeline.

A

4 Project phases and 4 Phase Gates

146
Q

What is the 1st Project Phase in a Project Life Cycle?

A

Starting the Project

147
Q

What is the 2nd Project Phase in a Project Life Cycle?

A

Organizing and Preparing

148
Q

What is the 3rd Project Phase in a Project Life Cycle?

A

Carrying Out the Work

149
Q

What is the 4th/last Project Phase in a Project Life Cycle?

A

Ending the Project

150
Q

There are 6 Key Components in a Project. What are they and how many are in each?

A 
Project life cycle 
  - 4 Project phase
  - 4 Phase gates
49 Project Management Processes
  - 5 Process Groups 
  - 10 Knowledge Areas
151
Q

The Project Life Cycle provides the basic/generic ? for managing the project and applies regardless of the specific project work involved.

A

framework

152
Q

Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a ? life cycle.

A

development

153
Q

Both Project AND Development life cycles can be predictive or adaptive, but Development life cycles can also be iterative, incremental, or a ? ?

A

hybrid model

154
Q

In a ? life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. They may also be referred to as waterfall life cycles.

A

predictive

155
Q

In an ? life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases.

A

iterative

156
Q

In an iterative life cycle, ? develop the product through a series of repeated cycles, while ? successively add to the functionality of the product.

A

Iterations

increments

157
Q

In an ? life cycle, the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.

A

incremental

158
Q

? life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. They are also referred to as agile or change-driven life cycles.

A

Adaptive

159
Q

A ? life cycle is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle.

A

hybrid

160
Q

It is up to the project management team to determine the best ? ? for each project

A

life cycle

161
Q

The project life cycle needs to be ? enough to deal with the variety of factors included in the project.

A

flexible

162
Q

Life cycle flexibility may be accomplished by (3):

- Identifying the ? that need to be performed in each phase

A

process/es

163
Q

Life cycle flexibility may be accomplished by (3):

- Adjusting the various ? of a phase

A

attributes

e.g., name, duration, exit criteria, and entrance criteria

164
Q

Life cycle flexibility may be accomplished by (3):

- ? the process or processes identified in the appropriate phase,

A

Performing

165
Q

Project life cycles are ? of product life cycles, which may be produced by a project.

A

independent

166
Q

A ? life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

A

product

167
Q

A ? ? is a collection of logically related project activities that culminates in the completion of one or more deliverables.

A

project phase

168
Q

The phases in a life cycle can be described by a variety of ?. These (S) may be measurable and unique to a specific phase.

A

attributes

169
Q

These are examples of what type of project phase attribute?

(Phase A, Phase B, Phase 1, Phase 2, proposal phase),

A

Name

170
Q

These are examples of what type of project phase attribute?

e.g. three phases in the project, five phases in the project

A

Number

171
Q

These are examples of what type of project phase attribute?

1 week, 1 month, 1 quarter

A

Duration

172
Q

These are examples of what type of project phase attribute?

People, buildings, equipment

A

Resource requirements

173
Q

These are examples of what type of project phase attribute?

Specified approvals documented, specified documents completed

A

Entrance criteria for a project to move into that phase

174
Q

These are examples of what type of project phase attribute?

Documented approvals, completed documents, completed deliverables

A

Exit criteria for a project to complete a phase

175
Q

Projects may be separated into distinct ? or ? which are generally given names that indicate the type of work done in that phase.

A

phases or subcomponents.

some e.g.’s Concept development, Feasibility study, Customer requirements, Solution development, Design, Prototype, Build, Test, Transition, Commissioning, Milestone review, and Lessons learned.

176
Q

The project phases may be established based on various ?

A

factors
some e.g.’s
- Management needs;
- Nature of the project;
- Unique characteristics of the organization, industry, or technology;
- Project elements inc technology, engineering, business, process, or legal; and
- Decision points (e.g., funding, project go/no-go, and milestone review).

177
Q

Using MULTIPLE phases may provide better insight to managing the project. It also provides an opportunity to assess the project performance and take necessary ? or ? actions in subsequent PHASES.

A

corrective or preventive

178
Q

A ?? or ??, is a key component used with project phases and held at the end of a phase

A

phase gate or phase review

179
Q

At the phase gate, the project’s performance and progress are compared to the project and business ?

A

documents

Some e.g.’s

  • Project business case
  • Project charter
  • Project management plan and
  • Benefits management plan
180
Q

There are typically 5 decision options made at the phase gate:
?
- Continue to the next phase with MODIFICATIONS,
- END the project,
- REMAIN in the phase, or
- REPEAT the phase or elements of it.

A
  • Continue to the NEXT phase,
181
Q 
There are typically 5 decision options made at the phase gate:
- Continue to the NEXT phase,
?
- REMAIN in the phase, or
- REPEAT the phase or elements of it.
- END the project,
A
  • Continue to the next phase with MODIFICATIONS,
182
Q

There are typically 5 decision options made at the phase gate:

  • Continue to the NEXT phase,
  • Continue to the next phase with MODIFICATIONS,
  • REMAIN in the phase,
  • REPEAT the phase or elements of it, or
  • ?
A
  • END the project,
183
Q

There are typically 5 decision options made at the phase gate:
- Continue to the NEXT phase,
- Continue to the next phase with MODIFICATIONS,
?
- REPEAT the phase or elements of it or
- END the project,

A
  • REMAIN in the phase,
184
Q

There are typically 5 decision options made at the phase gate:

  • Continue to the NEXT phase,
  • Continue to the next phase with MODIFICATIONS,
  • REMAIN in the phase,
  • ?, or
  • END the project,
A
  • REPEAT the phase or elements of it.
185
Q

The ? ? ? is managed by executing a series of project management activities known as project management processes.

A

project life cycle

186
Q

Every project management process produces one or more outputs from one or more inputs by using appropriate project management ? and ?.

A

tools and techniques.

187
Q

Every project management process produces one or more outputs known as deliverables or ?.

A

outcome.

Outcomes are an end result of a process.

188
Q

Project management processes are logically linked by the ? they produce.

A

outputs

outputs = deliverables and outcomes

189
Q

Processes may contain ? activities that occur throughout the project.

A

overlapping

190
Q

The output of one process generally results in either:
? or
- A DELIVERABLE of the project or project phase.

A
  • An INPUT to another process,
191
Q

The output of one process generally results in either:
- An INPUT to another process, or
?

A
  • A DELIVERABLE of the project or project phase.
192
Q

The number of process ? and ? between processes varies based on the needs of the project

A

iterations and interactions

193
Q

Processes generally fall into one of three categories:

  • ?
  • Processes that are performed PERIODICALLY as needed.
  • Processes that are performed CONTINUOUSLY throughout the project.
A

Processes used ONCE or at PREDEFINED points in the project.

The processes Develop Project Charter and Close
Project or Phase are examples.

194
Q

Processes generally fall into one of three categories:

  • Processes used ONCE or at PREDEFINED points in the project.
  • ?
  • Processes that are performed CONTINUOUSLY throughout the project.
A

Processes that are performed PERIODICALLY as needed.

The process Acquire Resources is performed as resources are needed. The process Conduct Procurements is performed prior to needing the procured item.

195
Q

Processes generally fall into one of three categories:

  • Processes used ONCE or at PREDEFINED points in the project.
  • Processes that are performed PERIODICALLY as needed.
  • ?
A

Processes that are performed CONTINUOUSLY throughout the project.
The process activities that may occur throughout the project life cycle, especially if the project uses rolling wave planning or an adaptive development approach. Many of the monitoring and control processes are ongoing from the start of the project, until it is closed out.

196
Q

Project management is accomplished through the appropriate ? and ? of logically grouped project management processes.

A

application and integration

197
Q

The PMBOK Guide groups processes into 5 categories called ? ?.

A

Process Groups

198
Q

My Process Groups mnemonic is

A

“In Projects Everything Must Close”

199
Q

“In Projects Everything Must Close” is what

A

5 Process Groups

Initiating, Planning, Executing, Monitoring and Controlling, Closing

200
Q

Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

A

Initiating Process Group.

201
Q

Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

A

Planning Process Group.

202
Q

Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.
This group integrates and coordinates people and other resources to carry out the project management plan.

A

Executing Process Group.

203
Q

Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

A

Monitoring and Controlling Process Group.

204
Q

Those processes performed to formally complete or close the project, phase, or contract.

A

Closing Process Group.

205
Q

Process Groups are not the same as project ?

A

phases

206
Q

The project management processes are linked by specific inputs and outputs where the result or outcome of one process may become the input to another process that is not necessarily in the same ? ?

A

Process Group.

207
Q

Initiating formula?

A

Do It

208
Q

Planning formula?

A

D [Plan^9] + CDC/DSED/ED/-E-/IPPP/–

209
Q

Executing formula?

A

DM/—/M/ADM/M/I/C/M

210
Q

Monitoring and Controlling formula?

A

M&C[C^5/M^2/C/M] KAs + P/V

211
Q

Closing formula?

A

Close

212
Q

Process Group zip?

A

2-24-10-12-1

213
Q

In addition to Process Groups, processes are also categorized by ? ?

A

Knowledge Areas

214
Q

A ? ? is an identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

A

Knowledge Area

215
Q

My Knowledge Area mnemonic is

A

“I Saw Six Cats Quickly Rip Carol’s Red Polo Shirt”

216
Q

“I Saw Six Cats Quickly Rip Carol’s Red Polo Shirt” is what?

A

10 Knowledge Areas

Integration, Scope, Schedule, Cost, Quality, Resources, Communication, Risk, Procurement, Stakeholders

217
Q

Knowledge Area phone number?

A

766-436-3734

218
Q

Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

A

Project Integration Management.

219
Q

Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully.

A

Project Scope Management.

220
Q

Includes the processes required to manage the timely completion of the project.

A

Project Schedule Management.

221
Q

Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget.

A

Project Cost Management.

222
Q

Includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.

A

Project Quality Management.

223
Q

Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

A

Project Resource Management.

224
Q

Includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.

A

Project Communications Management.

225
Q

Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.

A

Project Risk Management.

226
Q

Includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.

A

Project Procurement Management.

227
Q

Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

A

Project Stakeholder Management.

228
Q

The 49 Processes create Project ? which is collected and analysed to become Project INFORMATION. This information is then communicated, stored and distributed in various formats as Project REPORTS

A

DATA

229
Q

The 49 Processes create Project DATA which is collected and analysed to become Project ? . This information is then communicated, stored and distributed in various formats as Project REPORTS

A

INFORMATION

230
Q

The 49 Processes create Project DATA which is collected and analysed to become Project INFORMATION which is then communicated, stored and distributed in various formats as Project ?

A

REPORTS

231
Q

The raw observations and measurements identified during activities performed to carry out the project work. Project data are usually recorded in a Project Management Information System (PMIS) and in project documents.

A

Work Performance Data.
e.g. reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.

232
Q

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.

A

Work Performance Information.

e.g. status of deliverables, implementation status for change requests, and forecast estimates to complete.

233
Q

The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness.

A

Work Performance Reports.

e.g. status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.

234
Q

The project manager collaborates with the project team, sponsor, organizational management, or some combination thereof, in ? the project, and should address the competing constraints of scope, schedule, cost, resources, quality, and risk.

A

“tailoring”

In some cases, the organization may require specific project management methodologies be used.

235
Q

The importance of each ? is different for each project, and the project manager tailors the approach for managing these (S) based on things like the project environment, organizational culture, stakeholder needs, and whether it was requested internally or externally.

A

constraint

236
Q

In tailoring project management, the project manager should also consider the varying levels of ? that may be required and within which the project will operate,

A

governance

237
Q

Sound project management ? take into account the unique nature of projects and allow tailoring, to some extent, by the project manager.

A

methodologies

238
Q

The project manager needs to ensure that the project management approach captures the intent of business ?.

A

documents

These two documents are interdependent and iteratively developed and maintained throughout the life cycle of the project.

239
Q

What are the 2 business documents?

A
  • Project Business Case

- Project Benefits Management Plan

240
Q

A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

A

Project Business Case

241
Q

The documented explanation defining the processes for CREATING, MAXIMISING, and SUSTAINING the benefits provided by a project.

A

Project Benefits Management Plan

242
Q

The project ? is generally accountable for the development and maintenance of the project business case document.

A

sponsor

243
Q

The ? ? is responsible for providing recommendations and oversight to keep the project business case, project management plan, project charter, and project benefits management plan success measures in alignment with one another and with the goals and objectives of the organization.

A

project manager

244
Q

Unless the Business Case and Benefits Management Plan are maintained at the program level, the ? ? should appropriately TAILOR the project management documents for their projects.

A

Project managers

Otherwise, Project managers should work with the program managers to ensure the project management documents are aligned with the program documents.

245
Q

Needs Assessment, Business Case and Benefits Management Plan are conducted before the

A

Initiation Group phases.

246
Q

The (Pre-Project Work) information from the Needs Assessment, Business Case and Benefits Management Plan feed into the ? ? document

A

Project Charter

which then feeds into the Project Management Plan

247
Q

The ? ? lists the objectives and reasons for project initiation

A

Business Case

248
Q

The Business Case is a project business document that is used throughout the project life cycle and helps measure the project ? at the end of the project against the project objectives.

A

success

249
Q

The Business Case, created before the project initiation phases may result in a ?/? decision for the project.

A

go/no-go

250
Q

A ? ? often precedes the business case.

A

Needs Assessment

251
Q

The ? ? involves understanding business goals and objectives, issues, and opportunities and recommends proposals to address them.

A

Needs Assessment

252
Q

The results of the needs assessment may be summarized in the ? ? document.

A

Business Case

253
Q

The process of defining the business need, analyzing the situation, making recommendations, and defining evaluation
criteria is applicable to any organization’s ?.

A

projects

254
Q 
A Business Case may include but is not limited to documenting
the following:
?
- Analysis of the situation:
- Recommendation:
- Evaluation:
A
  • Business needs:
255
Q 
A business case may include but is not limited to documenting
the following:
- Business needs:
?
- Recommendation:
- Evaluation:
A
  • Analysis of the situation:
256
Q 
A business case may include but is not limited to documenting
the following:
- Business needs:
- Analysis of the situation:
?
- Evaluation:
A
  • Recommendation:
257
Q 
A business case may include but is not limited to documenting
the following:
- Business needs:
- Analysis of the situation:
- Recommendation:
?
A
  • Evaluation:
258
Q

These are all examples of documenting ? ?

  • Determination of what is prompting the need for action;
  • Situational statement documenting the business problem or opportunity to be addressed including the value to be delivered to the organization;
  • Identification of stakeholders affected; and
  • Identification of the scope.
A

Business needs:

259
Q

These are all examples of documenting ? ?

  • Identification of organizational strategies, goals, and objectives;
  • Identification of root cause(s) of the problem or main contributors of an opportunity;
  • Gap analysis of capabilities needed for the project versus existing capabilities of the organization;
  • Identification of known risks;
  • Identification of critical success factors;
  • Identification of decision criteria by which the various courses of action may be assessed;
  • Identification of a set of options to be considered for addressing the business problem or opportunity
A

Analysis of the situation

Situation Analysis

260
Q

Examples of criteria categories used for analysis of a situation are:
?
- DESIRED to be fulfilled to address the problem or opportunity.
- OPTIMAL is not essential. Fulfillment of this criterion may become a differentiator between alternative courses of action.

A

-REQUIRED to be fulfilled to address the problem or opportunity.

261
Q

Examples of criteria categories used for analysis of a situation are:
-REQUIRED to be fulfilled to address the problem or opportunity.
?
- OPTIMAL is not essential. Fulfillment of this criterion may become a differentiator between alternative courses of action.

A
  • DESIRED to be fulfilled to address the problem or opportunity.
262
Q

Examples of criteria categories used for analysis of a situation are:
-REQUIRED to be fulfilled to address the problem or opportunity.
- DESIRED to be fulfilled to address the problem or opportunity.
?

A
  • OPTIMAL is not essential. Fulfillment of this criterion may become a differentiator between alternative courses of action.
263
Q

A Business Case could present the following three options/business scenarios:
?
- Do the minimum work possible to address the problem or opportunity.
- Do more than the minimum work possible to address the problem or opportunity.

A
  • Do nothing: aka “business as usual” option.

Selection of this option results in the project not being authorized.

264
Q

A Business Case could present the following three options/business scenarios:
- Do nothing: aka “business as usual” option.
?
- Do more than the minimum work possible to address the problem or opportunity.

A
  • Do the minimum work possible to address the problem or opportunity.

The minimum may be established by identifying the set of documented criteria that are key in addressing the problem or opportunity.

265
Q

A Business Case could present the following three options/business scenarios:
- Do nothing: aka “business as usual” option.
- Do the minimum work possible to address the problem or opportunity.
?

A
  • Do more than the minimum work possible to address the problem or opportunity.

This option meets the minimum set of criteria and some or all of the other documented criteria. There may be more than one of these options documented in the business case.

266
Q

These are all examples of documenting the ?
- A statement of the recommended option to pursue in the project;
and should include things like:
-Analysis results for the potential option;
-Constraints, assumptions, risks, and dependencies for the potential options; and
-Success measures
- An implementation approach that may include but is not limited to:
-Milestones,
-Dependencies, and
-Roles and responsibilities.

A

Recommendation:

267
Q

This is an example of documenting the ?
- Statement describing the plan for measuring benefits the project will deliver. This should include any ongoing operational aspects of the recommended option beyond initial implementation.

A

Evaluation:

268
Q

The Business Case document provides the basis to measure ? and ? throughout the project life cycle by comparing the results with the objectives and the identified success criteria.

A

success and progress

See Business Analysis for Practitioners: A Practice Guide [7]

269
Q

The project ? ? ? is the document that describes how and when the benefits of the project will be delivered, and describes the mechanisms that should be in place to measure those benefits.

A

Benefits Management Plan

270
Q

A project ? is defined as an outcome of actions, behaviors, products, services, or results that provide value to the sponsoring organization as well as to the project’s intended beneficiaries.

A

benefit

271
Q

Development of the Benefits Management Plan begins early in the project life cycle with the definition of the ? ? to be realized.

A

target benefits

272
Q

These are some examples of key elements described in the ? ? ?.

  • Target benefits
  • Strategic alignment
  • Timeframe for realizing benefits
  • Benefits owner
  • Metrics
  • Assumptions
  • Risks
A

Benefits Management Plan

273
Q

The financial value, expressed as Net Present Value (NPV) describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Target benefits

274
Q

How well the project benefits align to the business strategies of the organization describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Strategic alignment

275
Q

Benefits by phase, short-term, long-term, and ongoing describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Timeframe for realizing benefits

276
Q

The accountable person to monitor, record, and report realized benefits throughout the timeframe established in the plan describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Benefits owner

277
Q

The measures to be used to show benefits realized, direct measures, and indirect measures describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Metrics

278
Q

Factors expected to be in place or to be in evidence describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Assumptions

279
Q

Risks for realization of benefits describes 1 of the key elements in the Benefits Management Plan. Which one?

A

Risks

280
Q

Developing the Benefits Management Plan makes use of the data and information documented in the ? ? and ? ?

A

Business Case

and Needs Assessment.

281
Q

The ? ? ? and ? ? ? include a description of how the business value resulting from the project becomes part of the
organization’s ongoing operations, including the metrics to be used.

A

Benefits Management Plan and the Project Management Plan

282
Q

The ? provide verification of the business value and validation of the project’s success.

A

Metrics

283
Q

Development and maintenance of the project Benefits Management Plan is an ? activity and complements/contributes to the Business Case, Project Charter, and Project Management Plan.

A

iterative

284
Q

The project manager works with the sponsor to ensure that the ??, ??? and the ??? remain in alignment throughout the life cycle of the project.

A

Project Charter, Project Management Plan, and the Benefits Management Plan

285
Q

The ? ? is defined as a document issued by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

A

Project Charter

286
Q

The ? ? ? is defined as the document that describes how the project will be executed, monitored, and controlled.

A

Project Management Plan

287
Q

Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project but now it is equally important to include project ? to help measure success.

A

objectives

288
Q

Besides the traditional metrics used to evaluate the success of a project it is critical to clearly document the project objectives and to select ones that are ?.

A

measurable

289
Q

Three questions that the key stakeholders and the project manager should ask, answer, agree upon and document are:
?
- How will success be measured?
- What factors may impact success?

A
  • What does success look like for this project?
290
Q

Three questions that the key stakeholders and the project manager should ask, answer, agree upon and document are:
- What does success look like for this project?
?
- What factors may impact success?

A
  • How will success be measured?
291
Q

Three questions that the key stakeholders and the project manager should ask, answer, agree upon and document are:
- What does success look like for this project?
- How will success be measured?
?

A
  • What factors may impact success?
292
Q

Project success may include additional criteria linked to the organizational strategy and to the delivery of business

results. Some examples of ? ? that may be used are:
- Completing the project benefits management plan;
- Meeting the agreed-upon financial measures documented in the business case; including:
- Net present value (NPV),
- Return on investment (ROI),
- Internal rate of return (IRR),
- Payback period (PBP), and
- Benefit-cost ratio (BCR).
- Meeting business case non-financial objectives;
- Completing movement of an organization from its current state to the desired future state;
- Fulfilling contract terms and conditions;
- Meeting organizational strategy, goals, and objectives;
- Achieving stakeholder satisfaction;
- Acceptable customer/end-user adoption;
- Integration of deliverables into the organization’s operating environment;
- Achieving agreed-upon quality of delivery;
- Meeting governance criteria; and
- Achieving other agreed-upon success measures or criteria (e.g., process throughput).

A

project objectives

293
Q

The ? ? needs to be able to assess the project situation, balance the demands, and maintain proactive communication with stakeholders in order to deliver a successful project.

A

project team

294
Q

When the business alignment for a project is ?, the chance for project success greatly increases because the project remains aligned with the strategic direction of the organization.

A

constant

295
Q

It is possible for a project to be successful from a scope/schedule/budget viewpoint, and to be unsuccessful from a business viewpoint. This can occur when there is a ? in the business needs or the market environment before the project is completed.

A

change

LP PMBOK 6th Edition (10 decks)

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