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PMBOK 6th Edition Flash Cards - Chapter by Chapter > Chapter 1 - Introduction : Pages 1 - 35 > Flashcards

Chapter 1 - Introduction : Pages 1 - 35 Flashcards

1
Q

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

A

Project

Page 4

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2
Q

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

Outcome

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3
Q

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. It can be tangible or intangible.

A

Deliverable

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4
Q

A unique product that can be either a component of another item, an enhancement or correction to an item, or a new end item itself

A

Deliverable

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5
Q

A unique service or capability to perform a service (e.g. a business a function that supports production or distribution)

A

Deliverable

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6
Q

A unique result, such as an outcome or document (e.g. a research project, that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society)

A

Deliverable

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7
Q

A unique combination of one or more products. services, or results (e.g. a software application, its associated documentation, and help desk services)

A

Deliverable

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8
Q

The temporary nature of projects does not necessarily mean that a project has a short duration, but rather that a project has a definite ________ and _________

A

Beginning and End

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9
Q

________ drive change in organizations, as they are aimed at moving an organization from one state to another state in order to achieve a specific objective.

A

Projects

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10
Q

The net quantifiable benefit (tangible, intangible, or both) derived from a business endeavor for project stakeholders

A

Business Value

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11
Q
  • Monetary Assets
  • Stockholder Equity
  • Utility
  • Fixtures
  • Tools
  • Market Share
A

Tangible Business Value Elements

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12
Q
  • Goodwill
  • Brand Recognition
  • Public Benefit
  • Trademarks
  • Strategic Alignment
  • Reputation
A

Intangible Business Value Elements

Page 7

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13
Q

Why might a project be initiated?

A

-Meet regulatory, legal, or social requirements
-Satisfy stakeholder requests or needs
-Implement or change business or technological strategies
-Create, improve, or fix products, processes, or services
(Page 7)

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14
Q

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

A

Project Management

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15
Q

What are the 3 separate scenarios in which a project may be managed?

A

-As a stand-alone project (outside of a portfolio or program)
-Within a program
-Within a portfolio
(Page 11)

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16
Q

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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17
Q

A very large project, that costs $1B or more, affects 1 million or more people, and runs for years

A

Megaproject

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18
Q

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

A

Portfolio

Page 11

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19
Q

__________ and _________ management focus on doing programs and projects the “right” way

A

Program and Project Management

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20
Q

___________ management focuses on doing the “right” programs and projects

A

Portfolio

Page 12

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21
Q

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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22
Q

The centralized management of one or more portfolios to achieve strategic objectives. The programs or projects of the portfolio may not be necessarily interdependent or directly related.

A

Portfolio Management

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23
Q

An area outside the scope of formal project management as it is concerned with the ongoing production of goods and/or services.

A

Operations Management

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24
Q

The framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives

A

Organizational Project Management (OPM)

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25
Q

The series of phases that a project passes through from its start to completion; it provides the basic framework for managing the project

A

Project Life Cycle

Page 19

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26
Q

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

A

Project Phase

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27
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 the program or project

A

Phase Gate

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28
Q

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

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29
Q

A logical grouping of project management inputs, tools, and techniques, and outputs that include: Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

A

Project Management Process Group

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30
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

Page 18

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31
Q

Project life cycles can be __________ or ___________

A

predictive or adaptive

Page 19

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32
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 what?

A

Development Life Cycles

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33
Q

These an be predictive, iterative, incremental, adaptive, or a hybrid model

A

Development Life Cycles

Page 19

34
Q

Also referred to as waterfall life cycles, in this, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed.

A

Predictive Life Cycle

Page 19

35
Q

In ___________________, 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. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

A

Iterative Life Cycle

Page 19

36
Q

In ___________________________, 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 Life Cycle

Page 19

37
Q

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

A

Adaptive Life Cycle

Page 19

38
Q

This is a combination of a predictive and 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 Life Cycle

Page 19

39
Q

The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and retirement.

A

Product Life Cycle

Page 19

40
Q

Depending on the organization, industry, or types of work, _________________ may be referred to by other terms such as phase review, stage gate, kill point, and phase entrance or phase exit.

A

Phase Gate

Page 21

41
Q

The end result of a process

A

Outcome

Page 22

42
Q

What are examples of processes that are used once or at predefined points in the project?

A

-Develop Project Charter
-Close Project or Phase
(Page 22)

43
Q

What are examples of processes that are performed periodically/as needed?

A

-Acquire Resources
-Conduct Procurements
(Page 22)

44
Q

What is an example of a process that is performed continuously throughout the project?

A

Define Activities

Page 22

45
Q

____________ is independent of project phases

A

Process Groups

Page 23

46
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

Page 23

47
Q

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

A

Planning Process Group

Page 23

48
Q

Those processes performed to complete the work defined in the project management plan to satisfy the project requirements

A

Executing Process Group

Page 23

49
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

Page 23

50
Q

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

A

Closing Process Group

Page 23

51
Q

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

A

Knowledge Area

Page 23

52
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

Page 23

53
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

Page 23

54
Q

Includes the processed required to manage the timely completion of the project

A

Project Schedule Management

Page 24

55
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

Page 24

56
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 stakeholder’s expectations

A

Project Quality Management

Page 24

57
Q

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

A

Project Resource Management

Page 24

58
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

Page 24

59
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

Page 24

60
Q

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

A

Project Procurement Management

Page 24

61
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

Page 24

62
Q

How many total knowledge areas are there in the PMBOK Guide?

A

10

Page 23

63
Q

The raw observations and measurements identified during activities performed to carry out the project work
Examples: Reported percent of work physically completed, Quality and technical performance measures, Start and finish dates of schedule activities

A

Work performance data

Page 26

64
Q

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.
Examples: Status of deliverables, implementation status for change requests, forecast estimates to complete

A

Work performance information

Page 26

65
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.
Examples: Status reports, memos, justifications, information notes, electronic dashboards, recommendations, updates

A

Work performance reports

Page 26

66
Q

A system of practices, techniques, procedures, and rules used by those who work in a discipline.

A

Methodology

Page 28

67
Q

Selecting the appropriate project management processes, inputs, tools, techniques, outputs and life cycle phases

A

Tailoring

Page 28

68
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

Page 29

69
Q

The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project.

A

Project benefits management plan

Page 29

70
Q

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

A

Project Sponsor

Page 29

71
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

Page 29

72
Q

________________ lists the objectives and reasons for project initiation; it helps measure the project success at the end of the project against the project objectives

A

Project Business Case

Page 30

73
Q

___________________ often precedes the business case, and involves understanding business goals and objectives, issues, and opportunities and recommending proposals to address them

A

Needs Assessment

Page 30

74
Q

What are the 3 examples of criteria categories that can be used for analysis of a situation?

A

-Required
-Desired
-Optional
(Page 31)

75
Q

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

Project benefit

Page 33

76
Q

The expected tangible and intangible value to be gained by the implementation of the project.

A

Target benefit

Page 33

77
Q

How well the project benefits align to the business strategies of the organization

A

Strategic Alignment

Page 33

78
Q

The accountable person to monitor, record, and report realized benefits throughout the time frame established in the plan

A

Benefits owner

Page 33

79
Q

Factors expected to be in place, or to be in evidence

A

Assumptions

Page 33

80
Q

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
(Page 34)
81
Q

The document that describes how the project will be executed, monitored, and controlled

A

Project Management Plan

Page 34

82
Q

When is it possible for a project to be successful from a scope/schedule/budget viewpoint, but be unsuccessful from a business viewpoint?

A

-When there is a change in business needs or the market environment before the project is completed
(Page 35)

PMBOK 6th Edition Flash Cards - Chapter by Chapter (13 decks)

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