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CAPM > Chapter 2 - Managing a Project > Flashcards

Chapter 2 - Managing a Project Flashcards

Managing a Project

1
Q

Organisational Structures

A

Functional, Project-Oriented, Matrix

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2
Q

Adaptive Life Cycle

A

A project lifecycle, also known as change- driven or agile methods, that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive lifecycles are also are integrated and incremental, but differ in that iterations are very rapid (2-4 weeks) and a fixed in Time &Resources.

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3
Q

Fast tracking

A

A practice of overlapping project phases.

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4
Q

Balanced matrix structure

A

An organisation where organisational resources are pooled into one project team, but the functional managers and the project manager share the project power.

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5
Q

Composite structure

A

An organisation that creates a blend of the functional, matrix and projectised structures.

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6
Q

Customer/user

A

The person(s) who will pay for an use the project’s deliverables.

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7
Q

Deliverable

A

A verifiable, measurable product or service created by phase and/or a project.

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8
Q

Functional Structure

A

An organisation that is divided into functions, and each employee has one clear function manager. Each department acts independently of this other departments. A project manager in this structure has little to no power and may be called a project coordinator.

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9
Q

Influences

A

Persons who can positively or negatively influence a project’s ongoing activities and/or project’s likelihood of success.

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10
Q

Kill point

A

The review of a phase to determine if it accomplished its requirements. A kill point signals an opportunity to kill the project if it should not continue.

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11
Q

Negative stakeholders

A

A stockholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.

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12
Q

Performing organisations

A

The organisation whose employees or members are most directly involved in the project work.

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13
Q

Phase

A

The logical division of a project based on the work or deliverable completed within that phase. common examples include phases within construction. software development, or manufacturing.

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14
Q

Phase exit

A

The review of a phase to determine if it accomplished its requirements. It signals the exiting of one phase and the entering of another.

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15
Q

Phase gate

A

The review of a phase to determine if it accomplished its requirements. Like a phase exit, a phase gate shows the qualifications to move from one phase to another.

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16
Q

Phase end review

A

The review of a phase to determine if it accomplished its requirements. A phase end review is also called a phase exit, a phase gate, and a kill point.

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17
Q

Positive stakeholder

A

A stakeholder who wants a project to exist and to succeed. He or she may try to positively influence the project and help to succeed.

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18
Q

Predictive life cycle

A

A form of project lifecycle in which the project scope, and the time and cost required to deliver that scope are determined as early in the life cycle as possible.

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19
Q

Product life cycle

A

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

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20
Q

Project Management Office - PMO

A

A departmental unit within an organisation that provides or ensures compliance with project governance. The office oversees and standardises the management of projects.

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21
Q

Project Management system

A

The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.

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22
Q

Project stakeholder

A

Anyone who will be impacted by the project or can positively or negatively influence the project. Their role is determined by the project managers and the stakeholders themselves.

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23
Q

Project-oriented or Projectised structure

A

The entire company is organised by projects, and the project manager has control of the project. Personnel are assigned and report to a project manager. “No-home”, once a project is finished team has no department to go back to.

24
Q

Strong matrix structure

A

An organisation where organisational resources are pooled into one project team, but the functional managers have less project power that the project manager.

25
Q

Weak matrix structure

A

An organisation where organisational resources are pooled into one project team, but the functional managers have more project power than project managers.

26
Q

Project

A

Temporary endeavour with a beginning and an end. Creates unique product, result or a service.

27
Q

Program

A

group of related projects

28
Q

Portfolio

A

Includes a group of programs, individual projects, and other related operational work that are prioritised and then implemented to achieve a specific strategic business goal.

29
Q

Operations

A

ongoing work to support the business.

30
Q

Constraints

A

Cost, resources, scope, schedule, quality, risk, customer satisfaction,

31
Q

Work performance data

A

Initial measurements and details about activities gathered during project work

32
Q

Work performance information

A

During controlling, the work performance data are analysed to make sure the conform to the project management plan and to assess what they mean for the project as a whole; the result is known as a work performance information.

33
Q

Work performance report

A

The work performance info organised into the wok performance report and is distributed to stakeholders.

34
Q

Incremental and iterative life cycles

A

A project lifecycle where the project scope is generally determined early in the project lifecycle, but time and cost estimates of routinely modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successfully add to the functionality of the product.

35
Q

Project management process

A

Is what you need to manage work. Processes are: Initiation, Planning, Executing, Monitoring and Controlling, Closing. Project management processes are iterative.

36
Q

Project life cycle

A

series of phases that a project passes through from its initiation to its closure. Three types: predictive, Iterative and Incremental, adaptive.
It’s what you need to do the work.

37
Q

Enterprise Environmental Factors

A

Refer to conditions that are not under control of project team, that influence or direct the project. Think of company’s culture and existing systems.

38
Q

Organisational process assets

A

Plans, processes, policies, procedures, and knowledge bases specific and used by the performing organisation,

39
Q

Organisational Project Management

A

Provides a strategic Framework to use and guide portfolio, program, and project management to achieve the organisation’s strategic goals.

40
Q

Portfolio Management

A

Selects and prioritises programs and projects that will best achieve the organisation’s strategic goals.

41
Q

Program Management

A

Coordinates the management of related projects to achieve specific benefits that support the organisation’s strategic goals.

42
Q

Project Management

A

manages effort to develop specific scope, which supports the portfolio or program management objectives and, ultimately, the organisation’s strategic goals.

43
Q

Types of PMOs -

A

Supportive - provides the policies, methodologies, templates, and lessons learned for managing projects within organisation. It typically exercises a low level of control over projects.
Controlling - provides support and guidance on how to manage projects, trains others in project management and project management software, assists with specific project management tools, and ensures compliance with organisational policies.
Directive - provides project managers for different projects, and is responsible for the results of those projects; all projects, or projects of certain size, type, or influence, are managed by this office. A directive PMO has a high level control over projects.

44
Q

Project Sponsor/Initiator

A

the one who provides financial resources for the project, it also provides support for the project and projects the project form unnecessary changes. “Working together”.

45
Q

Project team

A

Group of people, including project manager, who will complete the work of the project.

46
Q

Role of a Functional Manager

A

managers and is responsible for the human and physical resources in a specific department.

47
Q

Role of a Project Manager

A

Responsible for managing the project to meet project objectives and deliver value and benefits to the organisation:
Assigned no later than Initiation
Helps write project charge
in charge of project, but not necessary resources
Does not have to be a technical expert

48
Q

Role of Portfolio Manager

A

Responsible for the governance at an executive level of the projects or programs that make up a portfolio.
Work includes:
Managing various projects or program that may be largely unrelated to each other
Ensuring selected projects provide value to organisation
Working with Senior Executives to gather support for individual projects
Getting the best return from resources invested.

49
Q

Assumption log

A

repository of assumptions and constraints

50
Q

Assumptions

A

what management and stakeholders believe to be true.

51
Q

Data gatherin

A 
Benchmarking
Brainstorming
Prompt Lists
Checklists
Interviews
Market Research
Questionnaires and survey
52
Q

Data Analysis

A 
Alternatives analysis
Assumptions and constraints
cost-benefit analysis
Document Analysis
Earned Value Analysis
Performance Reviews
Reserve Analysis
Root Cause Analysis
Simulation
SWOT
Trend analysis
Variance Analysis
What-if Analysis
53
Q

Data Representation

A 
Affinity diagrams
Cause-and-effect diagrams
Control charts
Flow charts
Hierarchical charts
Histograms
Logical data models
Matrix diagrams/charts
Mind mapping
Probability and impact matrices
Scatter diagrams
Stakeholders engagement assessment matrices
Stakeholder mapping/representation
Text-oriented formats
54
Q

Decision Making

A

Multicriteria decision analysis

Voting

55
Q

Communication

A 
Active listening
Feedback
Presentations
Meeting management
Communication methods
Communications technology
56
Q

Interpersonal and Team Skills

A 
Conflict Management
Cultural awareness
Decision-making
Emotional intelligence
Facilitation
Influencing
Leadership
Meeting management
Motivation
Negotiation
Networking
Observations/conversation
Political awareness
Team building
57
Q

Estimating

A 
Estimating
Analogous
Bottom-up
Top-down
Expert Judgement

CAPM (14 decks)

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