Chapter 2 - Project Management Framework

Question 1

Project

Answer 1

A project has the two characteristics:

1) Temporary, with a beginning and an end
2) It creates a unique product, service, or result

Example: construction to build a bridge

Question 2

Why do projects exist?

Answer 2

Projects are created to provide business value and to deliver benefits defined in the business case and the benefits management plan.

Projects are designed to bring a positive change, usually to add or improve products/services.

Question 3

What are the two types of work?

Answer 3

Operational and project work

Question 4

Operational Work

Answer 4

Ongoing work to support the business and systems of the organization

Question 5

Project Work

Answer 5

Project work ends when the project is closed

Question 6

Organizational Governance

Answer 6

Refers to the overall structure of an organization, and it involves setting the policies and procedures for how work will be performed to meet high-level strategic goals

Question 7

Project Governance

Answer 7

Includes the framework within which project work is performed across the organization.

May involve the creation or enforcement of processes and policies regarding areas such as risk, resources, communications, and change management.

Question 8

Portfolio

Answer 8

Includes programs, individual projects, and other related operational work that are prioritized and implemented to achieve a specific strategic business goal

Question 9

What is the benefit of combining programs, projects, and operations into one or more portfolios?

Answer 9

Combining programs, projects, and opetations into one or more portfolios helps optimize the use of resources, enhances the benefits to the organization, and reduces risk

Question 10

Program

Answer 10

Collection of projects and other related work.

Focuses on the interdependencies between the projects, and may help decrease risk, achieve economies of scale, and improve management.

Projects should only be grouped into a program if there’s a benefit, i.e. it adds value to the organization

Question 11

Process Groups

Answer 11

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

Question 12

Knowledge Areas

Answer 12

1. Integration
2. Scope
3. Schedule
4. Cost
5. Quality
6. Resource
7. Communications
8. Risk
9. Procurement
10. Stakeholder Management

Question 13

Organizational Project Management (OPM)

Answer 13

Serves as a guide or driver for project, program, and portfolio management

A framework for keeping the organization as a whole focused on overall strategy

Also drives organizational strategy for portfolio, program, and project management

Question 14

Project Management Office (PMO)

Answer 14

Departmental unit within an organization that provides or ensures compliance with project governance. The office oversees and standardizes project management

Question 15

Supportive PMO

Answer 15

A supportive PMO provides the policies, methodologies, templates, and lessons learned for managing projects within the organization

Typically exercises a low level of control over projects

Question 16

Controlling PMO

Answer 16

A controlling PMO provides support and guidance on how to manage projects, trains others in project management, assists with specific project management tools, and ensures compliance with organizational policies

Typically has a moderate level of control over projects

Question 17

Directive PMO

Answer 17

A directive PMO provides PMs for different projects, and is responsible for the results of those projects; all projects are managed by this office

Typically has a high level of control over projects

Question 18

Functional Org Structure

Answer 18

• Grouped by areas of specialization within functional areas, such as accounting, marketing, or manufacturing.
• When you see “functional” on the exam, think “silo”, where projects occur within a single department
• Functional manager has control over the project

Question 19

In a functional organization, what type of work do employees complete?

Answer 19

Employees complete project work in addition to their normal departmental work

Question 20

Project-Oriented Org Structrue

Answer 20

• The entire company is organized by projects, and the project manager has control of the project
• When you see “project-oriented”, think “no home”

Question 21

In a project-oriented organization, what type of work do employees complete?

Answer 21

Employees only complete project work, and when the projectis over, they do not have a department to go back to

Question 22

Matrix Org Structure

Answer 22

• Team members report to both the project and functional manger(s)
• This form is an attempt to maximize the strengths of both the functional and project-oriented structures
• When you see “matrix”, think “two managers”

Question 23

In a matricized organization, what type of work do employees complete?

Answer 23

Employees complete project work in addition to normal departmental work

Question 24

Strong Matrix Power Rests With…

Answer 24

Power rests with the project manager

Question 25

**Weak Matrix** Power Rests With...

Answer 25

**Power** rests with the **functional manager**

Question 26

**Balanced Matrix** Power Rests With...

Answer 26

**Power** is **shared** between the **functional** and **project manager(s)**

Question 27

Project Expediter

Answer 27

* Acts primarily as a **staff assistant** and **communicatinos coordinator** * **CANNOT** personally make or enforce decisions

Question 28

Project Coordinator

Answer 28

Similar to Project Expediter, but the Coordinator **does have** some **authority** and **power** to make decisions, and **reports to a higher-level manager**

Question 29

Which org structure to assume on the exam?

Answer 29

**Matrix** org structure

Question 30

Tight Matrix

Answer 30

* Has **nothing to do with org structure** * Simply refers to **colocation**, or the practice of locating the work spaces for the team **in the same room** * Don't get tripped up on this in the exam! They'll use it to fool you

Question 31

Pros/Cons of Functional Org Structure

Answer 31

**_Pros_** ## Footnote * **Easier management** of **specialists** * Team members **report to only one supervisor** * **Similar resources** are **centralized**, as the company is grouped by specialists * **Clearly defined career paths** in areas of **work specialization** **_Cons_** * People place **more emphasis** on their **functional specialty** to the detriment of the project * **No career path** in **project management** * **PM** has **little** or **no authority**

Question 32

Pros/Cons of Project-Oriented Org Structure

Answer 32

**_Pros_** * Efficient project **organziation** * Team **loyalty** to the project * More **effective communications** than functional * PM has **more power** to make decisions **_Cons_** * **No "home"** for team members when project is completed * **Lack** of **specialization** in disciplines * **Duplication** of **facilities** and **job functions** * May result in **less efficient use of resources**

Question 33

Pros/Cons of Matrix Org Structures

Answer 33

**_Pros_** * **Highly visible** project **objectives** * Improved **PM control** over resources * **More support** from **functional areas** * **Maximum utilization** of scare **resources** * Better **coordination** * Better horiztonal/vertical **info dissemination** * Team members maintain a **"home"** **​****_Cons_** * Extra **admin** is required * Team members have **more than one** manager * More complex to **monitor and control** * **Resourcing = complex** * FMs might have **different priorities** than PMs * Higher potential for **conflict**

Question 34

Project Sponsor/Initiator

Answer 34

One who provides the **financial resources** for the project and also provides **support** for the project while protecting it from **unnecessary changes**

Question 35

Management

Answer 35

Anyone **senior to the PM**, incluiding program or portfolio managers

Question 36

Various Duties of Sponsor

Answer 36

* Provides **funding** * Approves the **PM plan** * Provides **formal acceptance** of the **deliverables** (if the sponsor is the customer)

Question 37

Project Team

Answer 37

Group of people, including the PM, who will **complete the work** of the project

Question 38

Various Duties of Project Team

Answer 38

* Create the **WBS** * **Decompose work packages** * Provide **schedule** and **cost estimates**

Question 39

Project Management Team

Answer 39

On larger projects, when there may be **too much project management work** to do for one person, the PM selects some project team members to **help perform the project management activities**

Question 40

Stakeholders

Answer 40

Anyone who will be **impacted** by the project or can **influence** the project. This includes: * Customer * Project manager * Project team * Project Sponsor * Program/Portfolio Manager * PMO * Functional Manager * Other departments/groups within the org * External sellers that provide services/materials for the project

Question 41

Various Duties of Stakeholders

Answer 41

**_Where appropriate..._** * Create **project charter** * Develop **PM plan**

Question 42

Portfolio Manager

Answer 42

* Responsible for **governance** at an executive level of the **projects** or **programs** that **make up a portfolio** * Portfolio managers must ensure that **selected projects provide value** to the organization

Question 43

Program Manager

Answer 43

* Responsible for **managing** a group of **related projects** * Program manager must manage related projects to **achieve results not obtainable by managing each project separately**

Question 44

Organizational Process Assets (OPAs)

Answer 44

The overall **collection** of **processes, procedures, and policies,** which apply to **knowledge areas** of the project

Question 45

_Organizational Process Assets (OPAs)_ Historical Info

Answer 45

**Historical documents** that can be used to **plan and manage future projects**, thereby improving the process of project management and **avoding challenges** experienced by **past projects**

Question 46

_Organizational Process Assets (OPAs)_ Lessons Learned

Answer 46

Lessons learned document **what went right**, **what went wrong**, and **what the team would do differently** if they had the opportunity to **start over**

Question 47

Enterprise Environmental Factors (EEFs)

Answer 47

* **Similar to OPAs** in that they provide context within which to plan the project; however, EEFs are generally **outside the control** of the project team * Example: governmental or orther rules and regulations that apply to the performing organization

Question 48

Assumption Log

Answer 48

A **repository** of both **assumptions** and **constraints,** started at the time the **project charter** is developed

Question 49

Assumption

Answer 49

* What management and stakeholders **believe to be true** about the project * **Comparable to expectations**, as they may not be entirely based on facts

Question 50

Constraints

Answer 50

* Constraints **limit options** during planning and beyond, and are usually clearly **imposed by management or the sponsor** * Typical constraints include: * Schedule * Cost * Risk * Scope * Quality * Resources * Customer satisfaction

Question 51

Stakeholder Management

Answer 51

Keeping stakeholders **informed**, **soliciting** their **input**, and working to **satisfy** their **needs** and **expectations**

Question 52

Flow of Info From Data to Reports

Answer 52

**Work performance data** - initial measurements and details about activities gathered during the Direct and Manage Project Work process in executing **Work performance info** - analyzed data that answers "what does this mean for the project"? **Reports** - organized and consolidated work performance info **WPD --\> WPI --\> Reports**