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PMBOK 7th Edition > Chapter 3 > Flashcards

Chapter 3 Flashcards

1
Q

What are the 4 values in the PMI Code of Ethics and Professional Conduct?

A

1) Responsibility
2) Respect
3) Fairness, and
4) Honesty.

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2
Q

What are the 12 “principles of project management”?

A

1) Be a diligent, respectful, and caring steward.
2) Create a collaborative project team environment.
3) Effectively engage with stakeholders.
4) Focus on value.
5) Recognize, evaluate, and respond to system interactions.
6) Demonstrate leadership behaviors.
7) Tailor based on context.
8) Build quality into processes and deliverables.
9) Navigate complexity.
10) Optimize risk responses.
11) Embrace adaptability and resiliency.
12) Enable change to achieve the envisioned future state.

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3
Q

How is the meaning of “stewardship”?

A
  • Stewardship encompasses responsibilities within and external to the organization.
  • 4 components of stewardship:
    1) integrity
    2) care
    3) trustworthiness
    4) compliance
  • A holistic view of stewardship considers financial, social, technical, and sustainable environmental awareness.
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4
Q

How does a steward act with integrity?

A

It is behaving honestly and ethically in all engagements and communications. Serving as role models. In project management, this quality often requires the PM to challenge team members, peers, and other stakeholders to consider their words and actions, be empathetic, self-reflective, and open to feedback.
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5
Q

How does a steward act with care?

A

Stewards are fiduciaries of the organizational matters in their charge, and they diligently oversee them. Stewards pay close attention and exercise the same level of care over matters as they would for their personal matters. It also considers the unanticipated and unwanted consequences and downsides of project outcomes. Care includes creating a transparent environment, having open communication channels, and allowing opportunities for stakeholders to raise concerns without penalty or fear of retribution.
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6
Q

How does a steward act with trustworthiness?

A

A Steward must represent themselves within and outside an organization that allows all stakeholders to trust them. This is crucial so stakeholders can understand the degree to which resources can be committed, what decisions need to be made, and whether or not something needs to be approved. This trait also stewards to proactively identify conflicts between personal and organizational clients. Also, stewards protect projects from breaches of trust.
p25

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7
Q

How does a steward act with compliance?

A

Stewards comply with laws, rules, regulations, and requirements they are authorized to within and outside the organization. When stewards see a conflict between organizational and societal wants, stewards seek appropriate counsel and direction.
p25

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8
Q

How are project teams helpful?

A

These teams are individuals with diverse skills, knowledge, and experience. They work collaboratively to accomplish a shared objective more effectively and efficiently than working on their own.

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9
Q

What are the 3 components of collaborative project teams?

A

1) Alignment with other organizational cultures and guidelines.
2) Individual and team learning and development.
3) Optimal contributions to deliver desired outcomes.
p26

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10
Q

What are “team agreements”?

A

These are a set of behavioral parameters and working norms established by the project team and upheld through individual and project team commitment.

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11
Q

When should the team agreement be created?

A

It should be created at the beginning of the project and will evolve over time as all stakeholders work together.

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12
Q

What are “organizational structures”?

A

These are any arrangement of or relation between the elements of project work and organizational processes. These can be based on roles, functions, or authority, inside and outside the organization.

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13
Q

What are some examples of organizational structures?

A
  • Definition of roles and processes.
  • Allocation of employees and vendors into project teams.
  • Formal committees tasked with a specific objective.
  • Standing meetings that regularly review a given topic.
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14
Q

What are “processes”?

A

These are steps that enable the completion of tasks and work assignments.

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15
Q

What are 3 roles within the project team?

A

1) Being of authority.
2) Being accountable.
3) Being responsible.

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16
Q

What is “authority” within a project team?

A

The condition of having the right, within a given context, to make relevant decisions, establish or improve procedures, apply project resources, expend funds, or give approvals. It can be conferred explicitly or implicitly.

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17
Q

What is “accountability” within a project team?

A

This is the condition of being answerable for an outcome. Accountability is NOT shared.

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18
Q

What is “responsibility” within a project team?

A

The condition of being obligated to do or fulfill something. Responsibility can be shared.

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19
Q

In a collaborative environment, who is accountable or responsible for project work?

A

The whole team.

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20
Q

Who are the 4 potential stakeholders of a project team?

A

1) internal organizational staff.
2) contracted contributors.
3) volunteers
4) external third parties.
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21
Q

What are 3 components of collaborative team environments?

A

1) Bringing together different team perspectives.
2) Incorporation of practice standards, ethical codes, and other guidelines. These guidelines support efforts to avoid conflict.
3) Fostering the free exchange of information and individual knowledge.
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22
Q

What is “engaging with stakeholders effectively”?

A

PMs engage stakeholders proactively to the degree needed to contribute to project success and customer satisfaction.
p29

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23
Q

How is stakeholder engagement helpful in projects?

A

They influence projects, performance, and outcomes, and stakeholder engagement proactively advances value delivery.
p29

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24
Q

What are the 10 ways stakeholders can influence a project?

A

1) Scope or requirements.
2) Schedule
3) Cost
4) Project team
5) Plans
6) Outcomes
7) Culture
8) Benefits realization
9) Risk
10) Quality
11) Success
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25
Q

How can stakeholders influence the scope or requirements?

A

By revealing the need to add, adjust, or remove elements of the scope and or project requirements.
p30

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26
Q

How can stakeholders influence the schedule?

A

By offering ideas to accelerate delivery or by slowing down or stop delivery of key project activities.
p30

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27
Q

How can stakeholders influence the cost?

A

By helping top reduce or elimiate planned expenditures or by adding steps, requirements, or restrictions that increase cost or require additional resources.
p30

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28
Q

How can stakeholders influence the project team?

A

By restricting or enabling access to people with skills, knowledge, and experience needed to deliver the intended outcomes, and promote a learning culture.
p30

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29
Q

How can stakeholders influence the plans?

A

By providing information for plans or by advocating for changes to agreed activities and work.
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30
Q

How can stakeholders influence the outcomes?

A

By enabling or blocking work required for the desired outcomes.
p30

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31
Q

How can stakeholders influence the culture?

A

By establishing or influencing - or even defining - the level and character of engagement of the project team and broader organization.
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32
Q

How can stakeholders influence the benefits realization?

A

By generating and identifying long-term goals so that the project delivers the intended identified value.
p30

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33
Q

How can stakeholders influence the risk?

A

By defining the risk thresholds of the project, as well as participating in subsequent risk management activities.
p30

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34
Q

How can stakeholders influence the quality?

A

By identifying and requiring quality requirements.

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35
Q

How can stakeholders influence success?

A

By defining success factors and participating in the evaluation of success.
p30

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36
Q

What are the 8 personality traits relied heavily upon in stakeholder engagement?

A

1) Interpersonal skills
2) Taking initiative
3) Integrity
4) Honesty
5) Collaboration
6) Respect
7) Empathy
8) Confidence.

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37
Q

Why is engagement important?

A

It helps teams detect, collect, and evaluate information, data, and outcomes. This in turn creates shared understanding and alignment, which enables project outcomes. Additionally, it helps the teams tailor the project to identify, adjust, and respond to changing circumstances.

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38
Q

How is “focus on value” helpful in projects?

A

It is the continuation of evaluation and adjusting of project alignments in business objectives and intended benefits and value.

39
Q

Why is value important?

A

It is the ultimate indicator of project success. It focuses on the outcomes of the deliverables.

40
Q

When can value be realized?

A

Anytime, before, during, or after a project is completed.

p32

41
Q

Is value defined quantitatively or qualitatively?

A

Either or both.

p33

42
Q

What are 3 components that determine value?

A

1) Business need.
2) Project justification.
3) Business strategy.

43
Q

What is meant by the “business need” of a project?

A

This provides the rationale for the project, explaining why the project is undertaken. It originates with the initial business requirements and helps the project team understand the business drivers for the future state and allows the project team to identify opportunities or problems to increase the potential value of a project outcome.

44
Q

What is meant by “project justification”?

A

This is connected to the business need and explains why the project is worth the investment and why it should be addressed at this time. It is usually accompanied by a cost-benefit analysis and assumptions.

45
Q

What is meant by “business strategy”?

A

This is the reason for the project and all needs related to the strategy to achieve the value wanted.

46
Q

Why is continually comparing the business need, justification, and business strategy to the project progress and direction important?

A

We may find that misalignment creates reasons why projects get terminated.

47
Q

What is meant by “value”?

A

It is the worth, importance, or usefulness of something.

48
Q

Is value subjective?

A

Yes, the same concept can have different values for different people and organizations.

With some teams, there is a shift from deliverable to an intended outcome.

49
Q

How are “systems thinking” helpful in projects?

A

This is to recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in a holistic way to positively affect project performance.

50
Q

What are the 4 components of systems thinking?

A

1) A system is interdependent with interacting domains of authority.
2) This entails taking a holistic view of how project parts interact with each other and with external systems.
3) These systems are constantly changing, requiring consistent attention to internal and external conditions.
4) Being responsive to systems interactions allows project teams to leverage positive outcomes.
p35

51
Q

What is a “system”?

A

It is a set of interacting and interdependent components that function as a unified whole.
p35

52
Q

How does diversity bring value to teams?

A

This encourages the team to leverage differences efficiently so that the team behaves cohesively.
p36

53
Q

What 7 skills support a system view of a project?

A

1) Empathy with business needs.
2) Critical thinking with a big picture focus.
3) Challenging assumptions and mental models.
4) Seeking external review and advice.
5) Use of integrated methods, artifacts, and practices so there is a common understanding of project work, deliverables, and outcomes.
6) Use of modeling and scenarios to envision how system dynamics may interact and react.
7) Proactive management of the integration to help achieve business outcomes.
p37

54
Q

What are 11 possible outcomes with system interactions?

A

1) Early consideration of uncertainty and risk within a project, exploration of alternatives, and consideration of unintended consequences.
2) Ability to adjust assumptions and plans throughout the project life cycle.
3) Provision of ongoing information and insights that inform planning and delivery.
4) Clear communication of plans, progress, and projections to relevant stakeholders.
5) Alignment of project goals and objectives to the customer organization’s goals, objectives, and vision.
6) Ability to adjust to the changing needs of the end-user, sponsor, or customer of the project deliverables.
7) Ability to see synergies and savings between aligned projects and initiatives.
8) Ability to exploit opportunities not otherwise captured or see threats posed to or by other projects or initiatives.
9) Clarity regarding the best project performance measurement and their influence on the behavior of the people involved in the project.
10) Decisions that benefit the organization as a whole.
11) More comprehensive and informed identification of risks.
p37

55
Q

How is “demonstrating leadership behaviors” helpful in projects?

A

The goal is to demonstrate and adapt leadership behaviors to support individual and team needs.
p38

56
Q

What are the 6 components of leadership?

A

1) Effective leadership “promotes project success and contributes to positive project outcomes”.
2) Applicable to any team member.
3) Leadership is different than authority.
4) Effective leaders “adapt their style” to the situation.
5) Effective leaders “recognize differences” in motivation among project team members.
6) Leaders “demonstrate desired behavior in areas of honesty, integrity, and ethical conduct”.

57
Q

Why is leadership in projects hard?

A

Because they often involve organizations, departments, functions, and vendors that often do not interact on a regular basis, unlike that in operations.
p38

58
Q

When there is no effective leadership, what happens?

A

Conflict and confusion can emerge when there are too many participants attempting to exert project influence in multiple or misaligned directions. Leadership is not to be confused with authority.
p38

59
Q

What is “authority”?

A

It is the “right” to exercise power.

It is usually delegated.

60
Q

Where does conflict and confusion emerge, in regards to leadership?

A

When there are too many participants who attempt to exert project influence in multiple and misaligned directions.
p39

61
Q

What are some same ways that leadership can grow?

A
  • Focusing a team around agreed goals.
  • Articulating a motivating vision.
  • Seeking resources and support for a project.
  • Overcoming obstacles to project progress.
  • Negotiating and resolving conflict within a project team.
  • Coaching and mentoring fellow project team members.
  • Facilitating collaborative decision-making.
  • Employing effective conversations and active listing..
62
Q

What are the 4 areas of stewardship within an organization?

A

1) Operating in alignment with org’s objectives, strategy, vision, and mission.
2) Commitment to and respectful engagement of project team members.
3) Diligent oversight of organizational finances, materials, and other resources used within a project.
4) Understanding the appropriate use of authority, accountability, and responsibility, especially in leadership positions.

63
Q

What are 4 areas of stewardship outside an organization?

A

1) Environmental sustainability and the organization’s use of materials and natural resources.
2) Organization’s relationship with external stakeholders such as its partners and channels.
3) Impact of the organization or project on the market, social community, and regions where it is located.
4) Advancing the state of practice in professional industries.

64
Q

Why is authority alone insufficient?

A

It takes leadership to 1) motivate a group toward a common goal, 2) influence them to align their interests in favor of a collective effort, and 3) acheive success as a team versus as individuals.

65
Q

When do projects work best?

A

When leaders understand what motivates people.

66
Q

What are 6 common motivators of people in projects?

A

1) Finances
2) Recognition
3) Autonomy
4) Compelling Purpose.
5) Growth Opportunity
6) Personal contribution.

67
Q

What is “tailoring”?

A

It is the deliberate adaptation of approach, governance, and processes to make them more suitable for the given environment and the work at hand.

68
Q

What is the point of tailoring?

A

1) To maximize value
2) Manage constraints
3) improving performance by using “just enough” processes, methods, templates, and artifacts to achieve the desired outcome.

69
Q

Why is tailoring necessary in every project?

A

Because each project exists in its own particular content.

70
Q

What is a methodology?

A

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

71
Q

What are some benefits to following a tailored approach?

A

1) Deeper commitment from team members.
2) Reduction of waste of actions or resources
3) Customer-oriented focus.
4) More efficient use of project resources.

72
Q

What are a few of the positive outcomes from using tailoring?

A

1) Increased innovation, efficiency, and productivity.
2) Lessons learned.
3) Further improvement of current methodology and processes.
4) Discovery of improved outcomes and processes.
5) Effective integration within multi-disciplinary project teams of methods and practices used to deliver results.
6) Increased adaptability for the ord.

73
Q

What is quality?

A

It is the degree to which a set of inherent characteristics of a product, service, or result fulfills the requirements.

74
Q

What are the 8 components of quality?

A

1) Performance
2) conformity
3) Reliability
4) Resilience
5) Satisfaction
6) uniformity
7) efficiency
8) sustainablity

75
Q

What is a requirement?

A

It is a condition or capability that is necessary to be present in a product, service, or result to satisfy a need.

76
Q

What is the point of quality?

A

To minimize waste of resources and maximize the probability of attaining the desired outcome.

77
Q

What are good measurements of quality?

A

1) Deliverables that are fit for purpose.
2) Deliverables that meet stakeholder expectations
3) Deliverables with minimum or no defects.
4) Timely or expedited delivery.
5) Enhanced cost control.
6) Increased quality of product delivery
7) Reduced scrap and rework
8) Reduced customer complaints
9) Good supply chain integration
10) Improved productivity
11) Increased project team morale and satisfaction.
12) Robust service delivery
13) Improved decision making
14) continually improved processes.

78
Q

What is “complexity”?

A

It is a characteristic of a project or its environment that is difficult to manage due to human behavior, system behavior, and ambiguity.

79
Q

What are 4 common sources of complexity?

A

1) Human behavior
2) System behavior
3) Uncertainty and ambiguity
4) Technological innovation.

80
Q

How does human behavior add to complexity?

A

It is the interplay of conduct, demeanors, attitudes and experience of people.

81
Q

How does system behavior add to complexity?

A

It is the result of dynamic interdependencies within and among project elements.

82
Q

How does ambiguity and uncertainty add to complexity?

A

Ambiguity is the state of being unclear, of not knowing what to expect.

Uncertainty is the lack of understanding and awareness of issues, events, paths to follow, or solutions to pursue.

Uncertainty and ambiguity can combine to blur casual relationships to the point where probabilities and impacts are ill-defined.

83
Q

How does technological innovation impact complexity?

A

New technology, along with the uncertainty how to use certain technology contributes to technology.

84
Q

What is a risk?

A

It is an uncertain even or condition that, if it occrs, can have a positive or negative effect on one or more objectives.

85
Q

What is a 5-step process for dealing with risk?

A

1) Create an appropriate response for the significance of the risk.
2) Creating a risk response that is cost-effective.
3) Creating a risk response that is realistic within the project content.
4) Creating a risk response agreed to by all stakeholders.
5) Creating a risk response that is owned by a responsible person.

86
Q

What is “overall project risk”?

A

It is the effect of uncertainty on the project as a whole.

87
Q

What is “risk appetite”?

A

This describes the degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.

88
Q

What is “risk threshold”?

A

This describes the measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders, usually characterized by +/-.

89
Q

What are 5 characteristics of potential risk responses?

A

1) Appropriate and timely to the significance of the risk.
2) cost effective
3) Realistic within the project context.
4) Agreed to by relevant stakeholders.
5) Owned by a responsible person.

90
Q

What is “adaptability”?

A

This is the ability to respond to changing conditions.

91
Q

What is “resiliency”?

A

This is the ability to absorb impacts and to recover quickly from a setback or failure.

92
Q

What are 16 possible capabilities that support adaptability and resilience?

A

1) Short feedback lops to adapt quickly.
2) Continuous learning and improvement.
3) Project teams with broad skill sets, coupled with SMEs
4) Regular inspection and adaptation of project work to seek improvement opportunities.
5) Diverse project teams to capture a broad range of experiences.
6) Open and transparent planning that engages internal and external stakeholders.
7) Small-scale prototypes and experiments to test ideas and try new approaches.
8) Ability to leverage new ways of thinking and working.
9) Open organizational conversations.
10) Process design that balances the velocity of work and stability of requirements.
11) Diverse project teams
12) Understanding from past learning of the same or similar endeavors.
13) Ability and willingness to anticipate multiple potential scenarios.
14) Deferring decision-making to the last responsible moment.
15) Management support
16) Open-ended design that balances speed and stability.

93
Q

What is “change management”?

A

It is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state in which they realize desired benefits.

94
Q

What is “project change control”?

A

This is a process whereby modifications to documents, deliverables, or baselines associated with the project are identified and documented, and then are approved or rejected.

PMBOK 7th Edition (5 decks)

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