Chapter 3 - PM Process and Role of the Project Manager

Question 1

Process Groups (5)

Answer 1

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

Question 2

Knowledge Areas

Answer 2

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

Question 3

Initiating

Answer 3

Getting authorization to actually start that phase or project
Main outputs: project charter and stakeholder register
High-level: estimates for time and cost, risks, constraints and assumptions

Question 4

Planning

Answer 4

Main output: PM’s plan
Specifies how the project will be executed, monitored and controlled, and closed

Question 5

Executing

Answer 5

Get the project work done
Acquire the project team and bring it together to create the deliverable

Executing and monitoring an controlling are parallel / simultaneous processes

Question 6

Monitoring and Controlling

Answer 6

Ensure the project stays on plan
Measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the planned work

Executing and monitoring and controlling are parallel / simultaneous processes

Question 7

Closing

Answer 7

After the customer or sponsor has accepted the deliverables

Contracts are closed out and lessons learned are documented

Question 8

Common ITTO - Input

Answer 8

Enterprise Environment factors
Organization Process Assets
Project Documents
Project Management Plan

Question 9

Common ITTO - Tool & Techniques

Answer 9

Expert Judgement
Data Gathering
Data Analysis
Decision Making
Data Representation
Interpersonal and Team Skills
Meeting
Project Management Information System

Question 10

Common ITTO - Outputs

Answer 10

Change Requet
Work Perfomance Data
Work Performance Information
Work Performance Reports
Updates

Question 11

Enterprise Environment Factors (EEF)

Answer 11

Factors that are NOT under the control of the project team
- Organizational culture, structure, and governance
- Government or industry standards
- Infrastructure (facilities & equipment)
- Personnel
- Stakeholders risk tolerances
- Company work authorization systems
- IT software used to manage the project

Question 12

Organization Process Asset (OPA)

Answer 12

The plans, processes, policies, procedures, and knowledge bases that are used by the organization
Includes: previous project plans, templates, historical information, lessons learned, knowledge base, software tools, organization procedures and policies, PM databases project files from previous projects

Question 13

Project Management Plan

Answer 13

Single most important document in the entire project
Defines how the project is executed, monitored and controlled, and closed

Question 14

Expert Judgement

Answer 14

One of the most common tools in the planning process
Includes: hiring an expert or subject matter expert (SME) to help you to plan a process or conduct a process

Question 15

Data Gathering

Answer 15

Gather data about a particular process
Brainstorming: bring together a group of stakeholders to get ideas and analyze them
Interviews: ask a series of questions and talk with the stakeholders about their thoughts and views
Focus groups: bring together SMEs to understand their perspectives and how thy would go about solving problems
Checklist: given to stakeholders for them to identify items they may or may not want on a project
Questionnaires and surveys: give to stakeholders to better understand what they may be looking for on a project and better understand their needs

Question 16

Data Analysis

Answer 16

Used to analyze the data that has been gathered — used to make decisions on the project
Alternative analysis: looking at different options or ways to accomplish something
Root cause analysis (RCA): used to identify the main underlying reason for a particular event
Variance analysis: find the exact differences between different things (variance between planned budget and actual budget)
Trend analysis: looking at data over a period of time to see if a particular trend is forming

Question 17

Data Representation

Answer 17

Different ways that data could be shown to stakeholders
Charts, matrixes, and different types of diagrams

Question 18

Decision Making

Answer 18

Voting: used by a group to enter mine whether to proceed, change, or reject something (majority, unanimity, or plurality)
Multi criteria decision analysis: make a table (matrix) that lists different types of criteria and then evaluate an idea based on those criteria
Autocratic decision making: one person makes a decision for the entire team

Question 19

Interpersonal and Team Skills

Answer 19

People and team management skills
Active listening: understanding, acknowledging, and clarifying what others are saying to you
Conflict management: resolve conflicts in order to move forward
Facilitation: the art of managing a group; bringing the group together generating ideas, solving problems and dissipating the team
Meeting management: ensure meetings are productive and meaningful to the project; have an agenda, invite the proper stakeholders, setting a time limit and following up with meeting minutes and action items

Question 20

Project Management Information Systems (PMIS)

Answer 20

Automated system that is used to help the project manager optimize the schedule or keep track of all documents and deliverables
Work authorization system: ensure work get done in the right order and at the right time
Configuration management system: ensure the product get the right settings and configuration (incudes change management system - changes are documented, tracked, and authorized or denied)

Question 21

Meetings

Answer 21

Agenda
Timed
Stay on topic
Attendees have input on topicsDistribute detailed meeting minutes

Question 22

Change Request

Answer 22

Stakeholder needs to change a component of the project management plan
Implements corrective action, preventive actions, and defect repairs

Question 23

Work Performance Data

Answer 23

Raw data, no analysis applied to it
Output from executing processes
“Room was pints with lat white paint, completed in 2 days and charged $500”

Question 24

Work Performance Information

Answer 24

Information about the work performed compared to the plan
New data that has been analyzed against the project management plan
Usually the output of monitoring and controlling processes
“Room was painted in the correct color and on scope, the 2 days it took is on schedule and the cost of $500 is over the original budget of $400”

Question 25

Work Performance Report

Answer 25

Overall status report of the actual project
Puts all the work performance information and puts it together in one document
“Project is on scope and schedule but over budget”

Question 26

Transition of Work Perfomance

Answer 26

Take data and compare to plan to get information
Take all information and create reports

Question 27

Role of Project Manager

Answer 27

Managing the project team to complete the project work and deliver the final product, service, or result for the business
Assigned by the sponsor, PMO, program manager, or portfolio manager

Question 28

Talent Triangle

Answer 28

Skills a project manager needs to have:
Technical Project Management
Strategic & Business Management
Leadership

Question 29

Technical Project Management Skills

Answer 29

skills that are related to the domains of the work on a project — different aspects of the project
Create a schedule and then manage that schedule
Create a budget and know how to use earned value management to ensure the project stays on budget

Question 30

Strategic and Business Management Skills

Answer 30

Skills related to the business and how to make decisions on a project that will benefit the business
Know what products are sold by the business and who the competitors are
Understand the mission of the business and the strategy needed to accomplish that mission

Question 31

Leadership

Answer 31

Leadership involves dealing with people — guiding and influencing people to accomplish a certain task / inspire people
Mangling relationships among stakeholders
Communications amongst all stakeholders
Being respectful of all stakeholders
Learning continuously
Prioritizing the work
Being able to do critical thinking to ensure problems are solved correctly

Question 32

Laissez-Faire Leadership

Answer 32

The project manger is hands-off, allowing the team to make their own decisions

Question 33

Transactional Leadership

Answer 33

The project manager is more focused on the goals of the project and how to reward team members

Question 34

Servant Leadership

Answer 34

The project manager focuses on removing obstacles from the team and gaveling the team what is needed in order to complete the work
Most often used in agile projects

Question 35

Transformational Leadership

Answer 35

The project manager tries to empower the project team and motivates and inspires them

Question 36

Charismatic Leaderhip

Answer 36

The project manager has high energy, is very enthusiastic, and influences the people around them

Question 37

Interactional Leadership

Answer 37

This is a combination of different leadership styles, such as charismatic and transactional