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LP PMBOK 6th Edition > CHAPTER 3 - The Role of the Project Manager > Flashcards

CHAPTER 3 - The Role of the Project Manager Flashcards

1
Q

A functional manager focuses on providing management oversight for a functional or business unit. Operations managers are responsible for ensuring that business operations are efficient. The ? ? is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

A

project manager

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2
Q

The project manager leads the project team to meet the project’s objectives and stakeholders’ expectations. The project manager works to balance the competing constraints on the project with the ? available.

A

resources

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3
Q

The project manager also performs ? roles between the project sponsor, team members, and other stakeholders. This includes providing direction and presenting the vision of success for the project.

A

communication

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4
Q

The project manager uses soft skills (e.g., interpersonal skills and the ability to manage people) to balance the conflicting and competing goals of the project stakeholders in order to achieve consensus. In this context, consensus means that the relevant stakeholders ? the project decisions and actions even when there is not 100% agreement.

A

support

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5
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Developing finely tuned skills using ? methods

A

multiple (e.g., verbal, written, and nonverbal);

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6
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Creating, maintaining, and adhering to ? plans and schedules;

A

communications

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7
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Communicating predictably and ?;

A

consistently

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8
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Seeking to understand the project ? communication needs

A

stakeholders’

(communication may be the only deliverable that some stakeholders received until the project’s end product or service is completed);

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9
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Making communications concise, clear, complete, simple, relevant, and ?

A

tailored

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10
Q

Being a successful communicator to all stakeholders means Project Manager are:
- ? important positive and negative news

A

Including

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11
Q

Being a successful communicator to all stakeholders means Project Manager are:
- Incorporating ? channels;

A

feedback

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12
Q

Being a successful communicator to all stakeholders means Project Manager are developing:
- Relationship skills involving the development of extensive networks of people throughout the project manager’s spheres of influence.. These include both ? and more importantly, ? networks

A

Formal (organizational reporting structures)
and
Informal (the use of established relationships with individuals such as subject matter experts and influential leaders)

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13
Q

The use of formal and informal networks allows the project manager to engage multiple people in ? problems and navigating the bureaucracies encountered in a project.

A

solving

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14
Q

Due to things like; Demands on the same resources, Priorities of funding, Receipt or distribution of deliverables, and Alignment of project goals and objectives with those of the organization, a PM must ? interact with PMs from other projects.

A

proactively

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15
Q

The project manager seeks ways to develop relationships that assist the team in ? the goals and objectives of the project.

A

achieving

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16
Q

The project manager should maintain a strong ? role within the organization.

A

advocacy

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17
Q

The project manager also works with the project ? to address internal political and strategic issues that may impact the team or the viability or quality of the project.

A

sponsor

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18
Q

The project manager may work toward increasing the project management ? and ? within the organization as a whole

A

competency and capability

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19
Q

The project manager is involved in both ? and ? knowledge transfer or integration initiatives

A

tacit and explicit

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20
Q

The project manager also works to:

- Advance the efficacy of the ? when one exists in the organization

A

PMO

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21
Q

The project manager also works to:

- Demonstrate the ? of project management

A

value

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22
Q

The project manager also works to:

- Increase ? of project management in the organization

A

acceptance

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23
Q
  • Product and technology development;
  • New and changing market niches;
  • Standards (e.g., project management, quality management, information security management);
  • Technical support tools;
  • Economic forces that impact the immediate project;
  • Influences affecting the project management discipline; and
  • Process improvement and sustainability strategies,
    are some current industry ? that PMs must stay informed about.
A

trends

The project manager takes this information and sees how it may impact or apply to the current projects.

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24
Q

The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. The technical aspects of performing one’s role.

A

Technical project management.

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25
Q

The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals.

A

Leadership.

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26
Q

The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes.

A

Strategic and business management.

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27
Q

? ? ? skills are defined as the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects.

A

Technical project management

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28
Q

There are numerous technical project management skills. The ? Areas in this guide describe many of these necessary project management skills

A

Knowledge

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29
Q

Project managers frequently rely on ? judgement to perform well. Being aware of personal expertise and where to find others with the needed expertise are important for success as a project manager.

A

expert

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30
Q

Some key Technical Project Management skills PMs demonstrate include:
- Focus on the ? technical project management elements for each project they manage.

A

critical

e.g simply having the right artifacts readily available (such as Critical success factors for the project, Schedule, Selected financial reports, and Issue log)

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31
Q

Some key Technical Project Management skills PMs demonstrate include:
- ? both traditional and agile tools, techniques, and methods for each project.

A

Tailor

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32
Q

Some key Technical Project Management skills PMs demonstrate include:
- Make ? to plan thoroughly and prioritize diligently.

A

time

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33
Q

Some key Technical Project Management skills PMs demonstrate include:
- ? project elements, including, but not limited to, schedule, cost, resources, and risks,

A

Manage

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34
Q

Strategic and Business Management skills involve the ability to see the high-level overview of the organization and ? negotiate and implement decisions and actions that support strategic alignment and innovation.

A

effectively

This ability may include a working knowledge of other functions such as finance, marketing, and operations.

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35
Q

Strategic and Business Management skills may also include ? and ? pertinent product and industry expertise.

A

developing and applying

This business knowledge is also known as domain knowledge.

36
Q

Technical Project Management skills means that PMs should be knowledgeable enough about the business to be able to:
- ? to others the essential business aspects of a project;

A

Explain

37
Q

Technical Project Management skills means that PMs should be knowledgeable enough about the business to be able to:
- ? with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy;

A

Work

38
Q

Technical Project Management skills means that PMs should be knowledgeable enough about the business to be able to:
- ? the appropriate strategy in a way that maximizes the business value of the project

A

Implement

39
Q

In order to make the best decisions regarding the successful delivery of their projects, project managers should seek out and consider the expertise of the ? ? who run the business in their organization.

A

operational managers

…they should know the work performed in their organization and how project plans will affect that work.

40
Q

The more the project manager is able to know about the project’s ? ?, the better.

A

subject matter

41
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
? 
- Mission;
- Goals and objectives;
- Products and services;
- Operations;
- The market and the market condition; and
- Competition.
A
  • Strategy;
42
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
?
- Goals and objectives;
- Products and services;
- Operations;
- The market and the market condition; and
- Competition.
A
  • Mission;
43
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
- Mission;
?
- Products and services;
- Operations;
- The market and the market condition; and
- Competition.
A
  • Goals and objectives;
44
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
- Mission;
- Goals and objectives;
?
- Operations;
- The market and the market condition; and
- Competition.
A
  • Products and services;
45
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
- Mission;
- Goals and objectives;
- Products and services;
?
- The market and the market condition; and
- Competition.
A
  • Operations (e.g., location, type, technology);
46
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
- Mission;
- Goals and objectives;
- Products and services;
- Operations;
?; and
- Competition.
A
  • The market and the market condition, such as customers, state of the market (i.e., growing or shrinking), and
    time-to-market factors, etc.;
47
Q 
At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:
- Strategy
- Mission;
- Goals and objectives;
- Products and services;
- Operations;
- The market and the market condition; and
?
A
  • Competition (e.g., what, who, position in the market place).
48
Q

To ? the project effectively the PM should apply the (Strategy, Mission, Goals & objectives, Priority, Tactics and Products/Services) knowledge and information about the organisation to the project

A

align

49
Q

Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
?
- Financial implications,
- Cost versus benefits analysis
- Business value,
- Benefits realization expectations and strategies, and
- Scope, budget, schedule, and quality.

A
  • Risks and issues,
50
Q

Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
- Risks and issues,
?
- Cost versus benefits analysis
- Business value,
- Benefits realization expectations and strategies, and
- Scope, budget, schedule, and quality.

A
  • Financial implications,
51
Q

Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
- Risks and issues,
- Financial implications,
?
- Business value,
- Benefits realization expectations and strategies, and
- Scope, budget, schedule, and quality.

A
  • Cost versus benefits analysis (e.g., net present value, return on investment), including the various options considered,
52
Q

Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
- Risks and issues,
- Financial implications,
- Cost versus benefits analysis
?
- Benefits realization expectations and strategies, and
- Scope, budget, schedule, and quality.

A
  • Business value,
53
Q 
Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
- Risks and issues,
- Financial implications,
- Cost versus benefits analysis 
- Business value,
?, and
- Scope, budget, schedule, and quality.
A
  • Benefits realization expectations and strategies
54
Q

Strategic and business skills help the project manager to determine which business factors should be considered for their project and include:
- Risks and issues,
- Financial implications,
- Cost versus benefits analysis
- Business value,
- Benefits realization expectations and strategies, and
?

A
  • Scope, budget, schedule, and quality.
55
Q

By applying their ? ?, gained from addressing the business and strategic factors, a project manager has the ability to make the appropriate decisions and recommendations for a project.

A

business knowledge

56
Q

As conditions change, the project manager should be continuously working with the project ? to keep the business and the project strategies aligned.

A

sponsor

57
Q

A large part of the project manager’s role involves dealing with people (stakeholders). The project manager should study people’s ? and ?

A

behaviors and motivations.

58
Q

? involves influence, negotiation, autonomy, and power. The
project manager’s action is a result of selecting the right kind of power to influence and negotiate with others and maintains the autonomy of those involved. The project manager’s action results in the right people performing the activities necessary to fulfill the project’s objectives based on the project and organizational landscapes.

A

Politics

59
Q

? can originate with traits exhibited by the individual or the organization and is often supported by other people’s perception of the leader. It is essential for project managers to be aware of their relationships with other people. Relationships enable project managers to get things done on the project. There are numerous forms of (S) at the disposal of project managers and its use can be complex given its nature and the various factors at play in a project.

A

Power

some examples are:
Positional, Informational, Personal or charismatic, Relational, Reward-oriented, Punitive or coercive, Ingratiating, Persuasive, Avoiding

60
Q

Top project managers are proactive and intentional when it comes to power, and will work to ? the power and authority they need within the boundaries of organizational policies, protocols, and procedures rather than wait for it to be granted.

A

acquire

61
Q

The word management is more closely associated with ? another person to get from one point to another using a known set of expected behaviors.

A

directing

62
Q

Leadership involves working with others through discussion or debate in order to ? them from one point to another.

A

guide

63
Q

Project managers need to employ both ? and ? in order to be successful. The skill is in finding the right balance for each situation and often shows up in the project manager’s leadership style.

A

leadership and management

64
Q

What style is this:
Direct using positional power, Maintain Administrate, Focus on systems and structure, Rely on control, Focus on near-term goals, Ask how and when, Focus on bottom line, Accept status quo, Do things right, Focus on operational issues and problem solving

A

Management

65
Q

What manager style is this:
Guide, influence, and collaborate using relational power, Develop
Innovate, Focus on relationships with people, Inspire trust, Focus on long-range vision, Ask what and why, Focus on the horizon, Challenge status quo, Do the right things, Focus on vision, alignment, motivation, and inspiration

A

Leadership

66
Q

What can these factors influence?

  • Leader characteristics (e.g., attitudes, moods, needs, values, ethics);
  • Team member characteristics (e.g., attitudes, moods, needs, values, ethics);
  • Organizational characteristics (e.g., its purpose, structure, and type of work performed); and
  • Environmental characteristics (e.g., social situation, economic state, and political elements).
A

Leadership style

67
Q

What leadership style is this?
Allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style

A

Laissez-faire

68
Q

What leadership style is this?

Focus on goals, feedback, and accomplishment to determine rewards; management by exception

A

Transactional

69
Q

What leadership style is this?
Demonstrates commitment to serve and put other people first; focuses on other people’s growth, learning, development, autonomy, and well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service

A

Servant leader

70
Q

What leadership style is this?
Empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration

A

Transformational

71
Q

What leadership style is this?

Able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions

A

Charismatic

72
Q

What leadership style is this?

Combination of transactional, transformational, and charismatic

A

Interactional

73
Q

The role of the project manager is twofold when performing integration on the project:
1. Project managers play a key role in working with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas. In this way, project managers contribute to the ?…?

A

integration and execution of the strategy.

74
Q

The role of the project manager is twofold when performing integration on the project:
2. Project managers are responsible for guiding the team to work together to focus on what is really essential at the project level. This is achieved through the ?…?

A

integration of processes, knowledge, and people.

75
Q

? is a critical skill for project managers.

A

Integration

76
Q

Some processes happen once, some overlap and occur many times. For a project to be successful the project manage MUST ? the project processes where they interact throughout the project

A

integrate

77
Q

There are many different ways to manage a project. At a cognitive level the PM must understand the specific ? of the project including its size, how complicated the project or organization may be, and the culture of the performing organization.

A

characteristics

78
Q

At a cognitive level PM MUST become ? in

  • all of the Project Management KNOWLEDGE AREAS,
  • APPLYING experience, insight, leadership, and technical and business management skills to the project; and
  • be able to INTEGRATE the processes in the Knowledge Areas to achieve the desired project results
A

proficient

79
Q

A project manager needs to be aware of the

  1. ? ? (the strategic objectives and business case that are the basis of the project being done), and the
  2. ? ? (the various departments &/or business units in the organization, or even multiple organizations for projects being done in partnership)
A
  1. project context
    &
  2. organizational context
80
Q

Project ? is a result of the organization’s System behavior, Human behavior, and the uncertainty (Ambiguity) at work in the organization or its environment.

A

Complexity

81
Q

The interdependencies of components and systems, is ? behavior.

A

System

82
Q

The interplay between diverse individuals and groups, is?

A

Human behavior.

83
Q

Uncertainty of emerging issues and lack of understanding or confusion, is?

A

Ambiguity.

84
Q

When approaching the integration of a project, the project manager should consider elements that are both ? and ? of the project.

A

inside and outside

85
Q
  • Containing multiple parts,
  • Possessing a number of connections between the parts,
  • Exhibiting dynamic interactions between the parts, and
  • Exhibiting behavior produced as a result of those interactions that cannot be explained as the simple sum of the parts (e.g., emergent behavior),
    are the Complexity ? or ? of a project
A

characteristics or properties

86
Q

Examining the characteristics or properties that appear to make the project complex should help the project manager identify key
areas when ?, ? and ? the project to ensure integration.

A

planning, managing, and controlling

LP PMBOK 6th Edition (10 decks)

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