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CAPM Exam prep > Chapters 8- 16 > Flashcards

Chapters 8- 16 Flashcards

1
Q

What is Enterprise Environmental Factors

A

Environmental Enterprise Factors directly or indirectly influence the management of the project and come from outside the project:

Examples:
Rules and policies
Regulations and laws
Anything you must do for the project

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2
Q

What are internal enterprise environmental factors?

A

These are factors that Directly or Indirectly influence the management of the project and come from outside the project:
Examples:

Org culture-
The physical location of resources and facilities-
Equipment facilities tools communication channels
IT software-
Resources availability-

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3
Q

What are External enterprise environmental factors?

A

Factors outside the organization that can influence the success or failure Of a project

Examples:
Marketplace conditions the marketplace you operate within

Cultural influences and issues the political climate customer perceptions and news

Laws and regs

Commercial databases

Academica research

Government and industry standards

Financial-

Physical enterprise environmental factors-weather and the environment where the project is taking place

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4
Q

What are Organizational Process Assets (OPAs)?

A

Leveraged historical information/ resources within an org to aid the project.
Another way of thinking about it is like a framework.
Can be taken from a prior project historical process and used to repurpose it for the next the project

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5
Q

What are Common Organizational Process Assets

A

Standards, policies and organizational procedures

Standardized guidelines and performance measurements

Templates for project documents

Guidelines for adapting project management processes

Financial tools for purchasing, accounting codes and procurement processes
Communication requirements such as standard forms procedures and reports

Processes for project activities such as change control, closing communications, financial controls and risk control procedures.

Project closing procedures for acceptance, product validation and evaluations

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6
Q

What are some Internal Processeses for Project Management?

A

Writing framework of best practices
How your org manages projects
Can be enterprise environmental factors or org process assets

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7
Q

What is Initiating and Planning in project management

A

Criteria for tailoring the standard processes and procedures
How much can I tailor the process and who approves those changes

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8
Q

What are Organizational Standards?

A 
Humans resources policies, 
Health and safety policies, 
Security and confidentiality policies, 
Quality policies, 
Procurement policies
Environment policies
Product and project life cycles
Procedures project management methods, 
Estimation, metrics, 
Process Audits, 
Improvement targets, 
Checklists, 
Standardized Process Definitions.

Templates such as project management plans project documents project register
Report Formats
Contract Templates,
Risk Categories,
Risk Templates
Pre Approved supplier lists and various types of contractual agreements

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9
Q

What is Executing, Monitoring, and controlling in project management

A

Change Control Procedures

Procedures to Modify Project Documents

Traceability metrics

Financial Controls Procedures

Issue and defect management procedures

Resource availability control and assignment management

Organizational Communication Requirements

Standardized guidelines

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10
Q

What are Organizational knowledge repositories

A

It is how do we take the past knowledge from past projects and apply it and Use it on our current projects .

Cataloging 
Archiving
Retrievable
OPAs are part of knowledge repositories
Archive at closure

Examples:
Project Files from past projects

Historical information and lessons learned

Issue and defect databases

Configuration management databases

Financial databases

What was the estimate and what was the actual
This can help later.

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11
Q

What are Organizational Systems:

A 
Provide structure, governance, Permissions 
Work authorization
      What's the handoff and who does it go to
Email
Meeting
Paperwork
Employee discipline
Defined by organizational management
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12
Q

What is System Dynamics:

A 
Relationship between components
Departments
Projects 
Management and employees
    Bureaucracy 
    Politics
    Policies
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13
Q

What are Frameworks:

A

Governance
Rules that govern the program, org, project. Rules that must be followed

How to operate within a system?

Frameworks
The organizational structure
What are the boundaries of the organization

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14
Q

What is Governance Framework

A 
Rules and organizational policies
	Procedures for activities
How do you go about procurement
Cultural norms
Systems and processes
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15
Q

Framework influences how:

A

Objectives are set and achieved

Performance is Optimized

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16
Q

What are the indicators that you are doing well?

A 
Time 
Cost
Scope
Quality
Risk
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17
Q

How is Performance optimized?

A

Coaching

Trend analysis

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18
Q

What is Governance in the Management Elements

A

Governance: Profiles, Programs Projects
Common governance shared among all endeavors
Alignment
Risk
Performance
Communications
Each organization must create and tailor governance

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19
Q

What are the Management Elements of Governance?

A

Division of work

Load balances

Authority to perform work
Certifications

Responsibility to perform work

Disciple of action

Unity of Command
Who’s really in charge

Unity of Direction
Dependent on the organizational structure

Organization goals take precedence over individual goals

Paid fairly

Optimal use of resources

Clear communication channels
Who reports to who

Right materials to the right person for the right job at the right time

Fair and equal treatment of people in the workplace

Clear security of work positions

Safety of people in the workplace

Open contribution to planning and execution by each
person

Optimal morale

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20
Q

What are the organizational and Project management types?

A

Completing Projects for others
Client-Vendor relationships

Completing projects internally through a system
Management by Projects

Completing projects as needed
Lack of project support systems

Customers can be internal or external
Customers pay for the project
And/or receive benefits

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21
Q

What are Organizational Structure Factors:

A

Organizational objectives alignment
Based on how the organization achieves goals

Structure by capabilities
Set up by Department
Helps with control and effectiveness of
Control, efficiency and effectiveness

Escalations of decisions

Scope of authority

Simplicity of design
Don’t want to engineer

Delegation capabilities

Accountability
Who is accountable for decisions
And will it come back to you

Responsibility

Adaptability

Efficiency

Cost

Physical locations

Clear Communications

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22
Q

What are Organizational Structure types?

A 
Organic (Simple) Structure
Functional Organizations
Multidivisional Structures
Weak Matrix
Balanced Matrix
Strong Matrix
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23
Q

What are the characteristics of an Organic (Simple) Structure?

A

Workgroups within the organization are flexible

People work alongside one another regardless of their roles in the organization

The Project Manager may have little to no authority over the project resources

Resources dedicated to the project are low
No full-time staff just as needed

The owner of the organization will be the individual in charge of the budget

Unlikely that there any administrative staff to help the project manager
No forms or reports or templates

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24
Q

What are the characteristics of a Functional Organizations?

A

Sometimes called centralized organizations

Clear Divisions of business units

Project managers in a functional organization
Little authority and little autonomy
Report to a functional manager
Project coordinators or team leaders
Part-time role
Little or no administrative staff
Functional managers manage the project budget

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25
Q

What are the characteristics Multidivisional Structures

A

Replication of functions for each division

Similar to the functional organization

The project manager will have little authority

Project coordinator

Resources for the project will be part-time

Could be a part-time admin staff

The functional manager manages the project budget

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26
Q

What are the characteristics of Weak Matrix

A

The team has a blend of departmental and project duties

Project Manager
Limited authority
Management of a part-time project team
Part-time
Project coordinator or team leader
Part-time administrative staff
A functional manager manages the project budget

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27
Q

What are the characteristics of Balanced Matrix?

A

Project Manager
Low to moderate amount of authority

Management of a part-time project team

Part-time role as project manager

May have part-time admin staff to help expedite the 
project

Project manager and functional manager share management of the project budget

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28
Q

What are the characteristics of Strong Matrix

?

A

Project Manager
Moderate to a high level of power

Management of a part-time to nearly full-time project
team

Full-time role as a project manager

Full-time admin staff to help expedite the project
The project manager manages the project budget

29
Q

What are the characteristics of a Project-Oriented matrix

A

Groups employees, collocated or not, by activities on a project

Project manager:
Complete or close to complete, power
High Level of autonomy over projects
Work full time on the project with their team
A full-time administrative staff
Manages the budget

30
Q

What are the characteristics of a Virtual Organization

A

Utilizes a network structure within the organization

Points of contact represent the different departments
Communication can be a challenge

The project manager has low authority over the project team

Shares authority over the project budget with the functional manager

The project manager could be full time or part-time

Project team members are likely to be part-time

Administrative staff for the project could be part-time of full time

31
Q

What are the characteristics of a Hybrid matrix

A

Composite structure
Blend of other org types
Usually associated with Special Projects
Project manager unique to the structure

32
Q

What are the characteristics of a Project Management Office (PMO)?

A

PMO organizes and manages control overall projects
Program Management office
Project office of a program office

Uniform approach for all projects

PMO can help project managers share resources across projects

Offer coaching and communication

Change Control and Stakeholder Management
Help resolve issues

33
Q

What are the Different Types of Project Management Offices (PMO)

A

Project Management Office
Directive PMO- most control
Controlling PMO-moderate control
Supportive PMO- low control

34
Q

What is a Directive PMO?

A

Most Control

The project manager is part of the PMO
Manages and controls all projects
PMO Control is high

35
Q

What is a controlling PMO

A

Moderate control

Defines project governance
Required templates and forms
Defined project management activities
Communication requirements
PMO control is considered moderate
36
Q

Supportive PMO

A

Low control

Offers Advice 
Best Practices
Lessons learned
Forms and Software
Project information from similar projects
37
Q

What is the role of the project manager?

A

Manages things, lead people to the conclusion
Project Manager Communicates
Project Managers Negotiate
Project Manager Problem Solve

38
Q

What is the project manager’s sphere of influence?

A

This a two way street of influence one can influence the other with different controls and parameters set by both the PM and Stakeholders

39
Q

What groups and persons can be considered for stakeholder influences?

A

Project Team:
Leads and directs the team

Organizational Managers:
Work with the manager to access resources
Functional manager can have an influence on the
project

Project management office:
work with the project management office

Steering committee:
Report on the project status and progress
Choose the project
Set the vision
Set the KPIs that work will be evaluated

40
Q

How do you influence the project as a PM?

A

Communication skills
Positive attitude-project leadership
Not combative but can state the problem
Happy

41
Q

What is the influence that the organization can have on the PM?

A

Organization Characteristics

Policies

Modes of operations

Underlying culture

Political alliances
How much political capital do I have

Differing Motivations

Conflicting interests

Power Struggles

42
Q

What do you have to consider to manage Social, Economic, and environmental project Influences?

A

Marketplace and economic conditions

Environmental concerns and regulations

The social view of the project and its outcomes

Consider International Influences

     Culture
     Language
     Economic models
     Regulations and laws
     Social Influences
43
Q

What are the four cultural and Industry Influences we need to consider when it comes to influencing?

A

Current trends and practices
Org culture
Culture at large

Project management communities
Within company
Within Industry

Project management education
How can I be a better PM in my industry?

Application areas
How does it affect the culture?

44
Q

What are the three types of skills needed for technical projects?

A

Apply Project management knowledge
Initiate
Plan
Get to complete

Knowledge areas are technical project skills
Think about what you do to define the scope,
schedule and cost

Business skills and business expertise

45
Q

What are the Critical Project Management Skills?

A 
Critical project success factors
Schedule management
Selected financial reports
Issue Log maintenance
Tailor techniques and methods
Plan thoroughly and prioritize
Manage schedule, cost, resources, and risks
46
Q

How Do I stay relevant in my industry?

A

Product and technology development

New and changing market niches

Standards
Project management
Quality management
Information security management

Technical support tools

Economic forces that impact the immediate project

Influences affecting the project management discipline

Process Improvement and sustainability strategies

47
Q

What Business knowledge skills do we need to know?

A

Strategy
Explain essential business aspects of a project
Explain how the strategy, tactics and the objectives of the project support the org

Team
Work with the project sponsor, team and SMEs (Subject Matter Experts
Value
How does the project support business value.
Opportunities

48
Q

What Business Organization skills do we need to know

A

Strategy

Mission

Goals and objectives and how do I support that

Products and services

Operations
How does the project affect operations
Market conditions
Is there a downturn or upturned market
Time to market factors
Do we need something fast?

Competition

49
Q

What Project Management and Business skills do we need to know

A

Risks and issues
Financial implications
Cost-benefit analysis: net present value, return on investment
Business value
Benefits realization expectations and strategies
Scope, Budget, Schedule and quality

50
Q

What are the different Power types we can utilize for influence?

A 
Positional Power
Informational Power
Referent Power
Situational Power
Personal or Charismatic Power
Reward power
Ingratiating Power
Pressure based Power
Guilt-based Power
Persuasive Power
Avoiding Power
51
Q

What are the differences between leadership and management?

A

Leadership is about aligning and motivating
Leadership is more emotional intelligence
Leadership is inspiring people to work together to achieve great things

Management is getting things done
Management about business skills

52
Q

What makes a good leadership personality

A 
Authentic
Courteous
Creative
Cultural
Emotional
Intellectual
53
Q

What are the different Leadership Personalities?

A 
Managerial
Political 
Service-oriented
Social
Systemic
54
Q

What are the 7 essential leadership skills

A

Guide
Lead people to results

Negotiate
Fair and balanced results

Communicate
90% of project management

Think
Critical thinking is a skill

Motivate
Inspire and direct the project team

Resilience
Work through issues

Solve
Solve problems and has quick wins

Interpersonal
Approachable and friendly

55
Q

What are the important skills to deal with people?

A

Stakeholders are people

People skills = Soft Skills
More commonly known as Emotional intelligence

Understanding Emotion and behavior
Control emotions and responses
Influence other’s emotions

56
Q

What is important when it comes to leadership communication?

A
  • 90% of project management is communication
  • Managing expectations
  • Accepting feedback
  • Offering constructive feedback
  • Asking and listening
57
Q

What is important to focus on on leadership project management?

A

-Prioritizing work by reviewing and adjusting
-Creating a prioritization method that works for the project
-Differentiating high-level strategic priorities
-Vigilance on primary project constraints
-Flexible on tactical priorities
-Fail fast and often
Find out if this works now not later
Manages Massive amounts of Information

58
Q

What are the six leadership styles?

A
  1. Transactional
  2. Servant leadership
  3. Laissez-Faire Leadership
  4. Transformational
  5. Charismatic
  6. Interactional
59
Q

Why is transactional leadership important?

A

In all honesty, transactional leadership in no way seems helpful. It seems like the motivation is making the job. Do your job because your getting paid, it seems like that of any other job.
Find out more information here

60
Q

Why is rewards and punishments leadership important?

A

Rewards and punishments emphasize the goals of the project and rewards and provide disincentives for the project team. It can drive competition which can foster competition and force people to do/better and force innovation. Maybe. Competition does not foster teamwork though.

61
Q

Why is servant leadership important?

A

Focus on the needs of the project team and the people served.

Mostly associated with scrum and agile

Focus on putting others first and the needs of the team to succeed.

Servant Leaders provide opportunities for growth, education autonomy within the project, and the well-being of others.

62
Q

What is laissez-faire leadership?

A

A hands-off approach to project decisions.

The project team makes decisions and creates goals.

Leadership can appear absent

Provide autonomy but can lack direction

63
Q

Why is transformational leadership important?

A

It inspires change through inspiration and motivation.

Aim to empower the project team to take action, be innovative in the project work and accomplish through ambition.

This could lead to unrealistic expectations you can’t expect people to want to put their all into something they are not passionate about.

64
Q

Why is charismatic leadership important?

A

The charismatic leader inspires the team and helps them achieve the project goals.

Who doesn’t want to follow someone easy to follow?
It’s easier to follow someone who isn’t a drag on energy.

And can help to coach or lead a team to realize that they can do more than think they can.

65
Q

Why is interactional leadership important?

A

This is important because this is based on experience and knowledge and passing on that knowledge to motivate the team to take action. They are excited about the project work. Yet stills holds the team accountable for their actions when they mess up. It’s to coach in a way that shows what went wrong but also how to improve. At least that’s the way I think of coaching.

66
Q

Why is performing integration important?

A

It is important because this is the way we can determine if the project is aligned with the goals of the business. If it is not then we should drop the project and move on to something else quickly.

Integration addresses how the project is integrated with the goals tactics and vision of the org

Integration at this level means working with the project sponsor to ensure that the goals and objectives of the project mesh with the goals and objectives of the organization
If not then drop the project.

Projects must support the broader vision and purpose of the organization

Projects must support the broader vision and purpose of the organization or the project likely isn’t contributing to business value and may have challenges garnering support within the organization

67
Q

Why is process-level integration important?
&
what is process-level integration?

A

It is important because it is how we implement processes into other processes and is the interrelationships among processes. So in short how do we go from one phase to the next?

68
Q

What is Cognitive level integration?

A

Involves a deep understanding of all of the processes the skills and the tools to drive project success.

Experience of the project manager
Insight
Leadership
Ability
Mastery of the knowledge areas
69
Q

What is context level integration

A

Level of integration is where we’re changing the way a process is used, given a different context, situation or scenario.

Changing times
Social networking
virtual teams
insights to look into evolving project landscapes
Benefits and disruptions

CAPM Exam prep (2 decks)

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