Executing Process Group Flashcards

1
Q

Define the Executing Process Group

A

The processes performed to complete the work defined in the project management plan

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2
Q

Processes within the Executing Process Group

A

Direct and Manage Work (Integration);
Manage Project Knowledge (Integration);

Manage Quality (Quality);

Acquire Resources (Resources);
Develop Team (Resources);
Manage Team (Resources);

Manage Communications (Communications);

Implement Risk Responses (Risk);

Conduct Procurements (Procurement);

Engage Stakeholder Engagement (Stakeholder

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3
Q

Define Direct and Manage Project Work

A

Process of the Integration Knowledge group;

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve project objectives

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4
Q

Define corrective action

A

An intentional activity that realigns the performance of the project with the project management plan

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5
Q

Define preventive action

A

an intentional activity that ensures the future performance of the project work is aligned with the project management plan

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6
Q

Define defect

A

an imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced

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7
Q

Define defect repair

A

an intentional activity to modify a nonconforming product or product component

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8
Q

Define updates

A

changes to formally controlled product documents, plans, etc. to reflect modified or additional ideas or content.

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9
Q

Inputs of Direct and Manage Project Work

A

Project Management Plan; Project Documents; Approved change requests

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10
Q

Tools and Techniques of Direct and Manage Project Work

A

Project Management Information System: scheduling tool such as Microsoft Project or configuration management system such as sharepoint

Meetings: Kick off, technical, sprint reviews, etc

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11
Q

Outputs of Direct and Manage Project Work

A

Deliverables, Work Performance Data, Issue Log, Change Requests, Project Management Plan Updates, Project Documents Updates, Organizational Process Assets updates

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12
Q

What are (3) different types of information?

A

Work Performance Data; Work Performance Information; Work Performance Reports

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13
Q

Define Work Performance Data

A

the raw observations and measurements identified during activities performed to carry out the project work (e.g. percent complete, actual costs)

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14
Q

Define Performance Information

A

the performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas (e.g. status of deliverables, forecasted estimates to complete)

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15
Q

Define Performance Reports

A

the physical or electronic representation or work performance information compiled in project documents (e.g. status reports, memos, electronic dashboards, updates)

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16
Q

Define Manage Project Knowledge

A

Process of the Integration Knowledge group;

The process of using existing knowledge and creating new knowledge to achieve project objectives and contribute to organization learning

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17
Q

What are the classifications of knowledge?

A

Explicit Knowledge: easily arranged using pictures, words and numbers

Tacit Knowledge: Personal and sometimes difficult to express

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18
Q

Inputs of Manage Project Knowledge

A

EEFs; OPAs

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19
Q

Tools and Techniques of Manage Project Knowledge

A

Knowledge Management, Information Management, Interpersonal and Team Skills

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20
Q

Outputs of Manage Project Knowledge

A

Lessons learned register, Project Management Plan Updates, OPA updates

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21
Q

Define Manage Quality

A

Process of the Quality Knowledge group;

The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project

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22
Q

Philip Crosby

A

Quality theorist who believed in conformance to requirements; ZERO DEFECTS; and developed the theory of the cost of quality

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23
Q

Joseph Juran

A

Quality theorist who defined quality as “FITNESS FOR USE,” promoted conformance and quality by design, and management responsibility in quality

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24
Q

W. Edwards Deming

A

Quality theorist who developed the 14 points of Total Quality Management, said QUALITY IS A MANAGEMENT PROBLEM 85% OF THE TIME

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25
PDCA
Plan Do Check Act
26
Who used PDCA?
Shewhart and Deming
27
Kaizen
Quality theorist who believed in continuous improvement; uses PDCA cycle (small changes)
28
Six Sigma
Strives to reduce defects to no more than 3.4 defects per million, by eliminating the causes of defects
29
Define Precision
Means the values of repeated measurements are clustered and have little scatter
30
Define Accuracy
Means that the measured value is very close to the true value
31
What are the two types of variances?
Special Cause: not inherent in the system, not predictable, and is intermittent. Also known as assignable cause. On a control chart, this would fall outside the control limits. Common Cause: inherent in the system and predictable (normal or not unusual). Also known as random cause. On a control chart, includes random patterns within the control limits.
32
Inputs of Manage Quality
Project Documents: Quality Control Measurements, Quality Metrics
33
Tools and Techniques of Manage Quality
Data Analysis: Process Analysis and Root Cause Analysis Data Representation: Cause and effect diagrams, histograms, scatter diagrams Decision Making: project decisions and product decisions
34
Cause and effect diagram also known as...
Fishbone Diagram, Why-Why, Ishikawa
35
Tools and techniques of Manage Quality
Audits, Design for X, Problem Solving, Quality Improvement Methods
36
Define Audits
is a process; independent reviews to ensure the project is adhering to the processes, policies and procedures originally planned.
37
Define Design for X (Dfx)
set of technical guidelines applied during design to optimize a specific asset; reliability, cost, safety, quality, etc.
38
Outputs of Manage Quality
Quality reports, test and evaluation documents, change requests, project management plan updates, project documents updates
39
Define Acquire Resources
Process of the Resource Knowledge group; process of obtaining team members, facilities, equipment, materials, supplies and other resources necessary to complete project work.
40
Tools and techniques to acquire resources
Decision making, interpersonal and team skills, pre-assignment, virtual teams
41
Outputs of Acquire Resources
Physical Resource Assignments; Project Team Assignments; Resource Calendars; Change Requests; Project Management Plan Updates; Project Management Plan Updates; EEFs updates; OPAs updates
42
Groups of what size are believed to make the best decisions?
5-11 people
43
Define Develop Team
Process of the Resources Knowledge group; Process of improving competencies, team interaction and overall team environment to enhance project performance
44
Inputs of Develop Team
Project Documents: Team Charter
45
Tools and Techniques of Develop Team
Colocation and Interpersonal/Team skills; Recognition and Rewards; Training; Individual and team assessments
46
5 Stages of Team Development
``` Forming Storming Norming Performing Adjourning ```
47
The addition of a new member moves the group back to what stage?
Forming
48
Outputs of Develop Team
Team Performance Assessments; Change requests; project management updates; project documents updates; EEFs/OPAs updates
49
What should you use as your guide during the Develop Team Process?
Resource Management Plan
50
Should we be more concerned with rewarding the team or individuals?
Team
51
Define Manage Team
Process of the Resource Knowledge group; Process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance
52
Inputs of Manage Team
Work Performance Reports
53
Tools and Techniques of Manage Team
Interpersonal and Team Skills
54
Conflict Management Techniques
Withdraw/Avoid: Retreating from conflict (lose/lose) Smooth/Accommodate: Emphasizing areas of agreement, but ignoring the true problem (lose/lose) Force/Direct: Pushing one's viewpoint at the expense of others (win/lose) Compromise Reconcile: Both parties are giving something up Collaborate/Problem-Solve: Examining alternatives, give-and-take (win/win)
55
What are forms of power?
Positional: formal position granted in organization or team Expert: Based on skill, experience, training, education, certification Reward-oriented: ability to give praise, bonuses, or other items Punitive or coercive: Ability to discipline or other negative consequences Referent: Respect or admiration others hold for individual credibility gained through personality Informational: Control of gathering or distribution of information Situational: Based on unique situations, such as a specific crisis Personal or charismatic: charm and attraction Ingratiating: Application of flattery or other common ground to win favor or cooperation Pressure-based: limited freedom of choice or movement for purpose of gaining compliance to desired action Guilt based: Imposition of obligation or sense of duty Persuasive: ability to provide arguments that cause people to shift to a desired course of action Avoiding: Refusing to participate
56
What is the expectancy theory?
Employees are motivated by the expectation of positive outcomes and related rewards
57
Hygiene Theory
Fredrick HERZBERG: Work environment (pay, benefits and work conditions) prevents dissatisfaction only
58
Theory of Needs
McClelland: People are motivated by either achievement, affiliation or power and are managed accordingly
59
Maslow's Hierarchy
(TRIANGLE); people can only ascend to a higher level after fulfilling each of the lower levels. Self Actualization: Achievement, peak performance Esteem: self esteem, confidence, respect of self Social: sense of belonging, friendship, family, love Safety: security of: body, employment, family, health Physiological: breathing, food, water, sleep
60
Theory Z
Job for life increases loyalty (Ouchi)
61
McGregor's Theory X and Theory Y
Theory X: People dislike work | Theory Y: people are self motivated
62
Outputs of Manage Team
Change Requests, Project Management Plan Updates, Project Documents Updates, EEFs updates
63
How does this process differ from Develop Team?
Individual focuses versus Team or Group
64
Who is responsible for resolving team member disputes in the first instance?
Individual Members
65
Define Manage Communication
Process of the Communication Knowledge group; process of ensuring timely and appropriate creation, collection, distribution, storage, retrieval. management, monitoring and ultimate disposition of project information
66
Input of Manage Communications
Project documents, work performance reports
67
Tools and techniques of Manage Communications
Communication skills, project reporting
68
Outputs of Manage Communications
Project communications, project management plan updates, project documents updates, OPA updates
69
Define Implement Risk Response
Process of the Risk Knowledge group; Process of implementing agreed-upon risk response plans
70
Tools and techniques of Implement Risk Response
Interpersonal and Team Skills
71
Outputs of Implement Risk Responses
Change Requests; | Project Document Updates
72
What documents should we refer when performing Implement Risk Responses
Risk Register, Risk Management Plan, Risk Report
73
Define Conduct Procurements
Process of the Procurements Knowledge group; the process of obtaining seller responses, selecting a seller and awarding a contract
74
Inputs of Conduct Procurements
Project Management Plan, Procurement Documentation, Seller Proposals
75
Tools and Techniques of Conduct Procurements
Advertising, Bidder Conferences, Data Analysis, Interpersonal and Team Skills
76
Outputs of Conduct Procurements
Selected Sellers, Agreements, Change Requests, Project Management Plan Updates, Project Documents Updates, OPA Updates
77
Define Manage Stakeholder Engagement
Process of the Stakeholder Knowledge group; process of communicating and working with stakeholders to meet their needs and expectations, addressing issues, and foster appropriate stakeholder engagement involvement
78
Inputs of Stakeholder Engagement
Project documents: change logs
79
Tools and techniques of Stakeholder Engagement
Communication skills; Ground Rules
80
Outputs of Manage Stakeholder Engagement
Change requests; project management plan updates; project documents updates
81
What role do individual team members play in this process?
None; PM engages stakeholders