Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMP > Executing Process Group > Flashcards

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Define corrective action

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Define defect repair

A

an intentional activity to modify a nonconforming product or product component

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Define updates

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Inputs of Direct and Manage Project Work

A

Project Management Plan; Project Documents; Approved change requests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are (3) different types of information?

A

Work Performance Data; Work Performance Information; Work Performance Reports

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Inputs of Manage Project Knowledge

A

EEFs; OPAs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Tools and Techniques of Manage Project Knowledge

A

Knowledge Management, Information Management, Interpersonal and Team Skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Outputs of Manage Project Knowledge

A

Lessons learned register, Project Management Plan Updates, OPA updates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Philip Crosby

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

PDCA

A

Plan Do Check Act

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Who used PDCA?

A

Shewhart and Deming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Kaizen

A

Quality theorist who believed in continuous improvement; uses PDCA cycle (small changes)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Six Sigma

A

Strives to reduce defects to no more than 3.4 defects per million, by eliminating the causes of defects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Define Precision

A

Means the values of repeated measurements are clustered and have little scatter

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Define Accuracy

A

Means that the measured value is very close to the true value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

What are the two types of variances?

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Inputs of Manage Quality

A

Project Documents: Quality Control Measurements, Quality Metrics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Tools and Techniques of Manage Quality

A

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
Q

Cause and effect diagram also known as…

A

Fishbone Diagram, Why-Why, Ishikawa

35
Q

Tools and techniques of Manage Quality

A

Audits, Design for X, Problem Solving, Quality Improvement Methods

36
Q

Define Audits

A

is a process; independent reviews to ensure the project is adhering to the processes, policies and procedures originally planned.

37
Q

Define Design for X (Dfx)

A

set of technical guidelines applied during design to optimize a specific asset; reliability, cost, safety, quality, etc.

38
Q

Outputs of Manage Quality

A

Quality reports, test and evaluation documents, change requests, project management plan updates, project documents updates

39
Q

Define Acquire Resources

A

Process of the Resource Knowledge group;

process of obtaining team members, facilities, equipment, materials, supplies and other resources necessary to complete project work.

40
Q

Tools and techniques to acquire resources

A

Decision making, interpersonal and team skills, pre-assignment, virtual teams

41
Q

Outputs of Acquire Resources

A

Physical Resource Assignments; Project Team Assignments; Resource Calendars; Change Requests; Project Management Plan Updates; Project Management Plan Updates; EEFs updates; OPAs updates

42
Q

Groups of what size are believed to make the best decisions?

A

5-11 people

43
Q

Define Develop Team

A

Process of the Resources Knowledge group;

Process of improving competencies, team interaction and overall team environment to enhance project performance

44
Q

Inputs of Develop Team

A

Project Documents: Team Charter

45
Q

Tools and Techniques of Develop Team

A

Colocation and Interpersonal/Team skills;
Recognition and Rewards;
Training;
Individual and team assessments

46
Q

5 Stages of Team Development

A 
Forming
Storming
Norming
Performing
Adjourning
47
Q

The addition of a new member moves the group back to what stage?

A

Forming

48
Q

Outputs of Develop Team

A

Team Performance Assessments; Change requests; project management updates; project documents updates; EEFs/OPAs updates

49
Q

What should you use as your guide during the Develop Team Process?

A

Resource Management Plan

50
Q

Should we be more concerned with rewarding the team or individuals?

A

Team

51
Q

Define Manage Team

A

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
Q

Inputs of Manage Team

A

Work Performance Reports

53
Q

Tools and Techniques of Manage Team

A

Interpersonal and Team Skills

54
Q

Conflict Management Techniques

A

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
Q

What are forms of power?

A

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
Q

What is the expectancy theory?

A

Employees are motivated by the expectation of positive outcomes and related rewards

57
Q

Hygiene Theory

A

Fredrick HERZBERG: Work environment (pay, benefits and work conditions) prevents dissatisfaction only

58
Q

Theory of Needs

A

McClelland: People are motivated by either achievement, affiliation or power and are managed accordingly

59
Q

Maslow’s Hierarchy

A

(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
Q

Theory Z

A

Job for life increases loyalty (Ouchi)

61
Q

McGregor’s Theory X and Theory Y

A

Theory X: People dislike work

Theory Y: people are self motivated

62
Q

Outputs of Manage Team

A

Change Requests, Project Management Plan Updates, Project Documents Updates, EEFs updates

63
Q

How does this process differ from Develop Team?

A

Individual focuses versus Team or Group

64
Q

Who is responsible for resolving team member disputes in the first instance?

A

Individual Members

65
Q

Define Manage Communication

A

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
Q

Input of Manage Communications

A

Project documents, work performance reports

67
Q

Tools and techniques of Manage Communications

A

Communication skills, project reporting

68
Q

Outputs of Manage Communications

A

Project communications, project management plan updates, project documents updates, OPA updates

69
Q

Define Implement Risk Response

A

Process of the Risk Knowledge group;

Process of implementing agreed-upon risk response plans

70
Q

Tools and techniques of Implement Risk Response

A

Interpersonal and Team Skills

71
Q

Outputs of Implement Risk Responses

A

Change Requests;

Project Document Updates

72
Q

What documents should we refer when performing Implement Risk Responses

A

Risk Register, Risk Management Plan, Risk Report

73
Q

Define Conduct Procurements

A

Process of the Procurements Knowledge group;

the process of obtaining seller responses, selecting a seller and awarding a contract

74
Q

Inputs of Conduct Procurements

A

Project Management Plan, Procurement Documentation, Seller Proposals

75
Q

Tools and Techniques of Conduct Procurements

A

Advertising, Bidder Conferences, Data Analysis, Interpersonal and Team Skills

76
Q

Outputs of Conduct Procurements

A

Selected Sellers, Agreements, Change Requests, Project Management Plan Updates, Project Documents Updates, OPA Updates

77
Q

Define Manage Stakeholder Engagement

A

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
Q

Inputs of Stakeholder Engagement

A

Project documents: change logs

79
Q

Tools and techniques of Stakeholder Engagement

A

Communication skills; Ground Rules

80
Q

Outputs of Manage Stakeholder Engagement

A

Change requests; project management plan updates; project documents updates

81
Q

What role do individual team members play in this process?

A

None; PM engages stakeholders

PMP (17 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions