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General Questions Flashcards

1
Q

Define “project.”

1.2 Recognize the relationships among project, program, portfolio, and operational management

A
  • Temporary
  • Create unique product/service
  • drives change
  • enables business value and benefit

PMBOK Guide, Sixth Edition, 1.2.1 - Projects, p. 4

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2
Q

In the definition of a project, what does “unique product, service, or result” mean?

1.2 Recognize the relationships among project, program, portfolio, and operational management

A

This phrase indicates that projects are undertaken to fulfill objectives by producing deliverables.

PMBOK Guide, Sixth Edition, 1.2.1 - Projects, p. 4

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3
Q

In the definition of a project, what does “temporary endeavor” mean?

1.2 Recognize the relationships among project, program, portfolio, and operational management

A

This phrase indicates that a project has a definite beginning and end.

PMBOK Guide, Sixth Edition, 1.2.1 - Projects, p. 5

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4
Q

Define “program.”

1.2 Recognize the relationships among project, program, portfolio, and operational management

A

A program is a group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.

PMBOK Guide, Sixth Edition, 1.2.3.1 - Overview, p. 11

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5
Q

Define “portfolio.”

1.2 Recognize the relationships among project, program, portfolio, and operational management

A

A portfolio is projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

PMBOK Guide, Sixth Edition, 1.2.3.1 - Overview, p. 11

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6
Q

Define “operations management.”

1.2 Recognize the relationships among project, program, portfolio, and operational management

A

Operations management is concerned with the ongoing production of goods and/or services. It is an area that is outside the scope of formal project management as described in this guide.

PMBOK Guide, Sixth Edition, 1.2.3.4 - Operations Management, p. 16

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7
Q

How do projects, programs, portfolios, and operations interact and relate to one another?

  • 1.2 Recognize the relationships among project, program, portfolio, and operational management*
  • 2.4 Recognize the hierarchy of projects, programs, and portfolios*
A

Organizational project management (OPM) is a framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives.

OPM ensures that the organization undertakes the right projects and allocates critical resources appropriately. OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives that support the vision, the objectives, and the deliverables.

PMBOK Guide, Sixth Edition, 1.2.3.6 - Organizational Project Management (OPM) and Strategies, p. 17

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8
Q

Define “project lifecycle.”

1.3 Define a typical project lifecycle

A

A project lifecycle is the series of phases that a project passes through from its start to its completion.

PMBOK Guide, Sixth Edition, Table 1-3 - Description of PMBOK Guide Key Components, p. 18

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9
Q

Define a typical project lifecycle.

1.3 Define a typical project lifecycle

A

A project lifecycle typically includes a starting phase, an organizing and preparing phase, an executing phase, and a closing phase.

PMBOK Guide, Sixth Edition, Figure 1-5 - Interrelationship of PMBOK Guide Key Components in Projects, p. 18

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10
Q

What is “tailoring”?

1.4 Understand the function and importance of tailoring for different projects

A

Tailoring involves selecting the appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases for the particular project.

PMBOK Guide, Sixth Edition, 1.2.5 - Tailoring, p. 28

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11
Q

Why is tailoring important?

1.4 Understand the function and importance of tailoring for different projects

A

Tailoring is necessary because each project is unique. It should address the competing constraints of scope, schedule, cost, resources, quality, and risk.

PMBOK Guide, Sixth Edition, 1.2.5 - Tailoring, p. 28

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12
Q

Identify the internal enterprise environmental factors that may impact the outcome of a project.

2.1 Identify the factors and assets that may impact the outcome of a project.

A
  • Organizational culture, structure, and governance
  • Geographic distribution of facilities and resources
  • Infrastructure
  • Information technology software
  • Resource availability
  • Employee capability

PMBOK Guide, Sixth Edition, 2.2.1 - EEFs [Enterprise Environmental Factors] Internal to the Organization, p. 38

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13
Q

Identify the external enterprise environmental factors that may impact the outcome of a project.

2.1 Identify the factors and assets that may impact the outcome of a project.

A
  • Marketplace conditions
  • Social and cultural influences and issues
  • Legal restrictions
  • Commercial databases
  • Academic research
  • Government or industry standards
  • Financial considerations
  • Physical environmental elements

PMBOK Guide, Sixth Edition, 2.2.2 - EEFs [Enterprise Environmental Factors] External to the Organization, p. 39

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14
Q

Identify the organizational process assets that may impact the outcome of a project.

2.1 Identify the factors and assets that may impact the outcome of a project.

A
  • Processes, policies, and procedures
  • Organizational knowledge bases

PMBOK Guide, Sixth Edition, 2.3 - Organizational Process Assets, p. 39

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15
Q

Describe the influences a multi-divisional organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A

Many divisions acting independently

higher entity (parent company) high level of control

Autonomy to divisions

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16
Q

Describe the influences a functional organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A

(centralized)

  • People organized based on specialties and entities (departments)
  • managers control decisions
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17
Q

Describe the influences an organic or simple organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Flat reporting
  • many employees/manager
  • employee interaction = in authority
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18
Q

Describe the influences a strong matrix organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Entities organized based on specialty
  • Dedicated entity → Project Mangment office
    • Project director - responsible for project activities
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19
Q

Describe the influences a weak matrix organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Entities organized by specialty
  • project coordination - lower level → group of employees
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20
Q

Describe the influences a balanced matrix organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Entities organized by specialty
  • One employee - PM & operational duties
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21
Q

Describe the influences a project-oriented organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Structured and oriented around projects
  • Entities created to manage, support, and implement project
  • After project, employees move to other organization
22
Q

Describe the influences a virtual organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A
  • Entities require tech to work/communicate
  • Entities located in different areas
23
Q

Describe the influences a hybrid organizational structure may have on a project.

2.2 Distinguish between organizational structures.

A

Combines different strucutes

24
Q

Describe the influences a PMO* organizational structure may have on a project.

*PMO refers to a portfolio, program, or project management office or organization.

2.2 Distinguish between organizational structures.

A
  • standardizes project related governance
  • facilitates sharing of resources, methodologies across department
  • supports strategic alignment
  • liaison between protfolios/programs/project and organizations measurement systems
  • vary degree of influence: Supportive, Controlling, Directive
25
Q

What is the purpose of a PMO?

2.3 Understand the purpose and activities of a Project Management Office

A

A PMO (typically a project management organization) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

PMBOK Guide, Sixth Edition, 2.4.4.3 - Project Management Office, p. 48

26
Q

What are the types of roles a PMO may have within an organization?

2.3 Understand the purpose and activities of a Project Management Office

A

A PMO may be supportive, controlling, or directive.

PMBOK Guide, Sixth Edition, 2.4.4.3 - Project Management Office, p. 48

27
Q

Describe the activities of a supportive PMO.

2.3 Understand the purpose and activities of a Project Management Office

A

Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects. This type of PMO serves as a project repository. The degree of contol provided by the PMO is low.

PMBOK Guide, Sixth Edition, 2.4.4.3 - Project Management Office, p.48

28
Q

Describe the activities of a controlling PMO.

2.3 Understand the purpose and activities of a Project Management Office

A

Controlling PMOs provide support and require compliance through various means. The degree of control provided by the PMO is moderate. Compliance may involve:

  • Adoption of project management frameworks or methodologies
  • Use of specific templates, forms, and tools; and
  • Conformance to governance frameworks

PMBOK Guide, Sixth Edition, 2.4.4.3 - Project Management Office, p.48

29
Q

Describe the activities of a directive PMO.

2.3 Understand the purpose and activities of a Project Management Office

A

Directive PMOs take control of the projects by directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high.

PMBOK Guide, Sixth Edition, 2.4.4.3 - Project Management Office, p.48

30
Q

Define “project manager.”

3.1 State the primary functions of a project manager

A

The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

The role of a project manager is distinct from that of a functional manager or operations manager. Typically, the functional manager focuses on providing management oversight for a functional or business unit. Operations managers are responsible for ensuring that business operations are efficient.

PMBOK Guide, Sixth Edition, 3.2 - Definition of a Project Manager, p. 52

31
Q

What are the various roles a project manager might play during the flow of a project lifecycle?

3.1 State the primary functions of a project manager

A

A project manager may perform the following roles:

  • Involvement from project initiation to closing
  • Evaluation and analysis activities prior to project initiation
  • Management or provision of assistance in business analysis, business case development, and aspects of portfolio management for a project
  • Involvement of follow-on activities related to realizing business benefits from the project

PMBOK Guide, Sixth Edition, 3.1 - Overview, p. 51

32
Q

Define the project manager’s sphere of influence.

3.2 Understand a project manager’s sphere of influence

A
  • The project
  • The organization
  • The industry
  • Professional discipline
  • Across disciplines

PMBOK Guide, Sixth Edition, 3.3 - The Project Manager’s Sphere of Influence, pp. 52-56

33
Q

Describe the project manager’s influence over the project.

3.2 Understand a project manager’s sphere of influence

A
  • Communicate between sponsor, team members, and stakeholders
  • Provide direction and vision for project success
  • Communication is key
  • 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 resources available. The project manager also performs communication roles between the project sponsor, team members, and other stakeholders.

PMBOK Guide, Sixth Edition, 3.3.2 - The Project, p. 53

34
Q

Describe the project manager’s influence over the organization.

3.2 Understand a project manager’s sphere of influence

A
  • Projects may impact each other if shared resources and funding sources
  • Interacting positively: other PMs, project sponsor, all relevant manager
  • The project manager proactively interacts with other project managers to develop relationships that assist the team in achieving the goals and objects of the project. The project manager also works with the project sponsor to address internal political and strategic issues that may impact the team or the viability or quality of the project.

PMBOK Guide, Sixth Edition, 3.3.3 - The Organization, pp. 54-55

35
Q

Describe the project manager’s influence over the industry.

3.2 Understand a project manager’s sphere of influence

A

The project manager stays informed about current industry trends and sees how it may impact or apply to the current projects. The trends include but are not limited to:

  • 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
  • Process improvement and sustainability strategies

PMBOK Guide, Sixth Edition, 3.3.4 - The Industry, p. 55

36
Q

Describe the project manager’s influence over the professional discipline.

3.2 Understand a project manager’s sphere of influence

A

The project manager pursues professional development and seeks knowledge transfer and integration. The project manager accomplishes these objectives through contribution of knowledge and expertise to others within the profession and participation in training, continuing education, and development.

PMBOK Guide, Sixth Edition, 3.3.5 - Professional Discipline, p. 56

37
Q

Describe a project manager’s influence across disciplines.

3.2 Understand a project manager’s sphere of influence

A

The project manager may serve as an informal ambassador by educating the organization as to the advantages of project management with regard to timeliness, quality, innovation, and resource management.

PMBOK Guide, Sixth Edition, 3.3.6 - Across Disciplines, p. 56

38
Q

What are the three major elements included in the PMI talent triangle?

3.3 Identify the major elements included in the PMI triangle

A
  • Technical project management
  • Leadership
  • Strategic and business management

PMBOK Guide, Sixth Edition, 3.4.1 - Overview, p. 56

39
Q

Describe technical project management.

3.3 Identify the major elements included in the PMI triangle

A

Technical project management is the knowledge, skills, and behaviors related to specific domains of project, program, and portfolio managment (the technical aspects of performing one’s role).

PMBOK Guide, Sixth Edition, 3.4.1 - Overview, p. 56

40
Q

Describe leadership.

3.3 Identify the major elements included in the PMI triangle

A

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

PMBOK Guide, Sixth Edition, 3.4.1 - Overview, p. 56

41
Q

Describe strategic and business management.

3.3 Identify the major elements included in the PMI triangle

A

Strategic and business management is the knowledge of and expertise in the industry and organization that enhances performance and better delivers business outcomes.

PMBOK Guide, Sixth Edition, 3.4.1 - Overview, p. 56

42
Q

What is the difference between management and leadership?

3.4 Recognize the difference between leadership and management

A

Management is more closely associated with directing another person to get from one point to another using a known set of expected behaviors. In contrast, leadership involves working with others through discussion or debate in order to guide them from one point to another.

PMBOK Guide, Sixth Edition, 3.4.5 - Comparison of Leadership and Management, p. 64

43
Q

Development Life Cycels

A
  1. Predictive/waterfall
  2. Iterative
  3. Incremental
  4. Adaptive/Agile/change drive
  5. Hybrid
44
Q

Predictive/Waterfall Life cycle

A
  • Scope, schedule, Cost determines in early phase of life cycle
  • Changes to scope carefully managed
45
Q

Iterative Life Cycle

A
  • Scope determined early in cycle
  • Scheudle and cost estimates routinely modified
  • Interactions develop product through repeated cycles
46
Q

Incremental Life Cycle

A
  • Predetermined time frame
  • Series of iterations adding functionality
  • Deliverable considered complete after final iteration
    *
47
Q

Adaptive/agile/change driven Life Cycle

A
  • agile, iterative, or incremental
  • Detailed scope defined and approved before start of an iteration
48
Q

Hybrid Life Cycle

A
  • Combo predictive and adaptive life cycle
  • well known/fixed requirements - predictive life cycle
  • evolving elements - adaptive development life cycle
49
Q

Initiating Process Group

A
  • Processes that define new project by obtaining authorization to start
  • Purpose: align stakeholders expectations and project purpose, inform stakeholders of the scope and objectives, and discuss how their participation and expectations for project
  • Benefit: only projects that are aligned with organizations strategic objectives are authorized and the business case, benefits, and stakeholders are considered from the start of project
  • 2 processes
  • 2.1 Develop Project Charter
  • 2.2 Identify Stakeholders
50
Q

Planning Process Group

A
  • Establish total scope of effort, define and refine objectives, and develop course of action required to attain objectives
  • Benefits: Defines course of action to successfully complete project/phase
  • 24 proccesses
  • Progressive elaboration/rolling wave planning - ongoing refinement of PM plan
    • Iterative Activities
      *
51
Q

Executing Process Group

A
  • Complete work defined in PM plan to satisfy project requirements
  • Coordinating resources, Managing stakeholder Engagement, Integrate and perform activities of project
  • Benefit: work needed to meet project requirements and objectives are perfromed according to plan
  • 10 processes
52
Q

Monitoring and Controlling Process Group

A
  • Track, review, and regulate the progress and performance of project
  • Identify areas where changes to plan are required
  • Initiate corresponding changes
  • Monitoring → Collect performance data, produce performance measures, and report and disseminating performance information
  • Controlling → Compare actual performance with planned performance, analyzing variances, assess trends to effect process improvements, evaluate possible alternatives, and recommend appropriate corrective action
  • Benefit: project performance is measured and analyzed at regular intervals to identify and correct variances from PM plan
  • 12 Processes

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