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CAPM > Identifying The Project Mgmt Process > Flashcards

Identifying The Project Mgmt Process Flashcards

1
Q

Determining the authority of the project manager

A

Initiating

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2
Q

Collecting historical information

A

Initiating

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3
Q

Dividing large projects into phases

A

Initiating

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4
Q

Identifying stakeholders and determining their influences, expectations, and impact.

A

Initiating

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5
Q

Determining high-level requirements, constraints, assumptions, and risks

A

Initiating

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6
Q

Turning high-level stakeholder needs, wants, and expectations into requirements

A

Initiating

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7
Q

Making sure the business case and the analysis support the need for the project are documented and understood

A

Initiating

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8
Q

Ensuring the product scope is as final as practical (this will most likely be documented in the project statement of work)

A

Initiating

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9
Q

Understanding how the project supports the organization’s strategic objectives

A

Initiating

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10
Q

Collecting and using any relevant existing agreements (including contracts) that might be generating the project or will be required during the project

A

Initiating

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11
Q

Determining the measurable project and product objectives

A

Initiating

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12
Q

Facilitating the resolution of conflicting objectives

A

Initiating

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13
Q

Becoming familiar with the company culture and structure as they relate to the project

A

Initiating

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14
Q

Finding existing processes, standards, and compliance requirements that affect the project

A

Initiating

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15
Q

Understanding how the organization does business and what procedures and policies are already in place to use on the project

A

Initiating

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16
Q

Do planning on a high-level basis using the project planning process

A

Initiating

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17
Q

Performing high-level estimating for the project schedule and budget

A

Initiating

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18
Q

Using the high-level planning and estimating data to determine whether the product can be achieved within the given constraints

A

Initiating

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19
Q

Determining what from the project charter will take, including the length and level of detail, and the reasons for the selected format

A

Initiating

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20
Q

Coordinating project initiating efforts with stakeholders, including the customer

A

Initiating

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21
Q

Working with the customer and others to determine high-level acceptance criteria and clarify what is and is not in the project

A

Initiating

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22
Q

Determining the initial project organization

A

Initiating

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23
Q

Identifying any inherent or required milestones on the project

A

Initiating

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24
Q

Determining what specifically will constitute project success

A

Initiating

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25
Q

Finalizing the project charter

A

Initiating

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26
Q

Obtaining formal approval of the project charter

A

Initiating

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27
Q

Determine how you will plan the planning, executing, and controlling efforts for stakeholders, requirements, scope, schedule, cost, quality, process improvement, human resources, communications, risk, procurement, changes, and configuration, and put that information into the beginnings of management plans

A

Planning

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28
Q

Refining the high-level requirements from project initiating so they are more specific and detailed, and look for additional requirements

Analyzing and prioritizing requirements

A

Planning

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29
Q

Expanding on the assumptions identified in project initiating, looking for new assumptions and documenting the details of the assumptions

A

Planning

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30
Q

Refining high-level constraints (I.e. Resources, schedule, cost, ect) from project initiating so they are more specific and detailed

A

Planning

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31
Q

Creating a description of the project deliverables and the work required to complete those deliverables (project scope statement)

A

Planning

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32
Q

Using the project scope statement to gain approval of the “final” scope from the stakeholders before further planning is done

A

Planning

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33
Q

Assessing what may need to be purchased on the product

Ex: identifying any pieces of work that may be outside the organization’s abilities to complete, assess whether new equipment or technology would be needed to perform the project work, ect.

A

Planning

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34
Q

Creating a draft of the procurement documents for necessary contracts, including procurement statements of work, source selection criteria, and contract provisions.

A

Planning

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35
Q

Determining who will be on the project team to help with project planning

A

Planning

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36
Q

Breaking down the deliverables into smaller more manageable pieces (WBS)

A

Planning

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37
Q

Creating descriptions of each work package in a WBS dictionary so that the work can be understood by those assigned, without gold plating

A

Planning

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38
Q

Breaking down the work packages from the WBS into lists of activities needed to produce them

A

Planning

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39
Q

Sequence activities and determine predecessors and successors in the network diagram

A

Planning

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40
Q

Estimating resource requirements

Ex: staff, facilities, equipment, materials, ect

A

Planning

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41
Q

Meet with managers to gain resource commitments

A

Planning

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42
Q

Deciding what level of accuracy is needed for estimates

A

Planning

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43
Q

Use historical data to support estimating time and cost

A

Planning

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44
Q

Having those working on the activities estimate time and cost

A

Planning

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45
Q

Determining how long the project will take without compressing the schedule (determining critical path)

A

Planning

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46
Q

Developing a schedule model, ignoring the budget constraint in the project charter, and using schedule compression techniques to reconcile the two to come up with a final schedule model for the project mgmt plan

A

Planning

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47
Q

Developing a preliminary budget, ignoring the budget constraint in the project charter, and reconcile the two to come up with the final budget for the project mgmt plan

A

Planning

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48
Q

Determining quality practices and standards and determining which metrics will be used to measure quality performance.

A

Planning

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49
Q

Determine what processes should be followed on the project to reduce the need to supervise work and to improve quality and make use of standards

A

Planning

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50
Q

Determining how you will improve the processes in use on the project.

A

Planning

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51
Q

Creating a system for recognizing and rewarding the efforts of project team members to help keep them motivated and engaged in project efforts

A

Planning

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52
Q

Selecting the project manager

A

Initiating

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53
Q

Clearly determining all roles and responsibilities so the team members and stakeholders know what their roles are on the project and what work they will need to do.

A

Planning

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54
Q

Determining what information you will need from other projects and what information you can send to other projects

A

Planning

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55
Q

Planning what you will be communicating on the project to whom, by whom, when, and how

A

Planning

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56
Q

Planning how to involve stakeholders and manage their expectations during the project

A

Planning

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57
Q

Completing detailed risk identification, subjectively analyze risks (qualitative risk analysis), perform quantitative risk analysis as necessary, and do risk response planning

A

Planning

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58
Q

Iterations –go back, updating project documents as necessary, in order to work toward a project mgmt plan that is brought-into, approved, realistic, and formal.

A

Planning

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59
Q

Finalizing the procurement statement of work and other procurement documents for each contract

A

Planning

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60
Q

Looking for potential positive and negative interactions with other projects that could affect this project

A

Planning

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61
Q

Determining the process that will be used to request, approve, and manage changes on the project

A

Planning

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62
Q

Planning ways to measure project performance, the measurements to be used, when they will be taken, and how they will be interpreted

A

Planning

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63
Q

Determining what meetings, reports, and other activities you will use to control the project to the project mgmt plan

A

Planning

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64
Q

Finalizing the “execute” and “control” aspects of all mgmt plans

A

Planning

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65
Q

Developing the final project mgmt plan, project documents, and performance measurement baseline by performing schedule network analysis, looking for options, and confirming that project objectives can be met

A

Planning

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66
Q

Gaining formal approval of the project mgmt plan from the sponsor, team, and managers of resources

A

Planning

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67
Q

Holding a kickoff meeting with all the key stakeholders, the team, the team members’ managers, and the customer to make sure everyone is on the same page and to gain buy-in

A

Planning

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68
Q

Implementing approved changes, including corrective actions, preventive actions, and defect repair

A

Executing

69
Q

Performing quality assurance to ensure the defined practices and procedures are being followed and are still appropriate for the project

A

Executing

70
Q

Producing and distributing reports on project performance

A

Executing

71
Q

Holding team building activities

A

Executing

72
Q

Following ground rules at team meetings

A

Executing

73
Q

Obtaining needed training for team members

A

Executing

74
Q

Exchanging information about the project according to the plan, and solicit feedback to ensure that communication needs are being met

A

Executing

75
Q

Removing roadblocks

A

Executing

76
Q

Achieving work results that meets requirements

A

Executing

77
Q

Meeting with managers to reconfirm resource commitments

A

Executing

78
Q

Keeping managers apprised (informed) of when their resources will be needed on the project

A

Executing

79
Q

Commit and release project resources in accordance with the project mgmt plan

A

Executing

80
Q

Guide, assist, communicate, lead, negotiate, facilitate, and coach

A

Executing

81
Q

Utilizing your technical knowledge

A

Executing

82
Q

Hold meetings to identify or address issues, assess risks, and keep the project work moving forward

A

Executing

83
Q

Managing stakeholder engagement and expectations, increase project support, and prevent possible problems

A

Executing

84
Q

Focusing on preventing problems rather than dealing with them as they arise

A

Executing

85
Q

Making sure all team members have the skills, information, and equipment needed to complete their work

A

Executing

86
Q

Focus on looking for exceptions to the approved project mgmt plan in team members’ performance rather than checking up on every person’s work or babysitting

A

Executing

87
Q

Recommending changes to be evaluated in the Perform Integrated Change Control process

A

Executing

88
Q

Following organizational policies, processes, and procedures

A

Executing

89
Q

Increasing the effectiveness of processes

A

Executing

90
Q

Making updates to the project mgmt plan and project documents to reflect current information about the project

A

Executing

91
Q

Creating recommendations for the performing organization that increase it’s effectiveness

A

Executing

92
Q

Ensure continued stakeholder agreement with the project mgmt plan

A

Executing

93
Q

Keeping everyone focused on completing the project to the project charter and project mgmt plan

A

Executing

94
Q

Keeping the project’s business case in focus while managing the project, especially when problems occur

A

Executing

95
Q

Solving problems

A

Executing

96
Q

Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change

A

Executing

97
Q

Implementing the recognition and rewards system created during the planning processes

A

Executing

98
Q

Determining team members who could not be identified during the planning processes

A

Executing

99
Q

Gathering initial measurements and details about activities of project work (work performance data)

A

Executing

100
Q

Implementing approved process improvements

A

Executing

101
Q

Using an issue log to record project issues and details about their resolution, including who is responsible for resolving each issue and the expected timeline

A

Executing

102
Q

Obtaining seller responses to procurement documents

A

Executing

103
Q

Reviewing bids and quotes, negotiating contract terms with prospective sellers, and select sellers

A

Executing

104
Q

Expend (spend) and manage project funds

A

Executing

105
Q

Facilitating conflict resolution using conflict resolution techniques

A

Executing

106
Q

Assessing individual team members performance

A

Executing

107
Q

Measuring project performance according to the planned measures in the mgmt plans

A

M&C

108
Q

Measuring against the performance measurement baseline

A

M&C

109
Q

Analyzing and evaluating work performance data

A

MC

110
Q

Determining variances

A

MC

111
Q

Exercising judgement to determine what variances are important and if they warrant recommending a change or corrective action

A

MC

112
Q

Recommending changes, including defect repair and preventive and corrective actions. Do not wait for others to recommend them

A

MC

113
Q

Make or obtain a decision in integrated change control about whether requested changes should be approved or rejected

A

MC

114
Q

Managing configuration to ensure everyone knows which version of the project or product documentation is the latest version

A

MC

115
Q

Control scope, schedule, and cost to their baselines

A

MC

116
Q

Performing procurement inspections

A

MC

117
Q

Refining control limits as needed

A

MC

118
Q

Identify the root causes of problems

A

MC

119
Q

Obtaining formal acceptance of interim deliverables from the customer

A

MC

120
Q

Identifying the need for replanning

A

MC

121
Q

Replan and make updates to the project mgmt plan and project documents to reflect approved changes and updates to the project

A

MC

122
Q

Evaluating stakeholder relationships and involvement to determine if they require improvement.

A

MC

123
Q

Managing the time and cost reserves

A

MC

124
Q

Recalculating how much the project will cost and how long it will take, and create forecasts

A

MC

125
Q

Obtaining additional funding if needed

A

MC

126
Q

Preparing work performance reports from the analyzed data and measurements

A

MC

127
Q

Holding periodic inspections

A

MC

128
Q

Making decisions to accept or reject work

A

MC

129
Q

Evaluating the effectiveness of implemented corrective actions

A

MC

130
Q

Reassessing the effectiveness of project control systems

A

MC

131
Q

Spending time trying to improve quality

A

MC

132
Q

Getting information from stakeholders to determine if project controls need to be updated

A

MC

133
Q

Identify and analyze trends

A

MC

134
Q

Evaluating the effectiveness of risk responses in a risk audit

A

MC

135
Q

Looking for newly arising risks

A

MC

136
Q

Reanalyzing existing risks

A

MC

137
Q

Using milestones as a project control tool

A

MC

138
Q

Observe and analyze

A

MC

139
Q

Using variance reports to help correct small problems before they become serious

A

MC

140
Q

Calculating estimate to complete

A

MC

141
Q

Using and interpreting earned value calculations

A

MC

142
Q

Using quality control tools – inspections, Pareto diagrams, cause and effect diagrams, ect..

A

MC

143
Q

Influencing any factors that could result in the project’s change control and configuration mgmt measures being circumvented (to overcome an obstacle or problem)

A

MC

144
Q

Control changes

A

MC

145
Q

Control to make sure that only approved changes are implemented

A

MC

146
Q

Control to make sure that only approved changes are implemented

A

MC

147
Q

Working with the change control board

A

MC

148
Q

Evaluating customer satisfaction

A

MC

149
Q

Controlling procurements through actions like reviewing, approving, and paying invoices ; administering claims ; and performing inspections and audits

A

MC

150
Q

Validating defect repair

A

MC

151
Q

Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change

A

MC

152
Q

Consider the project’s business case and the organization’s strategic objectives when analyzing change requests

A

MC

153
Q

Confirm that all project requirements have been met

A

Closing

154
Q

Verify and document that the project, or project phase, meets the completion or exit criteria set in place during project planning

A

Closing

155
Q

Obtain formal (legal) sign-off and final acceptance of the product of the project from the customer

A

Closing

156
Q

If the project was terminated before completion, document the reasons for termination and the status of the project and deliverables

A

Closing

157
Q

Making final payments and completing cost records

A

Closing

158
Q

Gathering final lessons learned

A

Closing

159
Q

Updating project records

A

Closing

160
Q

Ensuring all the project mgmt processes are complete

A

Closing

161
Q

Updating corporate processes, procedures, and templates bases on lessons learned

A

Closing

162
Q

Adding new skills acquired to team members’ human resource records

A

Closing

163
Q

Completing procurement closure and project (or phase) closure

A

Closing

164
Q

Analyze and document the success and effectiveness of the project

A

Closing

165
Q

Create and distribute a final report of project (or phase) performance

A

Closing

166
Q

Indexing and archiving project records

A

Closing

167
Q

Evaluating customer satisfaction regarding the project and the deliverables

A

Closing

168
Q

Handing off the completed project deliverables to appropriate stakeholders (ex: customer, operations, and maintenance, ect..)

A

Closing

169
Q

Celebrate!

A

Closing

CAPM (4 decks)

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