Identifying The Project Mgmt Process Flashcards
1
Q
Determining the authority of the project manager
A
Initiating
2
Q
Collecting historical information
A
Initiating
3
Q
Dividing large projects into phases
A
Initiating
4
Q
Identifying stakeholders and determining their influences, expectations, and impact.
A
Initiating
5
Q
Determining high-level requirements, constraints, assumptions, and risks
A
Initiating
6
Q
Turning high-level stakeholder needs, wants, and expectations into requirements
A
Initiating
7
Q
Making sure the business case and the analysis support the need for the project are documented and understood
A
Initiating
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
9
Q
Understanding how the project supports the organization’s strategic objectives
A
Initiating
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
11
Q
Determining the measurable project and product objectives
A
Initiating
12
Q
Facilitating the resolution of conflicting objectives
A
Initiating
13
Q
Becoming familiar with the company culture and structure as they relate to the project
A
Initiating
14
Q
Finding existing processes, standards, and compliance requirements that affect the project
A
Initiating
15
Q
Understanding how the organization does business and what procedures and policies are already in place to use on the project
A
Initiating
16
Q
Do planning on a high-level basis using the project planning process
A
Initiating
17
Q
Performing high-level estimating for the project schedule and budget
A
Initiating
18
Q
Using the high-level planning and estimating data to determine whether the product can be achieved within the given constraints
A
Initiating
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
20
Q
Coordinating project initiating efforts with stakeholders, including the customer
A
Initiating
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
22
Q
Determining the initial project organization
A
Initiating
23
Q
Identifying any inherent or required milestones on the project
A
Initiating
24
Q
Determining what specifically will constitute project success
A
Initiating
25
Finalizing the project charter
Initiating
26
Obtaining formal approval of the project charter
Initiating
27
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
Planning
28
Refining the high-level requirements from project initiating so they are more specific and detailed, and look for additional requirements
Analyzing and prioritizing requirements
Planning
29
Expanding on the assumptions identified in project initiating, looking for new assumptions and documenting the details of the assumptions
Planning
30
Refining high-level constraints (I.e. Resources, schedule, cost, ect) from project initiating so they are more specific and detailed
Planning
31
Creating a description of the project deliverables and the work required to complete those deliverables (project scope statement)
Planning
32
Using the project scope statement to gain approval of the "final" scope from the stakeholders before further planning is done
Planning
33
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.
Planning
34
Creating a draft of the procurement documents for necessary contracts, including procurement statements of work, source selection criteria, and contract provisions.
Planning
35
Determining who will be on the project team to help with project planning
Planning
36
Breaking down the deliverables into smaller more manageable pieces (WBS)
Planning
37
Creating descriptions of each work package in a WBS dictionary so that the work can be understood by those assigned, without gold plating
Planning
38
Breaking down the work packages from the WBS into lists of activities needed to produce them
Planning
39
Sequence activities and determine predecessors and successors in the network diagram
Planning
40
Estimating resource requirements
Ex: staff, facilities, equipment, materials, ect
Planning
41
Meet with managers to gain resource commitments
Planning
42
Deciding what level of accuracy is needed for estimates
Planning
43
Use historical data to support estimating time and cost
Planning
44
Having those working on the activities estimate time and cost
Planning
45
Determining how long the project will take without compressing the schedule (determining critical path)
Planning
46
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
Planning
47
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
Planning
48
Determining quality practices and standards and determining which metrics will be used to measure quality performance.
Planning
49
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
Planning
50
Determining how you will improve the processes in use on the project.
Planning
51
Creating a system for recognizing and rewarding the efforts of project team members to help keep them motivated and engaged in project efforts
Planning
52
Selecting the project manager
Initiating
53
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.
Planning
54
Determining what information you will need from other projects and what information you can send to other projects
Planning
55
Planning what you will be communicating on the project to whom, by whom, when, and how
Planning
56
Planning how to involve stakeholders and manage their expectations during the project
Planning
57
Completing detailed risk identification, subjectively analyze risks (qualitative risk analysis), perform quantitative risk analysis as necessary, and do risk response planning
Planning
58
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.
Planning
59
Finalizing the procurement statement of work and other procurement documents for each contract
Planning
60
Looking for potential positive and negative interactions with other projects that could affect this project
Planning
61
Determining the process that will be used to request, approve, and manage changes on the project
Planning
62
Planning ways to measure project performance, the measurements to be used, when they will be taken, and how they will be interpreted
Planning
63
Determining what meetings, reports, and other activities you will use to control the project to the project mgmt plan
Planning
64
Finalizing the "execute" and "control" aspects of all mgmt plans
Planning
65
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
Planning
66
Gaining formal approval of the project mgmt plan from the sponsor, team, and managers of resources
Planning
67
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
Planning
68
Implementing approved changes, including corrective actions, preventive actions, and defect repair
Executing
69
Performing quality assurance to ensure the defined practices and procedures are being followed and are still appropriate for the project
Executing
70
Producing and distributing reports on project performance
Executing
71
Holding team building activities
Executing
72
Following ground rules at team meetings
Executing
73
Obtaining needed training for team members
Executing
74
Exchanging information about the project according to the plan, and solicit feedback to ensure that communication needs are being met
Executing
75
Removing roadblocks
Executing
76
Achieving work results that meets requirements
Executing
77
Meeting with managers to reconfirm resource commitments
Executing
78
Keeping managers apprised (informed) of when their resources will be needed on the project
Executing
79
Commit and release project resources in accordance with the project mgmt plan
Executing
80
Guide, assist, communicate, lead, negotiate, facilitate, and coach
Executing
81
Utilizing your technical knowledge
Executing
82
Hold meetings to identify or address issues, assess risks, and keep the project work moving forward
Executing
83
Managing stakeholder engagement and expectations, increase project support, and prevent possible problems
Executing
84
Focusing on preventing problems rather than dealing with them as they arise
Executing
85
Making sure all team members have the skills, information, and equipment needed to complete their work
Executing
86
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
Executing
87
Recommending changes to be evaluated in the Perform Integrated Change Control process
Executing
88
Following organizational policies, processes, and procedures
Executing
89
Increasing the effectiveness of processes
Executing
90
Making updates to the project mgmt plan and project documents to reflect current information about the project
Executing
91
Creating recommendations for the performing organization that increase it's effectiveness
Executing
92
Ensure continued stakeholder agreement with the project mgmt plan
Executing
93
Keeping everyone focused on completing the project to the project charter and project mgmt plan
Executing
94
Keeping the project's business case in focus while managing the project, especially when problems occur
Executing
95
Solving problems
Executing
96
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
Executing
97
Implementing the recognition and rewards system created during the planning processes
Executing
98
Determining team members who could not be identified during the planning processes
Executing
99
Gathering initial measurements and details about activities of project work (work performance data)
Executing
100
Implementing approved process improvements
Executing
101
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
Executing
102
Obtaining seller responses to procurement documents
Executing
103
Reviewing bids and quotes, negotiating contract terms with prospective sellers, and select sellers
Executing
104
Expend (spend) and manage project funds
Executing
105
Facilitating conflict resolution using conflict resolution techniques
Executing
106
Assessing individual team members performance
Executing
107
Measuring project performance according to the planned measures in the mgmt plans
M&C
108
Measuring against the performance measurement baseline
M&C
109
Analyzing and evaluating work performance data
MC
110
Determining variances
MC
111
Exercising judgement to determine what variances are important and if they warrant recommending a change or corrective action
MC
112
Recommending changes, including defect repair and preventive and corrective actions. Do not wait for others to recommend them
MC
113
Make or obtain a decision in integrated change control about whether requested changes should be approved or rejected
MC
114
Managing configuration to ensure everyone knows which version of the project or product documentation is the latest version
MC
115
Control scope, schedule, and cost to their baselines
MC
116
Performing procurement inspections
MC
117
Refining control limits as needed
MC
118
Identify the root causes of problems
MC
119
Obtaining formal acceptance of interim deliverables from the customer
MC
120
Identifying the need for replanning
MC
121
Replan and make updates to the project mgmt plan and project documents to reflect approved changes and updates to the project
MC
122
Evaluating stakeholder relationships and involvement to determine if they require improvement.
MC
123
Managing the time and cost reserves
MC
124
Recalculating how much the project will cost and how long it will take, and create forecasts
MC
125
Obtaining additional funding if needed
MC
126
Preparing work performance reports from the analyzed data and measurements
MC
127
Holding periodic inspections
MC
128
Making decisions to accept or reject work
MC
129
Evaluating the effectiveness of implemented corrective actions
MC
130
Reassessing the effectiveness of project control systems
MC
131
Spending time trying to improve quality
MC
132
Getting information from stakeholders to determine if project controls need to be updated
MC
133
Identify and analyze trends
MC
134
Evaluating the effectiveness of risk responses in a risk audit
MC
135
Looking for newly arising risks
MC
136
Reanalyzing existing risks
MC
137
Using milestones as a project control tool
MC
138
Observe and analyze
MC
139
Using variance reports to help correct small problems before they become serious
MC
140
Calculating estimate to complete
MC
141
Using and interpreting earned value calculations
MC
142
Using quality control tools -- inspections, Pareto diagrams, cause and effect diagrams, ect..
MC
143
Influencing any factors that could result in the project's change control and configuration mgmt measures being circumvented (to overcome an obstacle or problem)
MC
144
Control changes
MC
145
Control to make sure that only approved changes are implemented
MC
146
Control to make sure that only approved changes are implemented
MC
147
Working with the change control board
MC
148
Evaluating customer satisfaction
MC
149
Controlling procurements through actions like reviewing, approving, and paying invoices ; administering claims ; and performing inspections and audits
MC
150
Validating defect repair
MC
151
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
MC
152
Consider the project's business case and the organization's strategic objectives when analyzing change requests
MC
153
Confirm that all project requirements have been met
Closing
154
Verify and document that the project, or project phase, meets the completion or exit criteria set in place during project planning
Closing
155
Obtain formal (legal) sign-off and final acceptance of the product of the project from the customer
Closing
156
If the project was terminated before completion, document the reasons for termination and the status of the project and deliverables
Closing
157
Making final payments and completing cost records
Closing
158
Gathering final lessons learned
Closing
159
Updating project records
Closing
160
Ensuring all the project mgmt processes are complete
Closing
161
Updating corporate processes, procedures, and templates bases on lessons learned
Closing
162
Adding new skills acquired to team members' human resource records
Closing
163
Completing procurement closure and project (or phase) closure
Closing
164
Analyze and document the success and effectiveness of the project
Closing
165
Create and distribute a final report of project (or phase) performance
Closing
166
Indexing and archiving project records
Closing
167
Evaluating customer satisfaction regarding the project and the deliverables
Closing
168
Handing off the completed project deliverables to appropriate stakeholders (ex: customer, operations, and maintenance, ect..)
Closing
169
Celebrate!
Closing
