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PMP > Introduction course > Flashcards

Introduction course Flashcards

1
Q

Knowledge areas

A

Project management processes are categorised by knowledge areas, which are interrelated and interdependent.

  1. Integration
  2. Scope
  3. Cost
  4. Schedule
  5. Quality
  6. Resources
  7. Communication
  8. Risk
  9. Procurement
  10. Stakeholders
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2
Q

Delivrable

A 
Any unique and verifiable 
- product,
- result or
- capability to perform a service 
that is required to be produced to complete a
- process,
- phase or
- projects

Livrable: tout type de produit, résultat ou capacité de réaliser un service, de caractère unique et vérifiable, qui est produit pour achever un processus, une phase ou un projet

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3
Q

Tool

A

Something tangible, such as a template or software program, used in performing an activity to produce a product or result

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4
Q

What are the four qualities that characterize projects of all types?

A
  1. Creates a unique product, service or result
  2. Is a temporary endeavor
  3. Drives change
  4. Enables business value creation
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5
Q

What are factors that cause a project start?

Project initiation context

A
  1. Meet regulatory, social or legal requirements
  2. Satisfy stakeholder requests or needs
  3. Implement or change business or technologies strategies
  4. Create, improve or fix products, processes or services
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6
Q

When a bridge has cracks, it need to be fixed

What’s the factor that causes this project?

A

Materials issues

=> Meet regulatory, social and legal requirements

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7
Q

When a chemical manufacter authorizes a project to establish guidelines for the proper handling of a new toxic meterial.
What’s the factor that causes this project?

A

Legal requirements

=> Meet regulatory, social and legal requirements

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8
Q

What’s a portfolio?

A

Projects, programs, subsidiary portfolios and operations managed as a group to achieve strategic objectives.

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9
Q

What’s a program?

A

Related projects, subsidiary programs that are managed in cordinated manner to obtain certain benefits not available from managing them individually.

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10
Q

What’s a project

A

a temporary endeavor undertaken to create a unique product, service or result.

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11
Q

From an organizational perspective, what’s the focus of portfolio management?

A

Doing the “right” programs and projects to align with the business strategies.

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12
Q

From an organizational perspective, what’s the focus of program and project management?

A

Doing programs and projects the “right” way.

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13
Q

What’s the difference between project and operations?

A

Operations transform resources or data inputs into desired goods, services or results and deliver value to the customers.
They are different from project because they are ONGOING and are managed by organizational managers (not project manager)
=> Ongoing production of goods and/or services

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14
Q

Product life cycle

A

A serie of phases that represent the evolution of a product, from concept through delivery, growth, maturity and retirement.

Phases in product life cycle can include one or more project life cycles

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15
Q

Define project life cycle and list their type

A

Project life cycle is a series of phases that project passes through from start to its completion.

Project life cycle can be PREDICTIVE or ADAPTIVE with phases that may be sequential, iterative or overlapping.

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16
Q

PMBOK Key components

A
  • Project life cycle
  • Project phase
  • Phase gate
  • Project management processes
  • Project Management Process Group
  • Project Management Knowledge Area
17
Q

Project phase

A

A collection of logically related project activities that culminates in the completion of one or more deliverables.

18
Q

Phase gate

A

A review at the end of a phase in which a decision to

  • continue to the next phase,
  • to continue with modification,
  • to end a program or project,
  • remain in the phase
  • repeat the phase or element of it
19
Q

Against what the project performance and progress is compared at the end of a project phase?

A
  • Project business case
  • Project charter
  • Project Management Plan
  • Benefits Management Plan
20
Q

Phase gate are also called…

A

phase review, stage gate, kill point, phase entrance or phase exit

21
Q

Project Management processes

A

a systematic series of activities toward causing a result where one or more inputs will be acted to create one or more outputs.
INPUTS ==> TOOLS & TECHNIQUES ==> OUTPUTS
3 categories:
1. Used once or at a predefined point in the project
2. Performed periodically
3. Performed continously

22
Q

How the project management processes are grouped?

A

Project management processes are grouped in 5 categories:

  1. Initiating: autorization to start the project/phase
  2. Planning: establish scope, refine objectives, define course of actions
  3. Executing: perform work planned
  4. Monitoring and Controlling: track, review, regulate, (change mngt)
  5. Closing: complete or close project/phase
23
Q

What are the 3 key questions to ask to measure project success?

A

What success looks like for this project?
How will success be measure?
What factors may impact success?

24
Q

What are work performance data in project management?

A

Raw observations and measurements identified during the activities performed to carry out the project work.

25
Q

Projects are undertaken to fulfill objectives by:

  1. Meeting all state requirements
  2. Producing deliverables
  3. Completing the project on time
  4. Meeting needs of stakeholders
A
  1. Producing delivrables

=> undertaken to create a unique product, service or result

26
Q 
Your job responsibility is to align components (projets, programs or related operations) to the organizational strategy, organized into portfolios or subsidiary portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources and risks.
This is known as:
1. Proces management
2. Component management
3. Portfolio management
4. Program management
A
  1. Portfolio management
27
Q

Project management processes:

  1. are discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project
  2. May be overlaping activities that generally occur at the ame level of intensity within each phase of the project
  3. May be overlapping activities that occur throughout the poject
  4. are generally discrete, one time events
A
  1. Project management processes are logically linked by the outputs they produce. Processes may contain overlapping activities that occur throughout the project.
28
Q

The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or oganizations involved in the project, is known as the:

  1. porject waterfall
  2. project management process groups
  3. project life cycle
  4. project life stages
A
  1. Project Life cycle is the series of phases a project passes through from its start to its completion. The phases can be sequential, iterative or overlapping. The names, number, and duration of the project phases are determines by the management and control needs of the organization(s) involved in the project, the nature of the project itself and its area of application
29
Q

A form of project life cycle in which the project scope, time and cost are determined in the early phases of the life cycle

  1. adaptative life cycle
  2. project life cycle
  3. product life cycle
  4. predictive life cycle
A
  1. predictive life cycle.
    In a predictive life cycle, the porject scope, time and costs are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycle may also be referred to as waterfall life cycles
30
Q

Configuration management and issue defect management data are examples of which of the following?

  1. Organizational charts
  2. Governance portfolios
  3. Organizational knowledge repositories
  4. Governance frameworks
A
  1. Organizational knowledge repositories for storing and retrieving information include but not limited to: configuration management knowledge repositories, issues and defect management data repositoreies, data repositories and project files from previous projects.
31
Q

The interaction of the various system components created the organizational culture and capabilities that are important for the project. Which role is typically responsible for establishing the system?

  1. Organization’s management
  2. Project team
  3. Project sponsor
  4. Project manager
A
  1. Oragnization’s management examunes the optimization trade-offs between the components and the system in order to take the appropriate action to achieve the best outcomes for the organization. The results of this examination will impact the project under consideration. Therefore, it is important that the project manager take these resultes into account when dermining how to fulfull the project’s objectives.
32
Q

Which of the following are examples of internal and external enterprise environmental factors?

  1. List of available employees and human resouce policies
  2. Information technologiy software and marketplace conditions
  3. Procurement records and list of suppliers
  4. Purchase orders history and financial records
A

EEFs (External Environment Factors) internal to the organization: organizational culture, structure and governance, gographic distribution of facilities and resources, infrastructure, information technology software, resource availability, employee capability.
EEFs external: marketplace conditions, social and cultural influences and issues, legal restrictions, commercial databases, academic research, government or industry standards, financial considerations, physical environmental elements.

33
Q

oraganizational process assets (OPAs) influence the panagement of projects. Which one of the following BEST describes the important categories of OPAs?

  1. Organization knowledge bases, tools and techniques
  2. Organization knowledge bases, processes, policies and procedures
  3. Organization knowledge bases and processes
  4. Processes, policies, procedures, tools and techniques
A

Organizational Process Assets (OPAs) are the plans, processes, policies, procedures and knowledge based specific to and used by the performing organization. These assets influence the management of the project.

34
Q

The types of project management office (PMO) structures in organizations include all of the followin except:

  1. Harmonizing PMOs strive to reduce conflict and improve harmony amonth project team members
  2. Controlling PMOs provide support and require compliance through various means
  3. Directive PMOs take control of the projects by directly managing the projects.
  4. Supportive PMOs provide a consultative role to projects by supplying templates, best proctives, training, access to informaiton and lessons learned from other projects.
A

1

35
Q

What’s goal of project governance?

A

Project governance refers to the framework that guides project management activities in order to meet organizational, strategic and operational goals.

36
Q

What’s a tool?

A

A tool is something tangible, like a diagram or software program that can help you to perform an activity.

37
Q

What’s a technique?

A

A technique is a defined, a systematic procedure used to perform an activity

38
Q

Difference between management and leadership

A

Management is closely associated with directing people to get from one point to another using a known set of expected behavior.
Leadership involves working with others through discussion and debate in order to guide them from one point to another.

PMP (4 decks)

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