KEY CONCEPTS Flashcards
? ? ? is the specific responsibility of the project manager and it cannot be delegated or transferred. The project manager is the one that combines the results from all the other Knowledge Areas to provide an overall view of the project. The project manager is ultimately responsible for the project as a whole.
Project Integration Management
Projects and project management are integrative by nature, with most tasks involving more than one ? ?
Knowledge Area.
Project Integration Management is the relationships of processes within the ? ? ? ? and between the Project Management Process
Project Management Process Groups
Project Integration Management is the relationships of processes within the Project Management Process Groups and between the ? ? ?
Project Management Process
Project Integration Management is about ensuring that the due dates of project deliverables, the project life cycle, and the ? ? ? are aligned;
benefits realization plan
Project Integration Management provides a ? ? ? to achieve the project objectives;
project management plan
Project Integration Management ensures the creation and the use of appropriate ? to and from the project;
knowledge
Project Integration Management manages ? ? and changes to the project activities;
project performance
Project Integration Management makes integrated decisions regarding key ? impacting the project;
changes
Project Integration Management is about measuring and monitoring ? and taking appropriate action;
progress
Project Integration Management is collecting, analyzing and ? project information to relevant stakeholders;
communicating
Project Integration Management is completing all the work of the project and formally ? each phase, contract, and the project as a whole;
closing
Project Integration Management is about managing phase ? when necessary.
transitions
? can refer to ‘product scope’ (the features and functions that characterize a product, service, or result), or to ‘project scope’ (the work performed to deliver a product, service, or result with the specified features and functions).
Scope
? ? ? range along a continuum from predictive to adaptive or agile.
Project life cycles
In a life cycle that uses a ? approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed.
predictive
In an ? or agile approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.
adaptive
In an adaptive or ? approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.
agile
Completion of the ? ? is measured against the project management plan and product requirements.
project scope
Completion of the product scope is measured against the ? ? ? and the product requirements
project management plan.
? ? provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.
Project scheduling
The project schedule is used as a tool for ? , managing stakeholder expectations, and a basis for performance reporting.
communication
The project schedule is used as a tool for communication, managing ? expectations, and a basis for performance reporting.
stakeholder
The project schedule is used as a tool for communication, managing stakeholder expectations, and a basis for ? reporting.
performance
When possible, a detailed project schedule should remain ? throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.
flexible
When possible, a detailed project schedule should remain flexible throughout the project to adjust for ? gained, increased understanding of the risk, and value-added activities.
knowledge
When possible, a detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the ?, and value-added activities.
risk
? ? ? is primarily concerned with the cost of the resources needed to complete project activities, but it should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting project deliverables.
Project Cost Management
Different ? will measure project costs in different ways and at different times.
stakeholders
Stakeholder requirements for managing costs should be considered ?.
explicitly
Predicting and analyzing the prospective financial performance of the project’s product may be performed outside the project, or it may be part of ? ? ?.
Project Cost Management
? ? ? addresses the management of the project and the deliverables of the project. It applies to all projects, regardless of the nature of their deliverables.
Project Quality Management
? measures and techniques are specific to the type of deliverables being produced by the project.
Quality
Quality and grade are ? concepts.
different
? is “the degree to which a set of inherent characteristics fulfills requirements” (ISO 9000)
Quality
? is a category assigned to deliverables having the same functional use but different technical characteristics.
Grade
The project manager and team are responsible for managing ? ? associated with delivering the required levels of both quality and grade.
trade-offs
The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both ? and ?.
quality and grade
In Project Quality Management, ? is preferred over inspection.
Prevention
It is better to design quality into deliverables, rather than to find quality issues during ?.
inspection
The cost of preventing mistakes is generally much ? than the cost of correcting mistakes when they are found by inspection or during usage.
less
In Project Quality Management, Project managers may need to be familiar with ?.
sampling
? sampling (the result either conforms or does not conform)
Attribute
? sampling (the result is rated on a continuous scale that measures the degree of conformity).
Variable
Many projects establish ? and control limits for project and product measurements.
tolerances
Many projects establish tolerances and ? ? for project and product measurements.
control limits
? (the specified range of acceptable results)
Tolerances
? ? (the boundaries of common variation in a statistically stable process or process performance).
Control limits
The ? ? ? includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework).
Cost Of Quality (COQ)
? ? ? is often the concern of program management, portfolio management, the PMO, or operations.
Cost Of Quality (COQ)
The most effective quality management is achieved when quality is incorporated into the ? and ? of the project and product, and when organizational culture is aware and committed to quality.
planning and designing
The most effective quality management is achieved when quality is incorporated into the planning and designing of the ? and ?, and when organizational culture is aware and committed to quality.
project and product
The most effective quality management is achieved when quality is incorporated into the planning and designing of the project and product, and when organizational ? is aware and committed to quality.
culture
? ? include both physical resources (equipment, materials, facilities, and infrastructure) and team resources (individuals with assigned project roles and responsibilities).
Project resources
Different ? and competences are needed to manage team resources versus physical resources.
skills
Different skills and ? are needed to manage team resources versus physical resources.
competences
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in ?, managing, motivating, and empowering team members.
acquiring
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, ?, motivating, and empowering team members.
managing
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, ?, and empowering team members.
motivating
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, motivating, and ? team members.
empowering
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, motivating, and empowering ? ?.
team members
The project manager should be aware of team influences such as the ? ?, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
team environment
The project manager should be aware of team influences such as the team environment, ? ? of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
geographical location
The project manager should be aware of team influences such as the team environment, geographical location of team members, ? among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
communication
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external ?, cultural issues, and organizational uniqueness.
politics
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, ? issues, and organizational uniqueness.
cultural
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational ? management, internal and external politics, cultural issues, and organizational uniqueness.
change
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational ?.
uniqueness
The project manager is responsible for proactively developing team ? and ? while retaining and improving team satisfaction and motivation.
skills and competences
The project manager is responsible for proactively developing team skills and competences while retaining and improving team ? and ?.
satisfaction and motivation.
Physical resource management is concentrated on ? and utilizing the physical resources needed for successful completion of the project in an efficient and effective way.
allocating
Failure to manage and control ? efficiently may reduce the chance of completing the project successfully.
resources
? is the process of exchanging information, intended or involuntary, between individuals and/or groups.
Communication
? describes the means by which information can be sent or received, either through activities, such as meetings and presentations, or artifacts, such as emails, social media, project reports, or project documentation.
Communications
? ? ? addresses both the process of communication, as well as management of communications activities and artifacts.
Project Communications Management
Effective ? creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is clear and concise.
communication
Effective communication creates a bridge between diverse ? whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is clear and concise.
stakeholders
Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project ? or ?, so it is vital that all communication is clear and concise.
execution or outcome
Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is ? and ?.
clear and concise
? activities include internal and external, formal and informal, written and oral.
Communication
Communication activities include ? and ?, formal and informal, written and oral.
internal and external
Communication activities include internal and external, ? and ?, written and oral.
formal and informal
Communication activities include internal and external, formal and informal, ? and ?.
written and oral
? can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to peers. This will affect the format and content of the message.
Communication
Communication can be directed upwards to ? ? ?, downwards to team members,
or horizontally to peers. This will affect the format and content of the message.
senior management stakeholders
Communication can be directed upwards to senior management stakeholders, downwards to ? ?, or horizontally to peers. This will affect the format and content of the message.
team members
Communication can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to ?. This will affect the format and content of the message.
peers
Communication can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to peers. This will affect the ? and ? of the message.
format and content
Communication takes place ? or ? through words, facial expressions, gestures and other actions.
consciously or unconsciously
Communication includes developing ? and plans for suitable communications artifacts, and the application of skills to enhance effectiveness.
strategies
Communication includes developing strategies and ? for suitable communications artifacts, and the application of skills to enhance effectiveness.
plans
Communication includes developing strategies and plans for suitable communications artifacts, and the application of ? to enhance effectiveness.
skills
Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to ? effectiveness.
enhance
Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to enhance ?.
effectiveness
When communicating, effort is required to ? misunderstandings and miscommunication, and the methods, messengers, and
messages should be carefully selected.
prevent
Effort is required to prevent misunderstandings and miscommunication, and the ?, messengers, and messages should be carefully selected.
methods
Effort is required to prevent misunderstandings and miscommunication, and the methods, ?, and messages should be carefully selected.
messengers
Effort is required to prevent misunderstandings and miscommunication, and the methods, messengers, and ? should be carefully selected.
messages
Effective communication depends on defining the ? of communication, understanding the receiver of the
communications, and monitoring effectiveness.
purpose
Effective communication depends on defining the purpose of communication, understanding the ? of the
communications, and monitoring effectiveness.
receiver
Effective communication depends on defining the purpose of communication, understanding the receiver of the
communications, and monitoring ?.
effectiveness
All projects are ?.
risky
Organizations choose to take project risk in order to create ?, while balancing
risk and reward.
value
? ? ? aims to identify and manage risks that are not covered by other project
management processes.
Project Risk Management
Risk exists at two levels within every project: Individual project risk and ? ? ?
Overall project risk
Risk exists at two levels within every project: ? ? ? and Overall project risk
Individual project risk
Risk exists at two levels within every project: ? project risk, and ? project risk
Individual and Overall
? ? ? is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Individual project risk
? ? ? is the effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
Overall project risk
? ? ? processes address both levels of risk in projects.
Project Risk Management
Project Risk Management ? address both levels of risk in projects.
processes
? will continue to emerge during the lifetime of the project, so so Project Risk Management processes should be conducted iteratively.
Risks
Risks will continue to emerge during the lifetime of the project, so Project Risk Management processes should
be conducted ?.
iteratively
In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is ? in pursuit of project objectives.
acceptable
In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is acceptable in pursuit of ? ?.
project objectives
The ? ? ? is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders.
level of (acceptable) risk
The level of (acceptable) risk is defined by measurable ? ? that reflect the risk appetite of the organization and project stakeholders.
risk thresholds
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.
stakeholders
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the ? and project stakeholders.
organization
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.
stakeholders
The project manager should be familiar enough with the ? process to make intelligent decisions regarding contracts and contractual relationships.
procurement
The project manager should be familiar enough with the procurement process to make intelligent decisions regarding ? and contractual relationships.
contracts
The project manager should be familiar enough with the procurement process to make intelligent decisions regarding contracts and ? relationships.
contractual
? involves agreements that describe the relationship between a buyer and a seller.
Procurement
? can be simple or complex, and the procurement approach should reflect the degree of complexity.
Agreements
Agreements can be simple or complex, and the ? approach should reflect the degree of complexity.
procurement
An ? can be a contract, a service-level agreement, an understanding, a memorandum of agreement, or a purchase order.
agreement
? must comply with local, national, and international laws regarding contracts.
Agreements
Agreements must comply with ?, ?, and ? laws regarding contracts.
local, national, and international
Agreements must comply with local, national, and international ? regarding contracts.
laws
Agreements must comply with local, national, and international laws regarding ?.
contracts
The project manager should ensure that all ? meet the specific needs of the project, while working with procurement specialists to ensure organizational policies are followed.
procurements
The legally binding nature of an ? means it will be subjected to a more extensive approval process, often involving the legal department, to ensure that it adequately describes the products, services, or results that the seller is agreeing to provide, while being in compliance with the laws and regulations regarding procurements.
agreement
The legally binding nature of an agreement means it will be subjected to a more extensive approval process, often
involving the ? department, to ensure that it adequately describes the products, services, or results that the
seller is agreeing to provide, while being in compliance with the laws and regulations regarding procurements.
legal
The legally binding nature of an agreement means it will be subjected to a more extensive approval process, often
involving the legal department, to ensure that it adequately describes the products, services, or results that the
seller is agreeing to provide, while being in ? with the laws and regulations regarding procurements.
compliance
A ? project may involve multiple contracts simultaneously or in sequence.
complex
A complex project may involve multiple contracts ? or in sequence.
simultaneously
A complex project may involve multiple contracts simultaneously or in ?.
sequence
The buyer-seller ? may exist at many levels on any one project, and between organizations internal to and external to the acquiring organization.
relationship
Every project has ? who are impacted by or can impact the project in a positive or negative way.
stakeholders
Some stakeholders will have a ? ability to influence the project’s work or outcomes; others will have significant influence on the project and its expected outcomes.
limited
Some stakeholders will have a limited ability to influence the project’s work or outcomes; others will have ? influence on the project and its expected outcomes.
significant
The ability of the project manager and team to correctly identify and engage all of the stakeholders in an appropriate way can mean the difference between project ? and ?.
success and failure
The ability of the project manager and team to correctly ? and engage all of the stakeholders in an appropriate way can mean the difference between project success and failure.
identify
The ability of the project manager and team to correctly identify and ? all of the stakeholders in an appropriate way can mean the difference between project success and failure.
engage
To increase the chances of success, the process of stakeholder ? and ? should commence as soon as possible after the project charter has been approved, the project manager has been assigned, and
the team begins to form.
identification and engagement
To increase the chances of success, the process of stakeholder identification and engagement should commence
as soon as possible after the ? ? has been approved, the project manager has been assigned, and the team begins to form.
project charter
To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved, the ? ? has been assigned, and
the team begins to form.
project manager
To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved, the project manager has been assigned, and the ? begins to form.
team
The key to effective stakeholder engagement is a focus on ? communication with all stakeholders.
continuous
Stakeholder ? should be identified and managed as a key project objective.
satisfaction
Stakeholder satisfaction should be identified and managed as a ? project objective.
key
The process of identifying and engaging stakeholders for the benefit of the project is ?, and should be reviewed and updated routinely, particularly when the project moves into a new phase, or if there are significant changes in the organization or the wider stakeholder community.
iterative
The process of identifying and engaging stakeholders for the benefit of the project is iterative, and should be reviewed and updated routinely, particularly when the project moves into a ? phase, or if there are significant changes in the organization or the wider stakeholder community.
new
The process of identifying and engaging stakeholders for the benefit of the project is iterative, and should be reviewed and updated routinely, particularly when the project moves into a new phase, or if there are significant ? in the organization or the wider stakeholder community.
changes
