Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMBOK - Definitions > KEY CONCEPTS > Flashcards

KEY CONCEPTS Flashcards

1
Q

? ? ? 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.

A

Project Integration Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Projects and project management are integrative by nature, with most tasks involving more than one ? ?

A

Knowledge Area.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Project Integration Management is the relationships of processes within the ? ? ? ? and between the Project Management Process

A

Project Management Process Groups

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Project Integration Management is the relationships of processes within the Project Management Process Groups and between the ? ? ?

A

Project Management Process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Project Integration Management is about ensuring that the due dates of project deliverables, the project life cycle, and the ? ? ? are aligned;

A

benefits realization plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Project Integration Management provides a ? ? ? to achieve the project objectives;

A

project management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Project Integration Management ensures the creation and the use of appropriate ? to and from the project;

A

knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Project Integration Management manages ? ? and changes to the project activities;

A

project performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Project Integration Management makes integrated decisions regarding key ? impacting the project;

A

changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Project Integration Management is about measuring and monitoring ? and taking appropriate action;

A

progress

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Project Integration Management is collecting, analyzing and ? project information to relevant stakeholders;

A

communicating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Project Integration Management is completing all the work of the project and formally ? each phase, contract, and the project as a whole;

A

closing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Project Integration Management is about managing phase ? when necessary.

A

transitions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

? 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).

A

Scope

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

? ? ? range along a continuum from predictive to adaptive or agile.

A

Project life cycles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

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.

A

predictive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

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.

A

adaptive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

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.

A

agile

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Completion of the ? ? is measured against the project management plan and product requirements.

A

project scope

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Completion of the product scope is measured against the ? ? ? and the product requirements

A

project management plan.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

? ? provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.

A

Project scheduling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

The project schedule is used as a tool for ? , managing stakeholder expectations, and a basis for performance reporting.

A

communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

The project schedule is used as a tool for communication, managing ? expectations, and a basis for performance reporting.

A

stakeholder

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

The project schedule is used as a tool for communication, managing stakeholder expectations, and a basis for ? reporting.

A

performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

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.

A

flexible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

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.

A

knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

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.

A

risk

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

? ? ? 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.

A

Project Cost Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Different ? will measure project costs in different ways and at different times.

A

stakeholders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Stakeholder requirements for managing costs should be considered ?.

A

explicitly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Predicting and analyzing the prospective financial performance of the project’s product may be performed outside the project, or it may be part of ? ? ?.

A

Project Cost Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

? ? ? addresses the management of the project and the deliverables of the project. It applies to all projects, regardless of the nature of their deliverables.

A

Project Quality Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

? measures and techniques are specific to the type of deliverables being produced by the project.

A

Quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Quality and grade are ? concepts.

A

different

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

? is “the degree to which a set of inherent characteristics fulfills requirements” (ISO 9000)

A

Quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

? is a category assigned to deliverables having the same functional use but different technical characteristics.

A

Grade

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

The project manager and team are responsible for managing ? ? associated with delivering the required levels of both quality and grade.

A

trade-offs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both ? and ?.

A

quality and grade

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

In Project Quality Management, ? is preferred over inspection.

A

Prevention

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

It is better to design quality into deliverables, rather than to find quality issues during ?.

A

inspection

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

The cost of preventing mistakes is generally much ? than the cost of correcting mistakes when they are found by inspection or during usage.

A

less

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

In Project Quality Management, Project managers may need to be familiar with ?.

A

sampling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

? sampling (the result either conforms or does not conform)

A

Attribute

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

? sampling (the result is rated on a continuous scale that measures the degree of conformity).

A

Variable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Many projects establish ? and control limits for project and product measurements.

A

tolerances

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Many projects establish tolerances and ? ? for project and product measurements.

A

control limits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

? (the specified range of acceptable results)

A

Tolerances

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

? ? (the boundaries of common variation in a statistically stable process or process performance).

A

Control limits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

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).

A

Cost Of Quality (COQ)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

? ? ? is often the concern of program management, portfolio management, the PMO, or operations.

A

Cost Of Quality (COQ)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

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.

A

planning and designing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

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.

A

project and product

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

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.

A

culture

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

? ? include both physical resources (equipment, materials, facilities, and infrastructure) and team resources (individuals with assigned project roles and responsibilities).

A

Project resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Different ? and competences are needed to manage team resources versus physical resources.

A

skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Different skills and ? are needed to manage team resources versus physical resources.

A

competences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

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.

A

acquiring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

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.

A

managing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

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.

A

motivating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

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.

A

empowering

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

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 ? ?.

A

team members

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

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.

A

team environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

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.

A

geographical location

64
Q

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.

A

communication

65
Q

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.

A

politics

66
Q

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.

A

cultural

67
Q

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.

A

change

68
Q

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 ?.

A

uniqueness

69
Q

The project manager is responsible for proactively developing team ? and ? while retaining and improving team satisfaction and motivation.

A

skills and competences

70
Q

The project manager is responsible for proactively developing team skills and competences while retaining and improving team ? and ?.

A

satisfaction and motivation.

71
Q

Physical resource management is concentrated on ? and utilizing the physical resources needed for successful completion of the project in an efficient and effective way.

A

allocating

72
Q

Failure to manage and control ? efficiently may reduce the chance of completing the project successfully.

A

resources

73
Q

? is the process of exchanging information, intended or involuntary, between individuals and/or groups.

A

Communication

74
Q

? 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.

A

Communications

75
Q

? ? ? addresses both the process of communication, as well as management of communications activities and artifacts.

A

Project Communications Management

76
Q

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.

A

communication

77
Q

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.

A

stakeholders

78
Q

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.

A

execution or outcome

79
Q

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 ?.

A

clear and concise

80
Q

? activities include internal and external, formal and informal, written and oral.

A

Communication

81
Q

Communication activities include ? and ?, formal and informal, written and oral.

A

internal and external

82
Q

Communication activities include internal and external, ? and ?, written and oral.

A

formal and informal

83
Q

Communication activities include internal and external, formal and informal, ? and ?.

A

written and oral

84
Q

? 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.

A

Communication

85
Q

Communication can be directed upwards to ? ? ?, downwards to team members,
or horizontally to peers. This will affect the format and content of the message.

A

senior management stakeholders

86
Q

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.

A

team members

87
Q

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.

A

peers

88
Q

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.

A

format and content

89
Q

Communication takes place ? or ? through words, facial expressions, gestures and other actions.

A

consciously or unconsciously

90
Q

Communication includes developing ? and plans for suitable communications artifacts, and the application of skills to enhance effectiveness.

A

strategies

91
Q

Communication includes developing strategies and ? for suitable communications artifacts, and the application of skills to enhance effectiveness.

A

plans

92
Q

Communication includes developing strategies and plans for suitable communications artifacts, and the application of ? to enhance effectiveness.

A

skills

93
Q

Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to ? effectiveness.

A

enhance

94
Q

Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to enhance ?.

A

effectiveness

95
Q

When communicating, effort is required to ? misunderstandings and miscommunication, and the methods, messengers, and
messages should be carefully selected.

A

prevent

96
Q

Effort is required to prevent misunderstandings and miscommunication, and the ?, messengers, and messages should be carefully selected.

A

methods

97
Q

Effort is required to prevent misunderstandings and miscommunication, and the methods, ?, and messages should be carefully selected.

A

messengers

98
Q

Effort is required to prevent misunderstandings and miscommunication, and the methods, messengers, and ? should be carefully selected.

A

messages

99
Q

Effective communication depends on defining the ? of communication, understanding the receiver of the
communications, and monitoring effectiveness.

A

purpose

100
Q

Effective communication depends on defining the purpose of communication, understanding the ? of the
communications, and monitoring effectiveness.

A

receiver

101
Q

Effective communication depends on defining the purpose of communication, understanding the receiver of the
communications, and monitoring ?.

A

effectiveness

102
Q

All projects are ?.

A

risky

103
Q

Organizations choose to take project risk in order to create ?, while balancing
risk and reward.

A

value

104
Q

? ? ? aims to identify and manage risks that are not covered by other project
management processes.

A

Project Risk Management

105
Q

Risk exists at two levels within every project: Individual project risk and ? ? ?

A

Overall project risk

106
Q

Risk exists at two levels within every project: ? ? ? and Overall project risk

A

Individual project risk

107
Q

Risk exists at two levels within every project: ? project risk, and ? project risk

A

Individual and Overall

108
Q

? ? ? is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.

A

Individual project risk

109
Q

? ? ? 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.

A

Overall project risk

110
Q

? ? ? processes address both levels of risk in projects.

A

Project Risk Management

111
Q

Project Risk Management ? address both levels of risk in projects.

A

processes

112
Q

? will continue to emerge during the lifetime of the project, so so Project Risk Management processes should be conducted iteratively.

A

Risks

113
Q

Risks will continue to emerge during the lifetime of the project, so Project Risk Management processes should
be conducted ?.

A

iteratively

114
Q

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.

A

acceptable

115
Q

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 ? ?.

A

project objectives

116
Q

The ? ? ? is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders.

A

level of (acceptable) risk

117
Q

The level of (acceptable) risk is defined by measurable ? ? that reflect the risk appetite of the organization and project stakeholders.

A

risk thresholds

118
Q

The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.

A

stakeholders

119
Q

The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the ? and project stakeholders.

A

organization

120
Q

The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.

A

stakeholders

121
Q

The project manager should be familiar enough with the ? process to make intelligent decisions regarding contracts and contractual relationships.

A

procurement

122
Q

The project manager should be familiar enough with the procurement process to make intelligent decisions regarding ? and contractual relationships.

A

contracts

123
Q

The project manager should be familiar enough with the procurement process to make intelligent decisions regarding contracts and ? relationships.

A

contractual

124
Q

? involves agreements that describe the relationship between a buyer and a seller.

A

Procurement

125
Q

? can be simple or complex, and the procurement approach should reflect the degree of complexity.

A

Agreements

126
Q

Agreements can be simple or complex, and the ? approach should reflect the degree of complexity.

A

procurement

127
Q

An ? can be a contract, a service-level agreement, an understanding, a memorandum of agreement, or a purchase order.

A

agreement

128
Q

? must comply with local, national, and international laws regarding contracts.

A

Agreements

129
Q

Agreements must comply with ?, ?, and ? laws regarding contracts.

A

local, national, and international

130
Q

Agreements must comply with local, national, and international ? regarding contracts.

A

laws

131
Q

Agreements must comply with local, national, and international laws regarding ?.

A

contracts

132
Q

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.

A

procurements

133
Q

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.

A

agreement

134
Q

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.

A

legal

135
Q

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.

A

compliance

136
Q

A ? project may involve multiple contracts simultaneously or in sequence.

A

complex

137
Q

A complex project may involve multiple contracts ? or in sequence.

A

simultaneously

138
Q

A complex project may involve multiple contracts simultaneously or in ?.

A

sequence

139
Q

The buyer-seller ? may exist at many levels on any one project, and between organizations internal to and external to the acquiring organization.

A

relationship

140
Q

Every project has ? who are impacted by or can impact the project in a positive or negative way.

A

stakeholders

141
Q

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.

A

limited

142
Q

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.

A

significant

143
Q

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 ?.

A

success and failure

144
Q

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.

A

identify

145
Q

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.

A

engage

146
Q

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.

A

identification and engagement

147
Q

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.

A

project charter

148
Q

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.

A

project manager

149
Q

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.

A

team

150
Q

The key to effective stakeholder engagement is a focus on ? communication with all stakeholders.

A

continuous

151
Q

Stakeholder ? should be identified and managed as a key project objective.

A

satisfaction

152
Q

Stakeholder satisfaction should be identified and managed as a ? project objective.

A

key

153
Q

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.

A

iterative

154
Q

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.

A

new

155
Q

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.

A

changes

PMBOK - Definitions (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions