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Undeleted > Module 1 > Flashcards

Module 1 Flashcards

1
Q

The acceptance of project management as a profession indicates that…

A

…the application of knowledge, processes,

skills, tools, and techniques can have a significant impact on project success

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2
Q

The PMBOK® Guide identifies that subset of the project management body of knowledge that is …

A

…generally recognized as good practice

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3
Q

Generally recognized means…

A

…the knowledge and practices described are applicable to most projects most of the time, and
there is consensus about their value and usefulness

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4
Q

Good practice means…

A

…there is general agreement that the application of the knowledge, skills, tools, and techniques can enhance the chances of success over many projects.

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5
Q

The PMBOK® Guide also provides and promotes a common

A

vocabulary

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6
Q

What is a Project?

A

A project is a temporary endeavor undertaken to create a unique product, service, or result

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7
Q

The outcome of the project may be t_______ or i________

A

tangible or intangible

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8
Q

Projects are undertaken at all o___________ levels

A

organizational

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9
Q

A project can involve a single or multiple i____, o____ u____, from multiple o______.

A
  • individual(s)
  • organizational unit(s)
  • from multiple organizations
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10
Q

A project can create

A
  • product - component of another item, enhancement to existing, or end item
  • service - capability to perform service, improvement to existing
  • result - document, an organizational asset (e.g. research result)
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11
Q

A portfolio refers to a collection of projects, programs, subportfolios, and operations managed together to achieve…

A

…strategic objectives

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12
Q

Programs are grouped within a portfolio and are comprised of subprograms, projects, or other work that are managed in a c________ fashion, in support of p________.

A
  • coordinated

* portfolio

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13
Q

Although the projects or programs within the portfolio may not be interdependent or directly related, they are linked to the o______s_____ plan by means of the o______p_______

A
  • organization’s strategic plan

* organization’s portfolio

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14
Q

Project management is…

A

application of knowledge, skills, tools, and techniques to meet project requirements.

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15
Q

Project management is accomplished through the appropriate a_______ and i______ of the 47 l___ g____ pm p_________, which are categorized into f____ p____ g______

A
  • application
  • integration
  • logically grouped project management processes
  • five Process Groups
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16
Q

Five Process Groups are

A
  • Initiating
  • Planing
  • Executing
  • Monitoring and Controlling
  • Closing
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17
Q

Managing a project typically involves:

  • Identifying r_________
  • Addressing n___, c__, and e___ of the s______
  • Establishing an e____ c_____ among s_______
  • Managing stakeholders toward m_____ project r_______
  • Balancing the c_____ project c_________
A
  • Identifying requirements
  • Addressing needs, concerns, and expectation of the stakeholders
  • Establishing efective communication among stakeholders
  • Managing stakeholders toward meeting project requirements
  • Balancing the competing project constraints
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18
Q

Competing Project Constraints are:

A
  • Scope
  • Budget
  • Schedule
  • Quality
  • Risk
  • Resources
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19
Q

Due to the potential for change, the development of the project management plan is an i______ a______ and is p_____ e_____ throughout the project’s l_______ c________

A
  • iterative activity
  • progressively elaborated
  • life cycle
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20
Q

Progressive Elaboration involves…

A

continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available

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21
Q

OPM - Organizational Project Management is a s_____ e____ framework utilizing p___, p___, and p____ management, as well as o____ e____ p____ to consistently and predictably deliver o_____ s______ producing better p_____, better r______, and sustainable c__________ advantage.

A
  • strategy execution
  • project, program, and portfolio
  • organizational enabling practices
  • organizational strategy
  • performance, results,
  • competitive
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22
Q

Portfolio, program, and project management are aligned with or driven by….

A

…organizational strategies

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23
Q

Project management develops and implements p______ to achieve a specific s_____ that is driven by the o______ of the program or portfolio, it is subjected to o____ s_____.

A
  • plans
  • scope
  • objectives
  • organizational strategies
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24
Q

Organizational enablers are s_____, c____, t____, h__r__ practices that support s_____ goals.

A
  • structural
  • cultural
  • technological
  • HR practices
  • strategic goals
25
Q

A program is a group of r_____ projects, subprograms, and program a______ managed in a c______ w___ to obtain benefits not available f__ m________ t__ i_________.

A
  • related
  • activities
  • coordinated way
  • from managing them individually
26
Q

Program management is the application of _________ to a program in order to meet the program r______ and obtain benefits and control not available by managing p____ i_______.

A
  • knowledge, skills, tools, and techniques
  • requirements
  • projects individually
27
Q

Projects within program are related through the common o_____ or collective c______

A
  • outcome

* capability

28
Q

Program management focuses on:

  • resolving r_______ constraints
  • aligning o/s_______ direction
  • resolving i_____ and c___ management
A
  • resolving resource constraints
  • aligning organizational/strategic direction
  • resolving issues and change management
29
Q

A portfolio refers to projects, programs, subportfolios, and operations managed as a group to a____ s______ objectives.

A
  • achieve strategic
30
Q

Portfolio management refers to the c_______ management of one or more p______ to achieve s____ o_____.

A
  • centralized
  • portfolios
  • strategic objectives
31
Q

Projects are often utilized as a means of directly or indirectly achieving o______ within an organization’s s____ p_____.

A
  • objectives

* strategic plan

32
Q

Projects are typically authorized as a result of one or more of the following strategic considerations:

A
  • market demand
  • strategic opportunity/business need
  • social need
  • environmental consideration
  • customer request
  • technological advance
  • legal requirement
33
Q

PMO - a Program Management Office is a m______ s_______ that standardizes the project-related g__________ processes and facilitates the sharing of r______, m_______, t___, and t_________.

A
  • management structure
  • governance
  • resources
  • methodologies
  • tools
  • techniques
34
Q

PMO can be

A
  • supportive
  • controlling
  • directive
35
Q

Supportive PMO

A

consultant

36
Q

Controlling PMO

A

compliance

37
Q

Directive PMO

A

direct control

38
Q

Primary function of PMO is to

A

support project managers to deliver successful projects

39
Q

PMO support managers by

  • managing s______ r_____
  • Identifying and developing PM m______, b__ p_____, and s______
  • coaching, m_____, t_____
  • monitoring _______ with PM standards, policies, procedures, and templates by means of p____ a_____
  • developing and managing project p_____, p____, templates, and other s______ d______ (opa)
  • coordinating _____ across projects
A
  • shared resources
  • methodology, best practices, and standards
  • coaching, mentoring, training, and oversight
  • monitoring compliance…by means of project audits
  • policies, procedures, templates, and other shared documentation (organizational process assets)
  • communication
40
Q

The PM focuses on the specified project objectives
while
PMO manages m_____ p_____ s_____ c______

A

PMO manages major project scope changes (which my be seen as potential opportunities to better achieve business objectives)

41
Q

The PM controls the assigned project resources
while
PMO o______ the use of s_____ org___ r_____ across all the p______.

A

PMO optmizes the use of shared organizational resources across all projects

42
Q

The PM manages the constraints of the individual projects
while
PMO manages the m_____, s_____, o__ r___/o____, m____, and i________ among projects

A

PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level

43
Q

PMO manages major project scope changes (which my be seen as potential opportunities to better achieve business objectives)
while
PM focuses on the s____ p_____ o______

A

PM focuses on specified projects objectives

44
Q

PMO optmizes the use of shared organizational resources across all projects
while
The PM controls the a_____ p_______ r_______

A

The PM controls the assigned project resources

45
Q

PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level
while
PM manages the c_______ of the i________ p_______

A

The PM manages the constraints of the individual projects

46
Q

Operations management is responsible for overseeing, directing, and controlling b______ o______

A

business operations

47
Q

Operations are ongoing endeavors that produce r______ o_______

A

repetitive outputs

48
Q

Operational stakeholders should be e_______ and their n_____ identified as a part of stakeholder r_______, and their i______( p____ or n_____) should be addressed as a part of the r______ m_____ plan.

A

…engaged and their needs identified as a part of stakeholder register, and their influence (pos or neg) should be addressed as a part of the risk management plan.

49
Q

Projects (and progams) are undertaken to achieve s______ b_____ o_____, for which many organizations now adopt formal organizational g______ p_____ and p______.

A
  • strategic business outcomes

* governance processes and procedures

50
Q

Organizational strategy should provide g______ and d______ to project management.

A
  • guidance and direction
51
Q

Business value is defined as the e______ v_____ of the b_______; the total sum of all t_____ and i_____ elements.

A
  • entire value of the business

* all tangible and intangible elements

52
Q

The project manager is the person assigned by the performing organization to l___ the t_____ that is responsible for a_______ the p______ o______

A
  • to lead the team

* responsible for achieving the project objectives

53
Q

The project manager becomes the link between the s_________ and the t______

A
  • link between the strategy and the team
54
Q

The project manager possesses following competencies:

  • K_________
  • P_________
  • P_________
A
  • Knowledge - what PM knows about project management
  • Performance - capability to accomplish while applying her/his pm knowledge
  • Personal - how PM is behaving while performing
55
Q

PROJECT - temporary: indicates that a project has

A

a definite beginning and end;

56
Q

The PROJECT end is reached when

A
  • objectives have been achieved
    • terminated because objectives will not or cannot be met
    • client (stakeholder) decides to terminate the project
57
Q

it is recognized that:

      - without proper i\_\_\_\_\_\_\_\_\_\_(covers interaction of all the other knowledge areas; this makes everything else work in a coordinated manner)
      - without good s\_\_\_\_\_\_\_\_\_ management and engagement
      - without understanding project management r\_\_\_\_
      - and without applying q\_\_\_\_\_\_\_ methods to not only your deliverables, but also your project processes

a real project success will be difficult

A
  • integration
  • stakeholder
  • risk
  • quality
58
Q

Key project management activities are:

  • Identify r________
  • Manage s________
  • Balancing c_______ c_________
    • s, s, b, r, q, r
A
  • Identify requirements
  • Manage stakeholders
  • Extensive communications
  • Balancing competing project constraints
    • scope, schedule, budget, risk, quality, resources
59
Q

10 Project Management Knowledge Areas are

  • Integration
  • S______
  • H____________
  • C______
  • S______
  • R______
  • Q______
  • T______
  • C______
  • P______
A
  • Integration
  • Stakeholder
  • Human Resources
  • Communications
  • Scope
  • Risk
  • Quality
  • Time
  • Cost
  • Procurement

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