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CAPM > Module 6: Life Cycles, Development Approaches, and Common Elements > Flashcards

Module 6: Life Cycles, Development Approaches, and Common Elements Flashcards

1
Q

Project Life Cycle

A

A series of phases that a project through from start to finish. It is the lifespan of a project where each phase has its specific objectives, activities, and deliverables

Stages:
Aspire - developing the idea
Business case - justifying the idea
Create charter - authorizes and starts the project
Develop project plan - details of every aspect of the project
Executive project plan - cycle of working through the plan
Finish plan - project is completed & results reviewed

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2
Q

Project Phase

A

A collection of logically related project activities that culminate in the completion of one or more deliverables. They are logical and sequential

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3
Q

Phase Gate

A

A point for deciding whether a project should be continued or not
(Aka stage gate, review checkpoint)

Predictive approach - steering committee may review and decide
Adaptive approach - product owner may review and decide

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4
Q

Product

A

An artifact that is produced, quantifiable, and is may be a final outcome/deliverable from a project

Project life cycles intersect with product life cycles

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5
Q

Project Governance

A

The framework, functions, and processes that guide project management activities to create a unique product, service, or result to meet organizational, strategic, and operational goals

Can govern…
change management
communication & documentation
decision making
stakeholder alignment
risk & issue management
phase gates & reviews
strategic alignment
project lifecycle & approach
roles & responsibilities
success criteria
stakeholder relationships

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6
Q

Hierarchical Project Leadership Structure (Project Governance)

A

Used primarily in a predictive approach, leadership follows a structured hierarchy to ensure strict change control

Structure:
Change Control Board - highest authority, reviews, and approves/rejects
Integrated Change Control Process - evaluates change requests ensuring consistency
Project Manager & Team - identify and submit changes
Stakeholders & Sponsors - provide input on changes

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7
Q

Delegating Authority Leadership Structure (Project Governance)

A

Used in an adaptive approach, it enables autonomous/semi-autonomous decision making fostering flexibility and responsiveness – aligns with agile mindset and practices

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8
Q

Organizational Structure

A

How an organization organizes its people and processes and their relationships to one another

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9
Q

Functional Organization Structure (Project Organization Structure)

A

A framework where projects are assigned to distinct departments based on a specialized function (e.g. marketing, finance, IT, HR, etc.). Department heads have primary authority and project work is within functional silos rather than across teams

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10
Q

Projectized-Oriented Organizational Structure (Project Organization Structure)

A

A framework where projects drive the organization and resources are fully dedicated to project work. Project Managers have full authority over resources, budgets, and decision-making with minimal involvement from functional departments

Ex: movies/film, construction companies

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11
Q

Matrix Organizational Structure (Project Organization Structure)

A

A blend of function and projectized structures

Allows resources to be shared across multiple projects with dual reporting relationships – functional manager (oversees their role-specific expertise) & project manager (directs project work)

Ranging from…
Weak Matrix
Balanced Matrix
Strong Matrix

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12
Q

Project Management Office

A

A centralized department that standardizes project management processes, provides governance, and ensures alignment with organizational goals

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13
Q

Supportive PMO (Types of PMOs)

A

A type of PMO that provides a consultative role when it comes to projects by supplying artifacts, facilitating training, and providing access to information from other projects

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14
Q

Controlling PMO (Types of PMOs)

A

A type of PMO that provides support and requires projects to comply with a set standards (eg adopting certain frameworks, using templates, or other conformance)

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15
Q

Directing PMO (Types of PMOs)

A

A type of PMO that takes control of a project by directly managing the projects and/or shared resources

Note: a relatively small number of PMOs fall in this category

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16
Q

Agile Center of Excellence (Type of PMOs)

A

A type of PMO with a large focus on coaching and mentoring efforts primarily seen within organizations with decentralized structures

(aka Value Delivery Offices)

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17
Q

Steering Committee

A

A high-level decision making body that sets the project’s direction, aligns it with business objectives, and oversees major decisions

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18
Q

Organizational Process Assets (OPAs)

A

Plans, processes, policies, procedures, and knowledge bases that are specific to and used by performing organization.

Different assets, such as templates, business plans, processes, policies, protocols, and knowledge may be used

In adaptive approaches, OPAs from SMEs are critical

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19
Q

Enterprise Environmental Factors (EEFs)

A

The conductions not under the immediate control of the team that influence, constrain, or direct the project, program, or portfolio

Internal - arise from within the organization
( org structure, culture, infrastructure, resource availability, employee capability, etc.)

External - arise from places outside of the organization
(economy, political climate, regional customs, public holidays, legal restrictions, etc)

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19
Q

Predictive Approach (Project Development Approaches)

A

(aka waterfall, linear, plan-based, stable)

A structured, plan-driven methodology where project scope, cost, and timeline are defined upfront

Characteristics:
Follows a generally sequential structure from start to finish
Well planned steps
Delivers output at end of project

Recommended Context:
If templates from previous, similar projects are available
Planning can be done upfront
Scope, schedule, cost, and resources are well defined and stable

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20
Q

Project Development Approach

A

A method used to create and evolve a product, service, or result during the project life cycle, such as predictive, adaptive, or hybrid

Benefits:
Delivering value
Improved responsiveness during a project

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21
Q

Hybrid Approach (Project Development Approaches)

A

A combination of predictive and adaptive methodologies, balancing structure and flexibility

Characteristics:
Uses stable project components
Uses adaptive methods for evolving aspects

Recommended Context:
There is a need for preliminary research
Projects that need iterative adaptability and structured planning

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22
Q

Adaptive Approach (Project Development Approaches)

A

(aka agile)

A flexible, iterative methodology that allows for continuous changes and evolving requirements

Characteristics:
Use an interactive approach that has repeated phases

Recommended Context:
Initial requirements are not well-known
Requirements may change
There are opportunities to receive frequent user feedback
Team has flexibility to change, refine, or replace requirements

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23
Q

Project Performance Domain

A

A group of related activities that are critical for the effective delivery or project outcomes

Domains:
Stakeholders
Team
Development Approach Life Cycle
Planning
Project Work
Delivery
Measurement
Uncertainty

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24
Project Scope
Defines the boundaries, deliverables, objectives, and requirements of a project. It outlines what is included to ensure that all stakeholders have a clear understanding of what the project's purpose and outcomes are Predictive Approach: Requirements are elicited through stakeholders Scope is measured and monitored Changes to scope must be approved by stakeholders before they are made Adaptive Approach:
25
Product Scope vs Project Scope
Product Scope: the features, functionalities, and characteristics of the final product, service, or results Project Scope: the work required to deliver the product, including tasks, processes, and constraints
26
Fixed Scope vs Flexible Scope
Fixed Scope: we know the details of the product, service, or result Flexible Scope: the team understands what they need to build, but they are still considering some of the finer details Hybrid: combined aspects of predictive planning with the flexibility of an adaptive approach
27
Critical Path Method (Scheduling - Predictive Approach)
The sequence of activities that represents the longest path through a proejct, which determines the shortest duration for a project Used in predictive approaches
28
Work Breakdown Structure (WBS) (Scheduling - Predictive Approach
A diagram that shows all project work broken down into individual squares, which are arranged on a hierarchical diagram Used in predictive approach
29
Roadmap (Scheduling - Adaptive Approach)
A strategic plan outlining how work will progress over time including key milestones and target dates Focuses on big-picture goals rather than specific task-level scheduling Used in adaptive approach
30
Story Mapping (Scheduling - Adaptive Approach
A method for organizing user stories that describes the work qualitatively rather than over specific periods of time Helps prioritize features ad plan incremental development Used in adaptive approach
31
Backlog (Scheduling - Adaptive Approach)
A flexible to-do list of features, tasks, and fixes that provides a starting point for the team to self-organize and choose what they want to work on next Used in adaptive approach
32
Sprints (Scheduling - Adaptive Approach)
Short periods of iterative, work cycles that ensures a consistent, sustainable pace where each spring delivers a useable product increment Used in adaptive approach
33
Feedback Loops (Scheduling - Adaptive Approach)
Frequent reviews to identify what works, what doesn't, and what needs adjusting to reduce waste and align with actual user needs Used in adaptive approach
34
Repetition (Scheduling - Adaptive Approach)
Work is done in cycles until the product meets customer expectations Used in adaptive approach
35
Funding limits and baselines (Budgeting Processes)
When the Project Manager reconciles a funding limit, sets a cost baseline, and figures out the budget at completion (BAC = represents the total planed budget for the project)
36
Earned Value Management (EVM) (Budgeting Process)
When the Project Manager uses metrics to assess how the project is using the budgeted amount Metrics include: Planned Value (PV) Earned Value (EV) Actual Cost (AC)
37
Adaptive Budgeting (Budgeting Process)
Used in adaptive approaches, budgets are adjusted based on changing project needs Just-in-time: the budget is allocated incrementally based on immediate project needs rather than all at once Burn Rates: how quickly a project is spending its budget over time
38
Costs within a Project
Labor Materials Equipment Facilities Services Information Technology
39
Responsibility Matrix (Resourcing Tools)
A grid that presents the project team members assigned to each work package
40
RACI Matrix (Resourcing Tools)
A matrix presenting the stakeholders who are responsible, accountable, consulted, or informed
41
Procurement Contract
An agreement between the buyer and seller for goods, services, or results 3 Categories: Fixed Price Contract - a set price is agreed upon regardless of costs Cost Plus Contract - buyer pays actual costs + an agreed fee Time and Materials Contract - buyer pays for labor and materials needed
42
Procurement Statement of Work (SOW)
A document that defines the work, deliverables, and requirements a vendor must fulfill under a procurement contract
43
Quality
The degree to which a set of inherent characteristics fulfils requirements
44
Cost of Quality
The costs incurred when ensuring that a product meets the required quality checks Cost of Compliance: Prevention Appraisal Cost of Non-Compliance Internal Failure External Failure
45
Change Management Plan
A structured document that outlines how changes to project scope, schedule, budget, or deliverables will be identified, evaluated, and implemented Also establishes a Change Control Board
46
Handling Changes - Predictive vs Adaptive
Predictive: a Change Control Board (CCB) is established and must approve any changes in the project (called integrated change control) Adaptive: the product owner acts as the Change Control Board (CCB) as the sole approver of changes and new features
47
Constratints
Project boundaries or limits variables such as time, cost, or scope that is subject to change
48
Risks
An uncertain event or condition that, if it occurs, has a positive OR negative effect on one or more projects Threat = negative risk Opportunity - positive risk
49
Inherent Risk (Risk Vocab)
Any business endeavor will involve profit or loss where business risks can be competitive, legislative, monetary, and operational
50
Risk Appetite (Risk Vocab)
The degree of uncertainty an organization or individual is willing to take on in the pursuit of potential rewards or benefits
51
Risk Threshold (Risk Vocab)
The specific level of risk exposure at which an organization or individual takes action (below this level, risks may be accepted without intervention)
52
Trigger Condition (Risk Vocab)
An event or situation that indicates a risk is about to occur
53
Assumptions
Factors in the planning process that are true, real, or certain without proof of demonstration
54
Issues
When risks HAVE occurred, they are conditions or situations that may have an impact on the project objectives
55
Communication Model
How people communicate that includes the following: A sender A receiver A medium (how the information travels) A message (the info) Types of Communication Push - when information is sent directly to someone and lands in their lap Pull - when information must be seeked out from a specific location or source Interactive
56
Communication Blocker
Something that impedes the flow of effective communication. The two main ones are filters and barriers
57
Filter Communication Blocker (Communication Blocker)
A blocker that happens on the sender AND receiver side Examples Language, culture, and terminology differences Psychology and sociological differences Dysfunctional emotional behaviors Educational background differences Traditions Talking past one another
58
Barrier Communication Blocker (Communication Blocker)
A blocker that may interrupt communication Example: Poor internet connection Resistant mindset Acceptance of misinformation as fact Interpersonal conflict
59
Communication Methods
Formal Written - project charter, project plans, project reports, contracts Formal Verbal - presentations, updates, and briefings Informal Written - memos, emails, and notes Informal Verbal - casual conversations
60
Communication Management Plan
A document that covers how communication will be handled and tackles the who, what, when, why, and how (usually in the project plan) Includes: List of communication deliverables List of meetings required Communication requirements analysis Policies for communication Procedures for technologies being used Escalation procedures Revision procedures Glossary Appendix
61
Critical Interpersonal Communication Skills
Active listening Asking questions Setting and managing expectations Motivating to inspire action/provide support Coaching for performance improvement Negotiating to reach mutual agreements Conflict Resolution Summarizing, recapping, and identifying next steps
62
Problem Solving Artifacts
Predictive - issue log, risk management plan Adaptive - impediments log (list)
63
Problem Solving Steps
Identify the problem Define the problem Identify the root cause Generate possible solutions Choose the best solution Implement the solution Verify the solution's effectiveness

CAPM (10 decks)

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