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Monitoring and Controlling Process Group Flashcards

1
Q

Define Monitoring and Controlling Process Group

A

Process required to track, review and regulate the progress and performance of the project

Monitoring is collecting performance data, producing performance measures and reporting that performance information

Controlling is comparing planned vs actual; analyzing variances, assessing trends, identifying required changes and recommending corrective action

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2
Q

Processes within the Monitoring and Controlling Process Group

A 
Monitor and Control Project Work (Integration);
Perform Integrated Change Control (Integration);
Validate Scope (Scope);
Control Scope (Scope);
Control Schedule (Schedule);
Control Cost (Costs);
Control Quality (Quality);
Control Resources (Resources);
Monitor Communications (Communications);
Monitor Risks (Risks);
Control Procurements (Procurements);
Monitor Stakeholder Engagement (Stakeholder)
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3
Q

Define a constraint

A

Anything that limits project team’s options

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4
Q

Define Monitor and Control Project Work

A

Process of the Integration Knowledge group;

The process of tracking, reviewing and reporting the progress to meet the performance objectives defined in the project management plan

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5
Q

Inputs of Monitor and Control Project Work

A

Project Documents: Schedule Forecasts, Cost Forecasts

Work Performance Information

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6
Q

Outputs of Monitor and Control Project Work

A

Work Performance Reports; Change Requests, Project Management Plan Updates, Project Documents Updates

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7
Q

Define Perform Integrated Change Control

A

Process of the Integration Knowledge group;

process of reviewing all change requests; approving changes and managing changes to deliverables, project documents and the project management plan; and communicating the decisions

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8
Q

Inputs of Perform Integrated Change Control

A

Project Management Plan: Change Management Plan

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9
Q

Tools and techniques of Perform Integrated Change Control

A

Decision Making: autocratic decision making
Meetings: Change Control Board
Change Control Tools

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10
Q

Steps in the Change Control Process

A
  1. Prevent the root cause of changes
  2. Identify the change with documentation
  3. Evaluate the impact of the change
  4. Issue the change request to the CCB
  5. Perform Integrated Change Control (get CCB approval)
  6. Update change request log and project documents to reflect the change
  7. Communicate the change (and impacts) to stakeholders and get buy-in
  8. Direct and manage the project according to the new plan
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11
Q

Define configuration management

A

a version of control system for the product of the project. (3) specific activities are required:

  1. Identification: selection and identification of a configuration item
  2. Status accounting: information is recorded and reported as to when appropriate data about a configuration item should be provided
  3. Verification and audit: Comparison or requirements with the results of tests and analyses
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12
Q

Outputs of Perform Integrated Change Control

A

Approved Change Requests
Project Management Plan Updates
Project Document Updates: Change log

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13
Q

What document do we refer to for guidance on change control procedures?

A

Change Management Plan

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14
Q

Define Validate Scope Process

A

Process of the Scope Knowledge group;

process of formalizing acceptance of the completed project deliverables

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15
Q

Inputs of Validate Scope

A

Verified Deliverables: deliverables that are completed and checked for correctness via the Control Quality process

Work Performance Data

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16
Q

Tools and Techniques of Validate Scope

A

Inspection

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17
Q

Outputs of Validate Scope

A

Accepted deliverables: deliverables that meet acceptance criteria are formally approved and accepted by the customer or sponsor

Work Performance Information
Change Requests
Project Documents Updates

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18
Q

Who signs off on deliverables?

A

Whoever was identified on the charter or scope management plan

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19
Q

Define Control Scope

A

Process of the Scope Knowledge group;

The process of monitoring the status of the project and product scope, and managing changes to the scope baseline

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20
Q

Tools and Techniques of Control Scope

A

Variance Analysis: What was supposed to happen compared to what actually happened

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21
Q

Define gold plating

A

Initiated by project members; occurs when additional features are added by team members, which were not part of the requirements. This should be avoided.

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22
Q

Define Scope Creep

A

Initiated by customer; Uncontrolled expansion of product or project scope without adjustments (time, cost and resources)

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23
Q

Outputs of Control Scope

A

Work Performance Information,
Change Requests,
Project Management Plan Updates,
Project Documents Updates: requirements documentation, requirements traceability matrix, lessons learned register, issue log

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24
Q

How is the project and product scope measured?

A

Project Scope: against project management plan

Product Scope: against product requirements

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25
Define Control Schedule
Process of the Schedule Knowledge group; process of monitoring the status of the project to update project progress and manage changes to the schedule baseline
26
Inputs of Control Schedule
Project documents: project calendars
27
Tools and Techniques of Control Schedule
Data analysis: iteration burn down chart, performance reviews, what-if scenario analysis, earned-value anaylsis
28
Outputs of Control Schedule
Work Performance Information Schedule Forecasts Change Requests Project Management Plan Updates: schedule baseline, schedule management plan, cost baseline Projects Documents Updates: Schedule data
29
Define resource leveling
FLEXIBILITY IN THE SCHEDULE; used to adjust the resource schedule when resources have been over-allocated; often lets the schedule slip in order to level out resource utilization; a histogram (bar chart) is the tool used to do this
30
Define resource smoothing
ZERO flexibility; used to adjust the activities within the schedule to keep resources from exceeding limits, with resource smoothing, the completion date is not delayed
31
Define Control Costs
Process of the Cost Knowledge group; the process of monitoring the status of the project to update project budget and manage changes to the cost baseline
32
Define Planned Value
Budgeted value of work planned to be done
33
Define Earned Value
Budget value of work actually complete
34
Define Actual Cost (total)
Actual cost of work completed
35
Define Budget at Completion
Total cost baseline
36
Define Estimate at Completion
Updated total cost forecast (based on progress)
37
Define Estimate at Complete
Expected costs remaining (now until end)
38
Define Variance at Completion
Expected Variance over/under budget
39
What is the most important metric?
CPI; Cost Performance Index: tells efficiency with organization's money
40
Equation for Cost Variance (CV)
CV = EV - AC
41
Equation for Schedule Variance (SV)
SV = EV - PV
42
Equation for Cost Performance Index (CPI)
CPI = EV/AC
43
Equation for Schedule Performance Index (SPI)
SPI = EV/PV
44
What are the (4) critical values we need to know in order to perform EVA calculations?
``` B-PEA Budget at Completion Planned Value Earned Value Actual Cost ```
45
Estimate at Completion: Atypical Variances Equation
EAC = AC + (BAC - EV)
46
Estimate at Completion: Typical Variances Equation
EAC = BAC/CPI
47
Estimate at Completion
EAC = AC + Bottom-up ETC
48
Estimate at Completion
EAC = AC + [(BAC-EV)/(CPI * SPI)] = CRASH
49
Tools and Techniques to Control Costs
To-Complete Performance Index (TCPI) | Project Management Information System
50
Output of Control Costs
Work Performance Information: Calculated CV, SV, CPI, TCPI, VAC, and SPI values for WBS components and work packages Cost Forecasts: Calculated EAC or Bottom-Up EAC Change Requests Project Management Plan Updates: Cost Baseline, Cost Management Plan Project Documents Updates: Cost Estimates and Basis of Estimates
51
Why do we have multiple formulas for calculating EAC?
Account for variance
52
Define Control Quality
Process of the Quality Knowledge group; the process of monitoring and recording results of executing the quality activities to assess performance and ensure the project outputs are complete, correct and meet customer expectations
53
Define Prevention
Keeping errors out of the process; you should always focus on preventing errors in the first place
54
Define Inspection
Examining deliverables to identify defects
55
Define Attribute sampling
A statistical procedure used to study the characteristics of a population; the result either confirms or it does not (pass/fail analysis)
56
Define Variables sampling
the result is rated on a continuous scale measuring the degree of conformity
57
Define tolerances
specified range of acceptable results
58
Define control limits
thresholds indicating whether the process is out of control
59
Define validation
the assurance a product, service or system meets the needs of the customer - are we building the right product?
60
Define verification
the evaluation of whether or not a product, service, or system complies with a regulation, requirement, specification, or imposed condition - are we building the right product?
61
Define mutual exclusivity
two events can't occur at the same time
62
Define probability
Likelihood an event will occur
63
Define normal distribution
Bell Curve
64
Define Statistical Independence
Past events do not impact the probability of future events occurring (i.e. flipping a coin)
65
Define standard deviation
AKA sigma: Distance from the mean +/- 1 sigma = 68.26% +/- 2 sigma = 95.46% +/- 3 sigma = 99.73% +/- 6 sigma = 99.9997%
66
Inputs of Control Quality
Approved change requests | Deliverables
67
Tools and Techniques of Control Quality
Data Gathering: Check Lists, Check Sheets, Statistical Sampling Testing/Product Evaluations Data Representation
68
What is a control chart?
Chart used to see if quality exceeds upper and lower limits
69
Define out of control
when a data point falls outside the control limits (above the upper limit or below the lower limit)
70
Rule of 7
If 7 consecutive data points are plotted on the same side of the mean (either above or below), even if they are within the control limits, the project manager should investigate, because the process is out of control
71
Outputs of Control Quality
``` Quality Control Measurements Verified Deliverables Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates ```
72
Define Plan Quality Management
The process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance Output: HOW the team plans to meet the quality requirements set for the project
73
Define Manage Quality
The process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project Output: Quality reports including corrective actions and recommendations; summary of findings from the Control Quality process Provides a framework for continuous process improvement, which reduces waste and eliminates needless activities.
74
Define Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes Output: Quality Control Measurements Output: Verified Deliverables, which become inputs to validate scope
75
How does Plan Quality Management assist in Control Quality?
It communicates what to do, how to do it; sets the tone; focus is on the delivable
76
Define Control Resources
Process of the Resources Knowledge group; the process of ensuring the physical resources assigned to the project are available as planned, as as monitoring the planned versus actual utilization of those resources and taking corrective action as necessary
77
Outputs of control resources
Work Performance Information Change Requests Project Management Plan Updates Project Document Updates
78
Inputs of Control Resources
Problem Solving | Interpersonal and Team Skills
79
Describe the distinction between the control resources process and the manage team process
Managing physical resources versus human resources; manage team is at the individual team member level
80
When does Control Resources happen?
Throughout the lifecycle of the project
81
Define Monitor Communications
Process of the Communications Knowledge group; The process of ensuring the information needs of the project and its stakeholders are met
82
Tools and techniques of Monitor Communications
Project Management Information System
83
Outputs of Monitor Communications
Work Performance Information Change Requests Project Management Plan Updates Project Document Updates
84
Who has the responsibility for controlling project communications?
PM
85
How does Monitor Communications differ from Manage Communications?
``` Manage = Actually doing it Monitor = assessing/watching how we are doing it ```
86
Define Monitor Risks
Process of the Risk Knowledge group; The process of monitoring the implementation of risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project
87
Techniques to Monitor Risk
Data Analysis: - Technical Performance Analysis: compare planned technical results to actual technical results - Reserve Analysis: compares the amount of contingency reserves left to the amount of risk remaining Audits Meetings: risk review meetings (review results of the audits) are scheduled regularly to examine the effectiveness of risk response, identify newly arising risk, conduct a reassessment of current risk, close out risks that are past their trigger points or are outdated, and identify lessons learned
88
Outputs of Monitor Risks
``` Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates OPA Updates ```
89
What is the difference between a risk workshop vs. a risk review vs a risk audit meeting?
Risk workshop: identify new risks Risk review: effectiveness of risk responses Risk audit: reviews entire risk management process
90
Define Control Procurements
Process of the Procurements Knowledge group; the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate, and closing out contracts
91
Inputs of Control Procurements
Procurement Documentation: SOW, payment information, contractor work performance information, plans, drawings, other correspondence Approved Change Requests: Modifications to terms and conditions of contract, procurement statement of work, pricing, descriptions of products, services or results Work Performance Data: technical performance; activities started, in progress or completed; cost incurred or committed; invoices paid
92
Tools and Techniques of Control Procurements
Claims Administration: the process of resolving disputes Audits: Structured review of the procurement process itself Inspection: Structured review of wok being performed by contractor
93
Outputs of Control Procurements
Closed Procurements Work Performance Information: includes reporting compliance of contracts ``` Procurement Documents Updates Change Requests Project Management Plan Updates Project Documents Updates OPA Updates ```
94
What is the difference between inspections and audits in the Control Procurements process?
Audits: review the entire procurement process - from beginning to end inspections: occur when work is being performed during execution
95
Define Monitor Stakeholder Engagement
Process of the Stakeholder Knowledge group; The process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through the modifications of engagement strategies and plans
96
Tools and techniques for Monitor Stakeholder Engagement
Data Representation: Stakeholder Engagement Assessment Matrix Meetings
97
Outputs of Monitor Stakeholder Engagement
Work Performance Information Change Requests Project Management Plan Updates: Communications plan, resource management plan, stakeholder engagement plan Project Documents Updates
98
How does the stakeholder engagement assessment matrix differ from stakeholder analysis?
Matrix - provides engagement level: how engaged they are versus how engaged they need/want to be Analysis: prioritize - who needs our engagement?

PMP (17 decks)

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