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PMBOK 6 CHAPTER QUESTIONS > pg pm-pmp 11.15.23 pmbok classes Chapter 4 > Flashcards

pg pm-pmp 11.15.23 pmbok classes Chapter 4 Flashcards

1
Q

during initiation this creates a shared understanding of success criteria. What is it called?

A

involving stakeholders

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2
Q

this increases the likelihood of deliverable acceptance when the project is complete and stakeholder satisfaction throughout the project. What is it called?

A

involving stakeholders

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3
Q

Develop Project Charter: Business documents (Business case) (Benefits management plan)

A

inputs

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4
Q

Develop Project Charter: Agreements

A

inputs

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5
Q

Develop Project Charter: Enterprise environmental factors (EEF)

A

inputs

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6
Q

Develop Project Charter: organizational process assets

A

inputs

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7
Q

Develop Project Charter: Expert judgement

A

tools and techniques

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8
Q

Develop Project Charter: Data gathering (brain storming, focus groups, interviews)

A

tools and techniques

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9
Q

Develop Project Charter: Interpersonal ad team skills (conflict management, facilitation, meeting management)

A

tools and techniques

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10
Q

Develop Project Charter: meetings

A

tools and techniques

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11
Q

Develop Project Charter: project charter

A

output

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12
Q

Develop Project Charter: assumption log

A

output

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13
Q

The approved project charter formally does what?

A

initiates the project

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14
Q

True or false: project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning?

A

true

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15
Q

project charter can be developed by whom?

A

the sponsor or the project manager in collaboration with the initiating entity

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16
Q

Projects are initiated by an entity external to the project such as?

A

sponsor, program, or project management office (PMO), or a portfolio governing body.

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17
Q

The project initiator or sponsor should be at a level that is?

A

appropriate to procure funding and commit resources to the project.

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18
Q

The project charter provides the project manager with the?

A

authority to plan, execute, and control the project.

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19
Q

A project charter is not considered to be a contract because?

A

there is no consideration or money promised or exchanged in its creation.

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20
Q

Where can I find an image of the project charter?

A

packet 4 page 4,5

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21
Q

Project charter components: Project title and description asks which question?

A

what is the project

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22
Q

Project charter components: project manager assigned and authority level asks which question?

A

who is given authority to lead the project and can they determine, manage, and approve changes to budget, schedule and teams assignments

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23
Q

Project charter components: Business Case asks which question?

A

why is the project being done on what financial or other basis can we justify doing this project. Describe the project purpose and justification

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24
Q

Project charter components: Resources pre assigned asks?

A

how many or which resources will be used

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25
Q

Project charter components: key stakeholder list asks?

A

who will affect or be affected by the project

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26
Q

Project charter components: stakeholder requirements as known asks?

A

requirements related to both project and product scope and what the project is going to improve or replace

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27
Q

Project charter components (HLPKD): High level product description/key deliverables asks what?

A

the key product deliverables that are desired and the end results

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28
Q

interim deliverables include? (HLPKD) two answers per question)

A

detailed customer ordering process flow, analysis of time needed to complete each step

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29
Q

interim deliverables also include? (HLPKD)

A

recommended changes, estimated time and cost of proposed change

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30
Q

What is WBS and why is it important?

A

WBS is work breakdown structure it is important because it breaks the project down into smaller more manageable components.

31
Q

Why is breaking the WBS to small components helpful?

A

breaking down the WBS into manageable components makes the project easier to plan, execute, and monitor.

32
Q

Interim deliverables include lastly? (HLPKD)

A

WBS (Work Break Down Structure) and lists of risks

33
Q

In the charter the final deliverable will be? (HLPKD)

A

a report that outlines what can be changed, how much it costs, the expected decrease in time it will take to place an order and what work will need to be done to implement a solution.

34
Q

Project charter components: High level assumptions asks? (HLA)

A

what is believed to be true or reliable in the situation with no proof or data

35
Q

Project charter components: HLA five points?

A

existing requirements in current system, current network ability to support changes, whether or not new hardware will be required, current subject matter experts to evaluate problems recommend a solution and internal resources time availability to work on project in addition to their current responsibilities

36
Q

Project charter components: High Level Constraints (HLC) asks?

A

what factors may inhibit our ability to deliver and what boundaries or parameters will the project have to function within

37
Q

Project charter components: (HLC) 3 points?

A

WBS must be complete in two weeks, risk register due in three weeks. and limiting the scope to identifying a solution that will reduce production time or the problem that the project is solving

38
Q

Project charter components: Measurable Project Objectives (MPO) asks?

A

how does the project tie into the organizations strategic goals, the project objectives that support the goals, objectives must be measurable and will depend on the defined priority of the project constraints

39
Q

Project charter components: Project Approval Requirements (PAR) asks

A

what items need to be approved for the project and who will have sign off authority also what designates success

40
Q

Project charter components: PAR 3 points?

A

sponsors will approve WBS before planning effors continue, the will approve the list of risks before planning continues, sponsers will give the final project approval

41
Q

Project charter components: Overall Project Risks (OPR) asks?

A

overall potential threats and opportunities for the project

42
Q

Project charter components: OPR 3 points

A

may help generate ideas to improve project cause, analyze and propose a solution, unaware of all possible solitions, the results of project delay who and what does that impact

43
Q

Project charter components: Project Exit Criteria (PED) asks?

A

needs that must be met so that the project manager will be able to cloe or terminate the project or phase

44
Q

Project charter components: PED points

A

final report with a description of the solution, how much the solution will cost, and the expected decrease in the time in order to implement the solution

45
Q

Project charter components: Project Sponsors Authorizing this project asks for?

A

stake holder signatures on the charter

46
Q

Identify Stake holders diagram can be found where? packet 4 page 10

A

packet 4 page 10

47
Q

Stake Holder Grid Techniques What are each of the 3 grid techniques that supports a grouping of stakeholders?

A

power, interest grid, and influence

48
Q

Stake Holder Grid Techniques: Power

A

their level of authority

49
Q

Stake Holder Grid Techniques: Influence

A

ability to influence the outcomes of the project

50
Q

Stake Holder Grid Techniques: Interest

A

level of concern about the projects outcomes

51
Q

Stake Holder Grid Techniques: These classification models are useful for?

A

projects with simple relationships between stakeholders and the project.

52
Q

Stake Holder Cube: Stake Holder Cube is a refinement of?

A

the three stakeholder grid techniques

53
Q

Stake Holder Cube: this model combines the 3 grid techniques into?

A

a three dimensional model that can be useful to project managers and teams in identifying and engaging their stakeholders

54
Q

Stake Holder Cube: It provide a model with?

A

multiple dimensions that improves the depiction of the stakeholder community

55
Q

Stakeholder Analysis Power/Interest Grid: People with High Power and low interest?

A

You need these people to be kept satisfied with the project, even if they aren’t interested in it.

56
Q

Stakeholder Analysis Power/Interest Grid: People high power high interest?

A

are the decision makers who have the biggest impact on project success, so closely manage their expectations

57
Q

Stakeholder Analysis Power/Interest Grid: People low interest low power

A

You shouldn’t have to worry too much about the people with low interest and low power, so you simply monitor them

58
Q

Stakeholder Analysis Power/Interest Grid: People high interest low power

A

Folks with high interest and low power should be kept in the loop as the project progresses. If they’re kept informed, your project will get good buzz.

59
Q

Where can I find and example of Power fridge? packet 4 page 13

A

packet 4 page 1

60
Q

Stakeholder Analysis Power/Interest Grid: Salience level

A

Describes classes of stakeholders based on assessments

61
Q

Stakeholder Analysis Power/Interest Grid: Salience level what are the classes of stake holders?

A

Power, urgency, legitimacy

62
Q

Stakeholder Analysis Power/Interest Grid: Salience level Power

A

level of authority or ability to influence the outcomes of the project),

63
Q

Stakeholder Analysis Power/Interest Grid: Salience level Urgency

A

need for immediate attention, either time-constrained or relating to the stakeholders’ high stake in the outcome),

64
Q

Stakeholder Analysis Power/Interest Grid: Salience level Legitimacy

A

their involvement is appropriate or proximity

65
Q

Stakeholder Analysis Power/Interest Grid: Salience adaptation

A

that substitutes proximity for legitimacy(applying to the team and measuring their level of involvement with the work of the project).

66
Q

Stakeholder Analysis Power/Interest Grid: Salience Model is useful for

A

large complex communities of stakeholders or where there are complex networks of relationships within the community.

67
Q

Stakeholder Analysis Power/Interest Grid: Salience Model is useful for

A

It is also useful in determining the relative importance of the identified stakeholders.

68
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence.

A

Classifies stakeholders according to their influence on the work of the project or the project team itself.

69
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence. four points?

A

Upward, downward ,outward, sideward

70
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence Upward

A

senior management of the performing organization or customer organization, sponsor, and steering committee),

71
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence Downward

A

the team or specialists contributing knowledge or skills in a temporary capacity

72
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence outward

A

stakeholder groups and their representatives outside the project team, such as suppliers, government departments, the public, end-users, and regulators), or

73
Q

Stakeholder Analysis Power/Interest Grid: Directions of influence sideward

A

the peers of the project manager, such as other project managers or middle managers who are in competition for scarce project resources or who collaborate with the project manager in sharing resources or information

PMBOK 6 CHAPTER QUESTIONS (8 decks)

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