PMM 6E Chp. 3

Question 1

Project Management

Answer 1

A business tool, process, and career path. Based on the systems of theory of organizational structure. This provides a roadmap for collaboration, communication and action across for successful project development, implementation, and evaluation.

Question 2

Project

Answer 2

An item, a collection of items, an activity or even an initiative

Question 3

Project Managers

Answer 3

Lead a project team which usually consists of other department managers who have direct influence of project success.

Question 4

Portfolio Manager

Answer 4

A specific manager who oversees multiple programs and projects that seem independent, yet are connected by their role in fulfilling an organization’s goal.

Question 5

Program Manager

Answer 5

Oversees many activities that fit into a specific domain, i.e. multiple meetings held around the country for regional chapters of an association..

Question 5

Initiating

Answer 5

The organization must make a decision on the basis of incomplete data. The facts in this stage are fluid. The key decision made in this stage is whether the meeting will happen.

Question 5

Project Charter

Answer 5

Created in the initiating phase which includes basic information about the project and leads to a decision

Question 6

Planning

Answer 6

The PM develops the project management plan in this phase and defines the project scope.

Question 7

Project Scope

Answer 7

This indicates what the project is, as well as, what the project is not. This is imperative when the organization monitors and controls project associated tasks.

Question 8

Scope Creep

Answer 8

Occurs when additional tasks are added to a projects plan that would result in unrelated outcomes.

Question 9

Executing

Answer 9

Contracts are signed. Tasks are completed. and costs are encountered.

Question 10

Monitoring/Controlling

Answer 10

This phase includes the collection of data to determine the status of assigned tasks. Controlling includes making decisions and taking steps to meet the project deadline and budget limits as necessary.

Question 11

Closing

Answer 11

Projects must be concluded. Post event report. Surveys. Paying invoices. And providing lessons learned.

Question 12

Knowledge Areas

Answer 12

Integration, Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement, & Stakeholder Management

Question 13

Project Integration Management

Answer 13

Project charter authorizes the PM to start the project and commit to enterprise resources to the project.

Question 14

Project Scope Management

Answer 14

Define the project scope. This helps set limits to resource commitment and utilizes project objectives to guide the project lifecycle phases.

Question 15

Work Breakdown Structure

Answer 15

Within Project Scope Management; identifies tasks and creates a framework for a timeline or schedule for each identified task.

Question 16

Project Time Management

Answer 16

The PM must determine when each department needs resources, who is in charge of each task, which tasks are independent of others and when tasks are co-dependent.

Question 17

Program Evaluation & Review Technique (PERT)

Answer 17

Used to convey relationships between tasks and how tasks are scheduled. The value of PERT charting is to assist in scheduling tasks when only some of the elements of the task are known

Question 18

Critical Path Method (CPM)

Answer 18

An essential process. Provides a timeline, the tasks, and their relationships and may evolve as the project lifecycle advances. Tasks may be altered, shifted in time, added or subtracted.

Question 19

Project Cost Management

Answer 19

The PM must follow contract obligations, accounts payable and receivable and the timing of cash flow throughout the project’s lifecycle.

Question 20

Project Quality Management

Answer 20

Based on customer satisfaction. Satisfaction with the project outcome is of upmost importance.

Question 21

Project Human Resource Management

Answer 21

Choosing the project team and assigning tasks as needed to complete the project on time. The PM is responsible for knowing when an employee is necessary for project success and which employee is best suited.

Question 22

Project Communication Management

Answer 22

Focus on collaboration and excellent communication within the project team and with key stakeholders. Requires numerous communication delivery methods.

Question 23

Project Risk Management

Answer 23

Associated with negative and positive events that impact the projects critical path or outcome. Risks are identified in a SWOT analysis by at least 3 characteristics: Probability, Potential Damage and Resource Needs. 4 Reponses: Absorb the risk, mitigate the damage, transfer the damage, or avoid the risk.

Question 24

Project Procurement Management

Answer 24

Procurement could set policies for travel, overnight accommodations, food, contract obligations, reimbursement and limits. It may be difficult to decide when, how much and from whom to purchase.

Question 25

Project Stakeholder Management

Answer 25

Internal and external stakeholders. Various means to profile stakeholders. External are typically of more concern to the meeting pro than to the PM. They consist of exhibitors, suppliers, meeting attendees, potential customers.

Question 26

Supply Chain Management

Answer 26

The global process of identifying project suppliers and their suppliers to track potential threats and opportunities in the chain.

Question 27

Change Management

Answer 27

Focused on people. Addresses how people will be managed when change is imminent, while change is implemented, and after a change has occurred.