PMP Flashcards
PMP Certification
Definition:
Outcome
Chapter 1
An end result or consequence of a process or project.
Chapter 1
A ______________ can include outputs and artifacts but have a broader intent by focusing on the benefits and value that the project was undertaken to deliver
Chapter 1
Outcome
Chapter 1
Definition:
Portfolio
Chapter 1
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic goals.
Chapter 1
Definition:
Product
Chapter 1
An artifact that is produced, is quantifiable and can be either an end item in itself or a component item.
Chapter 1
Definition:
Program
Chapter 1
Related projects, subsidiary programs, activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
Chapter 1
Definition:
Project
Chapter 1
A temporary endeavor undertaken to create a unique product, service or result
Chapter 1
_ are temporary in nature and have a beginning and an end to the work or phase.
Chapter 1
Projects
Chapter 1
stand alone or can be part of a program or portfolio.
Chapter 1
Projects
Chapter 1
Definition:
Project Management
Chapter 1
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
Chapter 1
_____________refers to guiding the project work to deliver the intended outcomes.
Project teams can achieve the outcomes using a broad range of approaches (e.g. predictive, hybrid, and adaptive)
Chapter 1
Project management
Chapter 1
Definition:
Project Manager
Chapter 1
The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives.
Chapter 1
________ perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended functions.
Chapter 1
Project manager
Chapter 1
Definition:
Project team
Chapter 1
A set of individuals performing the work of the project to achieve its objectives.
Chapter 1
Definition:
System for value delivery
Chapter 1
A collection of strategic business activities aimed at building sustaining, and/or advancing an organization.
Chapter 1
Portfolios, programs, projects, products, and operations can all be part of an organization’s ________ ____ _______ _________.
Chapter 1
system for value delivery
Chapter 1
Definition:
Value
Chapter 1
The worth, importance, or usefulness of something.
Chapter 1
Different stakeholders perceive ______ in different ways.
Chapter 1
value
Chapter 1
Customers can define ______ as the ability to use specific features or functions of a product.
Chapter 1
value
Chapter 1
Organizations can focus on business ______ as determined with financial metrics, such as the benefits less the cost of achieving those benefits.
Chapter 1
value
Chapter 1
Societal ________ can include the contribution to groups of people, communities or the environment
Chapter 1
value
Chapter 1
Audience for PMP Standard
Preface
Foundational reference for stakeholders’ participation in a project. This includes and is not limited to, project practitioners, consultants, educators, students, sponsors, stakeholders, and vendors.
Preface
Since 1987, The Standard for Project Management has represented a process-based standard.
The Standard for Project Management included in the PMBOK® Guide aligned the project management
discipline and function around a collection of business processes.
Those business processes what enabled
consistent and predictable practices?
Preface
- That could be documented;
- Through which performance against the processes could be assessed; and
- Through which** improvements** to the process could be made to maximize efficiency and minimize threats
Preface
This edition shifts to a principles-based standard to support effective
project management and to focus more on intended _______________rather than ___________.
Preface
- outcomes
- deliverables
Preface
Key Evolutionary Changes: 1996
Preface
1996 - Defined project management as “the application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations from
a project.”
Preface
Key Evolutionary Changes: Third (2004):
Preface
Third (2004)- Defined project management as “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Preface
Key Evolutionary Changes: Sixth (2017):
Preface
Sixth (2017) - AGILE!
Expansion of Knowledge Area front material, including key concepts, trends and emerging practices,
tailoring considerations, and considerations for agile/adaptive environments.
Preface
Definition:
Organizations
Chapter 2: A System for Value Delivery
Government agencies, enterprises, contractual arrangements, joint ventures, and other arrangments
Chapter 2: A System for Value Delivery
_____________ create value for stakeholders.
Chapter 2: A System for Value Delivery
Organizations
Chapter 2: A System for Value Delivery
Components comprise a system to deliver value that is aligned with organizational strategy
Chapter 2: A System for Value Delivery
Portfolios, programs, projects, products and operations
Chapter 2: A System for Value Delivery
Senior leadership shares ________ with portfolios.
Chapter 2: Information Flow
Strategy
Chapter 2: Information Flow
Portfolios share the desired o_____, b______, and v_______ with programs and projects.
Chapter 2: Information Flow
outcomes, benefits, and value
Chapter 2: Information Flow
**Programs and Projects ** share D_____ and advise on s________ and m_________ i________ to Operations.
Chapter 2: Information Flow
deliverables with support and maintenance information
Chapter 2: Information Flow
Operations suggest information for ______, ________, and ________ to Programs and Projects.
Chapter 2: Information Flow
updates, fixes and adjustments
Chapter 2: Information Flow
Operations informs Senior Leadership of how well the organization strategy is advancing by way of showing O___, B____, V_______, and P_____________ A________
Chapter 2: Information Flow
outcomes, benefits, value, performance analysis
Chapter 2: Information Flow
Programs and Projects update ______, and ________ to Portfolios.
Chapter 2: Information Flow
Performance Information and Progress
Chapter 2: Information Flow
What type of information do Portfolios provide Senior Leadership ________ __________ ____________?
Chapter 2: Information Flow
Portfolio performance information
Chapter 2: Information Flow
Governance systems work alongside _____ _______ _______ to enable workflows, manage issues, and support decision-making.
Chapter 2: Organization Governance Systems
value delivery system
Chapter 2: Organization Governance Systems
Governance framework can include elements of ________, ______, ______ _________, ________ ________ _________ and _________-__________ capabilities
Chapter 2: Organization Governance Systems
oversight, control, value assessment, integration among components, and decision-making capabilities
Chapter 2: Organization Governance Systems
Governance systems evaluate _____, ______, ______, and have the defining authority to approve changes and make business decisions related to the project.
Chapter 2: Organization Governance Systems
changes, issues, and risks
Chapter 2: Organization Governance Systems
Definition:
Decentralized Coordination
Chapter 2.3: Functions Associated with Projects
Project team self-organize and self-manage
Chapter 2.3: Functions Associated with Projects
Definition:
Centralized coordination
Chapter 2.3: Functions Associated with Projects
leadership and guidance of a designated project manager or similar role
Chapter 2.3: Functions Associated with Projects
Definition
Coordination, example of activities.
Chapter 2.3.1: Provide Oversight and Coordination
Activies such as consulting with executive and business unit leaders advancing objectives, improving project performance or meeting customer needs.
Business analysis, tendering contract negotions and business case development.
Chapter 2.3.1: Provide Oversight and Coordination
Definition:
Oversight
Chapter 2.3.1: Provide Oversight and Coordination
involves follow-on activities related to benefit realization and sustainment after project deliverables are finalized but before closure of the project.
Chapter 2.3.1: Provide Oversight and Coordination
Projects need clear direction from customers and end users regarding _______, ___________, and __________.
Chapter 2.3.2: Present Objectives and Feedback
project requirements, outcomes and expectations
Chapter 2.3.2: Present Objectives and Feedback
Definition:
Support
Chapter 2.3.3: Facilitate and Support
encourage participation, collaboration, and shared sense of responsibility.
Chapter 2.3.3: Facilitate and Support
Definition
Facilitate
Chapter 2.3.3: Facilitate and Support
- helps the project team create consensus around solutions, resolve conflicts and make decisions.
- coordinates meetings and contribute in an unbiased way to the advancement of project objectives
Chapter 2.3.3: Facilitate and Support
Value delivery systems create _________
Chapter 2: A System for Value Delivery
Outcomes
Chapter 2: A System for Value Delivery
Outcomes create _____________
Chapter 2: A System for Value Delivery
Benefits
Chapter 2: A System for Value Delivery
Benefits create __________
Chapter 2: A System for Value Delivery
Value
Chapter 2: A System for Value Delivery
What are the 8 Functions associated to a Project
Chapter 2: A System for Value Delivery
- Provide Oversight and Coordination
- Present Objectives and Feedback
- Faciliate and Support
- Perform Work and Contribute Insights
- Apply Expertise
- Provide Business Direction
- Provide Resources and Strategic Direction
- Maintain Governance
Chapter 2: A System for Value Delivery
The PMI Code of Ethics and Professional Conduct values
Chapter 3: Project Management
Principles
- Responsibility
- Respect
- Fairness, and
- Honesty
Chapter 3: Project Management
Principles
12 Principles of Project Management
Chapter 3: Project Management
Principles
- Be deligent, respectful, and caring steward
- Create a collaborative project teamenvironment
- Effectively engage with stakeholders
- Focus on value
- Recognize, evaluate and respond to system interactions
- Demonstrate leadership behaviors
- Tailor based on context
- Build quality into process and deliverables
- Navigate complexity
- Optimize risk responses
- Embrace adaptability and resiliency
- Enable change to acheic the envisioned future state
Chapter 3: Project Management
Principles
Project Management Principles overlap with _________ __________ _________
Chapter 3: Project Management
Principles
General Management Principles
Chapter 3: Project Management
Principles
BE A DILIGENT, RESPECTFUL, AND CARING STEWARD
Stewardship: responsibilities within the organization
- operating in alignment with the objectives, vision, mission, and sustainment
- Commitment and respectful engagement of project team
- diligent oversight of finances materials, and other resources
- understanding fo appropriate use of authority, accountability and responsibility
BE A DILIGENT, RESPECTFUL, AND CARING STEWARD
Stewards adhere to both implicit and explicit duties:
-
Integrity: behave honestly and ethically serve as role models
* Care: fiduciaries for the organization and create transparent working environment - Trustworthiness:protect projects from breaches of trust
- Compliance:comply with laws, rules, regulations, and requirements within and outside their org.
CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT
Why are Collaborative Teams important?
Chapter 3: Project Management Principles
- Projects are delivered by project team
- work within org that has a culture, teams often esablish their own “local” culture
- Individual and team learning and development
- Optimal contributions to deliver desired outcomes
Chapter 3: Project Management Principles
What are the contributing factors of Collaborative Teams?
Chapter 3: Project Management Principles
- Team agreements: represent a set of behavioral parameters; created at the beginning of a project
- Organazational structures: relation between project work and the organization (like define roles and responsibilities)
- Processes: enable completion of task and work (WBS, backlog, or task board)
Chapter 3: Project Management Principles
CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT
Clarity on roles and responsibilities can improve cultures
Chapter 3: Project Management Principles
- Authority: having the right, to make decisions, establish or improve procedures, apply project resources, expend funds or give approvals
- Accountability: The condition being answerable for an outcome. Cannot be shared
- Responsibility The condition of being obligated to do or fulfill something. Can be shared
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
Chapter 3: Project Management Principles
- Stakeholders influence projects in a postive or negative way, performance, and outcomes
- Project teams serve other stakeholders by engaging with them
- Stakeholder engagement proactively advances value delivery.
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
How can stakeholders can affect a project:
Chapter 3: Project Management Principles
- Scope/requirements, by revealing the need to add, adjust, or remove elements of the scope and/or project requirements;
- Schedule, by offering ideas to accelerate delivery or by slowing down or stop delivery of key project activities;
- Cost, by helping to reduce or eliminate planned expenditures or by adding steps, requirements, or restrictions that increase cost or require additional resources;
- Project team, by restricting or enabling access to people with the skills, knowledge, and experience needed to deliver the intended outcomes, and promote a learning culture;
- Plans, by providing information for plans or by advocating for changes to agreed activities and work;
- Outcomes, by enabling or blocking work required for the desired outcomes;
- Culture, by establishing or influencing—or even defining—the level and character of engagement of the project team and broader organization;
- Benefits realization, by generating and identifying long-term goals so that the project delivers the intended identified value;
- Risk, by defining the risk thresholds of the project, as well as participating in subsequent risk management activities;
- Quality, by identifying and requiring quality requirements; and
- Success, by defining success factors and participating in the evaluation of success.
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
What is needed when stakeholders have an unfavorable or neutral view of the project?
Chapter 3: Project Management Principles
Need to be effectively engaged so that their interests, concerns, and rights are understood
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
What enables project success?
Chapter 3: Project Management Principles
Identifying, analyzing, and proactively engaging with stakeholders from the start to the end
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
Project teams are stakeholders that do what?
Chapter 3: Project Management Principles
Engage other stakeholders** to understand, consider, communicate, and respond to their interests, needs,
and opinions.**
Chapter 3: Project Management Principles
EFFECTIVELY ENGAGE WITH STAKEHOLDERS
Effective and efficient engagement and communication includes:
Chapter 3: Project Management Principles
Determining how, when and how often, and under what circumstances stakeholders want to be, and should be engaged.
Chapter 3: Project Management Principles
Engagement helps project teams:
Chapter 3: Project Management Principles
detect, collect and and evaluate information, data and opinions
Chapter 3: Project Management Principles
