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PMP (old) > PMP Core Terms > Flashcards

PMP Core Terms Flashcards

1
Q

Projects end when:

A
  • Objectives are met - Objectives cannot or will not be met - Funds are depleted - Need no longer exists - Resources are no longer available - Legalities or convenience terminates the project
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2
Q

Project drive… what?

A

CHANGE

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3
Q

Projects may have a ??? state as the project moves to a future date

A

transition

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4
Q

Projects enable ??? ??? creation

A

business value

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5
Q

What are the two types of business values?

A

Tangible, Intangible

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6
Q

What are some examples of tangible business value?

A

Monetary assets, stockholder equity, fixtures and tools, market share

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7
Q

What are some examples of intangible business value?

A

Goodwill and reputation, brand recognition, public benefit, trademarks, strategic alignment

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8
Q

What are 4 examples of business value add?

A
  1. Regulatory, legal, or social requirements 2. Stakeholder requests 3. Technological advances 4. Create, improve, or fix products, processes, or services
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9
Q

Project management is:

A

The application of knowledge, skills, tools, and techniques to meet the project requirements

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10
Q

How many project management process are there?

A

49

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11
Q

What are the five project management process groups?

A

Initiate, Plan, Execute, Monitor and Control, Closing

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12
Q

What are the five typical steps in Project Management?

A
  1. Identifying requirements 2. Addressing needs, concerns, and expectations of stakeholders 3. Setting up, maintaining, and carrying out communications 4. Managing stakeholders 5. Balancing competing project constraints
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13
Q

What are the six typical competing project constraints?

A

Scope, Quality, Schedule, Budget, Resources, Risks

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14
Q

What are the 5 steps of Progressive Elaboration?

A
  1. Idea or concept (start very broad) 2. Formulate the idea 3. Business case 4. Feasibility study 5. Project (end very narrow)
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15
Q

What describes the phases of a project and happens for every project?

A

Project Life Cycle

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16
Q

The Project Life Cycle will be ??? for every application area

A

unique

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17
Q

Projects are always ??? (in regards to how long they last)

A

temporary

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18
Q

??? are ongoing indefinitely until shut down

A

Operations

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19
Q

What are the key differences between programs and projects?

A
  1. Programs have multiple related projects 2. Programs achieve benefites 3. Programs have Program Manager
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20
Q

What is a portfolio?

A

A book of all investments an organization can make in projects and programs and operations.

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21
Q

What is a subportfolio?

A

A component of a portfolio. Generally used for large businessess.

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22
Q

Can operations be part of a portfolio?

A

YES. Because it is an investment.

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23
Q

What term has these components below? 1. Supports project managers 2. Manages shared resources across the ??? 3. Coaching, mentoring, and training 4. Conducting project audits 5. Developing and managing processes and prcouedures 6. Developing and managing processes and procedures 7. Facilitating communications across projects

A

Project Management Office (PMO)

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24
Q

What are the three Project Management Office (PMO) types?

A

Supportive - consultative role, templates, training Controlling - compliance through a framework, specific forms and templates, governance Directive - directly manages the project as the PMO owns and controls the project lifee cycle

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25
Q

What are the 3 similar areas between projects and operations?

A
  1. Both involve employees 2. Both typically have limited resources: people, money, or both 3. Both are designed, executed, and managed
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26
Q

What is MACD?

A

Moving, Adding, Changing, Deleting

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27
Q

Projects develop new ??? or ???

A

products, services

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28
Q

Projects implement new ??? or ???

A

service, solution

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29
Q

Operations are ??? (time-wise)

A

ongoing

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30
Q

Operations have ??? actions

A

repetitive

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31
Q

What type of work focuses on maintenance and core business functions?

A

Operations

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32
Q

What is meant to coordinate, manage, and control projects, programs, and porfolio management in a uniform, consistent effort? - makes sure projects are managed in a consistent matter and methodology

A

Organizational Project Management (OPM)

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33
Q

What are 4 goals of OPM?

A
  1. Goals and Tactices 2. Value Decisions 3. Results Delivery 4. Business Value Realization
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34
Q

What do executives ask in regards to projects?

A

“Why should we do this project?” - Vision, Mission, Goals

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35
Q

What do functional managers ask in regards to projects?

A

“What are the mechanics of the projects that will help us achive the vision/goals/mission of the executives?” - Strategy, Tactices

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36
Q

What does operations ask in regards to projects?

A

“How can we help implement this project to achive the ‘what’ or the ‘why’?” - Lines of Balance (LOB), Core Functions

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37
Q

What is a project based organization?

A

An organization that bases their income on projects. Typically need very uniform approach to measure performance and profitability and value.

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38
Q

What term defines what are the rules and frameworks of how things are done?

A

Organizational Governance

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39
Q

“We don’t get to launch projects that don’t support our strategy” - what term relates to this?

A

Organizational Strategy

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40
Q

What is the Project Environment?

A
  1. The physical location of the project 2. The factors that influence a project (laws, regulations, rules, culture, ethics etc.)
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41
Q

What is an example of an external enterprise environmental factor?

A

The culture of the country or social aspects of the community where the project is taking place.

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42
Q

What does these items encompass? 1. Facilities 2. Equipment 3. Telecommunications channels 4. IT hardware and usability 5. Internal enterprise enviornmental factor

A

Infrastructure Environmental Factor

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43
Q

What processes are in the Inititate process group?

A
  1. Develop project charter 2. Identify stakeholders
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44
Q

What processes are in the Planning process group?

A
  1. Develop project management plan 2. Plan scope management 3. Collect requirements 4. Define scope 5. Create work breakdown structure (WBS) 6. Plan schedule management 7. Define activities 8. Sequence activities 9. Estimate activity resources 10. Estimate activity durations 11. Develop schedule 12. Plan cost management 13. Estimate costs 14. Determine budget 15. Plan quality management 16. Plan human resource management 17. Plan communcations 18. Plan risk management 19. Identify risks 20. Perform qualitative analysis 21. Perform quantitative analysis 22. Plan risk responses 23. Plan procurement management 24. Plan stakeholder management
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45
Q

What processes are in the Execute process group?

A
  1. Direct and manage project work 2. Quality assurance 3. Acquire project team 4. Develop project team 5. Manage project team 6. Manage communications 7. Conduct procurement 8. Manage stakeholder engagement
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46
Q

What processes are in the Monitoring and Controlling process group?

A
  1. Monitor and control project work 2. Integrated chagne control 3. Validate scope 4. Control scope 5. Control schedule 6. Control costs 7. Control quality 8. Control communications 9. Control risks 10. Control procurements 11. Control stakeholder engagement
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47
Q

What processes are in the Closing process group?

A
  1. Close project or phase 2. Close procurement
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48
Q

The raw data and facts about project work

A

Work Performance Data

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49
Q

The status of project work assignments, including percent complete, in progress, and start and finish dates

A

Work Performance Data

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50
Q

The analyzed work performance data. This is useable information to make decisions and contains status to actionable results.

A

Work Performance Information

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51
Q

Work performance information in communicable formatting. i.e. Status reports, Memos, Dashboards, Project updates - This helps stakeholders make decision

A

Work Performance Report

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52
Q

What 4 facts about tailoring processes for projects should we know?

A
  1. Choose what processes should be used on a project 2. What depth the process should be used 3. Not every process is needed on every project 4. The larger the proejct, the more processes are likely needed
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53
Q

What life cycle does the waterfall approach typically associate with?

A

Predictive Life Cycle

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54
Q

What life cycle is plan-driven, predicts the project life cycle, and cahnges to scope are tightly controlled?

A

Predictive Life Cycle (Waterfall Approach)

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55
Q

What life cycle has phases repeat through iterations, iterations creating deliverables, detailed scope is elaborated for each iteration, chagnes to the proejct scope are expected (starts simple and limited, becomes more complex with each increment)

A

Iterative and Incremental Life Cycle

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56
Q

What life cycle is change-driven, agile pm, rapid iterations or proejct work, backlog of requirements, changes to the project scope as expected?

A

Adaptive Life Cycles

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57
Q

What are the primary business documents for a project?

A
  • Project business case - Project charter - Project management plan - Benefits management plan
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58
Q

At the end of a phase, before you can move into the next phase, their is a review of what has been done so far. What is this called?

A

Phase Gate

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59
Q

You should always compare actual performance to ??? documents

A

business

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60
Q

What does KPI stand for?

A

Key Performance indicators

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61
Q

What is a Kill Point for a project?

A

The point at which a project should end. Those limits need to be decided on at the beginning: For example, if the project is 20% over, kill the project at the phase gate review.

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62
Q

What is an economic feasibility study?

A

Business Case

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63
Q

What is the term that defines: - Validity of benefits the proejct will create - Future project management decisions and actions - Maintained throughout the project

A

Business Case

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64
Q

Who is accountable for the development and maintenance of the business case?

A

Project Sponsor

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65
Q

Who is accountable for providing recommendations in the business case?

A

Project Manager

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66
Q

Can a business case be at the program level?

A

Yes

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67
Q

A business case defines what is ??? the need for action

A

prompting

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68
Q

The business case makes a statement documenting the businesss ??? or ??? to be addressed including hte value

A

problem, opportunity

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69
Q

The business case identifies the ??? of the project and the ??? affected

A

scope, stakeholders

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70
Q

Business case will look at how the project fits with the organization ???, ???, and objectives

A

strategies, goals

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71
Q

Business case will identify the ??? ??? or ??? of an opportunity

A

root cause, contributors

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72
Q

A ??? analysis is used in a business case.

A

gap

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73
Q

Identifies potential r??? in the business case.

A

risks

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74
Q

The business case makes a ??? on whether the business should pursue the potential project.

A

recommendation

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75
Q

What are the three potential analyses of a situation?

A
  1. It is required (to be fulfilled to address the problem or opportunity) 2. It is desired (to address the problem or opportunity) 3. It is option (not essential, not absolutely desired above other things)
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76
Q

A project outcome that provides value to the organization and the project beneficiaries

A

Benefit

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77
Q

Document use to define: - Create the project benefits - Maximize the project benefits - Sustain the project benefits

A

Project Benefits Management Plan

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78
Q

A Project Benefits Management Plan should highlight which 6 specific items?

A
  1. Target benefits - such as expected tangible and intangible value 2. Strategic alignment - the project benefits align to the business strategies 3. Timeframe - benefits by phase, short-term, long-term, and ongoing 4. Metrics - the measures to be used to show benefits realized, direct measures, and indirect measures 5. Assumptions - the factors expected to be in place or to be in evidence 6. Risks - the risks for realization of benefits
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79
Q

What are the 10 Project Management Knowledge areas?

A
  1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communication Management 8. Project Risk Management 9. Project Procurement Management 10. Project Stakeholder Management
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80
Q

What knowledge area acts as the “gears” of a project?

A

Integration Management

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81
Q

What are the 7 steps to Integration Management (KA)

A
  1. Develop project charter 2. Develop project management plan 3. Direct and manage the project work 4. Manage project knowledge 5. Monitor and Control Project Work 6. Perform Integrated Change Control 7. Close project or phase
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82
Q

What are the 6 steps to Scope Management?

A
  1. Plan scope management 2. Collect requirements 3. Define scope 4. Create WBS (Work Breakdown Structure) 5. Validate Scope 6. Control Scope
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83
Q

What are the 6 steps to Schedule Management?

A
  1. Plan schedule management 2. Define activities 3. Sequence activities 4. Estimate activity durations 5. Develop schedule 6. Control schedule
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84
Q

What are the 4 steps to Cost Management?

A
  1. Plan cost management 2. Estimate costs 3. Determine budget 4. Control costs
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85
Q

What are the 3 steps to Quality Management?

A
  1. Plan quality management 2. Manage quality 3. Control quality
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86
Q

What are the 6 steps to Resource Management?

A
  1. Plan resource management 2. Estimate activity resources 3. Acquire resources 4. Develop team 5. Manage team 6. Control resources
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87
Q

What are the 3 steps to Communications Management?

A
  1. Plan communications management 2. Manage communications 3. Monitor communications
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88
Q

What are the 7 steps to Risk Management?

A
  1. Plan risk management 2. Identify risks 3. Perform qualitative risk analysis 4. Perform quantitative risk analysis 5. Plan risk responses 6. Implement risk responses 7. Monitor risks
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89
Q

What are the 3 steps to Procurement Management?

A
  1. Plan procurement management 2. Conduct procurements 3. Control procurements
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90
Q

What are the 4 steps to Stakeholder Management?

A
  1. Identify stakeholders 2. Plan stakeholder engagement 3. Manage stakeholder engagement 4. Monitor stakeholder engagement
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91
Q

Do project managers have control over enterprise environmental factors?

A

Nope.

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92
Q

What are the two types of enterprise environmental factors?

A

Internal, External

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93
Q

Wht are internal enterprise environmental factors?

A
  1. Created by organization and outside the project 2. Organization culture, strucutre, and governance - leadership, vision, beliefs, bierarchy of management, ethics, and organization code of conduct expectations. 3. Phsyical location of resources and facilities - physical location of resources and worksites 4. Infrastructure of your oganizatino - equipmont, facitilites, tools ,communcation channels, technology, and the availability and capabilities of these resources 5. IT software - software for scheduling ,configuration management, online systems, and work authorization systems 6. Resource availability - people, tools, equipment, facilities, and materials. The internal processes to obtain resources, such as procurement, contracting, and subcontractors, can all influence the project management approach. 7. Employee capability, capabilities of the employees involved in the project
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94
Q

What are external enterprise environmental factors?

A
  1. External factos, conditions, and regualtions 2. Marketplace conditions - the marketplace you operate within 3. Cultural influences and issues - the politcal, climate, customer perceptions, and news 4. Laws and regulations 5. Commercial databses - databses to help predict cost and schedule, risk, studies, and benchmarking 6. Academic research 7. Government and industry standards, 8. Financial 9. Physicial enterprise environmental factors - weather, where it is taking palce
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95
Q

What are some organizational process assets?

A
  • Resources within an organization - Leveraged, researched, or interviewed - Historical information - Standards, policies, and organizational procedures - Standardized guidelines and performance measurements - Templates for project documents - Guidelines for adapting project management processes - Financial controls for purchasing, accounting codes, and procurement processes - Communication requirements such as standard forms, procuedures, and reports - Processes for project activities, such as change control, closing, communications, financial controls, and risk control procedures - Project closing procedures for acceptance, product validation, and evaluations
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96
Q

What 3 P’s can effect a project?

A

Processes, Policies, Procedures

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97
Q

Internal Processes for Project Management are?

A
  • Within framework of best practices - How your organization manages projects - Can be enterprise environmental factors or organization process assets
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98
Q

What 3 P’s are in “Initiating and Planning?”

A
  • Criteria for tailoring the organization’s standards processes and procedures - Organization standards - human resources polices, healh and safety policies, security, etc. - Product and project life cycle - project amangement methods, estimation metrics, process audits, improvement targets, checklists, etc. - Templates such as project management plans, project documents, project registers, report formats, contract templates, risk categories, risk statement templates - Preapproved supplier lists and variou types of contractual agreements
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99
Q

What 3 P’s are in “Executing, Monitoring and Controlling?”

A
  • Change control procedures - Procedures to modify project documents - Traceability matrices - Financial controls procedures - Issue and defect management procedures - Resource availability control and assignment management
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100
Q

What are the aspects of organization knowledge repositories?

A
  • Cataloging - Archiving - Retrievable - OPAs are part of knowledge repositories - ARchive at closure
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101
Q

What are some examples of organizational knowledge repositories?

A
  • Project files from past projects - Historical information and lessons learned - Issue and defect databases - Configuration management databases - Financial databases
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102
Q

What are some aspects of organization systems?

A
  • Provide structure and governance - Permissions - Work authorization - Employee discipline - Defined by organization management
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103
Q

What are some aspects of System Dynamics?

A
  • Relationship between components - Bureaucracy - Politics - Policies
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104
Q

What defines what you are allowed and not allowed to do in a project?

A

Governance

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105
Q

What defines the organizational structure?

A

Framework

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106
Q

What are some aspects of a Governance Framework?

A
  • Rules and organization policies - Procedures for activities - Cultural norms - Systems and processes - Framework influences how: Objectives are set and achieved, Rsik is monitored and assessed, Performance is optimized
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107
Q

Should a portfolio, program, and related projects use the same governance?

A

Yes!

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108
Q

What are some management elements of governance?

A
  • Division of work - Authority to perform work - Responsibility to perform work - Discipline of action - Unity of command - Unity of direction - Organization goals take precedence over individual goals - Paid fairly - Optimal use of resources - Clear communcation channels - Right materials to the right person for theright job at the right itme - Fair and equal treatment of people in the workplace - Clear security of work positions - Safety of people in the workplace - Open contribution to planning and execution by each person - Optimal morale
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109
Q

What are some approaches to approching projects?

A
  • Completing projects for others - Completing projects internally through a system - Completing projects as needed - Customers can be internal or external
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110
Q

What are the four factors you should pay attention to when it comes to organiziational structure types?

A
  • How the organization is built - Influences power for project manager - Affects the project manager approach - Affects how you answer exam questions
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111
Q

What are some organizational structure factors?

A
  • Oragnzaitonal objectives alignment - Strucutre by capabilities - Control, efficiency, and effectiveness - Escalation of decisions - Scop of authority - Simplicity of design - Delegation capabilities - Accountability - Responsibility - Adaptability - Efficiency - Cost -Physical locations - CLear communcation
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112
Q

What are the 10 organizational structure types?

A
  1. Organic or simple 2. Functional (Centralized) 3. Multidivisional 4. Weak matrix 5. Balanced matrix 6. Strong matrix 7. Project-oriented (Composite, Hybrid) 8. Virtual 9. Hybrid 10. PMO Structure
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113
Q

What is an organic (simple) structure?

A
  • Work groups within the organization are flexible - People work alongisde one another regardless of their roles in the organization - Project manager may have little to no authority over the project resources - Resources dedicated to the project are low - Owner of the organization will be the individual in charge of the budget - Unlikely that there’ll be any administrative staff to help the project manager
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114
Q

What are funcitonal organizations?

A
  • Sometimes called centralized organizations - CLear division of business units - Project managers in a functional organization (little authority and little autonomy - report ot a functional manager - project coordinators or team leaders - parttime role - little to no admin staff - functional manager manages project budget)
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115
Q

What are multidivisional structure?

A
  • Replication of functions for each division - Similar to the functional organization - Project manager will have little authority - Project corrdinator - Resources for the project will be part time - Could a parttime admin staff - Functional manager manages project budget
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116
Q

What is a weak matrix?

A
  • Team has a blend of departmental and project duties - Project manager has limited authority, management and team is part time, project coordinator or team leader , part-time admin staff) - Functional manager manages the project budget
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117
Q

What is a balanced matrix?

A

Defines authority beweteen project manager and functional manager - project manager has low to mod amount of authority, management of a part time project team, part time role as project manager, may have part time admin staff to help expedite - project manager and fucntional manager share management of the project budget

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118
Q

What is a strong matrix?

A

Project manager has moderate to high level of power, management of a prt time to nearly fulltime project team, fulltime role as a project manager, full time admin staff to help expedite the project - project manager manages the project budget

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119
Q

What is project-oriented?

A

Groups employees, collocated or not, by activities on a project - The PM: – Complete or close to complete power – High level of autonomy over projects – Work full time on the project with their team - full time admin staff -manages the budget

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120
Q

What is virtual organization?

A
  • Utilized a network structure within the organizaiton - Points of contact represent the different departments - Communication can be a challenge - Project manager has low authority over the project team - Shares authority over the project budget with the functional manager - Project manager could be full time or part time - Project team membes are likely to be part time - Admin staff for the project could be part time or full time
121
Q

What is a hybrid organization?

A
  • Composite structure (blend of all these different structures) - Blend of other organization types - Special projects - Project manager power unique to the structure
122
Q

What are the roles of the project manager?

A
  • Manage things, lead people > manage the project, lead people to conclusion - Get things done > Working in the system and framework - Active listener >Receiver restates what the sender has said to clarify and confirm
123
Q

What’s the most important skill of a PM?

A

Communication

124
Q

What are formal communications?

A

Reports, presentations

125
Q

What are informal communications?

A

Emails, Hallway Meetings

126
Q

What are vertical communications?

A

Following the organizational flowchart

127
Q

What are horizontal communications?

A

Following director-to-director communication

128
Q

What is the role of the PM?

A
  • Manage things, lead people > Manage the project, lead people to conclusion - Gets things done >Working in the system and framework - Active listener > Receiver restates what the sender has said to clarify and confirm
129
Q

What is internal communication?

A

Team member to team member.

130
Q

What is external communication?

A

Project manager to an external customer.

131
Q

What is formal communcations?

A

Reports and presentations

132
Q

What is informal communications?

A

Emails and “hallway” meetings

133
Q

What are vertical communications?

A

Follow the orgainzation flowchart

134
Q

What are horizontal communications?

A

Director-to-director

135
Q

What is the project team?

A

Leads and directs the team

136
Q

Who works with managers to access resources?

A

Organizational managers

137
Q

Who works with the project management office?

A

Project Management Office (PMO)

138
Q

Who reports on the project status and progress?

A

Steering Committee

139
Q

What are some characteristics of organization influence that you will find?”

A

Policies, Modes of operations, Underlying culture, Political allianaces, Differing motivations, Conflicting interests, Power struggles

140
Q

What are various culture and industry influences in managing a project?

A
  1. Current trends and practices 2. Project management communities 3. Project management education 4. Application areas
141
Q

What is the Competency Model?

A
  1. Unconsciously Incompetent - unaware of a skill that you don’t have 2. Consciously incompetent - aware that you don’t have the skill 3. Consciously Competent - Learn and practice the skill 4. Unconsciously competent - do the skill without thinking 5. Chose Conscious Competence - Practice and maintain the skill
142
Q

What are the three values of a PM?

A

Knowledge: Understanding project management Performance: Accomplish as a PM Personal: Behavior, Effectiveness, character, leadership

143
Q

What are the three technical project management skills?

A
  1. Apply project management knowledge 2. Knowledge areas are technical project skills 3. Business skills and business expertise
144
Q

What are some ciritical project management skills?

A
  1. critical project sucess factors 2. schedule mangement 3. selected financial reports 4. issue log maintenance 5. tailor techniques and methods 6. plan thoroughly and prioritize 7. manage schedule, cost, resources, and risks
145
Q

What are the three strategic and business management skills?

A
  1. Ability to see the high-level overview of the organization 2. Effectively negotiate and implement decisions 3. Knowledge of other functions such as finance, marketing, and operations
146
Q

What are the 8 leadership skills?

A

Guide, Motivate, Negotiate, Resilience, Communicate, Solve, Think, Interpersonal

147
Q

What is transcationional leadership?

A

Rewards top performers, punishes bad performers, middle ones get nothing

148
Q

What is a servant leader?

A

Focuses on putting others first and the needs of the people he serves?

149
Q

What is a laissez faire leader?

A

The project leader takes a hands off approach to the project. this means the project team makes decisions and creates goals - it can be dangerous when not checked by a leader that comes in

150
Q

what is a transformational leader?

A

project leader inspires and motivates project team to get stuff done

151
Q

what is a charismatic leader?

A

the project leader is motivating, has high energy, and inspires team through strong convictions about what’s possible and waht the team can achieve

152
Q

what is an interactional leader?

A

project leader is a hybrid of transactional, transformational, and charismatic

153
Q

What is positional power?

A

Result of the position of the project manager - this is also known as formal, authoritative, and legitimate power

154
Q

what is informational power?

A

is the control of data gathering and distribution of information - keeps information to keep power

155
Q

what is referent power?

A

respected or admired because of past experiences - the project team or stakeholders have workd with the project manager before

156
Q

what is situational power?

A

because of certain situations in the organization, such as a change in leadership or change in the project team

157
Q

what is personal or charismatic power?

A

you are just a good guy, and that’s great

158
Q

what is reward power?

A

employees act upon rewards

159
Q

what is ingratiating power?

A

gains favor through flattery - false power as this wears down > this wears down over time

160
Q

what is pressure based power?

A

can restrict choices to get the project team to perform and do the project work

161
Q

what is guilt based power?

A

makes the team feel guitly to do objective

162
Q

what is persuasive power?

A

maniuplating others to reach end goal - persuade people toward a specific out come or decision

163
Q

what is avoiding power?

A

refuses to act, get involved, or make decisions

164
Q

What are the three types of integration?

A
  1. Process Level Integration 2. Congnitive Level Integration 3. Context Level Integration
165
Q

What are some actions taken in Project Integration management?

A
  1. Alignment of benefits, management, project life cycle 2. Creating the project management plan 3. Creating and managing project knowledge 4. Managing performance and changes of the activities 5. Making integrated decisions 6. Measuring and monitoring the project’s progress 7. Meet project objectives 8. Collecting, analyzing, and commmunicating project data 9. Completing the work; formally closing phase, contract, and project 10. Managing phase transitions
166
Q

Project Integration Management Trends?

A
  • Automated tools (PMIS) - VIsual management tools instead of plans - Project knowledge management - Project manager’s increased responsibility (Business case development, Benefits management) - Hybrid methodologies (Adaptive, Predictive)
167
Q

What are some elements of tailoring project integration management?

A
  • Tailor the processes as needed
  • As allowed by governance
  • Enterprise enviornmental factors
  • PMOs
168
Q

What are some considerations for Adaptive Environments?

A
  • Team members are local domain experts
  • Team members determine how plans and components should integrate
169
Q

What elements of a project can be tailored?

A
170
Q

How should PMs approach Team Members?

A
171
Q

What is the project charter process? (chart)

A
172
Q

What are some elements of project charter creation?

A
  • Authorizes the project and project manager
  • Authorized external to the project (from stakeholder or boss)
  • Appropriate power
  • Portfolio Steering Committee
  • Usually once, can be multiple points in projects for each phase gate (rarely is the case though)
173
Q

What does the business case for a project charter describe?

A

Market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, social need

174
Q

What are some enterprise environmental factors?

A

Government or industry standards, legal and regulatory requirements, marketplace conditions, organizational culture and political climate, organizational governance framework, stakeholders’ expectations and risk thresholds

175
Q

What are some organizational process assets?

A
176
Q

What are some ways to gather data for a project charter?

A
177
Q

What are some interpersonal and team skills?

A
178
Q

What are the main objectives for each project charter?

A
179
Q

What are some ways benefits are measured to determine if a project should be done?

A
180
Q

How to calculate Future Value?

A
181
Q

How to calculate Present Value?

A
182
Q

Where are assumptions and constraints documented in?

A

The Assumption Log

183
Q

What are project assumptions?

A

Things that the PM will assume to be true… i.e. vendor delivering on time

184
Q

What are project constraints?

A

Project items that MUST be adhered to.

185
Q

What is the process in developing the project management plan?

A
186
Q

Project management plan should be baselined. After baseline, ??? ??? is required to update the plan

A

Change Control

187
Q

What is the purpose of the PM plan?

A
  • Communicates intent of the project
  • Servs as a guide for the project manager
  • Provides the project structure
  • Provides documentation
  • Provides baselines
188
Q

Who are the planning participants for a project?

A
189
Q

What are some required skills of planning participants?

A
190
Q

The planning meeting happens before the ??? meeting

A

kickoff

191
Q

What are the objectives of kick of meeetings?

A

end of planning and start of execution phase - to communicate objectives, gain team commitment, explain stakeholder roles and responsibilities

192
Q

What are the various types of kick of meetings for each project size?

A
193
Q

What is each section of the project management plan? (think puzzle pieces)

A
  1. Scope management plan (how scope will be defined, developed, monitored, controlled, and validated
  2. Requirements management plan (how requirements will be analyzed, documented, and managed)
  3. Schedule management plan (critieria and the activities for developing, monitoring, and controlling the schedule)
  4. Cost management plan (how costs will be planned, structured, and controlled)
  5. Quality management plan (how an organization’s quality policies, methodologies, and standards will be implemented in the project)
  6. Resource management plan (how project resources are categorized, allocated, managed, and released)
  7. Communications management plan (how, when, and by whom information will be administered and disseminated)
  8. Risk management plan (how risk management activities will be structured and performed)
  9. Procurement management plan (how the project team will acquire goods and services from outside of the performing organization)
  10. Stakeholder engagement plan (how stakeholders will be engaged in project decisions and execution)
194
Q

What is scope baseline?

A

Scope statement, work breakdown structure, and the WBS dictionary

195
Q

What is schedule baseline?

A

Schedule model that is used as a basis for comparison to the actual results

196
Q

What is a cost baseline?

A

Time phased project budget that is used as a basis for comparison to the actual results

197
Q

What is a change management plan?

A

How change requests will be authorized and incorporated

198
Q

What is a configuration management plan?

A

How the information about the items of the project will be recorded and updated

199
Q

What is a performance measurement baseline?

A

Integrated scope-schedule-cost plan for the project to measure and manage performance

200
Q

What is a project life cycle?

A

Phases that a project passes through

201
Q

What is a development approach?

A

Product service or result development approach - such as predictive, agile, iterative, or a hybrid model

202
Q

What are management reviews?

A

Points to review the project progress and performance

203
Q

What are some project docs?

A
204
Q

ITO: Direct and Manage Project Work?

A
205
Q

What are the different types of deliverables for projects?

A
  • Any unique and verifiable product, result, or capability
  • Typically the outcomes of the project
  • Can include components of the project management plan
206
Q

What is configuration management?

A

Making sure there is documented consistency between versions of project updates.

207
Q

What is work performance data?

A
208
Q

What are some examples of work performance data in relation to scope, schedule, cost, and quality?

A
209
Q

What are some samples of work performance data in relation to communication, risks, and procurement?

A
210
Q

What is an issue?

A

A risk event that has occurred.

211
Q

What information is stored in the issue log?

A
212
Q

Flip this card to look at an issue log sample…

A
213
Q

What are the ITTOs of managing project knowledge?

A
214
Q

What is explicit knowledge?

A

Knowledge that can be quickly and easily expressed through conversations, documentation, figures, or numbers

215
Q

What is tacit knowledge?

A

Knowledge that’s more difficult to express because it’s personal beliefs, values, knowledge gain from experience, and “know-how” when doing a task

216
Q

What are some knowledge management techinques?

A
217
Q

What are the ITTOs for monitoring and controlling the work?

A
218
Q

What are the differences between monitoring and controlling?

A
219
Q

What are some things done in monitoring and controlling?

A
  • Comparing actual project performance against the project management plan
  • Assessing performance to determine the need for corrective or preventive actions
  • Checking the status of individual project risks
  • Maintaining accurate, timely information concerning the product
  • Providing information for status reporting, progress measurement, and forecasting
  • Providing forecasts for cost and schedule
  • Monitoring implementation of approved changes
  • Reporting on project progress and status
  • Ensuring that the project stays aligned with the business needs
220
Q

What is an alternative analysis for monitoring and controlling?

A

corrective and prevent actions to fix problems and to prevent problems

221
Q

what is a cost benefit analysis?

A

cost of the proposed corrective actions and the consideration of the benefits the actions will create

222
Q

what is earned value analysis?

A

earned value management is a suite of formulas that helps to show project performance

223
Q

What is root cause and causal analysis?

A

determining what activites, people, organizational processes, or other factors are contributing to an effect

224
Q

What is trend analysis?

A

recurring problems, threats, opportunities

225
Q

What is variance analysis?

A

difference of planned and experienced

226
Q

What are the ITTOs for integrated change control?

A
227
Q

What are the elements of integrated change control?

A
  • happens throughout the project
  • responsibility of the PM
  • happens after a baseline established
  • examines the effect of change on the entire project
  • verbal changes happen, but should be documented
228
Q

What are the elements of change requests?

A
  • entered into change management system
  • or configuration management system (feature and functions)
  • approved, deferred, rejected changes
  • change approval level is defined in project plan
  • Change Control Board may be utilized
  • Over/Under change approval/rejections
  • process can create change requests
  • corrective, preventative action
  • defect repair
  • updates to formally controlled documents
229
Q

What is configuration identificaiton?

A

Identification and documentation of the product and its components

230
Q

what is configuration status accounting?

A

Includes the documentation of the product information

231
Q

what is configuration verification and auditing?

A

concerned with performance and functional attributes of the product

232
Q

What is the integrated change control workflow?

A
233
Q

What are some ways for controlled decision making in integrated change control?

A

Voting (unanimity, majoirty, plurality)

Autocratic (one person decides)

Multicriteria decision analysis (decision matrix for systematic analytical approach, predefined criteria for accepting or rejecting changes)

234
Q

What are the ITTOs of closing the project or phase?

A
235
Q

What is administrative closure?

A
  1. close project accounts
  2. reassign personell
  3. dealing with excess project material
  4. reallocating project facilities, equipment, and other resources
  5. creating the final project reports
236
Q

how to close contractual agreement?

A
  • confirm the formal acceptance of work
  • finalize open claims
  • updating records to reflect results
  • archiving information for future
237
Q

What are some closing activiites?

A
  • finalize project or phase records
  • audit project for success or failure
  • manage knowledge sharing and transfer
  • complete lessons learned
  • archive project information
  • transfer the project’s products, services, or results
  • collecting any suggestions for improving or updating organization policies
  • sending improvement suggestions to appropraite organizational unit
  • measuring stakeholder satisfaction
238
Q

what is covered inthe final project report after closing?

A
  • summary of the project or phase
  • scope objectives and evidence that completion was met
  • quality objectives and reasons for variances
  • cost objectives and reasons for any variances
  • schedule objuectives and reasons for any variances
  • summary of the validation for the final product, service, or result
  • review of meeting/failing business objectives
  • review of risks managed with the project
239
Q

What are the ITTOs of planning scope management?

A
240
Q

The project scope management plan defines how the scope will be….

A

Defined, developed, monitored, controlled, validated

241
Q

Planning is a ??? process?

A

iterative

242
Q

What is the scope management plan?

A

Not the project scope, how to create the projet scope statement, how WBS will be created, how the scope baseline will be approved and miaintained, how formal aceptance of the deliverable happens

243
Q

What is the requirements management plan?

A

Requirements activities will be planned tracked and reported, configuration management activities, requirements prioritization process, metrics that will be used, requiremnets traceablitiy matrix (RTM)

244
Q

What is the difference between a product scope and a project scope?

A

Product is the features and functions, - project scope is the work to be completed

245
Q

How is the scope defined in each different types of styles of pming?

A
246
Q

What does a business analyst do?

A

Defines manages and controls requirements - can begin with needs assessment

247
Q

BAs help to do what during a project? what are their roles?

A

They elicit, document, and manage stakeholder requirements to meet objectives - facilitate implementation of end result

248
Q

BA has requirements - PM has delivery responsibility

A
249
Q

what is the inverted trinangle model?

A
250
Q

what is grooming the backlog?

A

backlog refinement is the prioiticaiotn backlog items - entire pojet team may participate in backlog grooming

251
Q

what is the source for all product requirements?

A

product backlog - product owner sorts and priotizes - dev team works on most important to least important

always priotize before next sprint - team determines what can actually get done

252
Q

What are the ITTOs for collecting requirements?

A
253
Q

what identifies who the stake holders are?

A

The stakeholder register

254
Q

focus groups have ??? moderator for stakeholders

A

neutral

255
Q

what are the different types of group decisions?

A
256
Q

what does a multicriteria analysis for decisions in excel?

A
257
Q

what diagram is used to categorize ideas in a collaborative method?

A

affinity diagram - groups ideas into clusters each of whic can be broke ndow nagain to analyze each subset -

258
Q

brainstorming process called ??? mapping

A

mind mapping - branching

259
Q

what is the nominal group technique?

A
260
Q

what is joint application design?

A

intesnse hammering out of code to finish project

261
Q

what is quality functional deployment?

A

the slower way to do projet - focues on quality over slow time unlike theo ther one

262
Q

what is agile requirments gathering?

A
263
Q

what is a context diagram?

A

diagram that maps out the entire system

264
Q

what are the six blocks of managing requiremtnets?

A
265
Q

what are the ITTOs of deifining scope?

A
266
Q

what are the eefs and opas of scope definition?

A
267
Q

whats in a projet scope statement?

A
268
Q

project charter vs project scope differeneces?

A
269
Q

what are the ITTOs of the wbs?

A
270
Q

what is in a wbs?

A
271
Q

what is a control account plan?

A

that 75 grand for the project - cannot exceed the plan or “cap”

272
Q

what does a WBS dictionary include?

A
273
Q

what is the scope baseline includes?

A

project scope statement, wbs, wbs dictionary

274
Q

what are the ITTOs for validating scope?

A
275
Q

what is maintaining the scope baseline integrity?

A

maintinag the project stays IN SCOPE

276
Q

what are ITTOs of controlling scope?

A
277
Q

what is a variance analysis?

A

what was requested, what was delivered difference

278
Q

what is trend analysis…

A

project performance over time - making deisions on ternds in past

279
Q

what arer four things to worry about when tailoring schedule management processes?

A
280
Q

what is the theory of contraints?

A

find the limiting factor/most restictive restraint on a project , then do what it takes to fix it so that it no longer is a limiting factor === like time, cost, etc.

sceitnific approach to impovement

281
Q

what is the typical adaptive environment sprint process

A
282
Q

What are the ITTOs for planning schedule management

A
283
Q

what does the schedule management plan include?

A
284
Q

What are the ITTOs of deining activiites?

A
285
Q

what is rolling wave planning?

A

imminent work is plannet d i ndetail

distant work is planned at a high level

future work approaches more plannig

focus on most import

form of progressive elaboration

286
Q

what is rolling wave planning visual?

A
287
Q

what is the activity list?

A

separate document that lists all project ativities - activity aidentifier and scope of work desciption

288
Q

what is a lead vs lag?

A

lead is negative time when we allow things to overlap in time during a projet

lag is positive time when we don’t ohave things overlapping - you ar e lagging behind

289
Q

what are the level of effort activites ?

A

support activites like reporting and budgeting

290
Q

what are discrete effort activities?

A

required to complete the project scope - most activites are discrete effort activities

291
Q

what is apportioned effort?

A
  • quality assurance
  • integrated change control
  • communications
292
Q

milestones are just what?

A

markers - no time, usually after phases or gates or whatever. up traingle is planned, down traingle is acual - line between shows variance

293
Q

what are the three projet activites sequencing?

A

cmputer driven, manual process, blended approach

294
Q

what are theittos of sequencing projett catctivities?

A
295
Q

what are the diferent dependency determinations?

A

mandatoy dependencies - hard logic

discertionay dependencies - soft logi

external dependinges - external constraint

internal dependencies - type of hard logic

296
Q

what is a precedence diagrmmming method look like?

A
297
Q

What are the ITTOs for sequencing project activities?

A
298
Q

What is hard logic vs soft logic?

A

Hard? MUST BE IN THIS ORDER

Soft? FLEXIBLE ORDER OF SEQUENCED ACTIVITIES

299
Q
A

PMP (old) (2 decks)

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