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PMP - Udemy Flashcards

1
Q

Enterprise Environmental Factors (EEF) & Organizational Process Assets (OPA)

A

Influence the project management approach

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2
Q

Enterprise Environmental Factors (EEF)

A

Originate from outside the project and often outside the enterprise
Internal - Created how you behave
Outside - Osha / Law / Contract

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3
Q

Organizational Process Assets (OPA)

A

Created for projects and by experience
Processes, Policies, and Procedures; Organizational Knowledge Repositories

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4
Q

Organizational Systems

A

Play a significant role in the life cycle of the project
Governance Framework
Management Elements
Organizational Structures
Hierarchy

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5
Q

Role of Project Manager

A

1- Lead the Team to achieve objectives
2- Balance the competing objectives
3- Communicate with Stakeholders
4- Contribute to business value

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6
Q

Project Integration Management

A

1- Develop Project Charter (1st)
2- Develop Project Management Plan
3- Direct and manage Project Work
4- Manage Project Knowledge
5- Monitor and Control Project Work
6- Perform Integrated Change Control
7- Close Project or Phase (Last)

49 Processes

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7
Q

Project Scope Management

A

6 Processes

1- Plan Scope Management
2- Collect Requirements
3- Define the Scope
4- Create a Work Breakdown Structure
5- Validate the Scope
6- Control Scope

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8
Q

Project Schedule Management

A

1- Plan Schedule Management
2- Define Activities
3- Sequence Activities
4- Estimate activity durations
5- Develop a Schedule
6- Control Schedule

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9
Q

Project Cost Management

A

(Chapter 7th)
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs

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10
Q

Quality in Project Management

A

Plan Quality Management
Manage Quality
Control Quality

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11
Q

Project Resources Management

A

Plan resource Management
Estimate activity resources
Acquire Resources
Develop Team
Manage Team
Control Resources

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12
Q

Project Communications Management

A

Plan, Manage Monitor

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13
Q

Project Risk Management

A

Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Implement Risk Responses
Monitor Risks

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14
Q

Project Procurement Management

A

Plan Procurement Management
Conduct Procurements
Control Procurements

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15
Q

Project Stakeholder Management

A

Identify Stakeholders
Plan Stakeholder Engagement
Manage Stakeholder Engagement
Monitor Stakeholder Engagement

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16
Q

Business Value Creation

A

Tangible: Monetary assets; Stockholder equity; Fixtures and Tools; Market Share
Intangible: Goodwill and Reputation; Brand Recognition; Public Benefit; Trademarks; Strategic Alignment

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17
Q

Why are Projects Created

A

1- Regulatory, Legal, or Social Requirements
2- Stakeholder Request
3- Technological Advances
4- Create, improve, or fix products, processes, or services

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18
Q

What is Project Management

A

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

49 PM Processes

5 Process Groups
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing

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19
Q

Project Management Life Cycle

A

IPECC
Initiation
Planning
Execution
Controlling
Closing

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20
Q

types of PMO

A

Supportive
Controlling
Directive

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21
Q

Supportive PMO

A

The consultative role, templates, training

22
Q

Controlling PMO

A

compliance through a framework, specific forms, templates, governance

23
Q

Directive PMO

A

directly manages the project as the PMO owns and controls the project life cycle

24
Q

Organizational Structure Types

A

Organic Or Simple
Functional (Centralized)
Multidivisional
Weak Matrix
Balanced Matrix
Strong Matrix
Project-Oriented (Composite, Hybrid)
Virtual
Hybrid
PMO Structure

25
Organic Or SImple
Workgroups within the organization are flexible People work alongside one another regardless of their roles in the organization The project Manager May have little to no authority over the project resources resources Dedicated to the project are low Resources dedicated to the project are low Owner of the organization will be the individual in charge of the budget Unlikely that the therell be any administrative staff to help the project manager
26
Functional Organization
Sometimes called centralized organizations Clear division of business units Project Manager in a functional Organization little authority and little e autonomy report to a functional manager Project Coordinators or Team Leaders Part-Time Role Little or no administrative Staff Functional Manager Manages the Project Budget
27
Multi Divisional Structure
Replication of Functions for each division Similar to the Functional Organization Project Manager will have little authority Project Coordinator Resources for the project will be Part Time Could a Part-Time Administrative Staff Functional Manager Manages Project Budget
28
Weak Matrix
The team has a blend of departmental and project duties Project Manager: - limited authority - Mgt of a part-time project team - part-time - Project coordinator or team leader - Part-Time Administrative Staff Functional Manager Manages the Project Budget
29
Balanced Matrix
Project Manager - Low to moderate amount of authority - management of a part-time project team - Part-time role as a project manager - May have part-time administrative staff to help expedite the project Project Manager and Functional Manager Share Management of the Project Budget
30
Strong Matrix
Project Manager: - Moderate to the high level of power - management of a part-time to the nearly full-time project team - Full-time role as a Project Manager - Full-time administrative staff to help expedite the project Project Manager Manages the project budget
31
Project-Oriented
Groups employees, collocated or not by activities on a Project Project Manager - Complete, or close to complete, power - High level of autonomy over projects - Work full-time on the project with their team - A full-time administrative staff - Manages the budget
32
Virtual Organization
Utilizes a network structure within the organization 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 members are likely to be part time administrative staff for the project could be part-time or full-time.
33
Hybrid
Composite structure A blend of other organization types Special Projects Project Manager Power Unique to the Structure
34
PMO Structure
Pmo organizes and managers control over all projects - Program Management Office - Project Office or Program Office - Uniform Approach Share Resources Offer Coaching and communication Change Control and stakeholder management Help resolve issues
35
Transactional Leader
Management by Exception Reward and Punishments
36
Servant Leader
Focuses on Needs of the team and people served Putting others first Opportunity for growth Education Autonomy
37
Laissez-Faire
Hands Off Project Tam makes Decisions
38
Transformational Leadership
Motivational Empower Inspiring
39
Charismatic leadership
Do as I do Now, Motivating Helps achieve the project Goals.
40
Interactional Leadership
Fantastic Hybrid Transactional, Transformational CHarismatic
41
Positional Power
Formal, authoritative and legitimate power
42
Informational Power
Control Data / Information
43
Referent Power
Respected or admired because of past experiences
44
Situational Power
Change in leadership or change in the project team.
45
Personal Or Charismatic
Warm Personality Friendly
46
Reward Power
Rewards the project team
47
Ingratiating Power
Gainfs favor through flattery false power
48
Pressure-Based Power
Restrict choices to get the team project to perform
49
Guilt Base Power
Feel Guilty in order to gain compliance
50
Persuasive Power
Persuade to specific outcome or decision
51
Avoiding power
refuses to act or to make involved

PMP (4 decks)

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