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PROJECT MANAGEMENT > PPT1 - CH2 > Flashcards

PPT1 - CH2 Flashcards

1
Q

originate from the environment outside of the project and not under the control of the project team

A

Enterprise Environmental Factors

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2
Q

are internal to the organization and are specific to and used by the performing organization

A

Internal Organizational Process Assets (OPA’s)

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3
Q
  • Organizational culture, structure, and governance
A

Enterprise Environmental Factors
Internal to the Organization:

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4
Q
  • Geographic distribution of facilities and resources
A

Enterprise Environmental Factors
Internal to the Organization:

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5
Q
  • Infrastructure
A

Enterprise Environmental Factors
Internal to the Organization:

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6
Q
  • Information technology software
A

Enterprise Environmental Factors
Internal to the Organization:

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7
Q
  • Resource availability
A

Enterprise Environmental Factors
Internal to the Organization:

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8
Q
  • Employee capability
A

Enterprise Environmental Factors
Internal to the Organization:

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9
Q
  • Market place conditions
A

Enterprise Environmental Factors
External to the Organization:

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10
Q
  • Legal restrictions
A

Enterprise Environmental Factors
External to the Organization:

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11
Q
  • Social and cultural influences and issues
A

Enterprise Environmental Factors
External to the Organization:

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12
Q
  • Commercial databases
A

Enterprise Environmental Factors
External to the Organization:

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13
Q
  • Academic research
A

Enterprise Environmental Factors
External to the Organization:

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14
Q
  • Government or industry standards
A

Enterprise Environmental Factors
External to the Organization:

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15
Q
  • Financial considerations
A

Enterprise Environmental Factors
External to the Organization:

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16
Q
  • Physical environmental elements
A

Enterprise Environmental Factors
External to the Organization:

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17
Q
  • Initiating and planning
A

Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures

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18
Q
  • Executing, monitoring, and controlling
A

Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures

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19
Q
  • Closing
A

Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures

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20
Q
  • Configurations management knowledge (Baselines, etc.)
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

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21
Q
  • Financial data (labor hours, incurred cost, consumables cost, etc.)
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

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22
Q
  • Metrics data
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

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23
Q
  • Historical information and lessons learned knowledge repositories
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

24
Q
  • Issues and defects management data
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

25
Q
  • Project files or documents from previous projects (Scope, cost, schedule, KPI’s, etc.)
A

Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories

26
Q

refers to the framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals.

A
  • Project governance
27
Q

are typically the responsibility of an organization’s management.

A
  • Systems
28
Q

operate within the constraints imposed by the organization through their structure and governance framework.

A
  • Projects
29
Q

Organizational Structure Types (5)

A

Functional
Divisional
Matrix
Network
Team-based or boundaryless

30
Q

Influence of the Governance Framework

A
  • Objectives of the organization are set and achieved,
  • Risk is monitored and assessed, and
  • Performance is optimized.
31
Q

A design that groups people together on the basis of their common expertise and experience or because they use the same resources

A
  • Functional
32
Q

A structure in which functions are grouped together according to the specific demands of products, markets, or customers

A
  • Divisional
33
Q

A structure in which people and resources are grouped in two ways simultaneously: by function and by project or product.

A
  • Matrix
34
Q

Is a cluster of different organizations whose actions are coordinated by contracts and agreements rather than formal hierarchy of authority

A
  • Network
35
Q

Is composed of people who are linked by computers, faxes, CAD systems, and video teleconferencing and they may rarely see one another face to face and are not formal member of an organization.

A
  • Team-based or Boundaryless
36
Q

Authority of types of organizational structure

A

Functional (centralized) <–> Team-based (decentralized)

37
Q

organizational setup in which the authority to make important decisions is retained by managers at the top of the hierarchy.

A
  • Centralized
38
Q

An organizational setup in which the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy.

A
  • Decentralized
39
Q
  • is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
A

Project Management

40
Q

Effective Project Management helps to:

A
  • Meet business objectives
  • Satisfy stakeholder expectations
  • Be more predictable
  • Increase the chances of success
  • Deliver the right products at the right time
  • Resolve problems and issues
  • Respond to risk in a timely manner
  • Optimize the use of organizational resources
  • Identify, recover, or terminate failing projects
  • Manage constraints
  • Balance the influence of constraints
  • Manage change in a better manner
40
Q
  • is accomplished through the appropriate application and integration of the project management processes identified for the project.
A

Project Management

41
Q
  • enables organizations to execute projects effectively and efficiently. (Sec. 1.2.2, PMBOK 6e)
A

Project Management

42
Q

Poorly managed projects may result in (Sec. 1.2.2, PMBOK 6e):

A
  • Missed deadlines,
  • Cost overruns,
  • Poor quality,
  • Rework,
  • Uncontrolled expansion of the project,
  • Loss of reputation for the organization,
  • Unsatisfied stakeholders, and
  • Failure in achieving the objectives for which the project was undertaken.
43
Q

Managing a Project Includes:

A
  • Identifying project requirements;
  • Addressing the various needs, concerns, and expectations of stakeholders;
  • Establishing and maintaining active communication with stakeholders;
  • Managing resources; and
  • Balancing the competing project constraints (Scope, schedule, etc.)
44
Q

Drivers of Project Management

A
  • Compression of Product Life Cycle
  • Knowledge Explosion
  • Triple Bottom Line (Planet, People, Profit)
  • Increased Customer Focus
45
Q

Formal, disciplined, purely logical parts of the process. “Science”

A
  • The Technical side:
46
Q

involves the messier, often contradictory and paradoxical world of implementation. “Art”

A
  • The Sociocultural side
47
Q

(READ LANG) The output may be an input to another process or a deliverable of the project or phase gate.

A
  • May be used once or at predefined points in the project,
  • The processes may be performed periodically as needed, or
  • The processes are performed continually throughout the project.
48
Q

The knowledge areas (in construction) are:

A
  • INTEGRATION
  • SCOPE
  • SCHEDULE
  • COST
  • QUALITY
  • RESOURCE
  • COMMUNICATIONS
  • RISK
  • PROCUREMENT
  • STAKEHOLDER
  • FINANCIAL
  • SAFETY AND HEALTH
48
Q

The physical or electronic representation of the work performance information.

A
  • Work Performance REPORT
49
Q

The processes are also categorized according to the ___ . These are identified areas defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

A

Knowledge Areas

50
Q

The PMBOK groups processes into five categories called the Process Groups. Process Groups are not Project Phases! The five process groups are:

A
  • INITIATING PROCESS GROUP
  • PLANNING PROCESS GROUP
  • EXECUTING PROCESS GROUP
  • MONITORING AND CONTROLLING PROCESS GROUP
  • CLOSING PROCESS GROUP
51
Q

the PMBOK is a guide, and not a methodology in itself.

A
  • Tailoring
51
Q

Raw observations and measurements during activities performed (PMBOK 6e, Sec. 1.2.4.7).

A
  • Work Performance DATA
52
Q

The data is analyzed in context and integrated based on relationships across areas.

A
  • Work Performance INFORMATION

PROJECT MANAGEMENT (7 decks)

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