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PMP > Processes > Flashcards

Processes Flashcards

0
Q

Develop Project Management Plan

A

PG: Planning
KA: Integration

4.2 The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.

TT

  • Expert judgment
  • Facilitation techniques
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1
Q

Develop Project Charter

A

PG: Initiating
KA: Integration

4.1 The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

TT

  • Expert judgment
  • Facilitation
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2
Q

Direct and Manage Project Work

A

PG: Executing
KA: Integration

4.3 The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

TT

  • Expert judgment
  • PMIS
  • Meetings
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3
Q

Monitor and Control Project Work

A

PG: Monitoring and Controlling
KA: Integration

4.4 The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

TT

  • Expert judgment
  • Analytical techniques
  • PMIS
  • Meetings
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4
Q

Perform Integrated Change Control

A

PG: Monitoring and Controlling
KA: Integration

4.5 The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

TT

  • Expert judgment
  • Meetings
  • Change control tools
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5
Q

Close Project or Phase

A

PG: Closing
KA: Integration

4.6 Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.

TT

  • Expert judgment
  • Analytical techniques
  • Meetings
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6
Q

Plan Scope Management

A

PG: Planning
KA: Scope

5.1 The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

TT

  • Expert judgment
  • Meetings
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7
Q

Collect Requirements

A

PG: Planning
KA: Scope

5.2 The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

TT

  • Interviews
  • Focus groups
  • Facilitated workshops
  • Group creativity techniques
  • Group decision-making techniques
  • Questionnaires and surveys
  • Observations
  • Prototypes
  • Benchmarking
  • Context diagrams
  • Document analysis
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8
Q

Define Scope

A

PG: Planning
KA: Scope

5.3 The process of developing a detailed description of the project and product.

TT

  • Expert judgment
  • Product analysis
  • Alternatives generation
  • Facilitated workshops
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9
Q

Create WBS

A

PG: Planning
KA: Scope

5.4 The process of subdividing project deliverables and project work into smaller, more manageable components.

TT

  • Decomposition
  • Expert judgment
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10
Q

Validate Scope

A

PG: Monitoring and Controlling
KA: Scope

5.5 The process of formalizing acceptance of the completed project deliverables.

TT

  • Inspection
  • Group decision-makaing techniques
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11
Q

Control Scope

A

PG: Monitoring and Controlling
KA: Scope

5.6 The process of monitoring the status of the project and product scope and managing changes to the scope baseline.

TT
- Variance analysis

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12
Q

Plan Schedule Management

A

PG: Planning
KA: Time

6.1 The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

TT

  • Expert judgment
  • Analytical techniques
  • Meetings
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13
Q

Define Activities

A

PG: Planning
KA: Time

6.2 The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

TT

  • Decomposition
  • Rolling wave planning
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14
Q

Sequence Activities

A

PG: Planning
KA: Time

6.3 The process of identifying and documenting relationships among the project activities.

TT

  • PDM
  • Dependency determination
  • Leads and lags
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15
Q

Estimate Activity Resources

A

PG: Planning
KA: Time

6.4 The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

TT

  • Expert judgment
  • Alternative analysis
  • Published estimating data
  • Bottom-up estimating
  • Project management software
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16
Q

Estimate Activity Durations

A

PG: Planning
KA: Time

6.5 The process of estimating the number of work periods needed to complete individual activities with estimated resources.

TT

  • Expert judgement
  • Analogous estimating
  • Parametric estimating
  • Three-point estimating
  • Group decision-making techniques
  • Reserve analysis
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17
Q

Develop Schedule

A

PG: Planning
KA: Time

6.6 The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

TT

  • Schedule network analysis
  • Critical path method
  • Critical chain method
  • Resource optimization techniques
    1) Resource leveling
    2) Resource smoothing
  • Modeling techniques
    1) What-if scenario
    2) Simulation
  • Leads and lags
  • Schedule compression
    1) Crashing
    2) Fast tracking
  • Scheduling tool
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18
Q

Control Schedule

A

PG: Monitoring and Controlling
KA: Time

6.7 The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

TT

  • Performance reviews
    1) Trend analysis
    2) CPM
    3) CCM
    4) EVM
  • Project Management Software
  • Resource Optimization techniques
  • Modeling techniques
  • Leads and lags
  • Schedule compression
  • Scheduling tool
19
Q

Plan Cost Management

A

PG: Planning
KA: Cost

7.1 The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.

TT

  • Expert judgment
  • Analytical techniques
  • Meetings
20
Q

Estimate Costs

A

PG: Planning
KA: Cost

7.2 The process of developing an approximation of the monetary resources needed to complete project work.

TT

  • Expert judgement
  • Analogous estimating
  • Parametric estimating
  • Bottom-up estimating
  • Three-point estimating
  • Reserve analysis
  • Cost of quality
  • Project management software
  • Vendor bid analysis
  • Group decision-making techniques
21
Q

Determine Budget

A

PG: Planning
KA: Cost

7.3 Determine budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

TT

  • Cost aggregation
  • Reserve analysis
  • Expert judgment
  • Historical relationships
  • Funding limit reconciliation
22
Q

Control Costs

A

PG: Monitoring and Controlling
KA: Cost

7.4 Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.

TT

  • Earned Value Management
  • Forecasting
  • To-complete performance index
  • Performance reviews
  • Project management software
  • Reserve analysis
23
Q

Plan Quality Management

A

PG: Planning
KA: Quality

8.1 Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements and/or standards

TT

  • Cost-Benefit Analysis
  • COQ
  • 7QC
  • Benchmarking
  • DOE
  • Statistical sampling
  • Additional quality planning tools
  • Meetings
24
Q

Perform Quality Assurance

A

PG: Executing
KA: Quality

8.2 Perform quality assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

TT

  • Quality management and control tools
  • Quality audits
  • Process analysis
25
Q

Control Quality

A

PG: Monitoring and Controlling
KA: Quality

8.3 Control Quality is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.

TT

  • Seven basic quality tools
  • Statistical sampling
  • Inspection
  • Approved change requests review
27
Q

Plan Human Resource Management

A

PG: Planning
KA: Human Resource

9.1 Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.

TT

  • Organization charts and position descriptions
  • Networking
  • Organizational theory
  • Expert judgment
  • Meetings
28
Q

Acquire Project Team

A

PG: Executing
KA: Human Resource

9.2 Acquire project team is the process of confirming human resource availability and obtaining the team necessary to complete project activities.

TT

  • Pre-assignment
  • Negotiation
  • Acquisition
  • Virtual teams
  • Multi-criteria decision analysis
29
Q

Develop Project Team

A

PG: Executing
KA: Human Resource

9.3 Develop Project Team is the process of improving competencies, team member interaction, and overall team environment to enhance project performance.

TT

  • Interpersonal skills
  • Training
  • Team-building activities
  • Ground rules
  • Colocation
  • Recognition and rewards
  • Personnel assessment tools
30
Q

Manage Project Team

A

PG: Executing
KA: Human Resource

9.4 Manage Project Team is a process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.

TT

  • Observation and conversation
  • Project performance appraisals
  • Conflict management
  • Interpersonal skills
31
Q

Plan Communications Management

A

PG: Planning
KA: Communications

10.1 Plan Communications Management is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organization assets.

TT

  • Communication requirements analysis
  • Communication technology
  • Communication models
  • Communication methods
  • Meetings
32
Q

Manage Communications

A

PG: Executing
KA: Communications

10.2 Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communication management plan.

TT

  • Communication technology
  • Communication models
  • Communication methods
  • Information management systems
  • Performance reporting
33
Q

Control Communications

A

PG: Monitoring and controlling
KA: Communications

10.3 Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.

TT

  • Information management systems
  • Expert judgment
  • Meetings
34
Q

Plan Risk Management

A

PG: Planning
KA: Risk

11.1 Plan Risk Management is the process of defining how to conduct risk management activities for a project.

TT

  • Analytical techniques
  • Expert judgment
  • Meetings
35
Q

Identify Risks

A

PG: Planning
KA: Risk

11.2 Identify Risks is the process of determining which risks may affect the project and documenting their characteristics.

TT

  • Documentation reviews
  • Information gathering techniques
  • Checklist analysis
  • Assumptions analysis
  • Diagramming techniques
  • SWOT analysis
  • Expert judgment
36
Q

Perform Qualitative Risk Analysis

A

PG: Planning
KA: Risk

11.3 Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

TT

  • Risk probability and impact assessment
  • Probability and impact matrix
  • Risk data quality assessment
  • Risk categorization
  • Risk urgency assessment
  • Expert judgment
37
Q

Perform Quantitative Risk Analysis

A

PG: Planning
KA: Risk

11.4 Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall project objectives.

TT

  • Data gathering and representation techniques
  • Quantitative risk analysis and modeling techniques
  • Expert judgment
38
Q

Plan Risk Responses

A

PG: Planning
KA: Risk

11.5 Plan Risk Response is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives.

TT

  • Strategies for negative risks or threats
  • Strategies for positive risks or opportunities
  • Contingent response strategies
  • Expert judgment
39
Q

Control Risks

A

PG: Monitoring and Controlling
KA: Risk

11.6 Control Risks is the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

TT

  • Risk reassessment
  • Risk audits
  • Variance and trend analysis
  • Technical performance measurement
  • Reserve analysis
  • Meetings
40
Q

Plan Procurement Management

A

PG: Planning
KA: Procurement

12.1 Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.

TT

  • Make-or-buy analysis
  • Expert judgment
  • Market research
  • Meetings
41
Q

Conduct Procurements

A

PG: Executing
KA: Procurement

12.2 Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract.

TT

  • Bidder conferences
  • Proposal evaluation techniques
  • Independent estimates
  • Expert judgment
  • Advertising
  • Analytical techniques
  • Procurement negotiations
42
Q

Control Procurements

A

PG: Monitoring and Controlling
KA: Procurement

12.3 Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.

TT

  • Contract change control system
  • Procurement performance reviews
  • Inspections and audits
  • Performance reporting
  • Payment systems
  • Claims administration
  • Records management system
43
Q

Close Procurements

A

PG: Closing
KA: Procurement

12.4 Close Procurements is the process of completing each procurement

TT

  • Procurement audits
  • Procurement negotiations
  • Records management system
44
Q

Identify Stakeholders

A

PG: Initiating
KA: Stakeholder

13.1 Identify Stakeholders is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.

TT

  • Stakeholder analysis
  • Expert judgment
  • Meetings
45
Q

Plan Stakeholder Management

A

PG: Planning
KA: Stakeholder

13.2 Plan Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.

TT

  • Expert judgment
  • Meetings
  • Analytical techniques
46
Q

Manage Stakeholder Engagement

A

PG: Executing
KA: Stakeholder

13.3 Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.

TT

  • Communications methods
  • Interpersonal skills
  • Management skills
47
Q

Control Stakeholder Engagement

A

PG: Monitoring and Controlling
KA: Stakeholder

13.4 Control Stakeholder Engagement is the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders

TT

  • Information management systems
  • Expert judgment
  • Meetings

PMP (11 decks)

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