Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

PMP > Project Management Terms2 > Flashcards

Project Management Terms2 Flashcards

1
Q

A project is defined as a ______ endeavor that produces a ______ product, service, or result.

A

Answer: Temporary; unique
Reasoning: Projects are time-bound initiatives with a clear start and end that create distinct outcomes, differentiating them from ongoing operations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

A program is a group of ______ managed in a coordinated way to obtain benefits not available if managed individually.

A

Answer: Related projects
Reasoning: Coordinating related projects allows shared resources and objectives, maximizing efficiency and outcomes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

True or False: A deliverable in a project must always be tangible to be accepted.

A

Answer: False.
Reasoning: Deliverables can also be intangible, such as knowledge or a software solution. Acceptance depends on meeting stakeholder requirements, not tangibility.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

True or False: Emotional intelligence (EQ) is unrelated to project management success.

A

Answer: False.
Reasoning: EQ is vital in fostering effective communication, conflict resolution, and stakeholder relationships, which are central to project management.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is “the application of knowledge, skills, tools, and techniques to satisfy project requirements”?

A

Answer: Project management
Reasoning: This definition emphasizes using structured practices to meet project goals efficiently and effectively.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is “a significant event or achievement in a project that marks the completion of a major deliverable”?

A

Answer: Milestone
Reasoning: Milestones represent key points in a project timeline, helping to track progress and maintain alignment with objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Is a program always part of a portfolio?

A

Answer: Yes.
Reasoning: A portfolio includes all projects and programs aligned with an organization’s strategic objectives, so programs are inherently part of portfolios.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Can a project be part of a portfolio but not part of a program?

A

Answer: Yes.
Reasoning: While programs contain interrelated projects, a standalone project can directly align with portfolio-level strategies without belonging to a program.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

______ is required when a project is used to take a company from its current state to a desired state.

A

Answer: Change management
Reasoning: Projects often drive organizational transformation, and change management ensures smooth transitions and stakeholder buy-in.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

In project management, ______ ensures that all stakeholders receive accurate information at the right time.

A

Answer: Communication
Reasoning: Effective communication minimizes misunderstandings, aligns expectations, and fosters collaboration.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Imagine you are managing a project within a weak matrix organizational structure. What challenges might you face in terms of authority and resource control?

A

Answer: The project manager has little authority, and resource control is dominated by functional managers.
Reasoning: In weak matrix organizations, decision-making power is centralized under functional managers, limiting the project manager’s ability to influence outcomes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

A project is delayed because of resource unavailability. How would the issue differ in a functional versus a projectized organization?

A

Answer: Functional organizations prioritize departmental work over projects, causing delays, whereas projectized organizations dedicate resources full-time, reducing such risks.
Reasoning: Resource allocation is directly influenced by the organizational structure, affecting project timelines and priorities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

A project manager notices delays in deliverables due to unclear requirements. Which phase of project management might need improvement?

A

Answer: The planning phase, particularly scope definition and stakeholder requirements gathering.
Reasoning: Clear requirements set during planning guide execution. Unclear requirements often result in rework and delays.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What are the three pillars of project governance?

A

Answer: Structure, people, and information
Reasoning: Governance frameworks rely on these elements to enable decision-making, resource allocation, and effective project oversight.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Define “adaptive project management approach.”

A

Answer: A flexible approach emphasizing iterative development, customer collaboration, and adaptability to change.
Reasoning: Adaptive methods respond to evolving requirements, ensuring alignment with stakeholder needs and project goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Project constraints include scope, schedule, cost, ______, quality, and resources.

A

Answer: Risk
Reasoning: Risk management ensures that potential issues are identified and mitigated to avoid impacting project success.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Compare predictive and adaptive project management approaches.

A

Answer: Predictive follows a linear, detailed plan with limited flexibility, while adaptive is iterative, flexible, and embraces change.
Reasoning: Predictive methods prioritize control and documentation, whereas adaptive methods respond dynamically to stakeholder input.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

How do program management and portfolio management differ?

A

Answer: Program management focuses on related projects for added value, while portfolio management aligns projects and programs with strategic objectives.
Reasoning: The scope of management differs, with programs addressing specific goals and portfolios driving overarching strategies.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

If a stakeholder is dissatisfied with project progress, what immediate steps should the project manager take?

A

Answer: Understand the concerns, review progress reports, and adjust the plan as needed.
Reasoning: Addressing stakeholder concerns quickly maintains trust and ensures project alignment with their expectations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

If a project manager has full authority, which organizational structure is most likely in place?

A

Answer: Projectized organization
Reasoning: Projectized structures grant project managers complete control over resources and decision-making to prioritize project success.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

A project team underestimated resources, leading to budget overruns. What planning tool might have been insufficiently applied?

A

Answer: Resource estimation and budgeting
Reasoning: Accurate estimates during planning are critical to avoid overruns and ensure project feasibility.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

A deliverable was rejected due to unmet requirements. What process could prevent this?

A

Answer: Stakeholder engagement and requirements verification
Reasoning: Engaging stakeholders and verifying requirements ensure deliverables align with expectations before implementation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

A project is delayed, over budget, and has unsatisfied stakeholders. Decompose this problem into scope, schedule, cost, and stakeholder management issues.

A

Answer: Scope creep, unrealistic scheduling, poor cost control, and inadequate stakeholder communication.
Reasoning: Breaking the problem into categories identifies root causes and facilitates targeted solutions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What if a sponsor withdraws funding midway through a project?

A

Answer: The project manager must reassess the scope, negotiate for alternate funding, or terminate the project.
Reasoning: Funding directly impacts feasibility, so adjustments or alternative solutions are critical to proceed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
How does emotional intelligence contribute to stakeholder engagement?
Answer: It fosters empathy, clear communication, and trust, improving stakeholder collaboration and satisfaction. Reasoning: EQ builds strong relationships, essential for effective engagement and project success.
25
______ management focuses on the ongoing production of goods or services.
Answer: Operations Reasoning: Operations management addresses resource use for continuous delivery, differing from project-based work.
26
The framework within which project decisions are made is called ______.
Answer: Project governance Reasoning: Governance ensures structured decision-making to align projects with organizational objectives.
27
True or False: A stakeholder is any individual, group, or organization that perceives themselves as unaffected by the project.
Answer: False. Reasoning: Stakeholders are defined as entities that affect, are affected, or perceive an impact from the project.
28
True or False: In projectized organizations, the project manager has no authority over budget control.
Answer: False. Reasoning: In projectized structures, the project manager has total authority over budgets and resource management.
29
What is "a collection of logically related project activities culminating in deliverables"?
Answer: A phase Reasoning: Phases are structured segments of a project that conclude with deliverable completion.
30
What is "a limitation or restriction affecting project planning or execution"?
Answer: A constraint Reasoning: Constraints guide decision-making and resource allocation by defining project boundaries.
31
Can a milestone have a duration?
Answer: No. Reasoning: A milestone is a point in time marking significant progress; it does not encompass a time period.
32
Are all projects temporary?
Answer: Yes. Reasoning: A fundamental project characteristic is its temporariness, with a clear beginning and end.
33
In adaptive project management, ______ is prioritized over following a fixed plan.
Answer: Customer collaboration Reasoning: Adaptive methodologies like Agile emphasize iterative development driven by stakeholder feedback.
34
The ______ pillar of project governance involves assigning roles and responsibilities.
Answer: People Reasoning: Governance relies on structured roles for effective project oversight and accountability.
35
Scenario: A team member frequently misses deadlines in a balanced matrix organization. How should the project manager address this?
Answer: Coordinate with the functional manager to ensure prioritization and accountability. Reasoning: In balanced matrices, functional managers control resource priorities, requiring collaboration for resolution.
36
Scenario: A project sponsor demands additional features not included in the original scope. What should the project manager do?
Answer: Initiate a change request process to assess impact and obtain formal approval. Reasoning: Scope changes must follow controlled processes to avoid unplanned costs or delays.
37
What role does emotional intelligence play when a project faces internal team conflicts?
Answer: It enables the project manager to mediate effectively, empathize with team members, and build trust. Reasoning: High EQ fosters positive relationships and conflict resolution in dynamic team environments.
38
When managing an IT project, why might a predictive approach be inappropriate?
Answer: IT projects often experience changing requirements, better suited to adaptive methodologies like Agile. Reasoning: Predictive approaches lack the flexibility to address evolving needs in iterative environments.
39
What is a "collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives"?
Answer: A portfolio Reasoning: Portfolios align various efforts with overarching business goals, unlike isolated projects or programs.
40
Define "stakeholder engagement."
Answer: The process of actively involving stakeholders in project planning and execution to maintain alignment and support. Reasoning: Engaged stakeholders contribute to project success by ensuring their needs and expectations are met.
41
Complete the sequence: Initiation - ______ - Execution - Monitoring and Control - Closure.
Answer: Planning Reasoning: Planning follows initiation to define scope, schedule, and resources, enabling successful execution.
42
Complete the sequence: Current state - ______ - Desired state.
Answer: Change management Reasoning: Change management bridges the gap, facilitating transitions in processes or systems.
43
How does a strong matrix organization differ from a weak matrix organization?
Answer: Strong matrices grant more authority to project managers, while weak matrices prioritize functional managers. Reasoning: Authority distribution defines the level of control project managers hold over resources and decisions.
44
What may happen if a project sponsor is also the primary customer?
Answer: There may be conflicts of interest, requiring careful management of expectations and prioritization. Reasoning: A dual role can create tension between stakeholder priorities and resource allocation.
45
Compare leadership and management in the context of project management.
Answer: Leadership inspires and motivates, while management focuses on processes and operational efficiency. Reasoning: Effective project management blends both, ensuring vision and execution align with goals.
46
What should you do if a functional manager refuses to release a critical resource?
Answer: Escalate to senior management to resolve resource allocation conflicts. Reasoning: Functional managers control resources in non-projectized structures, necessitating escalation for resolution.
47
A project failed due to scope creep. What early warning signs might have been missed?
Answer: Uncontrolled change requests and unclear requirements. Reasoning: Effective scope management identifies and mitigates risks of expansion beyond initial agreements.
48
A sponsor complains of insufficient updates. What communication tools could have been improved?
Answer: Regular status reports and stakeholder meetings. Reasoning: Consistent communication ensures stakeholders remain informed and engaged throughout the project.
49
A project is under budget but behind schedule. Break down potential reasons.
Answer: Efficient cost management but poor resource planning or unrealistic scheduling. Reasoning: Divergence in cost and schedule performance often indicates trade-offs or planning deficiencies.
50
Stakeholders are disengaged midway through a project. What factors could contribute to this?
Answer: Lack of regular communication, unclear roles, or unmet expectations. Reasoning: Stakeholder engagement hinges on clear and continuous involvement throughout project phases.
51
What should you do if the project sponsor resigns during execution?
Answer: Identify a replacement quickly to maintain funding and decision-making authority. Reasoning: Sponsors are crucial for resource support and conflict resolution, making continuity vital.
52
What should you do if a deliverable doesn't meet quality standards?
Answer: Reassess the deliverable, perform root cause analysis, and implement corrective actions. Reasoning: Deliverable quality directly affects customer satisfaction and project acceptance.
53
How does the project life cycle relate to stakeholder engagement?
Answer: Stakeholders are involved differently at each phase, requiring tailored communication and collaboration. Reasoning: The life cycle phases define when and how stakeholders can most impact project outcomes.
54
How does resource management intersect with project constraints?
Answer: Limited resources must be allocated efficiently to meet scope, schedule, and budget requirements. Reasoning: Effective resource management ensures balanced constraint handling to achieve project goals.
55
What is "the process of identifying and responding to potential events or situations that may impact a project's success"?
Answer: Risk management Reasoning: Risk management ensures that potential threats and opportunities are addressed throughout the project lifecycle.
56
What is "a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives"?
Answer: Portfolio Reasoning: Portfolios provide a high-level view of all initiatives to ensure alignment with long-term organizational goals.
57
What is "a structure where the project manager has full control over resources and decision-making authority"?
Answer: Projectized organization Reasoning: Projectized organizations prioritize projects, giving managers authority to streamline execution.
58
What is "the process of acquiring goods or services from outside the project team to meet project objectives"?
Answer: Procurement management Reasoning: Procurement ensures external resources are obtained efficiently and cost-effectively.
59
What is "a constraint that defines the boundaries of work to be completed in a project"? Answer: Scope
Reasoning: Scope specifies the project deliverables and tasks, forming the foundation for planning and execution.
60
What is "a person or entity responsible for providing resources, support, and overall oversight for a project"?
Answer: Project sponsor Reasoning: Sponsors enable project feasibility by funding and resolving high-level conflicts.
61
What is "a document or process designed to justify the investment in a project"?
Answer: Business case Reasoning: The business case outlines the benefits, costs, and risks to assess whether a project is worth pursuing.
62
What is "the process of maintaining communication with stakeholders to keep them informed and engaged"?
Answer: Stakeholder communication Reasoning: Effective communication ensures stakeholders remain aligned and actively contribute to project success.
63
What is "the strategic planning, development, and lifecycle management of a product or service"?
Answer: Product management Reasoning: Product management oversees long-term product success, integrating market needs and business goals.
64
What is "the number of phases in a project, which depends on the industry type, size, and complexity"?
Answer: Project life cycle Reasoning: The life cycle structures the project into stages, each with specific objectives and deliverables.
65
What is "an organizational structure that groups staff by areas of expertise, such as sales or marketing"?
Answer: Functional organization Reasoning: Functional organizations specialize in departmental focus, with managers overseeing their expertise areas.
66
What is "an organizational structure where project managers share authority with functional managers"?
Answer: Matrix organization Reasoning: The matrix structure blends functional and projectized approaches, with varying levels of authority balance.
67
What is "a structure where the project manager has total authority over the team and budget"?
Answer: Projectized organization Reasoning: In projectized structures, resources are fully dedicated to projects, ensuring streamlined decision-making.
68
What is "an organizational structure combining elements of functional and projectized models"?
Answer: Hybrid organization Reasoning: Hybrid structures adapt to project requirements, leveraging the strengths of different models.
69
Can a weak matrix organization give more authority to the project manager than the functional manager?
Answer: No. Reasoning: In weak matrix organizations, functional managers hold primary authority over resources and decisions.
70
Is it possible for a projectized organization to function without any functional managers?
Answer: Yes. Reasoning: Projectized organizations are centered entirely on projects, often bypassing functional hierarchies.
71
In a ______ organization, staff report to functional managers, and project managers have little to no authority.
Answer: Functional Reasoning: Functional organizations prioritize departmental expertise, limiting project manager influence.
72
A ______ matrix gives project managers equal authority to functional managers over resources.
Answer: Balanced Reasoning: Balanced matrices share authority equally, requiring collaboration between managers.
73
Scenario: In a strong matrix organization, the project manager notices team members prioritizing departmental tasks over project deadlines. How should the project manager address this?
Answer: Engage functional managers to reinforce project prioritization and clarify team responsibilities. Reasoning: Collaboration with functional managers ensures alignment between departmental and project objectives.
74
Scenario: A hybrid organization is struggling with unclear reporting lines. How might this issue affect project execution?
Answer: It can lead to confusion, inefficiencies, and delays due to conflicting authority and responsibilities. Reasoning: Hybrid structures require clear delineation of roles to prevent resource and task mismanagement.
75
Why might a functional organization struggle with cross-departmental projects?
Answer: Functional silos can create barriers to collaboration, limiting resource availability and coordination. Reasoning: Functional organizations focus on departmental priorities, making cross-functional efforts challenging.
76
Why would a strong matrix organization be preferred for a project requiring significant resource flexibility?
Answer: It balances functional expertise with project manager authority, enabling dynamic resource allocation. Reasoning: Strong matrices provide adaptability by combining specialized knowledge with project oversight.
77
What may happen if a project manager in a weak matrix organization tries to override a functional manager's decision?
Answer: This could lead to conflict and inefficiencies, as functional managers hold primary authority in weak matrices. Reasoning: Authority imbalances in weak matrices require collaboration, not direct challenges.
78
What may happen if a hybrid organization assigns a project manager with limited experience to a critical project?
Answer: It may lead to poor decision-making and delays unless supplemented by strong functional or team support. Reasoning: Hybrid organizations rely on clear role definitions and capable leadership for success.
79
A balanced matrix organization faced delays due to unclear authority. What might have caused this?
Answer: Insufficient collaboration or poorly defined roles between functional and project managers. Reasoning: Balanced matrices require effective communication to manage shared authority.
80
A projectized organization failed to utilize its functional expertise. What could be the root cause?
Answer: Overlooking the need for specialized knowledge when focusing solely on project execution. Reasoning: Projectized structures must still leverage expertise for comprehensive solutions.
81
A hybrid organization struggles with resource allocation. Break down potential causes. Answer: Conflicting priorities, unclear authority, or poor communication between functional and project teams.
Reasoning: Hybrid models require coordination across diverse authority structures to avoid resource conflicts.
82
A weak matrix organization cannot meet project deadlines. Identify contributing factors.
Answer: Limited project manager authority, resource constraints, and competing functional priorities. Reasoning: Weak matrices favor functional managers, hindering project timeline adherence.
83
What may happen if a projectized organization suddenly shifts to a functional structure?
Answer: Projects may face delays as team members prioritize departmental responsibilities over project tasks. Reasoning: Functional structures deprioritize project objectives, emphasizing departmental goals instead.
84
What may happen if a strong matrix organization experiences a conflict between functional and project managers?
Answer: This could lead to delays or inefficiencies, requiring senior management intervention to resolve authority disputes. Reasoning: Shared authority in strong matrices necessitates collaboration, and conflicts disrupt progress.
85
How does organizational structure impact risk management in projects?
Answer: Structures with centralized authority (e.g., projectized) streamline risk decision-making, while decentralized ones (e.g., functional) require collaboration. Reasoning: Risk response effectiveness depends on clarity in roles and decision authority.
86
How does a hybrid organization align with adaptive project management methodologies?
Answer: Hybrid structures enable flexibility by combining stable departmental expertise with project-driven adaptability. Reasoning: Adaptive methodologies thrive in structures that support iterative changes and cross-functional collaboration.
87
Why is a balanced matrix often preferred for large, complex projects?
Answer: It balances functional expertise with project oversight, ensuring resource adaptability and goal alignment. Reasoning: Shared authority in balanced matrices optimizes knowledge use and flexibility.
88
Why are projectized organizations more effective for time-sensitive projects?
Answer: They focus entirely on project goals, with resources and authority fully dedicated to the project. Reasoning: Singular focus and authority expedite decision-making and execution in critical timelines.

PMP (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions