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Proj. Mgmt. Ready > PT M1 - Lists (Fundamentals & Core Concepts) > Flashcards

PT M1 - Lists (Fundamentals & Core Concepts) Flashcards

1
Q

2 Limits within a Control Chart

A
  • Control Limit

- Specification Limit

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2
Q

Who resolves problems/situations w clients?

A
  1. Project Manager

2. Project Manager & the Sponsor (if Proj. Mgmr. needs help)

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3
Q

2 Project Kickoff Documents

A
  • The Contract

- The Business Case/Viability Report

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4
Q

4 Project Timeline Components

A
  1. Identify the Activities
  2. Sequence the Activities
  3. Estimate the Durations
  4. Develop the Timeline
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5
Q

4 Communication Techniques

A
  • Feedback
  • Communication Competence
  • Non-Verbal Communication
  • Presentation
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6
Q

3 Project Baselines

A
  • Scope
  • Schedule
  • Cost

Changes to any of these must be approved by the key stakeholders (client, sponsor and investor)

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7
Q

4 Quality Control Elements

A
  • Checklists
  • Control Charts
  • Statistical Sampling
  • Establishing Quality Metrics
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8
Q

3 Project Charter Components

A
  • The Contract
  • The Business Case
  • The Benefits Management Plan
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9
Q

3 Key Stakeholders

A
  • Client
  • Sponsor
  • Investors (Entities that Finance the Project)
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10
Q

3 Knowledge Areas that make up the Dimensions of a Project

A
  • Scope
  • Schedule
  • Cost
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11
Q

4 Most Important Types of Power

A
  • Formal or Positional Power (Given in Project Charter)
  • Expert Power (Consulting Experts)
  • Charismatic Power (Soft Skills)
  • Referent Power (Power of Respect for a Leader)
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12
Q

Who sets the objectives of the project?

A
  • Company &

- Client

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13
Q

4 Leadership Styles

A
  • Transactional (Incentive Driven)
  • Servant (Dedication to another entity)
  • Laissez-Faire (Hands-Off)
  • Transformational (Motivation & Encouragement)
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14
Q

6 Step Order of Resolving a Claim

A
  1. Claim
  2. Negotiation
  3. Dispute
  4. Arbitration
  5. Appeal
  6. Trial
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15
Q

3 Statuses that Project Data Passes Through

A
  • Work performance data
  • Work performance information
  • Work performance reports
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16
Q

4 concepts of a Cost-Reimbursable Contract w Incentives

A
  • Target Cost
  • Target Fee
  • Real Cost
  • Incentive Split for the Provider
17
Q

3 Data Gathering Techniques

A
  • Interviews
  • Focus Groups
  • Brainstorming
18
Q

How to Calculate EMV (Estimated Monetary Value)

A
  • Multiply the benefit of each project by the chance of the benefit occurring (the probability)

The project that has the highest EMV will be the project with the greatest opportunity cost.

19
Q

Maslow’s Hierarchy of Needs

A
  1. Physiological Needs (Bottom)
  2. Safety Needs
  3. Social Needs
  4. Esteem needs
  5. Self-Actualization Needs
20
Q

3 Cost Baseline Components

A
  • Direct Costs
  • Indirect Costs
  • Contingency Reserve
21
Q

3 Parts of the PMI Talent Triangle

A
  • Leadership (Ability to manage a team)
  • Technical Project Management (Having relevant skills)
  • Strategic and Business Management (Understanding the objectives of the company)
22
Q

2 ways Procurement Management can be organized

A
  • Centralized

- Decentralized

23
Q

Change Management Process Hierarchy (4 Components)

A
  1. Project Team
  2. Project Manager
  3. Sponsor
  4. Change Control Board
24
Q

4 Types/Styles of Management

A
  • Project
  • Program
  • Portfolio
  • Operations
25
Q

2 ways that teams can work, according to their location

A
  • Virtually

- Co-located (In the same geographic location)

26
Q

4 Types of Company Organizational Structures

A
  • Functional
  • Nonfunctional
  • Matrix
  • Agile
27
Q

2 parts of brainstorming

A
  1. Idea Generation

2. Analysis

28
Q

When Certain project meetings are held

  • Kickoff Meeting
  • Status Meeting
  • Change Control Meeting
  • Review Meeting
A
  • Kickoff: the end of the planning stage and at the beginning of the execution stage.
  • Status: held throughout the execution of a project.
  • Change Control: held during the monitoring and management of the project.
  • Review: held during the project’s closure
29
Q

Objectives of a few meetings

  • Kickoff
  • Status
  • Review
A
  • Kickoff: to officially accept the developed project management plan and to achieve a formal commitment from the project’s stakeholders to execute the planned activities.
  • Status: used to monitor the project’s execution and are focused on gathering data about the execution and assessing whether the appropriate production processes are being used.
  • Review: used to confirm that the project has been satisfactorily completed. It is also in this meeting that you can gather the lessons learned and the documentation to be archived from the project.
30
Q

6 Problem Solving Steps

A
  1. Define the problem
  2. Identify the problem’s root cause
  3. Look for possible solution
  4. Choose the most adequate solution
  5. Execute the solution
  6. Validate the effectiveness of the solution

Proj. Mgmt. Ready (12 decks)

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