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PMP Course > Section 1 - Project Management Frameworks > Flashcards

Section 1 - Project Management Frameworks Flashcards

1
Q

What is a project?

A

Temporary endeavor undertaken to create a unique product, service, or result.

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2
Q

What are 3 differences between a project and an operation?

A 
Projects: 
Drive Change
Attain its objectives
Produce a unique product, service, or result
Enable business value creation

vs

Operations:
Maintain status quo
Sustain the business & ongoing operations
Produce repetitive products, services, or results

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3
Q

What are three ways projects are organized?

A

Individual Project, Program, and Portfolio.

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4
Q

What is a program?

A

A group of related projects that are managed in a coordinated way to obtain benefits & control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program.

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5
Q

What is a portfolio?

A

A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic benefits.

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6
Q

True or False: Project Scopes are progressively elaborated throughout the project life-cycle.

A

True

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7
Q

What do project scopes have?

A

Definitive objectives.

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8
Q

What does project managers expect from project change?

A

A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic benefits.

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9
Q

What kind of scope does a program encompass?

A

Programs have a scope that encompasses the scopes of their program components.

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10
Q

How does a program benefit to an organization?

A

Programs produce benefits to an organization by ensuring that the outputs & outcomes of program components are delivered in a coordinated & complementary manner.

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11
Q

How are programs managed to adapt program change?

A

Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes &/or outputs

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12
Q

True or False: Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes &/or outputs

A

True

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13
Q

True or False: Portfolios don’t have an organizational scope that changes w/ the strategic objectives of the organization.

A

False

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14
Q

What do portfolio managers do to make sure portfolio change stays within the organization?

A

Portfolio managers continuously monitor changes in the broader internal & external environments.

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15
Q

What do project managers do for project planning?

A

Project managers progressively elaborate high-level info into detailed plans throughout the project life-cycle

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16
Q

What do project managers do?

A

Project mgrs manage the project team to meet the project objectives

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17
Q

True or False: Prjct Mgr monitor & control the work of producing the products, services, or results that the project was undertaken to produce

A

True

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18
Q

How is project success measured?

A

Success is measured by product & project quality, timelines, budget compliance, & degree of customer satisfaction.

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19
Q

How is program planning managed?

A

Programs are managed using high-level plans that track the interdependencies & progress of program components.

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20
Q

How do program plans benefit projects?

A

by ensuring that the outputs & outcomes of program components are delivered in a coordinated & complementary manner.

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21
Q

How are programs managed?

A

Programs are managed by program managers who ensure that program benefits are delivered as expected, by coordinating the activities of a Programs’s components.

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22
Q

How do program managers monitor projects?

A

Program managers monitor the progress of program components to ensure the overall goals, schedules, budget, & benefits of the program will be met.

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23
Q

How is a program’s success measured?

A

A program’s success is measured by the program’s ability to deliver its intended benefits to an organization, & by the program’s efficiency & effectiveness in delivering those benefits.

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24
Q

What do portfolio managers create and maintain?

A

Portfolio managers create & maintain necessary processes & communication relative to the aggregate portfolio.

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25
Q

Who do portfolio managers manage?

A

Portfolio managers may manage or coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio.

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26
Q

What do portfolio managers monitor?

A

Portfolio managers monitor strategic changes & aggregate resource allocation, performance results, & risk of the portfolio.

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27
Q

How is portfolio success measured?

A

Success is measured in terms of the aggregate investment performance & benefit realization of the portfolio.

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28
Q

What is project management?

A

Application of knowledge, skills, tools & techniques to project activities to meet the project requirements.

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29
Q

Choose what project change doesn’t help with?

  • Meet regulatory, legal, or social requirements
  • Satisfy stakeholder requests or needs
  • Create, improve, or fix products, processes, or services
  • Implement or change business or technological strategies
  • Implement change in social media
A

Implement change in social media

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30
Q

What does project management provide for a project?

A

The ability to apply knowledge, processes, skills, tools, and techniques that enhance the likelihood of success over a wide range of projects.

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31
Q

What does project management provide a program?

A

A focus on the successful delivery of products, services or results

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32
Q

What does project management provide for portfolio?

A

A means of achieving organizational strategy & objectives

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33
Q

What are the processing groups called?

A

Initiating Process → Planning Process →← Executing Process → Closing Process

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34
Q

True or False, the processing group is utilized amongst all project managers as a base?

A

True

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35
Q

Do project processes interweave with each other depending on the project, program and portfolio?

A

Yes

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36
Q

True or False: The PMP exam and knowledge rely heavily on the processing groups?

A

True

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37
Q

How is cost and staffing level fluctuated within the processing group?

A

Costs & staffing levels start low, increase rapidly, and decrease

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38
Q

True or False: Changing a project or project scope doesn’t increase cost overtime?

A

False

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39
Q

True or false: Amount of risk & uncertainty decreases as the project moves through the lifecycle.

A

True

40
Q

What is a project phase?

A

A collection of logically related project activities that culminates in the completion of one or more deliverables

41
Q

What does the divisions within the project phases manage?

A

Project phases divisions manage completion of a major deliverable

42
Q

True or false: Project phases are sequential but can overlap?

A

True

43
Q

The project life cycle may go through a series of ____ to create the product:

  • Phases
  • Processes
A
  • Phases
44
Q

What is the base of a project phase ?

A

Start -> Design -> Construct -> Close

45
Q

What is tailoring?

A

How the project phase will be defined depending on the project in order to tailor to the organization’s needs.

46
Q

What are the ten project management knowledge areas?

A

Cost, Schedule, Scope, Stakeholder, Procurement, Risk, Communications, Resource and Quality

47
Q

True or false: Project exist & operate in environments that may have an influence on them

A

True

48
Q

Can influence make a negative or positive impact on the project?

A

Yes both negative and positive.

49
Q

What are the two major influences inside an organization?

A

Organizational process Assests (OPAs) & Enterprise Environmental Factors (EEFs)

50
Q

What are OPAs?

A

Something you own and make use of.

51
Q

True or False: OPAs are kept in a repository for anyone to keep up with like policies, general guidelines, etc…

A

True

52
Q

_______ are always expected to look at the past projects, as OPAs are frequently used to evolve the company.

A

Project Managers

53
Q

What are EEFs?

A

Internal or external conditions that you are have to work in.

54
Q

True or False: EEFs are based on the project manager, if it is why and if it isn’t, what is based on?

A

False, it is based on the impact of the environment around them.

55
Q

What are examples of OPAs?

A

Policies, general guidelines, lessons from previous projects

56
Q

What are examples of external EEFs?

A

External governmental regulations, infrastructure, etc

57
Q

What are examples of internal EEFs?

A

Culture, styles of management, communication, organization structure, etc..

58
Q

What is the structure of a functional organization?

A

Chief Executive → 3 Functional Manager (Project Coordination) → Staff

59
Q

Who manages projects within the functional organization structure?

A

Functional managers

60
Q

What is the structure of a project organization?

A

Chief Executive → 3 Project Manager → Staff (Project Coordination between the project manager and staff)

61
Q

Who does staff directly report to?

A

Project manager

62
Q

What is the structure of a weak matrix organization?

A

Chief Executive → 3 Functional Manager → Staff

63
Q

True or false: Weak Matrix Organization takes from both functional and project organizations?

A

True

64
Q

What does matrix refer to?

A

Functional and project organization

65
Q

Who. typically controls the project within a weak matrix organization?

A

Staff

66
Q

Do weak matrix organizations typically have certified project managers or project manager processes?

A

No

67
Q

What manager holds the power within the weak matrix organization?

A

Functional manager

68
Q

What structure does the balanced matrix organization have?

A

Chief Executive → 3 Functional Manager → Staff and a project manager within staff

69
Q

Who has power within the balance matrix organization?

A

Functional and project managers have shared power

70
Q

What is the structure within a strong matrix organization?

A

Chief Executive → Manager of project managers, 2 functional manager –> Project manager for each staff

71
Q

How much power do project managers typically have within a strong matrix organization?

A

Medium to high power

72
Q

What are typically the three base project management offices (PMO) within an organization?

A

Supportive, Controlling, an controlling PMO

73
Q

What do supportive PMOs do and what type of power do they have?

A

supplies methodologies, policies,paper work, etc… to the rest of the organization (low level of power).

74
Q

What does the controlling pmo do and how much power do they have?

A

Controlling PMO trains on how to manage projects or trains on bases, policies etc. toward staff (medium level of power).

75
Q

What does a directive PMO do and how much power do they have?

A

provides project management resources for projects. (typically high risk and complex), and are responsible for the outcome of projects to report to their project managers. (high level of power.) they can guide, resources, manage interdependencies, monitor projects and the ending of the projects, communication etc..

76
Q

What is the project management role?

A

to lead the team that is responsible for achieving the project objectives,

77
Q

True or False: Project managers can be more of a staff assistant within a weak matrix organization

A

True

78
Q

What are project management competencies?

A

Technical project management, leadership, and strategic business management

79
Q

What is technical project management?

A

the knowledge skills and behaviors related to specific domains of a project, program and portfolio management the technical aspects of preforming the role

80
Q

What is leadership within project management competency?

A

knowledge to help guide and direct the team to help an organization achieve it’s business goals

81
Q

What is strategic business management in project management competency?

A

knowledge of expertise in the industry and organization that enhance performance and better delivers the organization’s outcomes.

82
Q

What are project management responsible of ?

A

is responsible for major project deliverables throughout the project lifecycle.

83
Q

What part of the process groups is developing the project charter apart of?

A

Initiating processing group

84
Q

What process group is developing the project management plan fall into?

A

Planning processing group

85
Q

What processing group does directing/managing project work and managing product knowledge fall into?

A

Executing process group

86
Q

What process group does performing integrated change control fall into?

A

Monitoring and control process group

87
Q

What process group does closing project/phase all into?

A

Closing process group

88
Q

What does the portfolio manager do?

A

is responsible for the governance of the projects or programs that make up a portfolio at the executive level.

89
Q

What is the base of a project entering into a portfolio?

A

based on the value and monitory return and whether it aligns with the organizations strategic plan and the risk associated with the project is acceptable amongst other criteria.

90
Q

True or false: Portfolio managers manage various related projects?

A

False, Portfolio managers manage various projects or programs largely unrelated to each other, to ensure selected projects benefit the organization, work with other executives to gather support for individual projects, and ensure that projects are getting the best return of the invested resources whether it be people, funding or time.

91
Q

True or false: Program managers manage projects closely related to each other

A

True

92
Q

What are project stakeholders?

A

Individual, group, or organization that may affect, be affected by, or perceives itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.

93
Q

True or false: Stakeholders are unimportant to the project life cycle.

A

False

94
Q

What is a project team?

A

A set of individuals who support the project manager in performing the work of the project to achieve it’s objectives. Must have project management training.

95
Q

What does a project team consist of ?

A

Executive sponsor, deliverable owners, business process owner, deliverable resources, project manager project sponsors, key stakeholders

96
Q

What does project governance mean?

A

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

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