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SG PMP > SG PMP Flash cards > Flashcards

SG PMP Flash cards

1
Q

Enterprise Environmental Factors (EEF).

A

Conditions not under the immediate control of the team,
that influence, constrain or direct the project, program, or portfolio.

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2
Q

Organizational Process Assets (OPA)

A

Plans, processes, policies, procedures, and knowledge bases
that are specific to and used by the performing organization.

-Benefits PM get to use (software, forms, historical info)
-Organizational knowledge repositories

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3
Q

What are the key processes involved in Project Integration Management?

A
  • Develop project charter
  • Develop a project management plan
  • Direct and manage project work
  • Monitor and control project work
  • Perform integrated changes control
  • Close project or phase
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4
Q

What are the key processes involved in Project Scope Management?

A
  • Plan scope management
  • Collect requirements
  • Define scope - Project scope statement
  • Create WBS - Cost, business value
  • Validate Scope
  • Control scope
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5
Q

What are the key processes involved in Project Schedule Management?

A
  • Plan schedule management
  • Define activities
  • Sequence activities
  • Estimate activity durations
  • Develop schedule (float)
  • Control schedule
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6
Q

What are the key processes involved in Project Cost Management?

A
  • Plan cost management
  • Estimate costs
  • Determine budget
  • Control costs
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7
Q

What are the key processes involved in Project Cost Management?

A
  • Plan resource management
  • Estimate activity resources
  • Acquire resources
  • Develop team
  • Manage team
  • Control resources
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8
Q

What are the key processes involved in Project Risk Management?

A
  • Plan risk management
  • Identify risks
  • Perform qualitative risk analysis
  • Perform quantitative risk analysis
  • Plan risk responses
  • Implement risk responses
  • Monitor risks
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9
Q

What are the key processes involved in Project Stakeholder Management?

A
  • Identify stakeholder
  • Plan stakeholder engagement
  • Manage stakeholder engagement
  • Monitor stakeholder engagement
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10
Q

What does the acronym “Mac D” represent in the context of how projects drive change?

A

Mac D stands for Move, Add, Change, Delete - the four types of changes that projects can bring about in an organization.

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11
Q

What are the common contexts for Project Initiation?

A

Regulatory requirements⁠
⁠​
Stakeholder requests⁠
⁠​
Technological advances⁠
⁠​
Creation, improvement, or fixing products⁠

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12
Q

Project Management Office

A

A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

The PMO’s goal is to support projects (can include audits)

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13
Q

What are the three PMO Types?

A

Supportive - Consultative role, templates, training

Controlling - Frameworks, forms, governance

Directive - PMO owns and controls the project life cycle (Employee does both the role of the PMO and lead)

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14
Q

What if the difference between Projects and Operations?

A

Projects are temporary and Operations are ongoing

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15
Q

What is Work Performance Data?

A

Raw data and facts
Status of the project work (start and finish dates)
Cost, Defects, Changes

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16
Q

What is Work Performance Information?

A

Analyzed work performance data
Useable information to make decisions
Status to actionable results

17
Q

What are Work Performance Reports?

A

Status update for stakeholders

18
Q

What are the key characteristics of a Predictive Life Cycle and how do they differ from a Adaptive Life Cycle?

A

Predictive Life Cycles => Plan-driven, Waterfall

Iterative and Incremental Life Cycles => Each iteration creates a deliverable

Adaptive Life Cycles => Change-driven, Agile PM, Rapid iteration, backlog of requirements

19
Q

What is a Kanban board and what PM Cycle does that tool fall under?

A

A Kanban board is a project management tool that helps teams visualize work, limit work in progress, and increase efficiency.

Adaptive Life Cycles

20
Q

What is a Project Business case, and who is responsible for it?

A
  • Econ feasibility and benefits to the project
  • PM can make recommendations
  • Answers the question of why we need this project
  • Identify the stakeholders
  • High-level scope

The project sponsor is accountable for the development and maintenance of the Business case

21
Q

What is a Project charter?

A

A project charter is a formal short document that states a project exists and provides project managers with written authority to begin work.

22
Q

What are the components of a Project Management Plan?

A

A project management plan (PMP) is a document that outlines how a project will be executed and monitored. It’s a comprehensive guide that helps ensure a project is completed on time, within budget, and to the required quality standards.

Target benefits → Tangible and intangible

Strategic alignment

Timeframe

Metrics

Assumptions

Risks

23
Q

What is a Benefits management plan?

A

A benefits management plan is a document that outlines the benefits of a project, how they will be delivered, and how they will be measured. It is part of the project initiation document (PID) and should be reviewed regularly throughout the project

24
Q

Who typically selects projects to be initiated?

A

Project committees, Customers, or Project sponsors. (Not the PM)

25
Q

What are the components of the Iron Triangle?

A

scope, cost, and time (or schedule)

26
Q

Which knowledge area includes the creation of the project charter?

A

Project integration management

27
Q

What is the most important stakeholder?

A

The customer

28
Q

What does EEF stand for and what does it mean?

A

Enterprise Environmental Factors (EEFs) are conditions that can affect a project, program, or portfolio, but are not under the immediate control of the project team.

EEFs can exist inside or outside the organization and can positively and negatively affect the project.

29
Q

What does OPA stand for and what does it mean?

A

Organizational Process Assets (OPAs) are plans, processes, policies, procedures, and knowledge bases specific to and used by an organization.

Historical information is the most powerful OPA.

30
Q

What are some examples of Organizational Knowledge Repositories?

When does this happen?

A

Lessons Learned Databases, Policy Documents, Standard Operating Procedures (SOPs), Historical Project Data, Financial Records, Deliverables from past projects, and Expert Contact Lists

Archiving is always at the closure of the project

31
Q

What is a Functional manager?

A

The functional manager has all the authority and is segmented (inter-department)

32
Q

What does a Weak matrix organizational structure type mean?

A

The team is all over the companies, and PM has weak authority, the functional manager manages the budget of the project

33
Q

What does a Medium matrix organizational structure type mean?

A

The PM is part-time and has a medium amount of authority with the PM and the Functional manager sharing the project budget

34
Q

What does a Strong matrix organizational structure type mean?

A

The PM has high levels of power and control over the project budget

35
Q

What does a Project-Oriented organizational structure type mean?

A

The PM has a high level of authority with the PM having a full-time team with control over the budget

36
Q

What does a Virtual Organization organizational structure type mean?

A

This structure operates as each department has a point of contact and the PM has low power

37
Q

What are the three types of PMO’s

A

Directive PMO ⇒ PM is part of the PMO (much more controlling than the “controlling PMO”

Controlling PMO ⇒ Defines project governance

Supportive PMO ⇒ PMO is like a consultative

SG PMP (2 decks)

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