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PMP > Standards: PM Process Group & Knowledge Area Mapping > Flashcards

Standards: PM Process Group & Knowledge Area Mapping Flashcards

1
Q

Project Management Knowledge Areas

A

An identified area of project management defined by its knowledge requirements and described in terms of it’s processes, practices, inputs, outputs, tools and techniques

Areas of specialization and set of processes associated with a particular topic in project management

10 knowledge areas

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2
Q

Name the 10 knowledge areas

A

1) project integration management
2) scope management
3) schedule management
4) cost management
5) quality management
6) resource management
7) communications management
8) risk management
9) procurement management
10) stakeholder management

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3
Q

Project Management Process Groups

A

Logical grouping of project management inputs, tools and techniques and outputs.

All process groups can happen within a phase as goal is to repeat each Process Group until the completion criteria for each phase is met

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4
Q

Name the 5 Process Groups

A

1) initiating
2) planning
3) executing
4) monitoring and controlling
5) closing

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5
Q

Initiating Process Group

A

Consists of processes performed to define, document, and authorize a new project or project phase start and identify and analyze stakeholders

Happens at the start of each project and process group

Important to revisit information from this phase at the start of all the others to ensure project is focused on the business need identified at start of project

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6
Q

Purpose of Initiating Process Group?

A

Align stakeholders’ expectations and the project purpose, inform them on scope, objectives and discuss how their participation can ensure expectations are met

During this phase the following occurs:

  • Initial scope defined
  • Initial financial resources committed
  • Stakeholders identified
  • Project manager appointed
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7
Q

Initiating Process Group includes what project management processes?

A

1) Develop project charter

2) Identify stakeholders

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8
Q

Develop Project Charter: Inputs and Outputs?

A

Inputs:
-Business Documents, agreements, EEFs and OPAs

Outputs:
-Project charter and Assumption Log

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9
Q

Identify Stakeholders: Inputs and Outputs?

A

Inputs:
-Project charter, business documents, project management plan, project documents, agreements, EEFs and OPAs

Outputs:
-Stakeholder register, change requests, project management plan UPDATES and project document UPDATES

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10
Q

Planning Process Group

A

Processes that establish the total scope of effort, define and refine the objectives, and develop the course of action required to attain those objectives

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11
Q

Purpose of Planning Process Group?

A

Purpose: develop Project Management Plan and Project Documents

Define the course of action to successfully complete the project or phase

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12
Q

What is a Project Management Plan?

A

Document that describes how the project will be executed, monitored and controlled and closed

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13
Q

What is Progressive Elaboration?

A

Ongoing refinement of and increasing level of detail of the Project Management Plan

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14
Q

What is a Project Charter

A

Document issued by project initiator/sponsor that formally authorizes the existence of a project and allows PM to start allocating project resources and activities

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15
Q

Develop Project Management Plan: Inputs & Outputs

A

Inputs:
-Project charter, Outputs from other processes, EEFs, and OPAs
Outputs:
-Project Management Plan

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16
Q

Plan Scope Management: Inputs & Outputs

A

Documents how scope is defined, validated and controlled

Inputs:
-Project charter, Project management plan, EEFs and OPAs
Outputs:
-Scope Management Plan 
and Requirements Management Plan
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17
Q

Collect Requirements: Inputs & Outputs

A

Process of determining, documenting and managing stakeholder requirements to meet objectives

Inputs:
-project charter, project management plan, project documents, business documents, Agreements, EEFs, and OPAs

Outputs:

  • Requirements documentation
  • Requirements traceability matrix
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18
Q

Define Scope: Inputs & Outputs

A

Developing detailed description of project and product

Inputs:
-Project charter, project management plan, project documents, EEFs, OPAs

Outputs:
-Project scope statement and project documents UPDATES

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19
Q

Purpose of Define Scope

A

Describes the product, service or result boundaries and acceptance criteria

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20
Q

Define Work Breakdown Structure (WBS) and it’s benefit

A

Process of subdividing project deliverables and work into smaller more manageable components so as to provide framework of what has to be delivered

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21
Q

Work Breakdown Structure (WBS): inputs & outputs

A

Inputs:
-Project management plan, project documents, EEFS and OPAs

Outputs:
-Scope baseline and Project document UPDATES

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22
Q

Plan Schedule Management and it’s benefit

A

Process of establishing policies, procedures and documents for sequencing project schedule

Outlines how project will take shape over time

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23
Q

Plan Schedule Management: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, EEFS and OPAs

Outputs: Schedule Management plan

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24
Q

Define Activities and it’s benefit

A

Identifying action steps needed to produce deliverables so the project breaks down work packages into scheduled activities that provide a basis for estimating, scheduling, executing, monitoring and controlling the project

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25
Q

Define Activities: Inputs & Outputs

A

Inputs:
-Project management plan, EEFs and OPAs

Outputs:
-Activity list, activity attributes, milestone list, change requests, and project management plan UPDATES

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26
Q

Sequence Activities and it’s benefit

A

Process of identifying and documenting relationships among project activities and defines logical sequence

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27
Q

Sequence activities: Inputs and Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Project schedule network diagrams and project document UPDATES

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28
Q

Estimate Activity Durations and it’s benefit

A

Estimation of how many work periods are needed to complete individual activities with resources.
Key Benefit: provides amount of time each activity will take to complete

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29
Q

Estimate Activity: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Duration estimates, basis of estimates and project documents UPDATES

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30
Q

Develop Schedule and it’s benefit

A

Analyzing activity sequences, duration, resource requirements and schedule constraints to create a schedule model for the project and monitor/control it. Generates schedule model with planned dates for completing project activities

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31
Q

Develop Schedule: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, agreements, EEFs and OPAs

Outputs:
-Schedule baseline, project schedule, schedule data, project calendars, change requests, project management plan UPDATES and project document UPDATES

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32
Q

Plan Cost Management and it’s benefit

A

Defining how project costs are estimated, budgeted, managed, monitored and controlled. Provides guidance and direction on how costs are managed throughout

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33
Q

Plan Cost Management: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, EEFs and OPAs

Outputs:
-Cost management plan

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34
Q

Estimate Costs and it’s benefit

A

Developing an approximation of monetary resources needed to complete project

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35
Q

Estimate Costs: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Cost estimates, basis of estimates and project document UPDATES

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36
Q

Determine Budget and it’s benefit

A

Aggregating estimated costs of individual activities/work packages to establish a cost baseline

Determines cost baseline that measured project performance and risk

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37
Q

Determine Budget: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, business documents, agreements, EEFs and OPAs

Outputs:
-Cost baseline, project funding requirements and project document UPDATES

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38
Q

Plan Quality Management and it’s benefit

A

Identifying quality requirements and documenting how projects will achieve them. Provides quality assurance and management

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39
Q

Plan Quality Management: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, project documents, EEFs and OPAs

Outputs:
-Quality management plan, quality metrics, project management plan UPDATES and project documents UPDATES

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40
Q

Plan Resource Management and it’s benefits

A

Defining how to estimate, acquire, manage and utilize resources. Establishes the approach and level of management effort needed for managing resources based on complexity

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41
Q

Plan Resource Management: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, project documents, EEFs and OPAs

Outputs:
-Resource management plan, team charter and project documents UPDATES

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42
Q

Estimate Activity Resources and it’s benefits

A

Estimating team resources and quantity needed (equipment, material and supplies). These are physical and not people

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43
Q

Estimate Activity Resources: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Resource requirements, basis of estimates, resource breakdown structure and project documents UPDATES

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44
Q

Plan Communications Management

A

Developing appropriate approach and plan for project communication activities based on information needs of each stakeholder
Documents approach used to effectively and efficiently engage stakeholders

45
Q

Plan Communications Management: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, project documents, EEFs and OPAs

Outputs:
-Communications management plan, project management plan UPDATES and project documents UPDATES

46
Q

Plan Risk Management

A

Process of defining risk management activities. Ensures that the degree, type and visibility of risk management match the risks and importance of project to organization and stakeholders

47
Q

Plan Risk Management: Inputs & Outputs

A

Inputs:
-project charter, project management plan, project documents, EEFs and OPAs

Outputs:
-risk management plan

48
Q

Identify Risks

A

Identifying risks and sources of overall project risk. Documents risk and bring together information so the project team can respond appropriately

49
Q

Identify Risks: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, agreements, procurement documentation, EEFs and OPAs

Outputs:
-Risk register, risk report and project document UPDATES

50
Q

Perform Qualitative Risk Analysis

A

Process of prioritizing individual risks for further analysis/action by assessing their probability and impact. Focuses efforts of high-priority risks

51
Q

Perform Qualitative Risk Analysis: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Project document UPDATES

52
Q

Perform Quantitative Risk Analysis

A

Process of numerically analyzing the combined effect of individual risks. Quantifies overall project risk and provides additional quantitative risk information to support risk response planning

53
Q

Perform Quantitative Risk Analysis: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Project documents UPDATES

54
Q

Plan Risk Responses

A

Developing options, selecting strategies and agreeing on actions to address overall project risk exposure as well as treating individual project risk. Identifies appropriate ways to address overall project and individual risk and allocates resources and activities into project documents and PMP as needed

55
Q

Plan Risk Responses: Inputs & Outputs

A

Inputs:
-project management plan, project documents, EEFs and OPAs

Outputs:
-Change requests, project management plan UPDATES, project document UPDATES

56
Q

Plan Procurement Management

A

Documenting project procurement decisions, the approach and potential sellers

Determines whether to buy goods/services from outside of project and a plan for what and how to get it

57
Q

Plan Procurement Management: Inputs & Outputs

A

Inputs:
-project charter, business documents, project management plan, project documents, EEFs and OPAs

Outputs:
-procurement management plan, procurement strategy, business documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates and change requests

58
Q

Plan Stakeholder Engagement

A

Developing approaches to involve stakeholders based on their individual needs, expectations, interests and impact

Provides actionable plan to interact with stakeholders effectively

59
Q

Plan Stakeholder Engagement: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, project documents, agreements, EEFs and OPAs

Outputs:
-stakeholder engagement plan

60
Q

Executing Process

A

Actual work is completed to plan. Involves coordinating resources, managing stakeholder engagement, integrating and performing project activities in accordance to the PMP

61
Q

Direct and Manage Project Work

A

Leading and performing work in PMP and implementing APPROVED CHANGES to provide overall management of project work, deliverables, and improving likelihood of project success. Take the resources for the project and see how its going

62
Q

Direct and Manage Project Work: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, approved change requests, EEFs and OPAs

Outputs:
-Deliverables, work performance data, issue log, change requests, project management plan UPDATES, project document UPDATES and OPAs UPDATES

63
Q

Manage Project Knowledge

A

Using existing knowledge and creating new knowledge to achieve project objectives and contribute to organizational learning

Sharing lessons learned throughout project

64
Q

Manage Project Knowledge: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, deliverables, EEFs and OPAs

Outputs:
-Lessons learned register, project management plan UPDATES, and OPAs UPDATES

65
Q

Manage Quality

A

Translating quality management plan into executable quality activities that incorporate organization’s quality policies into project

Increases likelihood of meeting quality objectives and identifying ineffective processes/poor quality

Looks at processes and how to manage quality

66
Q

Manage Quality: Inputs & Outputs

A

Inputs:
-Project management plan, project documents and OPAs

Outputs:
-Quality reports, test and evaluation documents, change requests, project management plan UPDATES and project document UPDATES

67
Q

Acquire Resources

A

Obtaining team members, facilities, equipment, materials, supplies, etc necessary

Outlines and guides selection of resources and resource allocation

68
Q

Acquire Resources: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Physical resource assignments, project team assignments, resource calendars, change requests, project management plan UPDATES, project document UPDATES, EEFs UPDATESand OPAs UPDATES

69
Q

Develop Team

A

Process of improving competencies, team member interaction and overall team environment to enhance project performance

Results in improved teamwork, motivation of employees, reduced attrition, improved overall project performance.

70
Q

Develop Team: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Team performance, change requests, project management plan UPDATES, project documents UPDATES, EEFs UPDATES and OPAs

71
Q

Manage Team

A

Tracking team member performance, providing feedback, resolving issues, and managing team change to optimize project performance

Influences team behavior, manages conflict and resolves issues
Has you working with individuals on team

72
Q

Manage Team: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance reports, team performance assessments, EEFs and OPAs

Outputs:
-Change requests, project management plan UPDATES, project document UPDATES, EEFs UPDATES

73
Q

Manage Communications

A

Ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring and disposition of project information

Enables efficient and effective information flow between project team and stakeholders

74
Q

Manage Communications: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance reports, EEFs and OPAs

Outputs:
-Project communications, project management plan UPDATES, project document UPDATES, OPAs UPDATES

75
Q

Implement Risk Responses

A

Implementing risk response plans so to minimize individual project threats and maximize individual project opportunities and evaluate how the plans went

76
Q

Implement Risk Responses: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, and OPAs

Outputs:
-Change requests and project document UPDATES

77
Q

Conduct Procurements

A

Obtaining seller responses, selecting a seller and paying them. Selects qualified seller and implements legal agreement for delivery

78
Q

Conduct Procurements: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, procurement documents, EEFs and OPAs

Outputs:
-Selected sellers, agreements, change requests, project document UPDATES and OPA UPDATES

79
Q

Manage Stakeholder Engagement

A

Communicating and working with stakeholders to meet needs and expectations

Allows project manager to increase support and minimize resistance from stakeholders

80
Q

Manage Stakeholder Engagement: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, EEFs and OPAs

Outputs:
-Change requests, project management plan UPDATES and project documents UPDATES

81
Q

Monitoring and Controlling Process Group

A

Processes needed to track, review and regulate project progress and performance

Key benefit is that project performance is measured and analyzed on regular basis which keeps others informed and identifies where attention needs to be

82
Q

Monitor and Control Project Work

A

Tracking, reviewing and reporting overall progress to meet the performance objectives that were originally set out

Allows stakeholders to understand state of project, recognize where action needs to be taken and have visibility to future needs of project status with scheduled cost and schedule forecasts

83
Q

Monitor and Control Project Work: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance information, agreements, EEFs and OPAs

Outputs:
-Work performance reports, change requests, project management plan UPDATES and project documents UPDATES

84
Q

Perform Integrated Change Control

A

Reviewing all change requests, approving changes, managing change deliverables, organizational process assets, project documents and PMP, and communicating decisions

Allows for documented changes within project to be considered while addressing overall risk

85
Q

Perform Integrated Change Control: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance reports, change requests, EEFs and OPAs

Outputs:
-Approved change requests, project management plan UPDATES and project documents UPDATES

86
Q

Validate Scope

A

Formalizing acceptance of completed deliverables

Brings objectivity to acceptance of process and increases probability of accepting deliverables by validating each

87
Q

Validate Scope: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, and verified deliverables

Outputs:
-Accepted deliverables, work performance information, change requests and project documents UPDATES

88
Q

Control Scope

A

Monitoring status of project and project scope and managing changes to the scope baseline

Scope baseline is maintained throughout project

89
Q

Control Scope: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, and OPAs

Outputs:
-Work performance information, change requests, project management plan UPDATES and project documents UPDATES

90
Q

Control Schedule

A

Monitoring project status to update schedule and manage changes to schedule baseline

Keeps on schedule

91
Q

Control Schedule: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, and OPAs

Outputs:
-Work performance information, schedule forecasts, change requests, project management plan UPDATES and project documents UPDATES

92
Q

Control Costs

A

Monitoring project status to update costs and manage cost baseline

Keeps within budget

93
Q

Control Costs: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, project funding requirements, work performance data, and OPAs

Outputs:
-Work performance information, cost forecasts, change requests, project management plan UPDATES and project documents UPDATES

94
Q

Control Quality:

A

Monitoring and recording results of executing the quality management activities to assess performance and ensure project outputs are complete, correct and meet customer expectations

Verifies that project deliverables and work meet quality standards

95
Q

Control Quality: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, approved change requests, deliverables, work performance data, EEFs and OPAs

Outputs:
-Quality control measurements, verified deliverables, work performance information, change requests, project management plan UPDATES and project documents UPDATES

96
Q

Control Resources

A

Process of ensuring that the physical resources assigned and allocated are available as planned, monitoring the planned vs actual utilization of resources and taking corrective action as necessary

Ensuring assigned resources are available to the product at the right time, right place and released when not needed

97
Q

Control Resources: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, agreements, and OPAs

Outputs:
-Work performance information, change requests, project management plan UPDATES and project documents UPDATES

98
Q

Monitoring Communications

A

Ensuring information needs and stakeholders are met

Optimal information flow as defined in the communications management plan and stakeholder engagement plan

99
Q

Monitoring Communications: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, EEFs, and OPAs

Outputs:
-Work performance information, change requests, project management plan UPDATES and project documents UPDATES

100
Q

Monitor Risks

A

Monitoring implementation of agreed-upon risk response plans, tracking risks, identifying and analyzing new risks, and evaluating risk process effectiveness

Enables project decisions to be made based on current information and overall project risk exposure and individual project risks

101
Q

Monitor Risks: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, and work performance reports

Outputs:
-Work performance information, change requests, project management plan UPDATES, project documents UPDATES and OPAs UPDATES

102
Q

Control Procurements

A

Managing outside relations. Monitoring contracts and making changes as needed to close contracts

Ensures that seller’s and buyer’s performance meets project requirements as stated in terms of legal contracts

103
Q

Control Procurements: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, agreements, procurement documentation, approved change requests, work performance data, EEFs and OPAs

Outputs:
-Closed procurements, work performance information, procurement documentation updates, change requests, project management plan UPDATES, project documents UPDATES and OPAs UPDATES

104
Q

Monitor Stakeholder Engagement

A

Monitoring relationships and tailoring engagement strategies and plans

Maintains increased efficiency and effectiveness of stakeholder engagement of project life cycle

105
Q

Monitor Stakeholder Engagement: Inputs & Outputs

A

Inputs:
-Project management plan, project documents, work performance data, EEFs and OPAs

Outputs:
-Work performance information, change requests, project management plan UPDATES and project documents UPDATES

106
Q

Closing PROCESS GROUP

A

Processes to formally close/complete a project, phase or contract. Verifies that defined processes are completed within all of the Process Groups to close the project/phase as appropriate. Formally puts a close to all phases, projects and contracts

107
Q

Close Project or Phase

A

Finalizing all activities

Project or phase information is archived, the planned work is completed, and organizational resources are released to pursue new endeavors

108
Q

Close Project or Phase: Inputs & Outputs

A

Inputs:
-Project charter, project management plan, project documents, accepted deliverables, business documents, agreements, procurement documentation and OPAs

Outputs:
-Project documents updates, final product/service/result transition, final report and OPAs UPDATES[]

PMP (5 decks)

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