Traditional: Executing, Monitoring & Controlling, Closing

Question 1

Direct and Manage Project Work

Answer 1

-Process of performing work defined in the PM plan.
-Involves managing people and keeping them engaged, improving the processes, requesting changes, and implementing approved changes

[Executing]

Question 2

What are outputs of “direct & manage project work?

Answer 2

-Deliverables
-Work Performance Data
-Issue Log
-Change Requests

Question 3

Manage Project Knowledge

Answer 3

Process of using existing knowledge and creating new knowledge, contributing to organizational learning, and making available to the project team.

output: updates to lessons learned register

[Executing]

Question 4

Explicit knowledge

Answer 4

can be formally documented and shared (data, documents, records)

Question 5

Tacit knowledge

Answer 5

exists inside the heads of your employees (experience, thinking)

Question 6

Manage Quality

Answer 6

Process of Translating the quality management plan into executable quality activities. Increases probability of meeting quality objectives

AKA Quality Assurance

Outputs: quality reports, test & evaluation documents

[Executing]

Question 7

Acquire Resources

Answer 7

Process of Getting the staff + physical resources needed to build the deliverables on the project. Done continuously for both internal and external resources

[Executing]

Question 8

What are outputs of “acquire resources”?

Answer 8

-Physical resource Assignments
-Project Team Assignments
-Resource Calendars

Question 9

Develop Team

Answer 9

Process of improving abilities, team member communication, and the overall team atmosphere. Critical to success!

[Executing]

Question 10

Maslow’s hierarchy of needs

Answer 10

Tool for “develop teams”
1. Physiological
2. Safety
3. Social
4. Esteem (approval of others)
5. Self-Actualization

Question 11

Herzberg’s Theory of Motivation

Answer 11

Tool for “develop teams”
-Hygiene agents (factors that influence satisfaction at work) are expected by and can only demotivate if they are not present.
-Motivating agents provide opportunity to exceed, and advance.

Question 12

McGregor’s Theory X and Y

Answer 12

-Theory X- is bad. micromanaging & distrust are present. People avoid responsibility, and have no ability to achieve.
-Theory Y is good. These people are selfled, motivated, and can accomplish new tasks proactively.

Question 13

Theory Z

Answer 13

-Increased Loyalty at the workplace
-emphasizes the well-being of the employees, both at work and outside of work, it encourages steady employment

Question 14

Expectancy Theory

Answer 14

People behave based on what they expect as a result of their behavior.

Question 15

McClelland 3 need theory

Answer 15

 Achievement
 Power
 Affiliation

Question 16

Forms of Power (5)

Answer 16

 Reward Power - Ability to give rewards
 Expert Power - SME
 Legitimate(formal power)
 Referent- Respect /Personality of the Manger
 Punishment- Punish associates when they fail (least desirable)

Question 17

Manage Team

Answer 17

process of tracing team member performance, providing feedback, resolving issues, and managing team
changes.

[Executing]

Question 18

Where does greatest project conflict occur?

Answer 18

between project managers and functional managers.

ex)Disagreements over schedules, priorities, and resources.

Question 19

Types of Conflict Resolution (5)

Answer 19

-Problem Solving (confronting)= win-win
-Forcing= win-lose
-Compromising= lose-lose
-Smoothing= lose-lose (for minor problems)
-Withdrawal= yield-lose (leaving the situation)

Question 20

Manage Communication

Answer 20

Process of Ensuring timely and suitable gathering, creation, distribution, storage,
retrieval, management, and monitoring, of project communications

follows communication mgmnt plan

[Executing]

Question 21

Implement Risk Responses

Answer 21

Process of executing risk response
plans when risk has taken place

minimizes threats, maximizes opportuntities

[Executing]

Question 22

Conduct Procurements

Answer 22

process of obtaining a seller response, selecting a seller, and awarding a
contract.

[Executing]

Question 23

Manage Stakeholder Engagement

Answer 23

Process of Communicating and working with stakeholders to meet their needs and expectations

Addressing issues, and get them involved

[Executing]

Question 24

Monitor and Control Project Work

Answer 24

Process of tracking, reviewing, and recording the progress to meet the performance defined in the PM Plan.

Ensures plan is working, identifies if changes needed & initiates them

Question 25

Work Performance Information

Answer 25

Status of the deliverables, project forecasts, status of change request

Input to M&C Project Work

Question 26

Work Performance Reports

Answer 26

Derived from Work Performance Information

Output of M&C Project Work

Question 27

Perform Integrated Change Control

Answer 27

Process of Review, approve and manage changes requests. Communicates changes/decision to the team. Where you assess change impact on the project

[Monitor & Control]

Question 28

Validate Scope

Answer 28

Process of formally accepting deliverables. Verifies deliverables from “Control Quality” process. Done in tandem or immediately after “quality control”. Makes sure deliverables are correct per scope baseline

[Monitor & Control]

Question 29

Control Scope

Answer 29

Process of monitoring the status of the project and product scope and managing changes to the scope baseline.

Determined if scope change has happened. If so, project baselines need adjusted

Question 30

Scope Creep

Answer 30

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep.

Question 31

Control Schedule

Answer 31

Process of Monitoring the status of the
project to update the project schedule and managing changes to the schedule baseline.

Question 32

Schedule Forecast

Answer 32

Based on Past performance and expected future performance

Output of Control Schedule

Question 33

Control Costs

Answer 33

Process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.

Addresses cost variance. Budget increases can only be addressed through formal change control process

Question 34

Control Quality

Answer 34

Process of Verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.

Question 35

Inspection

Answer 35

Inspections are often referred to as audits, walkthroughs or peer reviews. Used to validate defect repairs

Tool for Control Quality

Question 36

Control Resources

Answer 36

Process of correctly managing the physical resources on the project as the project is progressing.

Does not include HR resources

Question 37

Monitor Communication

Answer 37

Process of ensuring the communications requirements of the project and its stakeholders are met - per communication mgmnt plan.

Question 38

Monitor Risks

Answer 38

Process of Monitoring the implementation of risk response plans. Track, identify, analyze, evaluate - done throughout project

Question 39

Control Procurements

Answer 39

Process of managing procurement relationships; monitoring contract
performance and making changes/ corrections;

Includes closing out contracts

Question 40

Monitor Stakeholder Engagement

Answer 40

Process of monitoring stakeholder relationships & engaging them through modifications in engagement strategy

Question 41

Close Project or Phase

Answer 41

Process of finalizing activities & contracts, updating documents to ensure all issues are resolved, closing accounts, reassigning personnel, auditing project success & failure, documenting lessons learned

Question 42

Time & Materials Contract (T&M)

Answer 42

A type of contract that is a hybrid contractual arrangement
containing aspects of both cost-reimbursable and fixed-price contracts.

Question 43

Hawthorne effect

Answer 43

-states that the very act of measuring something influences behavior.

EX) For example, measuring
only a project team’s output of deliverables can encourage the project team to focus on
creating a large volume of deliverables rather than focusing on deliverables that would provide higher customer satisfaction.