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PMP > Intro to Project Management (Sections 4-6) > Flashcards

Intro to Project Management (Sections 4-6) Flashcards

1
Q

How many project management processes are there?

A

49

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2
Q

How many project management process groups are there?

A

5

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3
Q

What are the 5 project management process groups?

A

Initiating, Planning, Executing, Monitoring and Controlling, Closing

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4
Q

What does IPECC stand for?

A

Initiating, Planning, Executing, Monitoring and Controlling, Closing

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5
Q

What is the concept of Progressive Elaboration?

A

Idea or concept –> Formulate the idea –> Business case –> Feasibility study –> Project

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6
Q

What does MACD stand for?

A

Moving Adding Changing Deleting

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7
Q

What are the main differences between Projects and Operations?

A

Projects are temporary
- Developing new products or services
- Moving, Adding, Changing, Deleting
- Implementing new service or solution
Operations are Ongoing
- Repetitive actions
- Maintenance
- Core business functions

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8
Q

What is the difference between work performance information and work performance data?

A

Work performance INFORMATION is work performance data that has been analyzed

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9
Q

What is the definition of a program?

A

Multiple projects coordinated together to achieve maximum benefits (more than an individual project)

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10
Q

What is the difference between a program and a portfolio?

A

A portfolio can be made up of projects and programs. Portfolio management coordinates these with a prioritization on RETURN ON INVESTMENT

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11
Q

What are sample actions from each of a Supportive, Controlling, and Directive PMO?

A

Most likely to provide templates and training = Supportive

Most likely to provide compliance through a framework and specific forms = Controlling

Fully owns the project = Directive

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12
Q

What is the definition & purpose of “OPM?”

A

Organizational Project Management = Helps with consistent delivery & stakeholder experience resulting in maximum value for stakeholders

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13
Q

What is an Infrastructure Environmental Factor and how is it different from an Enterprise Environmental Factor?

A

Infrastructure environmental factor are physical attributes of the project environment - e.g. facilities, equipment, IT hardware/usability

IEF is an INTERNAL type of EEF (EEF can be either internal or external)

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14
Q

Where do you find individual project processes?

A

At the intersection of a KNOWLEDGE AREA (e.g. Project Integration Management) and a PROCESS GROUP (e.g. Initiating, Planning)

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15
Q

What is this an example of?
-Status of Project Work Assignments (e.g. % complete, In Progress, Start/Finish Dates)

How do you get from something like this, to something actionable?

A

Work Performance Data (just raw data)

Analyze it (Work Performance Information) and then package it up into a memo, status report, etc that helps a stakeholder make a decision (at this point, it becomes a Work Performance Report)

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16
Q

What is the process of “Tailoring the Processes” for a project?

A

Determining the following -
1. The WHAT (what processes should be used - not all will be used on all projects)
2. The DEPTH (to what extent the process should be used)

17
Q

What type of project lifecycle has tightly controlled changes to scope?

A

Predictive (e.g. Waterfall)

18
Q

What three types of project lifecycles expect changes to project scope and repeat phases? What is the main difference between these three?

A

Iterative, Incremental, and Adaptive

Iterative = Iterations on the path to creating the final product; Incremental = full deliverables created in increments

Adaptive is an umbrella that contains both Iterative and Incremental project lifecycle types

19
Q

What is the project lifecycle type that contains things like Lean and Agile? What are some hallmark characteristics of this lifecycle?

A

Adaptive life cycle

-Change-driven
-Project backlog
-Rapid iterations
-Product owner & project team has repeated chances to re-order a backlog, add, re-prioritize. Items can shift in priority before each sprint

20
Q

At what point in the project lifecycle is a business document particularly helpful?

A

As tied to a Phase Gate (allows you to progress to the next phase, adjust/update, repeat or even kill the project - “kill point”- based on pre-discussed factors)

21
Q

What activity is an “economic feasibility study” apart of?

A

the Project Business Case

22
Q

How does a Business Case show up during the course of a project? Who is accountable/responsible for it?

A

Iterative throughout the project as new information is gathered. Project Sponsor is accountable for development and maintenance, though Project Manager should provide recommendations

23
Q

When analyzing a Business Case, what are the three buckets of analysis? “__________ to address the problem”

A
  1. Required
  2. Desired
  3. Optional
24
Q

What are the three types of Recommendations for a Project after reviewing a Business Case? Who typically gives these recommendations?

A
  1. Do nothing (don’t do the project)
  2. Do the minimum work possible
  3. Do a little more than the minimum work possible

A Business Analyst

25
Q

What are the six components of a Project Benefits Management Plan?

A
  1. Target benefits (tangible & intangible value)
  2. Strategic alignment (of benefits to business strategies)
  3. Timeframe (are the benefits short term? long term? ongoing?)
  4. Metrics
  5. Assumptions
  6. Risks
26
Q

If the three sides of the Iron Triangle are not kept in check, what can suffer?

A

Quality

(Three sides - Cost, Time, Scope)

27
Q

Which knowledge area includes the creation of the project charter?

A

Project integration management (focuses on coordination of all components)

28
Q

What is “Executing” an example of?

A

A project management PROCESS GROUP

29
Q

What is “Project Integration Management” an example of?

A

A project management KNOWLEDGE AREA

30
Q

What are the main benefits of creating a Program?

A

Standardized set of projects managed in coordination to gain control that wouldn’t necessarily be available if the projects were managed independently

31
Q

What is the difference between the scope of a Program and the scope of a Portfolio?

A

PORTFOLIOS have an ORGANIZATIONAL SCOPE that reflects the strategic goals of the organization.

Programs have larger scopes than projects and may be part of portfolios. (Programs DO have scopes of their own)

32
Q

Who within the organization is typically responsible for portfolio management?

A

Senior leadership

33
Q

What does the Project Manager spend most of their time doing, and what % of their time is spent doing this?

A

A project manager spends 90% of their time communicating

34
Q

If a project idea is validated but there aren’t enough resources to complete the project, so the project is ultimately denied, what is this an example of?

A

Project portfolio management (choosing and prioritizing projects)

PMP (7 decks)

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