Chapters 1-3 Concepts Flashcards
1
Q
methodology
A
methodology
2
Q
A system of practices, techniques, procedures, and rules used by those who work in a discipline
A
A system of practices, techniques, procedures, and rules used by those who work in a discipline
3
Q
standard
A
standard
4
Q
A document established by an authority, custom, or general consent as a model or example
A
A document established by an authority, custom, or general consent as a model or example
5
Q
Project
A
Project
6
Q
A temporary endeavor undertaken to create a unique product, service, or result
A
A temporary endeavor undertaken to create a unique product, service, or result
7
Q
Deliverable
A
Deliverable
8
Q
Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project
A
Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project
9
Q
- can be tangible or intangible
A
- can be tangible or intangible
10
Q
Temporary endeavor
A
Temporary endeavor
11
Q
The temporary nature of projects indicates that a project has a definite beginning and end
A
The temporary nature of projects indicates that a project has a definite beginning and end
12
Q
- temporary does not mean short duration
A
- temporary does not mean short duration
13
Q
Projects are temporary, but their deliverables may…
A
Projects are temporary, but their deliverables may…
14
Q
exist beyond the end of the project
A
exist beyond the end of the project
15
Q
Business value
A
Business value
16
Q
The net quantifiable benefit derived from a business endeavor; can be tangible, intangible, or both
A
The net quantifiable benefit derived from a business endeavor; can be tangible, intangible, or both
17
Q
Business value in projects refers to…
A
Business value in projects refers to…
18
Q
the benefit that the results of a specific project provide to its stakeholders
A
the benefit that the results of a specific project provide to its stakeholders
19
Q
Project management
A
Project management
20
Q
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
A
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
21
Q
Project management is accomplished through…
A
Project management is accomplished through…
22
Q
the appropriate application and integration of the project management processes identified for the project
A
the appropriate application and integration of the project management processes identified for the project
23
Q
A project may be managed in 3 separate scenarios:
A
A project may be managed in 3 separate scenarios:
24
Q
as a stand alone project (outside of a portfolio or program), within a program, or within a portfolio
A
as a stand alone project (outside of a portfolio or program), within a program, or within a portfolio
25
Program
Program
26
A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually
A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually
27
Portfolio
Portfolio
28
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
29
Program management and portfolio management differ from project management in their...
Program management and portfolio management differ from project management in their...
30
life cycles, activities, objectives, focus, and benefits
life cycles, activities, objectives, focus, and benefits
31
Program and project management focus on...
Program and project management focus on...
32
doing programs and projects the "right" way
doing programs and projects the "right" way
33
Portfolio management focuses on...
Portfolio management focuses on...
34
doing the "right" programs and projects
doing the "right" programs and projects
35
Program management
Program management
36
The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually
The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually
37
program component
program component
38
refers to projects and other programs within a program
refers to projects and other programs within a program
39
Portfolio management
Portfolio management
40
The centralized management of one or more portfolios to achieve strategic objectives
The centralized management of one or more portfolios to achieve strategic objectives
41
Operations management
Operations management
42
an area that is outside the scope of formal project management as described in this guide; concerned with the ongoing production of goods and services
an area that is outside the scope of formal project management as described in this guide; concerned with the ongoing production of goods and services
43
Portfolio management aligns portfolios with...
Portfolio management aligns portfolios with...
44
organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources
organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources
45
Program management harmonizes its...
Program management harmonizes its...
46
project components and controls interdependencies in order to realize specified benefits
project components and controls interdependencies in order to realize specified benefits
47
Project management enables...
Project management enables...
48
the achievement of organizational goals and objectives
the achievement of organizational goals and objectives
49
Organizational project management (OPM)
Organizational project management (OPM)
50
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives
51
- ensures that the org undertakes the right projects and allocates critical resources appropriately
- ensures that the org undertakes the right projects and allocates critical resources appropriately
52
Project life cycle
Project life cycle
53
The series of phases that a project passes through from its start to completion
The series of phases that a project passes through from its start to completion
54
- provides basic framework for managing the project
- provides basic framework for managing the project
55
Project Life Cycles (2)
Project Life Cycles (2)
56
1. predictive
1. predictive
57
2. adaptive
2. adaptive
58
Development live cycles (5, these are WITHIN project life cycles) 1
1. predictive
59
Development live cycles (5, these are WITHIN project life cycles) 2
2. iterative
60
Development live cycles (5, these are WITHIN project life cycles) 3
3. incremental
61
Development live cycles (5, these are WITHIN project life cycles) 4
4. adaptive
62
Development live cycles (5, these are WITHIN project life cycles) 5
5. hybrid
63
predictive life cycle
project scope, time, and cost are determined in the early phases of the life cycle; changes to the scope are carefully managed (Aka waterfall)
64
iterative life cycle
project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases
65
incremental life cycle
the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame
66
adaptive life cycle
Agile, iterative, or incremental; the detailed scope is defined and approved before the start of an iteration (aka agile)
67
hybrid life cycle
A combination of predictive and an adaptive life cycle; those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle
68
Product life cycle
the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement
69
project phase
A collection of logically related project activities that culminates in the completion of one or more deliverable
70
phase gate
held at the end of a phase
71
Phase Gate 1
- can also bar offered to as phase review, stage gate, kill point, and phase entrance/phase exit
72
Phas Gate 2
Project management processes are...
73
Phase Gate 3
logically linked by the output they produce
74
Phase Gate 4
Processes fall into 3 categories:
75
Processes fall into 3 categories: 1
1. processes used once or at predefined points in the project
76
Processes fall into 3 categories: 2
2. process that are performed periodically as needed
77
Processes fall into 3 categories: 3
3. processes that are performed continuously throughout the project
78
Process group
a logical grouping of project management processes to achieve specific project objectives
79
5 Project Management Process Groups 1
1. Initiating
80
5 Project Management Process Groups 2
2. Planning
81
5 Project Management Process Groups 3
3. Executing
82
5 Project Management Process Groups 4
4. Monitoring and Controlling
83
5 Project Management Process Groups 5
5. Closing
84
Knowledge area
An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques
85
10 Knowledge Areas 1
1. project integration mgt
86
10 Knowledge Areas 2
2. project scope mgt
87
10 Knowledge Areas 3
3. project schedule mgt
88
10 Knowledge Areas 4
4. project cost mgt
89
10 Knowledge Areas 5
5. project quality mgt
90
10 Knowledge Areas 6
6. project resource mgt
91
10 Knowledge Areas 7
7. project communications mgt
92
10 Knowledge Areas 8
8. project risk mgt
93
10 Knowledge Areas 9
9. project procurement mgt
94
10 Knowledge Areas 10
10. project stakeholder mgt
95
Work performance data
The raw observations and measurements identified during activities being performed to carry out the project work
96
Work performance information
The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas
97
Work performance reports
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness
98
Tailoring is necessary because...
each project is unique: not every process, tool, technique, input, or output identified in the PMBOK is required on every project
99
The project sponsor is generally accountable for...
the development and maintenance of the project business case document
100
Project business case 1
A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities
101
Project business case 2
- list the objectives and reasons for project initiation; helps measure the project success at the end of the project against set objectives
102
A needs assessments often precedes...
the business case
103
Project benefits plan
The document that describes how and when the benefits of the project will be delivered, and describes the mechanisms that should be in place to measure those benefits
104
Project charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
105
project management plan
The document that describes how the project will be executed monitored, and controlled
106
2 main categories of influences 1
1. EEFs
107
2 main categories of influences 2
2. OPas
108
EEFs originate from...
the environment outside of the project and often outside of the enterprise
109
EEF'S originate from and
- may have an impact at the organizational, portfolio, program, or project level
110
OPAs are...
internal to the organization; they may arise from the organization itself, a portfolio, a program, another project, or a combination of theses
111
EEFs
refers to conditions, not under the control of the project team, that influence, constrain, or direct the project
112
EEFS can be 1
- can be internal/external
113
EEF'S Can be 2
- considered inputs to many processes, specifically most planning processes
114
Internal EEFs examples 1
- organizational culture, structure, and governance
115
Internal EEFs examples 2
- geographic distribution of facilities and resources
116
Internal EEFs examples 3
- infrastructure
117
Internal EEFs examples 4
- IT software
118
Internal EEFs examples 5
- resource availability
119
Internal EEFs examples 5
- employee capability
120
External EEFs examples 1
- marketplace conditions
121
External EEFs examples 2
- social and cultural influences and issues
122
External EEFs examples 3
- legal restrictions
123
External EEFs examples 4
- commercial databases
124
External EEFs examples 5
- academic research
125
External EEFs examples 5
- government or industry standards
126
External EEFs examples 6
- financial considerations
127
External EEFs examples 7
- physical environmental elements
128
OPAs 1
the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization; can include any artifact, practice, or knowledge from any or all of the performing organizations involved
129
OPAs 2
- these assets influence the management of the project; they are inputs to many project management processes
130
2 "categories" of OPAs 1
1. processes, policies, and procedures
131
1. processes, policies, and procedures 2
2. organizational knowledge bases
132
Processes, policies, and procedures are usually established by the PMO and...
can only be updated by following the appropriate organizational policies associated with updating processes, policies, or procedures
133
Organizational knowledge bases are updated...
throughout the project with project information
134
System factors include...
management elements, governance frameworks, and organizational structure types
135
system
a collection of various components that together can produce results not obtainable by the individual components alone
136
component
an identifiable event within the project or organization that provides a particular function or group of related functions
137
an identifiable event within the project or organization that provides a particular function or group of related functions
5 Systems principles
138
5 Systems principles 1
1. systems are dynamic
139
5 Systems principles 2
2. systems can be optimized
140
5 Systems principles 3
3. system components can be optimized
141
5 Systems principles 4
4. systems and their components cannot be optimized at the same time
142
5 Systems principles 5
5. systems are nonlinear in responsiveness (a change in the input does not produce a predictable change in the output)
143
Systems are typically the responsibility of...
an organization's management
144
governance
organizational or structural arrangements at all levels of an organization designed to determine and influence the behavior of the organization's members
145
2 components of governance 1
- it includes consideration of people, roles, structures, and policies
146
2 components of governance 2
- it requires providing direction and oversight through data and feedback
147
Governance can include...
rules, policies, procedures, norms, relationships, systems, and processes
148
Governance influences how… 1
- objectives of the org are set and achieved
149
Governance influences how… 2
- risk is monitored and assessed
150
Governance influences how… 3
- performance is optimized
151
project governance
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
152
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
Project management office (PMO)
153
Project management office (PMO) 1
An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
154
Project management office (PMO) 2
- can range from providing support functions to direct management of one or more projects
155
Supportive PMO 1
Provide a consultative role to projects by supplying templates, best practices, training access to information, and lessons learned from other projects.
156
Supportive PMO 2
- serves as a project repository, degree of control is low
157
Controlling PMO 1
Provide support and require compliance through various means; compliance may involve adopting project management frameworks or methodologies, using specific templates, forms, and tools, or conformance to governance
158
Controlling PMO 2
- degree of control is moderate
159
Directive PMO 1
Take control of the projects by directly managing the projects; PMs are assigned by and report to the PMO
160
Directive PMO 2
- degree of control is high
161
A PMO may have the authority to...
act as an integral stakeholder and a key decision maker throughout the life of each project in order to keep it aligned with the business objectives
162
Ultimately, the project management role is tailored to...
fit the organization in the same way that the project management processes are tailored to fit the project
163
The project manager is not expected to perform every role on the project, but should possess...
project management knowledge, technical knowledge, understanding, and experience
164
project manager 1
the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives
165
project manager 2
- distinct from the of a functional manger or operations manager
166
functional manager
focuses on providing management oversight for a functional business or unit
167
operations manager
responsible for ensuring that business operations are efficient
168
The project manager leads the project team to...
meet the project's objectives and stakeholder's expectations
169
PMI Talent Triangle 1
1. technical project management
170
PMI Talent Triangle 2
2. leadership
171
PMI Talent Triangle 3
3. strategic and business management
172
technical project management
the knowledge, skills, and behaviors related to specifics domains of the project, program, and portfolio management. The technical aspects of performing one's role
173
leadership (talent triangle)
the knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals
174
strategic and business management
the knowledge and expertise in the industry and organization that enhances performance and better delivers business outcomes
175
technical project management skills are defines as...
the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects
176
Top project managers consistently demonstrated several skills including… 1
- focusing on the critical technical project management elements for each project they manage
177
Top project managers consistently demonstrated several skills including… 2
- tailoring both traditional and agile tools, techniques, and methods for each project
178
Top project managers consistently demonstrated several skills including… 3
- making time to plan thoroughly and prioritize diligently
179
Top project managers consistently demonstrated several skills including… 4
- managing project elements including, but not limited to, schedule, cost, resources, and risks
180
Top project managers consistently demonstrated several skills including… 5
strategic and business management skills involve...
181
Top project managers consistently demonstrated several skills including… 6
the ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation
182
Top project managers consistently demonstrated several skills including… 7
project managers should be knowledgeable enough about the business to...
183
Top project managers consistently demonstrated several skills including… 8
- explain to others the essential business aspects of a project
184
Top project managers consistently demonstrated several skills including… 9
- work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy
185
Top project managers consistently demonstrated several skills including…10
- implement that strategy in a way that maximizes the business value of the project
186
Top project managers consistently demonstrated several skills including… 11
in order to make the best decisions regarding the successful delivery of their projects, PMs should...
187
Top project managers consistently demonstrated several skills including…12
seek out and consider the expertise of the operational managers who run the business in their organization
188
The project manager should be knowledgable enough to explain to others the following aspects of the org: 1
- strategy
189
The project manager should be knowledgable enough to explain to others the following aspects of the org: 2
- mission
190
The project manager should be knowledgable enough to explain to others the following aspects of the org: 2
- goals and objectives
191
The project manager should be knowledgable enough to explain to others the following aspects of the org: 3
- products and services
192
The project manager should be knowledgable enough to explain to others the following aspects of the org: 4
- operations
193
The project manager should be knowledgable enough to explain to others the following aspects of the org: 5
- market and market conditions
194
The project manager should be knowledgable enough to explain to others the following aspects of the org: 6
- competition
195
The project manager should be knowledgable enough to explain to others the following aspects of the org: 7
strategic and business skills help the PM...
196
The project manager should be knowledgable enough to explain to others the following aspects of the org: 8
to determine which business factors should be considered for their project
197
The project manager should be knowledgable enough to explain to others the following aspects of the org: 9
leadership skills
198
The project manager should be knowledgable enough to explain to others the following aspects of the org: 10
involve the ability to guide, motivate, and direct a team
199
The project manager should be knowledgable enough to explain to others the following aspects of the org: 11
- may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills
200
A common denominator in all projects is...
people
201
leadership and management are ultimately about...
being able to get things done
202
leadership and management are ultimately about… but involves
politics involves...
203
leadership and management are ultimately about… Also Has
influence, negotiation, autonomy, and power
204
Top PMs are...when it comes to power
proactive and intentional
205
management vs. leadership 1
- management: more closely associated with directing another person to get from one point to another using a known set of expected behaviors
206
management vs. leadership 2
- leadership: involves working with others through discussion or debate in order to guide them from one point to another
207
Management characteristics 1
- direct using positional power
208
Management characteristics 2
- maintain
209
Management characteristics 3
- administrate
210
Management characteristics 4
- focus on systems and structure
211
Management characteristics 5
- rely on control
212
Management characteristics 6
- focus on near-term goals
213
Management characteristics 7
- ask how and when
214
Management characteristics 8
- focus on a bottom line
215
Management characteristics 9
- accept status quo
216
Management characteristics 10
- do things right
217
Management characteristics 11
- focus on operational issues and problem solving
218
Management characteristics 12
Leadership characteristics
219
Leadership characteristics 1
- guide, influence, and collaborate using relational power
220
Leadership characteristics 2
- develop
221
Leadership characteristics 3
- innovate
222
Leadership characteristics 4
- focus on relationships with people
223
Leadership characteristics 5
- inspire trust
224
Leadership characteristics 6
- focus on long-range vision
225
Leadership characteristics 7
- ask what and why
226
Leadership characteristics 8
- focus on the horizon
227
Leadership characteristics 9
- challenge status quo
228
Leadership characteristics 10
- do the right things
229
Leadership characteristics 11
- focus on vision, alignment, motivation, and inspiration
230
Leadership characteristics 12
laissez-fair leadership
231
Leadership characteristics 13
allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style
232
Leadership characteristics 14
transactional leadership
233
Leadership characteristics 15
focus on goals, feedback, and accomplishment to determine rewards; management by exception
234
servant leader leadership
demonstrates commitment to serve and put other people first; focuses on other people's growth, learning, development, autonomy, and well-being; concentrates on relationships, community, and collaboration; leadership is secondary and emerges after the service
235
transformational leadership
empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration
236
charismatic leadership
able to inspire, is high-energy, enthusiastic, self-confident, holds strong convictions
237
interactional leadership
a combination of transactional, transformational, and charismatic
238
personality
refers to the individual differences in characteristic patterns of thinking, feeling, and behaving
239
refers to the individual differences in characteristic patterns of thinking, feeling, and behaving
complexity within projects is a result of..
240
the organization's system behavior, human behavior, and the uncertainty at the work in the organization or its environment
system behavior
241
the interdependencies of components and systems
human behavior
242
human behavior
the interplay between diverse individuals and groups
243
ambiguity
uncertainty of emerging issues and lack of understanding or confusion
244
complexity itself is...
a perception of an individual based on personal experience, observation, and skill
245
rather than being complex, a project is more accurately described as...
containing complexity
246
containing complexity
Complexity as a characteristic or property of a project is typically defined as...
247
Complexity as a characteristic or property of a project is typically defined as…1
- containing multiple parts
248
Complexity as a characteristic or property of a project is typically defined as…2
- possessing a number of connections between the parts
249
Complexity as a characteristic or property of a project is typically defined as…3
- exhibiting dynamic interactions between the parts
250
Complexity as a characteristic or property of a project is typically defined as…4
- exhibiting behavior produced as a result of the interactions that cannot be explained as the simple sum of the parts
