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MY CAPM > Chapters 1-3 Concepts > Flashcards

Chapters 1-3 Concepts Flashcards

1
Q

methodology

A

methodology

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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

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3
Q

standard

A

standard

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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

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5
Q

Project

A

Project

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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

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7
Q

Deliverable

A

Deliverable

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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

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9
Q
  • can be tangible or intangible
A
  • can be tangible or intangible
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10
Q

Temporary endeavor

A

Temporary endeavor

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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

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12
Q
  • temporary does not mean short duration
A
  • temporary does not mean short duration
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13
Q

Projects are temporary, but their deliverables may…

A

Projects are temporary, but their deliverables may…

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14
Q

exist beyond the end of the project

A

exist beyond the end of the project

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15
Q

Business value

A

Business value

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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

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17
Q

Business value in projects refers to…

A

Business value in projects refers to…

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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

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19
Q

Project management

A

Project management

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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

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21
Q

Project management is accomplished through…

A

Project management is accomplished through…

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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

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23
Q

A project may be managed in 3 separate scenarios:

A

A project may be managed in 3 separate scenarios:

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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

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25
Q

Program

A

Program

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26
Q

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

A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually

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27
Q

Portfolio

A

Portfolio

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28
Q

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

A

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

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29
Q

Program management and portfolio management differ from project management in their…

A

Program management and portfolio management differ from project management in their…

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30
Q

life cycles, activities, objectives, focus, and benefits

A

life cycles, activities, objectives, focus, and benefits

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31
Q

Program and project management focus on…

A

Program and project management focus on…

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32
Q

doing programs and projects the “right” way

A

doing programs and projects the “right” way

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33
Q

Portfolio management focuses on…

A

Portfolio management focuses on…

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34
Q

doing the “right” programs and projects

A

doing the “right” programs and projects

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35
Q

Program management

A

Program management

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36
Q

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

A

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

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37
Q

program component

A

program component

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38
Q

refers to projects and other programs within a program

A

refers to projects and other programs within a program

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39
Q

Portfolio management

A

Portfolio management

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40
Q

The centralized management of one or more portfolios to achieve strategic objectives

A

The centralized management of one or more portfolios to achieve strategic objectives

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41
Q

Operations management

A

Operations management

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42
Q

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

A

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

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43
Q

Portfolio management aligns portfolios with…

A

Portfolio management aligns portfolios with…

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44
Q

organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources

A

organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources

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45
Q

Program management harmonizes its…

A

Program management harmonizes its…

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46
Q

project components and controls interdependencies in order to realize specified benefits

A

project components and controls interdependencies in order to realize specified benefits

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47
Q

Project management enables…

A

Project management enables…

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48
Q

the achievement of organizational goals and objectives

A

the achievement of organizational goals and objectives

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49
Q

Organizational project management (OPM)

A

Organizational project management (OPM)

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50
Q

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives

A

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives

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51
Q
  • ensures that the org undertakes the right projects and allocates critical resources appropriately
A
  • ensures that the org undertakes the right projects and allocates critical resources appropriately
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52
Q

Project life cycle

A

Project life cycle

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53
Q

The series of phases that a project passes through from its start to completion

A

The series of phases that a project passes through from its start to completion

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54
Q
  • provides basic framework for managing the project
A
  • provides basic framework for managing the project
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55
Q

Project Life Cycles (2)

A

Project Life Cycles (2)

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56
Q
  1. predictive
A
  1. predictive
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57
Q
  1. adaptive
A
  1. adaptive
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58
Q

Development live cycles (5, these are WITHIN project life cycles) 1

A
  1. predictive
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59
Q

Development live cycles (5, these are WITHIN project life cycles) 2

A
  1. iterative
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60
Q

Development live cycles (5, these are WITHIN project life cycles) 3

A
  1. incremental
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61
Q

Development live cycles (5, these are WITHIN project life cycles) 4

A
  1. adaptive
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62
Q

Development live cycles (5, these are WITHIN project life cycles) 5

A
  1. hybrid
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63
Q

predictive life cycle

A

project scope, time, and cost are determined in the early phases of the life cycle; changes to the scope are carefully managed (Aka waterfall)

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64
Q

iterative life cycle

A

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

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65
Q

incremental life cycle

A

the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame

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66
Q

adaptive life cycle

A

Agile, iterative, or incremental; the detailed scope is defined and approved before the start of an iteration (aka agile)

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67
Q

hybrid life cycle

A

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

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68
Q

Product life cycle

A

the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement

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69
Q

project phase

A

A collection of logically related project activities that culminates in the completion of one or more deliverable

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70
Q

phase gate

A

held at the end of a phase

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71
Q

Phase Gate 1

A
  • can also bar offered to as phase review, stage gate, kill point, and phase entrance/phase exit
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72
Q

Phas Gate 2

A

Project management processes are…

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73
Q

Phase Gate 3

A

logically linked by the output they produce

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74
Q

Phase Gate 4

A

Processes fall into 3 categories:

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75
Q

Processes fall into 3 categories: 1

A
  1. processes used once or at predefined points in the project
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76
Q

Processes fall into 3 categories: 2

A
  1. process that are performed periodically as needed
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77
Q

Processes fall into 3 categories: 3

A
  1. processes that are performed continuously throughout the project
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78
Q

Process group

A

a logical grouping of project management processes to achieve specific project objectives

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79
Q

5 Project Management Process Groups 1

A
  1. Initiating
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80
Q

5 Project Management Process Groups 2

A
  1. Planning
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81
Q

5 Project Management Process Groups 3

A
  1. Executing
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82
Q

5 Project Management Process Groups 4

A
  1. Monitoring and Controlling
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83
Q

5 Project Management Process Groups 5

A
  1. Closing
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84
Q

Knowledge area

A

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

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85
Q

10 Knowledge Areas 1

A
  1. project integration mgt
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86
Q

10 Knowledge Areas 2

A
  1. project scope mgt
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87
Q

10 Knowledge Areas 3

A
  1. project schedule mgt
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88
Q

10 Knowledge Areas 4

A
  1. project cost mgt
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89
Q

10 Knowledge Areas 5

A
  1. project quality mgt
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90
Q

10 Knowledge Areas 6

A
  1. project resource mgt
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91
Q

10 Knowledge Areas 7

A
  1. project communications mgt
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92
Q

10 Knowledge Areas 8

A
  1. project risk mgt
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93
Q

10 Knowledge Areas 9

A
  1. project procurement mgt
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94
Q

10 Knowledge Areas 10

A
  1. project stakeholder mgt
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95
Q

Work performance data

A

The raw observations and measurements identified during activities being performed to carry out the project work

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96
Q

Work performance information

A

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas

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97
Q

Work performance reports

A

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness

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98
Q

Tailoring is necessary because…

A

each project is unique: not every process, tool, technique, input, or output identified in the PMBOK is required on every project

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99
Q

The project sponsor is generally accountable for…

A

the development and maintenance of the project business case document

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100
Q

Project business case 1

A

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

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101
Q

Project business case 2

A
  • list the objectives and reasons for project initiation; helps measure the project success at the end of the project against set objectives
102
Q

A needs assessments often precedes…

A

the business case

103
Q

Project benefits plan

A

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
Q

Project charter

A

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
Q

project management plan

A

The document that describes how the project will be executed monitored, and controlled

106
Q

2 main categories of influences 1

A
  1. EEFs
107
Q

2 main categories of influences 2

A
  1. OPas
108
Q

EEFs originate from…

A

the environment outside of the project and often outside of the enterprise

109
Q

EEF’S originate from and

A
  • may have an impact at the organizational, portfolio, program, or project level
110
Q

OPAs are…

A

internal to the organization; they may arise from the organization itself, a portfolio, a program, another project, or a combination of theses

111
Q

EEFs

A

refers to conditions, not under the control of the project team, that influence, constrain, or direct the project

112
Q

EEFS can be 1

A
  • can be internal/external
113
Q

EEF’S Can be 2

A
  • considered inputs to many processes, specifically most planning processes
114
Q

Internal EEFs examples 1

A
  • organizational culture, structure, and governance
115
Q

Internal EEFs examples 2

A
  • geographic distribution of facilities and resources
116
Q

Internal EEFs examples 3

A
  • infrastructure
117
Q

Internal EEFs examples 4

A
  • IT software
118
Q

Internal EEFs examples 5

A
  • resource availability
119
Q

Internal EEFs examples 5

A
  • employee capability
120
Q

External EEFs examples 1

A
  • marketplace conditions
121
Q

External EEFs examples 2

A
  • social and cultural influences and issues
122
Q

External EEFs examples 3

A
  • legal restrictions
123
Q

External EEFs examples 4

A
  • commercial databases
124
Q

External EEFs examples 5

A
  • academic research
125
Q

External EEFs examples 5

A
  • government or industry standards
126
Q

External EEFs examples 6

A
  • financial considerations
127
Q

External EEFs examples 7

A
  • physical environmental elements
128
Q

OPAs 1

A

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
Q

OPAs 2

A
  • these assets influence the management of the project; they are inputs to many project management processes
130
Q

2 “categories” of OPAs 1

A
  1. processes, policies, and procedures
131
Q
  1. processes, policies, and procedures 2
A
  1. organizational knowledge bases
132
Q

Processes, policies, and procedures are usually established by the PMO and…

A

can only be updated by following the appropriate organizational policies associated with updating processes, policies, or procedures

133
Q

Organizational knowledge bases are updated…

A

throughout the project with project information

134
Q

System factors include…

A

management elements, governance frameworks, and organizational structure types

135
Q

system

A

a collection of various components that together can produce results not obtainable by the individual components alone

136
Q

component

A

an identifiable event within the project or organization that provides a particular function or group of related functions

137
Q

an identifiable event within the project or organization that provides a particular function or group of related functions

A

5 Systems principles

138
Q

5 Systems principles 1

A
  1. systems are dynamic
139
Q

5 Systems principles 2

A
  1. systems can be optimized
140
Q

5 Systems principles 3

A
  1. system components can be optimized
141
Q

5 Systems principles 4

A
  1. systems and their components cannot be optimized at the same time
142
Q

5 Systems principles 5

A
  1. systems are nonlinear in responsiveness (a change in the input does not produce a predictable change in the output)
143
Q

Systems are typically the responsibility of…

A

an organization’s management

144
Q

governance

A

organizational or structural arrangements at all levels of an organization designed to determine and influence the behavior of the organization’s members

145
Q

2 components of governance 1

A
  • it includes consideration of people, roles, structures, and policies
146
Q

2 components of governance 2

A
  • it requires providing direction and oversight through data and feedback
147
Q

Governance can include…

A

rules, policies, procedures, norms, relationships, systems, and processes

148
Q

Governance influences how… 1

A
  • objectives of the org are set and achieved
149
Q

Governance influences how… 2

A
  • risk is monitored and assessed
150
Q

Governance influences how… 3

A
  • performance is optimized
151
Q

project governance

A

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
Q

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

A

Project management office (PMO)

153
Q

Project management office (PMO) 1

A

An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques

154
Q

Project management office (PMO) 2

A
  • can range from providing support functions to direct management of one or more projects
155
Q

Supportive PMO 1

A

Provide a consultative role to projects by supplying templates, best practices, training access to information, and lessons learned from other projects.

156
Q

Supportive PMO 2

A
  • serves as a project repository, degree of control is low
157
Q

Controlling PMO 1

A

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
Q

Controlling PMO 2

A
  • degree of control is moderate
159
Q

Directive PMO 1

A

Take control of the projects by directly managing the projects; PMs are assigned by and report to the PMO

160
Q

Directive PMO 2

A
  • degree of control is high
161
Q

A PMO may have the authority to…

A

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
Q

Ultimately, the project management role is tailored to…

A

fit the organization in the same way that the project management processes are tailored to fit the project

163
Q

The project manager is not expected to perform every role on the project, but should possess…

A

project management knowledge, technical knowledge, understanding, and experience

164
Q

project manager 1

A

the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives

165
Q

project manager 2

A
  • distinct from the of a functional manger or operations manager
166
Q

functional manager

A

focuses on providing management oversight for a functional business or unit

167
Q

operations manager

A

responsible for ensuring that business operations are efficient

168
Q

The project manager leads the project team to…

A

meet the project’s objectives and stakeholder’s expectations

169
Q

PMI Talent Triangle 1

A
  1. technical project management
170
Q

PMI Talent Triangle 2

A
  1. leadership
171
Q

PMI Talent Triangle 3

A
  1. strategic and business management
172
Q

technical project management

A

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
Q

leadership (talent triangle)

A

the knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals

174
Q

strategic and business management

A

the knowledge and expertise in the industry and organization that enhances performance and better delivers business outcomes

175
Q

technical project management skills are defines as…

A

the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects

176
Q

Top project managers consistently demonstrated several skills including… 1

A
  • focusing on the critical technical project management elements for each project they manage
177
Q

Top project managers consistently demonstrated several skills including… 2

A
  • tailoring both traditional and agile tools, techniques, and methods for each project
178
Q

Top project managers consistently demonstrated several skills including… 3

A
  • making time to plan thoroughly and prioritize diligently
179
Q

Top project managers consistently demonstrated several skills including… 4

A
  • managing project elements including, but not limited to, schedule, cost, resources, and risks
180
Q

Top project managers consistently demonstrated several skills including… 5

A

strategic and business management skills involve…

181
Q

Top project managers consistently demonstrated several skills including… 6

A

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
Q

Top project managers consistently demonstrated several skills including… 7

A

project managers should be knowledgeable enough about the business to…

183
Q

Top project managers consistently demonstrated several skills including… 8

A
  • explain to others the essential business aspects of a project
184
Q

Top project managers consistently demonstrated several skills including… 9

A
  • work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy
185
Q

Top project managers consistently demonstrated several skills including…10

A
  • implement that strategy in a way that maximizes the business value of the project
186
Q

Top project managers consistently demonstrated several skills including… 11

A

in order to make the best decisions regarding the successful delivery of their projects, PMs should…

187
Q

Top project managers consistently demonstrated several skills including…12

A

seek out and consider the expertise of the operational managers who run the business in their organization

188
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 1

A
  • strategy
189
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 2

A
  • mission
190
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 2

A
  • goals and objectives
191
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 3

A
  • products and services
192
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 4

A
  • operations
193
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 5

A
  • market and market conditions
194
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 6

A
  • competition
195
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 7

A

strategic and business skills help the PM…

196
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 8

A

to determine which business factors should be considered for their project

197
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 9

A

leadership skills

198
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 10

A

involve the ability to guide, motivate, and direct a team

199
Q

The project manager should be knowledgable enough to explain to others the following aspects of the org: 11

A
  • may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills
200
Q

A common denominator in all projects is…

A

people

201
Q

leadership and management are ultimately about…

A

being able to get things done

202
Q

leadership and management are ultimately about… but involves

A

politics involves…

203
Q

leadership and management are ultimately about… Also Has

A

influence, negotiation, autonomy, and power

204
Q

Top PMs are…when it comes to power

A

proactive and intentional

205
Q

management vs. leadership 1

A
  • management: more closely associated with directing another person to get from one point to another using a known set of expected behaviors
206
Q

management vs. leadership 2

A
  • leadership: involves working with others through discussion or debate in order to guide them from one point to another
207
Q

Management characteristics 1

A
  • direct using positional power
208
Q

Management characteristics 2

A
  • maintain
209
Q

Management characteristics 3

A
  • administrate
210
Q

Management characteristics 4

A
  • focus on systems and structure
211
Q

Management characteristics 5

A
  • rely on control
212
Q

Management characteristics 6

A
  • focus on near-term goals
213
Q

Management characteristics 7

A
  • ask how and when
214
Q

Management characteristics 8

A
  • focus on a bottom line
215
Q

Management characteristics 9

A
  • accept status quo
216
Q

Management characteristics 10

A
  • do things right
217
Q

Management characteristics 11

A
  • focus on operational issues and problem solving
218
Q

Management characteristics 12

A

Leadership characteristics

219
Q

Leadership characteristics 1

A
  • guide, influence, and collaborate using relational power
220
Q

Leadership characteristics 2

A
  • develop
221
Q

Leadership characteristics 3

A
  • innovate
222
Q

Leadership characteristics 4

A
  • focus on relationships with people
223
Q

Leadership characteristics 5

A
  • inspire trust
224
Q

Leadership characteristics 6

A
  • focus on long-range vision
225
Q

Leadership characteristics 7

A
  • ask what and why
226
Q

Leadership characteristics 8

A
  • focus on the horizon
227
Q

Leadership characteristics 9

A
  • challenge status quo
228
Q

Leadership characteristics 10

A
  • do the right things
229
Q

Leadership characteristics 11

A
  • focus on vision, alignment, motivation, and inspiration
230
Q

Leadership characteristics 12

A

laissez-fair leadership

231
Q

Leadership characteristics 13

A

allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style

232
Q

Leadership characteristics 14

A

transactional leadership

233
Q

Leadership characteristics 15

A

focus on goals, feedback, and accomplishment to determine rewards; management by exception

234
Q

servant leader leadership

A

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
Q

transformational leadership

A

empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration

236
Q

charismatic leadership

A

able to inspire, is high-energy, enthusiastic, self-confident, holds strong convictions

237
Q

interactional leadership

A

a combination of transactional, transformational, and charismatic

238
Q

personality

A

refers to the individual differences in characteristic patterns of thinking, feeling, and behaving

239
Q

refers to the individual differences in characteristic patterns of thinking, feeling, and behaving

A

complexity within projects is a result of..

240
Q

the organization’s system behavior, human behavior, and the uncertainty at the work in the organization or its environment

A

system behavior

241
Q

the interdependencies of components and systems

A

human behavior

242
Q

human behavior

A

the interplay between diverse individuals and groups

243
Q

ambiguity

A

uncertainty of emerging issues and lack of understanding or confusion

244
Q

complexity itself is…

A

a perception of an individual based on personal experience, observation, and skill

245
Q

rather than being complex, a project is more accurately described as…

A

containing complexity

246
Q

containing complexity

A

Complexity as a characteristic or property of a project is typically defined as…

247
Q

Complexity as a characteristic or property of a project is typically defined as…1

A
  • containing multiple parts
248
Q

Complexity as a characteristic or property of a project is typically defined as…2

A
  • possessing a number of connections between the parts
249
Q

Complexity as a characteristic or property of a project is typically defined as…3

A
  • exhibiting dynamic interactions between the parts
250
Q

Complexity as a characteristic or property of a project is typically defined as…4

A
  • exhibiting behavior produced as a result of the interactions that cannot be explained as the simple sum of the parts

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