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PMP > Foundation > Flashcards

Foundation Flashcards

1
Q

A project is

A

A unique product, service or result; is temporary

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2
Q

Project vs. operations

A

Projects are temporary; operations are ongoing

Ops mgmt is outside of the scope of project mgmt

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3
Q

Development approach

A

Predictive; Hybrid; Agile

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4
Q

5 Process Groups

A

Initiating: Defining a new project or a new phase of an existing project; obtaining authorization

Planning: Establishing the complete scope; Defining deliverables and refining the course of action taken to attain the objectives

Executing: Performing the work to meet the requirements

Monitoring & Controlling: Tracking, reviewing and regulating the progress & performance; identifying change requests & documenting/implementing

Closing: Formally closing

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5
Q

Each process has…

A

ITTO

Inputs

Tools & Techniques

Outputs

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6
Q

Portfolio vs. Program vs. Project

A

Portfolio: Collection of projects, programs, - aligns w/ business strategies to achieve a strategic objective

Program: Group of related projects - allows you to obtain benefits not available when programs are managed indepdentenly

Project: Part of broader program, portfolio, or both

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7
Q

Organizational Project Mgmt (OPM)

A

strategy execution framework that coordinates project, program and portfolio and operations mgmt, and which enables organizations to deliver on strategy

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8
Q

Project Mgmt Office (PMO) can be…

A

Supportive
Controlling
Directive

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9
Q

Value Delivery Office

A

Also known as Agile Center of Excellence

Enable, rather than manage, project efforts
- Coach teams
- Build agile skills
- Mentor

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10
Q

Functional vs. Matrix vs. Project oriented

A

Functional mgrs have little to no authority, may manage the project part time, have a role to return to at project completion, but may not have the full skillset to manage a project

Project oriented mgrs have high to total authority, are full time project managers, and may be ‘on the bench’ at the end of the project

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11
Q

Project sponsor

A

Focused on business value

Provides resources & support; accountable for enabling success

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12
Q

Predictive project roles

A

Project manager - managing coordination

Business Analyst - definition of requirements

Project team - large group responsible for doing the work

Project mgmt team - subset of large group, sponsor not part of this team

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13
Q

Adaptive project roles

A

Team facilitator (scrum master/project mgr)

Product owner - prioritizes work based on business value

Team members - produce a working project

Agile coach - focused on ensuring agile dev is done properly (depends on experience of team + scrum master)

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14
Q

External Business Environment

A

External factors that can introduce risk and uncertainty, or provide opportunities, to a project

PESTLE - political, economic, social, technical, legal, environmental
TECOP - technical, environmental, commercial, operational, political
VUCA - volatility, uncertainty, complexity, ambiguity

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15
Q

PESTLE

A

An external business environment framework

Political, economic, social, technical, legal,
environmental

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16
Q

TECOP

A

An external business environment framework

TECOP: Technical, environmental, commercial, operational,
political

17
Q

VUCA

A

An external business environment framework

VUCA: Volatility, uncertainty, complexity, ambiguity

18
Q

Enterprise Environmental Factors (EEFS)

A

Internal and External factors

19
Q

Organizational Process Assets (OPAs)

A

Project policies, procedures and templates

Corporate knowledge bases/historical project info

20
Q

Business value & 6 types

A

Net quantifiable benefit from a business endeavor; part of the objectives or description in initiating the agreement

  • Financial gain
  • New customers
  • Social benefit
  • First to market
  • Improvement (technical, process, etc.)
  • Regularization (compliance)
21
Q

Business case

A

Business documents that pre-date the project start (not part of project mgmt plan)

  • benefit-cost analysis
  • business need
  • quality specifications
  • schedule or cost restraints
22
Q

Benefits management plan

A

Business documents that pre-date the project start (not part of project mgmt plan)

  • process for creating and sustaining benefits
  • time frame of benefits realization
  • benefit owner
  • metrics
  • assumptions, contraints, risks
23
Q

OKRs

A

Objectives and Key Results

  • Goals and intents
  • time-bound and measurable

best practices:
- Support w/ 3-5 measurable key results
- Aim for 80% success rate
- Action oriented, concrete, measurable

24
Q

MVP

A

Minimum viable product

  • Functional prototype
  • Goal is to do just enough to get something in front of potential customers to learn what they really want
25
Q

MBI

A

Minimum business increment
- Smallest reasonable chunk of value that makes sense from a business perspective

26
Q

ADKAR

A

Model names five milestones an individual must achieve in order to change successfully

A - Awareness
D - Desire to support the change
K - Knowledge of how to change
A - Ability to demonstrate new skills and behaviors
R - Reinforcement to make the change stick

27
Q

Kotter’s process

A

8 step process for leading change
Create a climate to change
Engage and enable the organization
Implement and sustain the change

28
Q

Project governance

A

Process in place for change, comms, documentation, decisions making, etc.

Can help with escalations unless within the appropriate threshold/tolerance level to be managed by the project team

29
Q

Compliance - 5 best practices

A
  1. Documentation
  2. Risk planning (compliance is highest priority risk)
  3. Compliance council
  4. Compliance audit
  5. Compliance stewardship
30
Q

Principles vs performance domains

A

Principles guide behavior within the Project Performance Domains of the seventh edition of the PMBOK® Guide. Performance domains describe the collection of activities or functions that influence project performance. They provide guidance for decision making with a focus on enabling desired project outcomes.

31
Q

PMBOK principles (12)

A

Stewardship
Team
Stakeholders
Value
System thinking
Leadership
Tailoring
Quality
Complexity
Risk
Adaptability and Resiliency
Change

32
Q

Performance domains (8)

A

Stakeholders
Team
Development & lifecycle approach
Planning
Project work
Delivery
Measurement
Uncertainty

33
Q
A

PMP (5 decks)

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