KEY CONCEPTS Flashcards
1
Q
? ? ? is the specific responsibility of the project manager and it cannot be delegated or transferred. The project manager is the one that combines the results from all the other Knowledge Areas to provide an overall view of the project. The project manager is ultimately responsible for the project as a whole.
A
Project Integration Management
2
Q
Projects and project management are integrative by nature, with most tasks involving more than one ? ?
A
Knowledge Area.
3
Q
Project Integration Management is the relationships of processes within the ? ? ? ? and between the Project Management Process
A
Project Management Process Groups
4
Q
Project Integration Management is the relationships of processes within the Project Management Process Groups and between the ? ? ?
A
Project Management Process
5
Q
Project Integration Management is about ensuring that the due dates of project deliverables, the project life cycle, and the ? ? ? are aligned;
A
benefits realization plan
6
Q
Project Integration Management provides a ? ? ? to achieve the project objectives;
A
project management plan
7
Q
Project Integration Management ensures the creation and the use of appropriate ? to and from the project;
A
knowledge
8
Q
Project Integration Management manages ? ? and changes to the project activities;
A
project performance
9
Q
Project Integration Management makes integrated decisions regarding key ? impacting the project;
A
changes
10
Q
Project Integration Management is about measuring and monitoring ? and taking appropriate action;
A
progress
11
Q
Project Integration Management is collecting, analyzing and ? project information to relevant stakeholders;
A
communicating
12
Q
Project Integration Management is completing all the work of the project and formally ? each phase, contract, and the project as a whole;
A
closing
13
Q
Project Integration Management is about managing phase ? when necessary.
A
transitions
14
Q
? can refer to ‘product scope’ (the features and functions that characterize a product, service, or result), or to ‘project scope’ (the work performed to deliver a product, service, or result with the specified features and functions).
A
Scope
15
Q
? ? ? range along a continuum from predictive to adaptive or agile.
A
Project life cycles
16
Q
In a life cycle that uses a ? approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed.
A
predictive
17
Q
In an ? or agile approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.
A
adaptive
18
Q
In an adaptive or ? approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.
A
agile
19
Q
Completion of the ? ? is measured against the project management plan and product requirements.
A
project scope
20
Q
Completion of the product scope is measured against the ? ? ? and the product requirements
A
project management plan.
21
Q
? ? provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.
A
Project scheduling
22
Q
The project schedule is used as a tool for ? , managing stakeholder expectations, and a basis for performance reporting.
A
communication
23
Q
The project schedule is used as a tool for communication, managing ? expectations, and a basis for performance reporting.
A
stakeholder
24
Q
The project schedule is used as a tool for communication, managing stakeholder expectations, and a basis for ? reporting.
A
performance
25
When possible, a detailed project schedule should remain ? throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.
flexible
26
When possible, a detailed project schedule should remain flexible throughout the project to adjust for ? gained, increased understanding of the risk, and value-added activities.
knowledge
27
When possible, a detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the ?, and value-added activities.
risk
28
? ? ? is primarily concerned with the cost of the resources needed to complete project activities, but it should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting project deliverables.
Project Cost Management
29
Different ? will measure project costs in different ways and at different times.
stakeholders
30
Stakeholder requirements for managing costs should be considered ?.
explicitly
31
Predicting and analyzing the prospective financial performance of the project’s product may be performed outside the project, or it may be part of ? ? ?.
Project Cost Management
32
? ? ? addresses the management of the project and the deliverables of the project. It applies to all projects, regardless of the nature of their deliverables.
Project Quality Management
33
? measures and techniques are specific to the type of deliverables being produced by the project.
Quality
34
Quality and grade are ? concepts.
different
35
? is “the degree to which a set of inherent characteristics fulfills requirements” (ISO 9000)
Quality
36
? is a category assigned to deliverables having the same functional use but different technical characteristics.
Grade
37
The project manager and team are responsible for managing ? ? associated with delivering the required levels of both quality and grade.
trade-offs
38
The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both ? and ?.
quality and grade
39
In Project Quality Management, ? is preferred over inspection.
Prevention
40
It is better to design quality into deliverables, rather than to find quality issues during ?.
inspection
41
The cost of preventing mistakes is generally much ? than the cost of correcting mistakes when they are found by inspection or during usage.
less
42
In Project Quality Management, Project managers may need to be familiar with ?.
sampling
43
? sampling (the result either conforms or does not conform)
Attribute
44
? sampling (the result is rated on a continuous scale that measures the degree of conformity).
Variable
45
Many projects establish ? and control limits for project and product measurements.
tolerances
46
Many projects establish tolerances and ? ? for project and product measurements.
control limits
47
? (the specified range of acceptable results)
Tolerances
48
? ? (the boundaries of common variation in a statistically stable process or process performance).
Control limits
49
The ? ? ? includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework).
Cost Of Quality (COQ)
50
? ? ? is often the concern of program management, portfolio management, the PMO, or operations.
Cost Of Quality (COQ)
51
The most effective quality management is achieved when quality is incorporated into the ? and ? of the project and product, and when organizational culture is aware and committed to quality.
planning and designing
52
The most effective quality management is achieved when quality is incorporated into the planning and designing of the ? and ?, and when organizational culture is aware and committed to quality.
project and product
53
The most effective quality management is achieved when quality is incorporated into the planning and designing of the project and product, and when organizational ? is aware and committed to quality.
culture
54
? ? include both physical resources (equipment, materials, facilities, and infrastructure) and team resources (individuals with assigned project roles and responsibilities).
Project resources
55
Different ? and competences are needed to manage team resources versus physical resources.
skills
56
Different skills and ? are needed to manage team resources versus physical resources.
competences
57
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in ?, managing, motivating, and empowering team members.
acquiring
58
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, ?, motivating, and empowering team members.
managing
59
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, ?, and empowering team members.
motivating
60
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, motivating, and ? team members.
empowering
61
The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, motivating, and empowering ? ?.
team members
62
The project manager should be aware of team influences such as the ? ?, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
team environment
63
The project manager should be aware of team influences such as the team environment, ? ? of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
geographical location
64
The project manager should be aware of team influences such as the team environment, geographical location of team members, ? among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness.
communication
65
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external ?, cultural issues, and organizational uniqueness.
politics
66
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, ? issues, and organizational uniqueness.
cultural
67
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational ? management, internal and external politics, cultural issues, and organizational uniqueness.
change
68
The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational ?.
uniqueness
69
The project manager is responsible for proactively developing team ? and ? while retaining and improving team satisfaction and motivation.
skills and competences
70
The project manager is responsible for proactively developing team skills and competences while retaining and improving team ? and ?.
satisfaction and motivation.
71
Physical resource management is concentrated on ? and utilizing the physical resources needed for successful completion of the project in an efficient and effective way.
allocating
72
Failure to manage and control ? efficiently may reduce the chance of completing the project successfully.
resources
73
? is the process of exchanging information, intended or involuntary, between individuals and/or groups.
Communication
74
? describes the means by which information can be sent or received, either through activities, such as meetings and presentations, or artifacts, such as emails, social media, project reports, or project documentation.
Communications
75
? ? ? addresses both the process of communication, as well as management of communications activities and artifacts.
Project Communications Management
76
Effective ? creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is clear and concise.
communication
77
Effective communication creates a bridge between diverse ? whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is clear and concise.
stakeholders
78
Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project ? or ?, so it is vital that all communication is clear and concise.
execution or outcome
79
Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication is ? and ?.
clear and concise
80
? activities include internal and external, formal and informal, written and oral.
Communication
81
Communication activities include ? and ?, formal and informal, written and oral.
internal and external
82
Communication activities include internal and external, ? and ?, written and oral.
formal and informal
83
Communication activities include internal and external, formal and informal, ? and ?.
written and oral
84
? can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to peers. This will affect the format and content of the message.
Communication
85
Communication can be directed upwards to ? ? ?, downwards to team members,
or horizontally to peers. This will affect the format and content of the message.
senior management stakeholders
86
Communication can be directed upwards to senior management stakeholders, downwards to ? ?, or horizontally to peers. This will affect the format and content of the message.
team members
87
Communication can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to ?. This will affect the format and content of the message.
peers
88
Communication can be directed upwards to senior management stakeholders, downwards to team members, or horizontally to peers. This will affect the ? and ? of the message.
format and content
89
Communication takes place ? or ? through words, facial expressions, gestures and other actions.
consciously or unconsciously
90
Communication includes developing ? and plans for suitable communications artifacts, and the application of skills to enhance effectiveness.
strategies
91
Communication includes developing strategies and ? for suitable communications artifacts, and the application of skills to enhance effectiveness.
plans
92
Communication includes developing strategies and plans for suitable communications artifacts, and the application of ? to enhance effectiveness.
skills
93
Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to ? effectiveness.
enhance
94
Communication includes developing strategies and plans for suitable communications artifacts, and the application of skills to enhance ?.
effectiveness
95
When communicating, effort is required to ? misunderstandings and miscommunication, and the methods, messengers, and
messages should be carefully selected.
prevent
96
Effort is required to prevent misunderstandings and miscommunication, and the ?, messengers, and messages should be carefully selected.
methods
97
Effort is required to prevent misunderstandings and miscommunication, and the methods, ?, and messages should be carefully selected.
messengers
98
Effort is required to prevent misunderstandings and miscommunication, and the methods, messengers, and ? should be carefully selected.
messages
99
Effective communication depends on defining the ? of communication, understanding the receiver of the
communications, and monitoring effectiveness.
purpose
100
Effective communication depends on defining the purpose of communication, understanding the ? of the
communications, and monitoring effectiveness.
receiver
101
Effective communication depends on defining the purpose of communication, understanding the receiver of the
communications, and monitoring ?.
effectiveness
102
All projects are ?.
risky
103
Organizations choose to take project risk in order to create ?, while balancing
risk and reward.
value
104
? ? ? aims to identify and manage risks that are not covered by other project
management processes.
Project Risk Management
105
Risk exists at two levels within every project: Individual project risk and ? ? ?
Overall project risk
106
Risk exists at two levels within every project: ? ? ? and Overall project risk
Individual project risk
107
Risk exists at two levels within every project: ? project risk, and ? project risk
Individual and Overall
108
? ? ? is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Individual project risk
109
? ? ? is the effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
Overall project risk
110
? ? ? processes address both levels of risk in projects.
Project Risk Management
111
Project Risk Management ? address both levels of risk in projects.
processes
112
? will continue to emerge during the lifetime of the project, so so Project Risk Management processes should be conducted iteratively.
Risks
113
Risks will continue to emerge during the lifetime of the project, so Project Risk Management processes should
be conducted ?.
iteratively
114
In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is ? in pursuit of project objectives.
acceptable
115
In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is acceptable in pursuit of ? ?.
project objectives
116
The ? ? ? is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders.
level of (acceptable) risk
117
The level of (acceptable) risk is defined by measurable ? ? that reflect the risk appetite of the organization and project stakeholders.
risk thresholds
118
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.
stakeholders
119
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the ? and project stakeholders.
organization
120
The level of (acceptable) risk is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project ?.
stakeholders
121
The project manager should be familiar enough with the ? process to make intelligent decisions regarding contracts and contractual relationships.
procurement
122
The project manager should be familiar enough with the procurement process to make intelligent decisions regarding ? and contractual relationships.
contracts
123
The project manager should be familiar enough with the procurement process to make intelligent decisions regarding contracts and ? relationships.
contractual
124
? involves agreements that describe the relationship between a buyer and a seller.
Procurement
125
? can be simple or complex, and the procurement approach should reflect the degree of complexity.
Agreements
126
Agreements can be simple or complex, and the ? approach should reflect the degree of complexity.
procurement
127
An ? can be a contract, a service-level agreement, an understanding, a memorandum of agreement, or a purchase order.
agreement
128
? must comply with local, national, and international laws regarding contracts.
Agreements
129
Agreements must comply with ?, ?, and ? laws regarding contracts.
local, national, and international
130
Agreements must comply with local, national, and international ? regarding contracts.
laws
131
Agreements must comply with local, national, and international laws regarding ?.
contracts
132
The project manager should ensure that all ? meet the specific needs of the project, while working with procurement specialists to ensure organizational policies are followed.
procurements
133
The legally binding nature of an ? means it will be subjected to a more extensive approval process, often involving the legal department, to ensure that it adequately describes the products, services, or results that the seller is agreeing to provide, while being in compliance with the laws and regulations regarding procurements.
agreement
134
The legally binding nature of an agreement means it will be subjected to a more extensive approval process, often
involving the ? department, to ensure that it adequately describes the products, services, or results that the
seller is agreeing to provide, while being in compliance with the laws and regulations regarding procurements.
legal
135
The legally binding nature of an agreement means it will be subjected to a more extensive approval process, often
involving the legal department, to ensure that it adequately describes the products, services, or results that the
seller is agreeing to provide, while being in ? with the laws and regulations regarding procurements.
compliance
136
A ? project may involve multiple contracts simultaneously or in sequence.
complex
137
A complex project may involve multiple contracts ? or in sequence.
simultaneously
138
A complex project may involve multiple contracts simultaneously or in ?.
sequence
139
The buyer-seller ? may exist at many levels on any one project, and between organizations internal to and external to the acquiring organization.
relationship
140
Every project has ? who are impacted by or can impact the project in a positive or negative way.
stakeholders
141
Some stakeholders will have a ? ability to influence the project’s work or outcomes; others will have significant influence on the project and its expected outcomes.
limited
142
Some stakeholders will have a limited ability to influence the project’s work or outcomes; others will have ? influence on the project and its expected outcomes.
significant
143
The ability of the project manager and team to correctly identify and engage all of the stakeholders in an appropriate way can mean the difference between project ? and ?.
success and failure
144
The ability of the project manager and team to correctly ? and engage all of the stakeholders in an appropriate way can mean the difference between project success and failure.
identify
145
The ability of the project manager and team to correctly identify and ? all of the stakeholders in an appropriate way can mean the difference between project success and failure.
engage
146
To increase the chances of success, the process of stakeholder ? and ? should commence as soon as possible after the project charter has been approved, the project manager has been assigned, and
the team begins to form.
identification and engagement
147
To increase the chances of success, the process of stakeholder identification and engagement should commence
as soon as possible after the ? ? has been approved, the project manager has been assigned, and the team begins to form.
project charter
148
To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved, the ? ? has been assigned, and
the team begins to form.
project manager
149
To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved, the project manager has been assigned, and the ? begins to form.
team
150
The key to effective stakeholder engagement is a focus on ? communication with all stakeholders.
continuous
151
Stakeholder ? should be identified and managed as a key project objective.
satisfaction
152
Stakeholder satisfaction should be identified and managed as a ? project objective.
key
153
The process of identifying and engaging stakeholders for the benefit of the project is ?, and should be reviewed and updated routinely, particularly when the project moves into a new phase, or if there are significant changes in the organization or the wider stakeholder community.
iterative
154
The process of identifying and engaging stakeholders for the benefit of the project is iterative, and should be reviewed and updated routinely, particularly when the project moves into a ? phase, or if there are significant changes in the organization or the wider stakeholder community.
new
155
The process of identifying and engaging stakeholders for the benefit of the project is iterative, and should be reviewed and updated routinely, particularly when the project moves into a new phase, or if there are significant ? in the organization or the wider stakeholder community.
changes
