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MY CAPM > Other Definitions Part 2 > Flashcards

Other Definitions Part 2 Flashcards

1
Q

dimensions of communicaiton

A

internal and external, formal and informal, vertical and horizontal, official and unofficial, written and oral, verbal and nonverbal

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2
Q

communication skills

A

listening actively and effectively, questioning and probing, educating team, fact finding, setting/managing expectations, persuading a person/team, motivating, coaching to improve performance, negotiating, resolving conflict, summarizing, recapping, and identifying the next steps

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3
Q

acknowledge

A

indicates receipt of a message but does not indicate that the receiver understood or agreed

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4
Q

active listening

A

receiver confirms listening by nodding, eye contact, and asking questions

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5
Q

decode

A

receiver translating a message into an idea or meaning

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6
Q

effective listening

A

receiver attentively watches the sender to observe physical gestures and facial expressions. receiver contemplates responses, asks questions, repeats/summarizes, provides feedback

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7
Q

encode

A

sender translating an idea or meaning into a language for sending

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8
Q

feedback

A

affirming understanding and providing info

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9
Q

noise

A

anything that compromises the original meaning of a message

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10
Q

nonverbal communication

A

55% of communication based on body language

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11
Q

paralingual communication

A

optional vocal effects or tone of voice that may help communicate meaning

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12
Q

transmit message

A

using a communication method to deliver a message

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13
Q

inputs of plan communication management

A

project management plan, stakeholder register, enterprise env factors, org process assets

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14
Q

tools and techniques of plan communication management

A

communication requirements analysis, communication technology, communication models, communication methods, meetings

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15
Q

outputs of plan communications management

A

communications management plan, project documents updates

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16
Q

primary role of project management

A

good communiction

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17
Q

communication requirements analysis

A

determines the information needs of the stakeholders.

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18
Q

communication channels

A

n(n-1)/2 - consider # of potential communications channels to plan the actual communications

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19
Q

sources of info to identify/define communication requirements

A

org charts, project org and stakeholder responsibility relationships, disciplines/departments/specialties involved, logistics of # and location of ppl, internal info needs, external info needs, stakeholder info from stakeholder register

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20
Q

communication technology

A

methods to transfer info can vary greatly - choose based on uniqueness of project

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21
Q

factors when determining communication technology

A

urgency, availability, ease of use, project environment, sensitivity and confidentiality of info

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22
Q

urgency

A

determines frequency and format of info being communicated

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23
Q

availability of technology

A

technology must be compatable, available, accessable to all stakeholders

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24
Q

ease of use

A

must be suitable to project participants, training/special needs must be accommodated

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25
Q

project environemnt

A

issues of colocation, multiple locations, time zones, language must be considered

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26
Q

sensitivity and confidentiality of info

A

issues of transmission and storage security as well as backup and recovery must be dealt w

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27
Q

steps of a basic communication model

A

sender encodes a message, chooses medium, message passes thru medium and encounters noise that interferes transmission and meaning, receiver decodes message, receiver acknowledges receipt, receiver sends a feedback to the sender

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28
Q

interactive communication methods

A

include meetings, phone calls, video conferencing

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29
Q

formal verbal communication

A

presentations, speeches - used when persuading ppl to accept ideas and products

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30
Q

informal verbal communication

A

meetings, conversations, humor, inquiries, team building, day-to-day communications

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31
Q

push communication methods

A

include letters, memos, reports, emails, faxes etc sent to stakeholders

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32
Q

formal written communication

A

should be used for key documents - project plans, project charter, communicating over long distances, complex problems, legal documents, long/technical situations

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33
Q

informal written communication

A

should be used for status updates, info updates, day-to-day communicaitons

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34
Q

pull communication methods

A

communicaitng thru internet sites and knowledge repositories - more likely to use formal written methods

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35
Q

situations best dealt w in meetings

A

resolving problems, making decisions, communicating decisions, building relationships

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36
Q

communications management plan

A

describes how project communications will be planned, structured, monitored and controlled

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37
Q

manage communications process

A

executing process - delivering on the communications management plan

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38
Q

inputs of manage communications process

A

communications management plan, work performance reports, enterprise env factors, org process assets

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39
Q

tools and techniques of manage communications process

A

communication technology, communication models, communication methods, info management systems, performance reporting

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40
Q

outputs of manage communications process

A

project communications, project management plan updates, project documents updates, org process assets updates

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41
Q

techniques for effective communications management

A

sender-receiver models, choice of media, writing style, meeting management techniques, presentation techniques, facilitation techniques, listening techniques

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42
Q

enterprise env factors that can affect manage communications

A

org culture/structure, govt/industry standards, PMIS

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43
Q

org process assets that can affect manage communications

A

policies, procedures, processes regarding comm management, templates, historical info, lessons learned

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44
Q

types of info management systems

A

hard copy document management, electronic communications management, electronic project management tools

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45
Q

performance reporting

A

collecting/distributing performance info - status reports, progress measurements, forecasts

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46
Q

examples of performance reports

A

anlaysis of past performance, analysis of project forecasts, current status of risks and issues, work completed during period, work to be completed in next period, summary of changes approved in period

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47
Q

org process assets updates from manage communications process

A

stakeholder notifications, project reports, project presentations, project records, feedback from stakeholders, lessons learned documentation

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48
Q

control communications process

A

monitoring and controlling communications thru entire project life cycle to ensure info needs of project stakeholders are met

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49
Q

inputs of control communications

A

project management plan, project communications, issue log, work performance data, org process assets

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50
Q

tools and techniques of control communications

A

information management systems, expert judgment, meetings

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51
Q

outputs of control communications

A

work performance information, change requests, project management plan updates, project documents updates, organizational process assets updates

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52
Q

org process assets that can influence control communications

A

report templates, policies/standards that define communications, specific communication technologies, allowed communication media, record retention policies, security requirements

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53
Q

information management systems

A

provides a set of standard tools for the project manager to capture, store and distribute info to stakeholders about project cost, schedule progress, and performance

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54
Q

contingency plan

A

a response to a risk event that will be implemented only if the risk event occurs

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55
Q

decision theory

A

a technique for assisting in reaching decisions under uncertainty and risk - points to the best possible course

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56
Q

fallback plan

A

a response plan that will be implemented if the primary response plan is ineffective

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57
Q

issue

A

a risk event that has occurred

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58
Q

opportunities

A

risk events or conditions that are favorable to a project

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59
Q

residual risk

A

the risk that cannot be eliminated in implementing a risk response plan

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60
Q

risk appetite

A

degree of uncertainty an entity is willing to take on in anticipation of a reward

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61
Q

risk threshold

A

measures, along the level of uncertainty or level of impact, at which a stakeholder may have a specific interested. risk tolerated under this, not tolerated above this

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62
Q

measures, along the level of uncertainty or level of impact, at which a stakeholder may have a specific interested. risk tolerated under this, not tolerated above this

A

risk tolerance

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63
Q

risk tolerance

A

degree, amount, or volume of risk that an org or individual will withstand

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64
Q

secondary risk

A

new risk that is introduced as a result of the risk response

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65
Q

threat

A

a risk event or condition that is unfavorable to the project

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66
Q

workarounds

A

unplanned responses to risks that were previously unidentified or accepted

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67
Q

plan risk management

A

process of defining how to conduct risk management activities for a project

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68
Q

inputs of plan risk management

A

project management plan, project charter, stakeholder register, enterprise env factors, org process assets

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69
Q

tools and techniques of plan risk amangement

A

analytical techniques, expert judgment, meetings

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70
Q

outputs of plan risk management

A

risk management plan

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71
Q

org process assets that can influence plan risk management

A

risk categories, common definitions of concepts, risk statement formats, standard templates, roles and responsibilities, authority levels for decision making, lessons learned

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72
Q

analytical techniques in plan risk management

A

stakeholder risk profile analyses, strategic risk scoring sheets

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73
Q

risk breakdown structure

A

provide project team w a structured approach to reviewing typical risks by category and subcategory

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74
Q

stakeholder tolerances

A

risk averse, risk neutral, or risk seeker

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75
Q

components of risk management plan

A

methodology, roles and responsibilities, budgeting, timing, risk categories, definitions of risk probability and impact, probability and impact matrix, revised stakeholders tolerances, reporting formats, tracking

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76
Q

identify risks process

A

collecting info from various stakeholders regarding potential risks that can occur

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77
Q

inputs of identify risks

A

risk management plan, cost management plan, schedule management plan, quality management plan, hr management plan, scope baseline, activity cost estimates, activity duration estimates, stakeholder register, proejct documents, procurement documents, enterprise env factors, org process assets

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78
Q

tools and techniques of identify risks

A

documentation reviews, info gathering techniques, checklist analysis, assumptions analysis, diagramming techniques, SWOT analysis, expert judgment

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79
Q

outputs of identify risks

A

risk register

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80
Q

proejct documents that can help identify risks

A

project charter, project schedule, schedule network diagrams, issue log, quality checklist

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81
Q

enterprise env factors that can influence identify risks

A

published info, academic studies, published checklists, benchmarking, industry studies, risk attitudes

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82
Q

org process assets that can influence identify risks

A

project files, org and project process controls, risk statement formats or templates, lessons learned

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83
Q

information gathering techniques

A

brainstorming, delphi technique, interviewing, root cause analysis

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84
Q

delphi technique

A

form of expert judgment - facilitator solicits ideas on project risk from individuals who are considered experts - results are continuously refined for further comment, outcome is a consensus on key project risks

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85
Q

benefits of delphi technique

A

reduce bias, keep any 1 person from having too much influence

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86
Q

root cause analysis

A

identify a problem, discover underlying causes that lead to it, develop preventive action

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87
Q

checklist analysis

A

developed based on historical info from previous similar projects - may use lowest level of the RBS

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88
Q

assumptions analysis

A

explores validity of assumptions - identifies risks from inaccuracy, inconsistency, instability of assumptions

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89
Q

risk diagramming techniques

A

cause and effect diagrams, system or process flow charts, influence diagrams

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90
Q

influence diagrams

A

show causal influences, time ordering of events

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91
Q

SWOT analysis

A

focuses on strengths, weaknesses, opportunities, and threats for a project to prompt discussion on risks

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92
Q

risk register

A

list of identified risks, list of potential responses. considers risk events, risk categories, risk owners, risk triggers, risk responses, risk appetites

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93
Q

perform qualitative risk analysis

A

takes all info from identify risks process and prioritizes risks based on probability and impact of each occurring

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94
Q

inputs of perform qualitative risk analysis

A

risk management plan, scope baseline, risk register, enterprise env factors, org process assets

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95
Q

tools and techniques of perform qualitative risk analysis

A

risk probability and impact assessment, probability and impact matrix, risk data quality assessment, risk categorization, risk urgency assessment, expert judgment

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96
Q

outputs of perform qualitative risk analysis

A

project documents updates

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97
Q

enterprise env factors that can influence perform qualitative risk analysis

A

industry studies of similar projects by risk specialists, risk databases

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98
Q

probability and impact matrix

A

rate each risk on probability and impact. risk score is P*I. higher score - higher priority of the risk

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99
Q

risk data quality assessment

A

evaluate degree to which the risk data is useful for risk management - examines accuracy, quality, reliability, integrity of the risk data

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100
Q

risk categorization

A

risks can be categorized into sources of risks, area of the project, common root causes.

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101
Q

risk urgency assessment

A

risks requiring near term responses may be more urgent. indicators - probability of detecting a risk, time to affect a risk response, symptoms and warning signs, risk rating

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102
Q

project documents updates of qualitative risk analysis

A

risk register updates, assumptions log updates

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103
Q

perform quantitative risk analysis

A

numerically analyzing effect of identified risks on overall project objectives

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104
Q

inputs of perform quantitative risk analysis

A

risk management plan, cost management plan, schdule management plan, risk register, enterprise env factors, org process assets

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105
Q

tools and techniques of perform quantitative risk analysis

A

data gathering and representation techniques, quanitative risk analysis and modeling techniques, expert judgment

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106
Q

outputs of perform quantitative risk analysis

A

project documents updates

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107
Q

data gathering and representation techniques

A

interviewing, probability distributions

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108
Q

sensitivity analysis

A

helps determine risk w the highest potential impact on a project - may use tornado diagram

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109
Q

tornado diagram

A

bar chart used in sensitivity analysis for comparing relative importance of variables

110
Q

expected monetary value analysis

A

used to determine the average outcomes of a specific scenario - calculated by multiplying value of each outcome by its probability and adding the products together. requires a risk neutral assumption. may use a decision tree

111
Q

modeling and simulation

A

uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives. typically use the monte carlo technique

112
Q

monte carlo technique

A

project model is computed many times w the input values chosen at random for each iterations from the probability distributions. a histogram is calculated from the itertations

113
Q

project documents updates from quantitative risk analysis

A

probabilistic analysis of the project, probability of achieving cost and time objectives, prioritized list of quantified risks, trends in results

114
Q

plan risk responses process

A

developing options and actions to enhance opportunities and reduce threats to project objectives. addresses risks by their priority

115
Q

inputs of plan risk responses

A

risk management plan, risk register

116
Q

tools and techniques for plan risk responses

A

strategies for negative risks/threats, strategies for opportunities, contingent response strategies, expert judgment

117
Q

outputs of plan risk responses

A

project maanagemnt plan updates, project documents updates

118
Q

strategies for negative risks or threats

A

avoid, transfer, mitigate, accept

119
Q

avoid

A

change project management plan to eliminate the threat entirely

120
Q

transfer

A

shift all or some of the risk to a third party

121
Q

mitigate

A

reduce probability and/or impact of an adverse risk event

122
Q

accept

A

take no action as part of the planning process

123
Q

strategies for positive risks or opportunities

A

exploit, share, enhance, accept

124
Q

exploit

A

ensure that the opportunity is realized

125
Q

share

A

allocate ownership to a third party who may best be able to capture the opportunity

126
Q

enhance

A

increase probability and/or impact of the opp

127
Q

contingent response strategies

A

events that trigger the contingency response should be defined and tracked - contingency plans or fallback plans. update wbs, schedule, budget, project man plan, etc

128
Q

control risks process

A

implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, evaluating risk process effectiveness

129
Q

inputs of control risks

A

project management plan, risk register, work performance data, work performance reports

130
Q

tools and techniques for control risks

A

risk reassessment, risk audits, variance and trend analysis, technical performance measuremnet, reserve analysis, meetings

131
Q

outputs for control risks

A

work performance info, change requests, project management plan updates, project documents updates, org process assets updates

132
Q

risk reassessmnet

A

set aside time at status meetings to review key risks, warrants change, any new risks

133
Q

risk audits

A

assess how well team anticipated a risk, how effective response was, how effective a response strategy was in reducing probability of a risk

134
Q

variance and trend analysis

A

identifying if risk response strategies are working - compare planned results to actual results

135
Q

technical performance measurement

A

compares technical accomplishments during project execution to the schedule of technical achievement - quantifiable measurements - throughput, system response time, defect rates, durability

136
Q

reserve analysis

A

compare amount of the contingency reserves remaining to the amount of risk remaining to determine if remaining reserve is adequate

137
Q

retired risks

A

should be closed but not eliminated - may be retained in an appendix to the risk register

138
Q

meetings in control risks

A

project risk management should be an agenda item at all status meetigns

139
Q

inputs of plan procurement management

A

project management plan, requirements documentation, risk register, activity resource requirements, project schedule, activity cost estimates, stakeholder register, enterprise env factors, org process assets

140
Q

tools and techniques of plan procurement management

A

make-or-buy analysis, expert judgment, market research, meetings

141
Q

outputs of plan procurement management

A

procurement management plan, procurement statement of work, procurement documents, source selection criteria, make-or-buy decisions, change requests, project documents updates

142
Q

enterprise env factors that can influence plan procurement management

A

marketplace conditions, products/services in marketplace, suppliers, typical terms and conditions, unique local requirements

143
Q

org process assets that can influence plan procurement management

A

formal procurement policies/procedures, management systems, established multi-tier system of prequalified selers

144
Q

fixed-price contracts

A

sets a fixed total price for a product/service/result - legally obligated to complete - buyers need to specify products

145
Q

firm fixed price contracts

A

most common contract - price for goods set at the outset and not subjected to change - cost increase is the responsibility of the seller

146
Q

fixed price incentive fee contracts

A

buyer and seller have some flexibility - allows for deviation w financial incentives tied to achieving agreed upon metrics

147
Q

fixed price w economic price adjustment contract

A

used when seller’s performance period spans a long time - predefined final adjustments to contract price allowed due to changed conditions

148
Q

cost-reimbursable contracts

A

payments to the seller for all actual costs incurred for completed work plus a fee for seller profit - provides the project flexibility to redirect a seller when scope of work cannot be defined at start

149
Q

time and material contracts

A

generally used for small dollar amounts - may be pried on a perhour or peritem basis - but total number of hours or items is not determined

150
Q

bidder conference

A

buyer and potential sellers meet prior to the contract award to answer questions about the scope of work and clarify requirements

151
Q

buyer

A

performing org, client, customer, contractor, purchaser , requester seeking to acquire goods/services from seller. buyer becomes the customer and key stakeholder

152
Q

commercial-off-the-shelf

A

a product or service that is readily available from many sources - selection of a seller is driven by price

153
Q

contract

A

the binding agreement between a buyer and seller

154
Q

letter contract

A

a written preliminary contract authorizing a seller to begin work immediately

155
Q

letter of intent

A

not a contract - a letter w/o legal binding that says the buyer intends to hire the seller

156
Q

point of total assumption

A

in a fixed price contract - point above which the seller will assume responsib. for all costs - occurs when contract celing price has been exceed

157
Q

privity

A

contractual relationship btwn 2 parties of a contract

158
Q

single source

A

selecting a seller w/o competition

159
Q

sole source

A

selecting a seller bc it is the only provider

160
Q

make or buy analysis

A

determining whether to make or buy items - analyzing costs and benefits of purchasing vs making

161
Q

market research

A

provide project manager and procurement team the needed info to search out vendors to fulfill project needs

162
Q

components of procurement management plan

A

types of contracts, risk management issues, whether estimates will be used, unilateral actions, standardized procurement documents, managing multiple suppliers, coordinating procurement w other project aspects, constraints/assumptions, handling long lead times, handling makeorbuy decisiosn, setting scheduled dates in contracts, identifying requirements for mitigate risks, establishing direction to provide to sellers on WBS, establishing format for procurement SOW, identify prequalified sellers, procurement metrics

163
Q

procurement statement of work

A

developed from project scope baseline and defines the portion that is to be included within contract

164
Q

source selection criteria

A

identify criteria for selecting a vendor - used to rate/score potential sellers - objective criteria are ideal

165
Q

conduct procurements process

A

obtaining seller responses, selecting a seller, awarding a contract

166
Q

inputs of conduct procurement process

A

procurement management plan, procurement documents, source selection criteria, seller proposals, project documents, make-or-buy decisiions, procurement statement of work, org process assets

167
Q

tools and techniques of conduct procurements

A

bidder conference, proposal evaluation techniques, independent estimates, expert judgment, advertising, analytical techniques, procurement negotiations

168
Q

outputs of conduct procurements

A

selected sellers, agreements, resource calendars, change requests, project management plan updates, project documents updates

169
Q

factors that may influence make-or-buy decisions

A

core capabilities of the org, value delivered by vendors meeting the need, risks associated w meeting the need, capability internally compared w vendor community

170
Q

bidder conferences

A

meetings btwn buyer and sellers before the submittal of a bid or proposal. used to ensure all sellers have a common understanding of procurement requirements

171
Q

proposal evaluation techniques

A

structured process for evaluating the criteria that have been defined - criteria may be weighted to provide more value to the criteria that is more important

172
Q

independent estimates

A

procuring org may prepare own independent estimate to serve as a benchmark on proposed responses

173
Q

advertising

A

help orgs reach out and find potential vendors - use websites/newspapers/trade orgs/professional orgs to request bids from vendors

174
Q

procurement negotiations

A

reach an agreement on overall scope of procurement. experts are more likely to be the ones negotiating

175
Q

key issues to be considered in negotiation

A

roles and responsibilities of negotiating parties, technical and business management approaches, party has final authority, any applicable laws, pricing, contract financing and payment terms

176
Q

negotiation tactics

A

imposing a deadline, surprises, stalling, fair and reasonable, delays, deliberate confusion, withdrawal, arbitration, fait accompli

177
Q

control procurements process

A

managing procurement relationships, monitoring contract performance, amking changes and corrections to contracts

178
Q

inputs of control procurements

A

project managment plan, procurement docs, agreements, approved change requests, work performance reports, work performance data

179
Q

tools and techniques of control procurements

A

contract change control system, procurement performance reviews, inspections and audits, performance reporting, payment systems, claims administration, records management system

180
Q

outputs of control procurements

A

work performance info, change requests, project management plan updates, project docs updates, org process assets updates

181
Q

contract change control system

A

define process by which the procurement can be modified - paperwork, tracking systems, dispute resolution procedures, approval levels

182
Q

procurement performance reviews

A

review of seller’s progress to deliver project scope and quality, within cost and on schedule. identify performance successes or failures. should be included in WBS

183
Q

inspections and audits

A

formal - look closely at vendor’s internal processes - look at compliance in terms of product quality or process quality

184
Q

payment systems

A

ensures that all seller payments are made and documented in agreement w contract terms. processed by the accounts payable system of the buyer

185
Q

claims administration

A

act of responding to conflict btwn buyer and seller

186
Q

records management system

A

used by proejct manager to manage contract and procurement documentation and records

187
Q

inputs of close procurements

A

project management plan, procurement docs

188
Q

tools and techniques of close procurements

A

procurement audits, procurement negotiations, records management system

189
Q

outputs of close procurements

A

closed procurements, org process assets updates

190
Q

procurement audit

A

structured review of procurement process - identify successes/failures

191
Q

procurement negotiations in close procurements

A

claims, disputs, appeals are brought to settlement.

192
Q

early termination of a contract

A

special case of procurement closure

193
Q

org process assets updates from close procurements

A

procurement file, deliverable acceptance, lessons learned documentaiton

194
Q

identify stakeholders

A

determining who stakeholders are and how they are impacted by a projects delivery

195
Q

affiliation power

A

power that results from whom u know or whom an individual has access to

196
Q

change log

A

comprehensive list of changes made during a project

197
Q

expert power

A

power that results from an individual’s knowledge, skills, experience

198
Q

legitimate power

A

formal authority that an indiv holds as a result of his or her position

199
Q

penalty power

A

power that results from an ability to take away something of value to another

200
Q

referent power

A

power that results from a project manager’s personal characteristics

201
Q

reward power

A

power that results from an ability to give something of value to another

202
Q

stakeholder register

A

project doc that includes the identification, assessment, and classification of project stakeholders

203
Q

inputs of identify stakeholders

A

project charter, procurement docs, enterprise env factors, org process assets

204
Q

tools and techniques of identify stakeholders

A

stakeholder analysis, expert judgment, meetings

205
Q

outputs of identify stakeholders

A

stakeholder register

206
Q

enterprise env factors that could influence identify stakeholders

A

org culture/structure, govt/industry sandards, global, regional local trends practice or habits

207
Q

org process assets that can influence identify stakeholders

A

stakeholder register templates, lessons learned, stakeholder registers from previous projects

208
Q

stakeholder analysis

A

gathering and evaluating info regarding the ppl or orgs impacted by a project

209
Q

categories in stakeholder analysis

A

interests, expectations, influence, power. use power/interest grid, power/influence grid, influence/impact grid, salience model

210
Q

salience model

A

describes classes of stakeholders based on their power, urgency, and legitimacy

211
Q

components of stakeholder register

A

identification info (name, position, location, role), assessment info (info from stakeholder analysis), stakeholder classification (internal or external, supporter, neutral, or resistant), additional info on communication needs/risk tolerances

212
Q

inputs of plan stakeholder management

A

project management plan, stakeholder register, enterprise env factors, org process assets

213
Q

tools and techniques of plan stakeholder management

A

expert judgment, meetings, analytical techniques

214
Q

outputs of plan stakeholder management

A

stakeholder managemnet plan, project docs updates

215
Q

analytical techniques for plan stakeholder management

A

evaluate stakeholder engagement - unaware, resistant, neutral, supportive, leading

216
Q

stakeholder engagement assessment matrix

A

defines current state and desired state of stakeholder engagements

217
Q

components of stakeholder management plan

A

engagement levels, impacts, relationships among stakeholders, communications requirements, information on format and content of communications, need for and reason for communication, timing of info distribution

218
Q

inputs of manage stakeholder engagement

A

stakeholder management plan, communications management plan, change log, org process assets

219
Q

tools and techniques of manage stakeholder engagement

A

communication methods, interpersonal skills, management skills

220
Q

outputs of manage stakeholder engagement

A

issue log, change requests, project management plan updates, project documents updates, org process assets updates

221
Q

11 interpersonal skills

A

leadership, teambuilding, motivation, communications, influencing, decision-making, political and cultural awareness, negotation, trust building, conflict management, coaching

222
Q

management skills

A

faciliatation, speaking, negotiating. modify org behavior to accept project outcomes

223
Q

org process assets updates from manage stakeholder engagement

A

stakeholder notifs, project reports, project presentations, project records, feedback from stakeholders, lessons learned

224
Q

inputs of control stakeholder engagement

A

project management plan, issue log, work performance data, project docs

225
Q

tools and techniques of control stakeholder engagement

A

information management systems, expert judgment, meetings

226
Q

outputs of control stakeholder engagement

A

work performance info, change requests, project management plan updates, project docs updates, org process assets updates

227
Q

10 Project Areas

A

Project integration Management

228
Q

Project Scope Management

A

Project Time Management

229
Q

Project Cost Management

A

Project Quality Management

230
Q

Project Human Resource Management

A

Project Communications

231
Q

Project Risk Management

A

Project Procurement Management

232
Q

Project Stakeholder Management

A

Project Integration Management

233
Q

Coordinates all aspects of the PM plan in order to accomplish the project objectives.

A

What are the 6 processes of Project Integration Management?

234
Q

Develop Project Charter

A

Develop Project Mgt Plan

235
Q

Direct and manage project work

A

Monitor & control project work

236
Q

perform integrated change control

A

close project or phase

237
Q

Project Scope Management

A

Ensures that the project includes all the work required and only the work required. It manages the project scope to avoid scope creep by defining and controlling what is and isn’t in the project

238
Q

What are the 6 processes of Project Scope Management?

A

Plan scope management

239
Q

Collect Requirements

A

Define scope

240
Q

Create WBS

A

Validate Scope

241
Q

Control Scope

A

Project Time Management

242
Q

to manage the timely completion of the project

A

What are the 7 processes of Project Time Management?

243
Q

Plan schedule management

A

Define activities

244
Q

sequence activities

A

estimate activity resources

245
Q

estimate activity duration

A

develop schedule

246
Q

control schedule

A

Project Cost Management?

247
Q

Concerned with planning, estimating, budgeting, financing, funding, managing and controlling costs

A

What are the 4 processes of Project Cost Management

248
Q

Plan cost management

A

Estimate Costs

249
Q

Determine Budget

A

Control Costs

250
Q

Project Quality Management

A

Concerned with the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project satisfies the needs for which it was undertaken. Prevents rework

251
Q

What are the 3 processes of Project Quality Management?

A

Plan Quality Management

252
Q

Perform Quality Assurance

A

Control Quantity

253
Q

Project Human Resource Management

A

Organizing, managing, and leading the project team - includes acquiring and releasing the team members

254
Q

What are the 4 processes of project human resource management?

A

Plan Human Resource Management

255
Q

Acquire Project Team

A

Develop Project Team

256
Q

Manage Project Team

A

Project Communications Management

257
Q

Concerned with the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposal of project information

A

What are the 3 processes of Project Communications Management?

258
Q

Plan Communications management

A

Manage Communications

259
Q

Control Communications

A

Project Risk Management

260
Q

Concerned with the processes necessary to conduct risk management planning, identification, analysis, response planning and controlling of risk on a project

A

What are the 6 processes of Project Risk Management?

261
Q

Plan Risk Management

A

Identify Risks

262
Q

Perform Qualitative Risk Analysis

A

Perform Quantitative Risk Analysis

263
Q

Plan Risk Responses

A

Control Risks

264
Q

Project Procurement Management

A

Responsible for the life cycle of the procurement contracts.

265
Q

What are the 4 processes of Project Procurement Management?

A

Plan Procurement Management

266
Q

Conduct Procurements

A

Control Procurements

267
Q

Close Procurements

A

Project Stakeholder Management

268
Q

Responsible for identifying the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project decisions and execution

A

What are the 4 processes of Project Stakeholder Management?

269
Q

Identify Stakeholders

A

Plan Stakeholder Management

270
Q

Manage Stakeholder Engagement

A

Control Stakeholder Engagement

MY CAPM (37 decks)

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