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PMP > PM Processes and Role of the Project Manager > Flashcards

PM Processes and Role of the Project Manager Flashcards

(108 cards)

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1
Q

“Authorize the project to get started with the development of the project charter” (which process?)

A

Initiating Process

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2
Q

“Assign and set the authority for the project manager” (which process?)

A

Initiating Process

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3
Q

“Identify project stakeholders” (which process?)

A

Initiating Process

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4
Q

“Determine why the project is needed using the business case” (which process?)

A

Initiating Process

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5
Q

“Identify high level estimates for time and costs” (which process?)

A

Initiating Process

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6
Q

“Determine high level risks that can affect the project schedule or budget” (which process?)

A

Initiating Process

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7
Q

“Identify high level constraints and assumptions” (which process?)

A

Initiating Process

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8
Q

Getting authorization to actually start a phase or project

A

Initiating Process

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9
Q

Main outputs of the Initiating Process

A

Project Charter, Stakeholder Register

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10
Q

Main output of the Planning Process

A

PM Plan

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11
Q

“Create the project management plan and all of its subsidiary plans” (which process?)

A

Planning Process

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12
Q

“Create the three baselines of scope, time and costs. This will be added to the project management plan” (which process?)

A

Planning Process

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13
Q

“Collect requirements from stakeholders” (which process?)

A

Planning Process

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14
Q

“Identify risk and create the correct response to it” (which process?)

A

Planning Process

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15
Q

“Determine what components need to be obtained from outside sellers” (which process?)

A

Planning Process

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16
Q

“Plan to meet the quality requirements” (which process?)

A

Planning Process

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17
Q

“Obtain approval of the plan from designated stakeholders” (which process?)

A

Planning Process

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18
Q

“Satisfy project specifications” (which process?)

A

Executing Process

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19
Q

Implement all change requests, which includes corrective and preventive actions, and defect repairs (which process?)

A

Executing Process

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20
Q

Select and acquire the project team (which process?)

A

Executing Process

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21
Q

Develop and manage the project team (which process?)

A

Executing Process

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22
Q

Manage and resolve conflicts among project stakeholders (which process?)

A

Executing Process

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23
Q

Conduct quality assurance for overall process improvement (which process?)

A

Executing Process

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24
Q

Communicate project status with stakeholders (which process?)

A

Executing Process

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25
Select and award a contract with a vendor (which process?)
Executing Process
26
Engage a stakeholders on the project so they are aware of what's happening on the project (which process?)
Executing Process
27
Implement the responses to any risk that takes place on the project (which process?)
Executing Process
28
Capture and document lessons learned (which process?)
Executing Process
29
Main output of the Executing Process
Deliverable
30
Check on the project work to ensure that it is with the scope, on time and on budget (which process?)
Monitoring and Controlling Process
31
Check to make sure the quality requirements are done (which process?)
Monitoring and Controlling Process
32
Control risk to ensure it does not derail the project (which process?)
Monitoring and Controlling Process
33
Ensure vendors (sellers) are completing the work as stated in the agreements (which process?)
Monitoring and Controlling Process
34
Ensure stakeholders are actually being engaged as stated in the plan (which process?)
Monitoring and Controlling Process
35
If there are any internal deviances from the stated plan, then the PM should make corrections (use contingency reserve, if necessary) (which process?)
Monitoring and Controlling Process
36
Get deliverables formally accepted so the project can then move into closing (which process?)
Monitoring and Controlling Process
37
Manage changes to ensure they are either approved or denied (which process?)
Monitoring and Controlling Process
38
Contract closures and documentation (which process?)
Closing
39
Archive project records (which process?)
Closing
40
Document reasons why a project may have been terminated before completion (which process?)
Closing
41
Update templates and knowledge bases (which process?)
Closing
42
Transition of deliverable to customers or sponsor (which process?)
Closing
43
Create a final report on the project outcome (which process?)
Closing
44
Activity Attributes (KA Created)
Schedule management
45
Activity List (KA Created)
Schedule management
46
Assumption Log (KA Created)
Integration management
47
Basis of Estimates (KA Created)
Cost management
48
Change log (KA Created)
Integration management
49
Cost estimates (KA Created)
Cost management
50
Cost forecast (KA Created)
Cost management
51
Duration estimates (KA Created)
Schedule management
52
Issue log (KA Created)
Integration management
53
Lessons learned register (KA Created)
Integration management
54
Milestone list (KA Created)
Schedule management
55
Physical resources assignments (KA Created)
Resource management
56
Project calendars (KA Created)
Schedule management
57
Project communications (KA Created)
Communications management
58
Project schedule (KA Created)
Schedule management
59
Project schedule network diagram (KA Created)
Schedule management
60
Project scope statement (KA Created)
Scope management
61
Project team assignments (KA Created)
Resource management
62
Quality control measurements (KA Created)
Quality management
63
Quality metrics (KA Created)
Quality management
64
Quality report (KA Created)
Quality management
65
Requirements documentation (KA Created)
Scope management
66
Requirements traceability matrix (KA Created)
Scope management
67
Resource breakdown structure (KA Created)
Resource management
68
Resource calendars (KA Created)
Resource management
69
Resource requirements (KA Created)
Resource management
70
Risk register (KA Created)
Risk management
71
Risk report (KA Created)
Risk management
72
Schedule data (KA Created)
Schedule management
73
Schedule forecast (KA Created)
Schedule management
74
Stakeholder register (KA Created)
Stakeholder management
75
Team charter (KA Created)
Resource management
76
Test and evaluation documents (KA Created)
Quality management
77
What process is the requirement management plan made in?
Plan scope management
78
What process is the Change Management plan created in?
Develop Project Management Plan
79
What process is the Configuration Management plan created in?
Develop Project Management Plan
80
What process is the Performance Measurement Baseline created in?
Develop Project Management Plan
81
What process is the Project Life Cycle description created in?
Develop Project Management Plan
82
What process is the Development Approach created in?
Develop Project Management Plan
83
Brainstorming
Data gathering technique; bring together a group of stakeholders to get ideas and analyze them. Generally facilitated by the project manager
84
Interviews
Data gathering technique; asking stakeholders a series of questions and talk with them about their thoughts and views
85
Focus groups
Data gathering technique; bring together SMEs to understand their perspectives and how they would go about solving problems
86
Checklist
Data gathering technique; identify items they may want on a project, things they may not want on the project, and some success criteria they may have for the project
87
Questionnaires and surveys
Data gathering technique; questionnaires and surveys can be given to stakeholders to better understand what they may be looking for on a project and to better understand their need.
88
Alternatives Analysis
Data analysis technique; looking at different options or ways to accomplish something. Most popular option in the PMBOK when it comes to doing data analysis
89
Root cause analysis (RCA)
Data analysis technique; used to identify the main underlining reason for a particular event
90
Variance analysis
Data analysis technique; find exact differences between different things
91
Trend analysis
Data analysis technique; looking at data over a period of time to see if a particular trend is forming
92
Voting
Decision making technique; to determine whether to proceed, change, or reject something. Can be: majority wins, unanimity, where everyone agrees; or plurality, where a majority is not obtained but that decision is chosen.
93
Multicriteria decision analysis
Decision making technique; make a table that lists different types of criteria, and then evaluate an idea based on those criteria
94
Autocratic decision making
Decision making analysis; one person makes a decision for the entire team
95
Active listening
Interpersonal and team skills; understanding, acknowledging, and clarifying what others are saying to you
96
Facilitation
interpersonal and team skills; the art of managing a group. can include bringing the group together generating ideas, solving problems and dissipating the team
97
Meeting management
Interpersonal and team skills; usually includes having an agenda, inviting the right stakeholders, setting a time limit and following up with meeting minutes and action items
98
Work performance progression
Data > information > reports
99
Work performance data
Raw data. The status of the work that was done but does not have any analysis applied to it. It is not useful by itself (comes from executing)
100
Work performance information
Information of the work that was performed compared to the plan. Provides actual status about the deliverables. (comes from M&C)
101
Work performance report
The overall status report of the actual project; takes all the work performance information and puts it together into one comprehensive document (Comes from M&C)
102
PMI Talent Triangle
Leadership, technical project management, strategic and business management
103
Laissez faire project manager
The project manager is hands-off, allowing the team to make their own decisions.
104
Transactional project manager
The project manger is more focused on the goals of the project and how to reward team members.
105
Servant leader
The project manager focuses on removing obstacles from the team and giving the team what is needed in order to complete the work
106
Transformational
The project manager tries to empower the project team and motivates and inspires them
107
Charismatic
The project manager has high energy , is very enthusiastic and influences the people around them
108
Interactional
This is a combination of different leadership styles such as charismatic and transactional

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