PMP Core Terms Flashcards
(299 cards)
1
Q
Projects end when:
A
- Objectives are met - Objectives cannot or will not be met - Funds are depleted - Need no longer exists - Resources are no longer available - Legalities or convenience terminates the project
2
Q
Project drive… what?
A
CHANGE
3
Q
Projects may have a ??? state as the project moves to a future date
A
transition
4
Q
Projects enable ??? ??? creation
A
business value
5
Q
What are the two types of business values?
A
Tangible, Intangible
6
Q
What are some examples of tangible business value?
A
Monetary assets, stockholder equity, fixtures and tools, market share
7
Q
What are some examples of intangible business value?
A
Goodwill and reputation, brand recognition, public benefit, trademarks, strategic alignment
8
Q
What are 4 examples of business value add?
A
- Regulatory, legal, or social requirements 2. Stakeholder requests 3. Technological advances 4. Create, improve, or fix products, processes, or services
9
Q
Project management is:
A
The application of knowledge, skills, tools, and techniques to meet the project requirements
10
Q
How many project management process are there?
A
49
11
Q
What are the five project management process groups?
A
Initiate, Plan, Execute, Monitor and Control, Closing
12
Q
What are the five typical steps in Project Management?
A
- Identifying requirements 2. Addressing needs, concerns, and expectations of stakeholders 3. Setting up, maintaining, and carrying out communications 4. Managing stakeholders 5. Balancing competing project constraints
13
Q
What are the six typical competing project constraints?
A
Scope, Quality, Schedule, Budget, Resources, Risks
14
Q
What are the 5 steps of Progressive Elaboration?
A
- Idea or concept (start very broad) 2. Formulate the idea 3. Business case 4. Feasibility study 5. Project (end very narrow)
15
Q
What describes the phases of a project and happens for every project?
A
Project Life Cycle
16
Q
The Project Life Cycle will be ??? for every application area
A
unique
17
Q
Projects are always ??? (in regards to how long they last)
A
temporary
18
Q
??? are ongoing indefinitely until shut down
A
Operations
19
Q
What are the key differences between programs and projects?
A
- Programs have multiple related projects 2. Programs achieve benefites 3. Programs have Program Manager
20
Q
What is a portfolio?
A
A book of all investments an organization can make in projects and programs and operations.
21
Q
What is a subportfolio?
A
A component of a portfolio. Generally used for large businessess.
22
Q
Can operations be part of a portfolio?
A
YES. Because it is an investment.
23
Q
What term has these components below? 1. Supports project managers 2. Manages shared resources across the ??? 3. Coaching, mentoring, and training 4. Conducting project audits 5. Developing and managing processes and prcouedures 6. Developing and managing processes and procedures 7. Facilitating communications across projects
A
Project Management Office (PMO)
24
Q
What are the three Project Management Office (PMO) types?
A
Supportive - consultative role, templates, training Controlling - compliance through a framework, specific forms and templates, governance Directive - directly manages the project as the PMO owns and controls the project lifee cycle
25
What are the 3 similar areas between projects and operations?
1. Both involve employees 2. Both typically have limited resources: people, money, or both 3. Both are designed, executed, and managed
26
What is MACD?
Moving, Adding, Changing, Deleting
27
Projects develop new ??? or ???
products, services
28
Projects implement new ??? or ???
service, solution
29
Operations are ??? (time-wise)
ongoing
30
Operations have ??? actions
repetitive
31
What type of work focuses on maintenance and core business functions?
Operations
32
What is meant to coordinate, manage, and control projects, programs, and porfolio management in a uniform, consistent effort? - makes sure projects are managed in a consistent matter and methodology
Organizational Project Management (OPM)
33
What are 4 goals of OPM?
1. Goals and Tactices 2. Value Decisions 3. Results Delivery 4. Business Value Realization
34
What do executives ask in regards to projects?
"Why should we do this project?" - Vision, Mission, Goals
35
What do functional managers ask in regards to projects?
"What are the mechanics of the projects that will help us achive the vision/goals/mission of the executives?" - Strategy, Tactices
36
What does operations ask in regards to projects?
"How can we help implement this project to achive the 'what' or the 'why'?" - Lines of Balance (LOB), Core Functions
37
What is a project based organization?
An organization that bases their income on projects. Typically need very uniform approach to measure performance and profitability and value.
38
What term defines what are the rules and frameworks of how things are done?
Organizational Governance
39
"We don't get to launch projects that don't support our strategy" - what term relates to this?
Organizational Strategy
40
What is the Project Environment?
1. The physical location of the project 2. The factors that influence a project (laws, regulations, rules, culture, ethics etc.)
41
What is an example of an external enterprise environmental factor?
The culture of the country or social aspects of the community where the project is taking place.
42
What does these items encompass? 1. Facilities 2. Equipment 3. Telecommunications channels 4. IT hardware and usability 5. Internal enterprise enviornmental factor
Infrastructure Environmental Factor
43
What processes are in the Inititate process group?
1. Develop project charter 2. Identify stakeholders
44
What processes are in the Planning process group?
1. Develop project management plan 2. Plan scope management 3. Collect requirements 4. Define scope 5. Create work breakdown structure (WBS) 6. Plan schedule management 7. Define activities 8. Sequence activities 9. Estimate activity resources 10. Estimate activity durations 11. Develop schedule 12. Plan cost management 13. Estimate costs 14. Determine budget 15. Plan quality management 16. Plan human resource management 17. Plan communcations 18. Plan risk management 19. Identify risks 20. Perform qualitative analysis 21. Perform quantitative analysis 22. Plan risk responses 23. Plan procurement management 24. Plan stakeholder management
45
What processes are in the Execute process group?
1. Direct and manage project work 2. Quality assurance 3. Acquire project team 4. Develop project team 5. Manage project team 6. Manage communications 7. Conduct procurement 8. Manage stakeholder engagement
46
What processes are in the Monitoring and Controlling process group?
1. Monitor and control project work 2. Integrated chagne control 3. Validate scope 4. Control scope 5. Control schedule 6. Control costs 7. Control quality 8. Control communications 9. Control risks 10. Control procurements 11. Control stakeholder engagement
47
What processes are in the Closing process group?
1. Close project or phase 2. Close procurement
48
The raw data and facts about project work
Work Performance Data
49
The status of project work assignments, including percent complete, in progress, and start and finish dates
Work Performance Data
50
The analyzed work performance data. This is useable information to make decisions and contains status to actionable results.
Work Performance Information
51
Work performance information in communicable formatting. i.e. Status reports, Memos, Dashboards, Project updates - This helps stakeholders make decision
Work Performance Report
52
What 4 facts about tailoring processes for projects should we know?
1. Choose what processes should be used on a project 2. What depth the process should be used 3. Not every process is needed on every project 4. The larger the proejct, the more processes are likely needed
53
What life cycle does the waterfall approach typically associate with?
Predictive Life Cycle
54
What life cycle is plan-driven, predicts the project life cycle, and cahnges to scope are tightly controlled?
Predictive Life Cycle (Waterfall Approach)
55
What life cycle has phases repeat through iterations, iterations creating deliverables, detailed scope is elaborated for each iteration, chagnes to the proejct scope are expected (starts simple and limited, becomes more complex with each increment)
Iterative and Incremental Life Cycle
56
What life cycle is change-driven, agile pm, rapid iterations or proejct work, backlog of requirements, changes to the project scope as expected?
Adaptive Life Cycles
57
What are the primary business documents for a project?
- Project business case - Project charter - Project management plan - Benefits management plan
58
At the end of a phase, before you can move into the next phase, their is a review of what has been done so far. What is this called?
Phase Gate
59
You should always compare actual performance to ??? documents
business
60
What does KPI stand for?
Key Performance indicators
61
What is a Kill Point for a project?
The point at which a project should end. Those limits need to be decided on at the beginning: For example, if the project is 20% over, kill the project at the phase gate review.
62
What is an economic feasibility study?
Business Case
63
What is the term that defines: - Validity of benefits the proejct will create - Future project management decisions and actions - Maintained throughout the project
Business Case
64
Who is accountable for the development and maintenance of the business case?
Project Sponsor
65
Who is accountable for providing recommendations in the business case?
Project Manager
66
Can a business case be at the program level?
Yes
67
A business case defines what is ??? the need for action
prompting
68
The business case makes a statement documenting the businesss ??? or ??? to be addressed including hte value
problem, opportunity
69
The business case identifies the ??? of the project and the ??? affected
scope, stakeholders
70
Business case will look at how the project fits with the organization ???, ???, and objectives
strategies, goals
71
Business case will identify the ??? ??? or ??? of an opportunity
root cause, contributors
72
A ??? analysis is used in a business case.
gap
73
Identifies potential r??? in the business case.
risks
74
The business case makes a ??? on whether the business should pursue the potential project.
recommendation
75
What are the three potential analyses of a situation?
1. It is required (to be fulfilled to address the problem or opportunity) 2. It is desired (to address the problem or opportunity) 3. It is option (not essential, not absolutely desired above other things)
76
A project outcome that provides value to the organization and the project beneficiaries
Benefit
77
Document use to define: - Create the project benefits - Maximize the project benefits - Sustain the project benefits
Project Benefits Management Plan
78
A Project Benefits Management Plan should highlight which 6 specific items?
1. Target benefits - such as expected tangible and intangible value 2. Strategic alignment - the project benefits align to the business strategies 3. Timeframe - benefits by phase, short-term, long-term, and ongoing 4. Metrics - the measures to be used to show benefits realized, direct measures, and indirect measures 5. Assumptions - the factors expected to be in place or to be in evidence 6. Risks - the risks for realization of benefits
79
What are the 10 Project Management Knowledge areas?
1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communication Management 8. Project Risk Management 9. Project Procurement Management 10. Project Stakeholder Management
80
What knowledge area acts as the "gears" of a project?
Integration Management
81
What are the 7 steps to Integration Management (KA)
1. Develop project charter 2. Develop project management plan 3. Direct and manage the project work 4. Manage project knowledge 5. Monitor and Control Project Work 6. Perform Integrated Change Control 7. Close project or phase
82
What are the 6 steps to Scope Management?
1. Plan scope management 2. Collect requirements 3. Define scope 4. Create WBS (Work Breakdown Structure) 5. Validate Scope 6. Control Scope
83
What are the 6 steps to Schedule Management?
1. Plan schedule management 2. Define activities 3. Sequence activities 4. Estimate activity durations 5. Develop schedule 6. Control schedule
84
What are the 4 steps to Cost Management?
1. Plan cost management 2. Estimate costs 3. Determine budget 4. Control costs
85
What are the 3 steps to Quality Management?
1. Plan quality management 2. Manage quality 3. Control quality
86
What are the 6 steps to Resource Management?
1. Plan resource management 2. Estimate activity resources 3. Acquire resources 4. Develop team 5. Manage team 6. Control resources
87
What are the 3 steps to Communications Management?
1. Plan communications management 2. Manage communications 3. Monitor communications
88
What are the 7 steps to Risk Management?
1. Plan risk management 2. Identify risks 3. Perform qualitative risk analysis 4. Perform quantitative risk analysis 5. Plan risk responses 6. Implement risk responses 7. Monitor risks
89
What are the 3 steps to Procurement Management?
1. Plan procurement management 2. Conduct procurements 3. Control procurements
90
What are the 4 steps to Stakeholder Management?
1. Identify stakeholders 2. Plan stakeholder engagement 3. Manage stakeholder engagement 4. Monitor stakeholder engagement
91
Do project managers have control over enterprise environmental factors?
Nope.
92
What are the two types of enterprise environmental factors?
Internal, External
93
Wht are internal enterprise environmental factors?
1. Created by organization and outside the project 2. Organization culture, strucutre, and governance - leadership, vision, beliefs, bierarchy of management, ethics, and organization code of conduct expectations. 3. Phsyical location of resources and facilities - physical location of resources and worksites 4. Infrastructure of your oganizatino - equipmont, facitilites, tools ,communcation channels, technology, and the availability and capabilities of these resources 5. IT software - software for scheduling ,configuration management, online systems, and work authorization systems 6. Resource availability - people, tools, equipment, facilities, and materials. The internal processes to obtain resources, such as procurement, contracting, and subcontractors, can all influence the project management approach. 7. Employee capability, capabilities of the employees involved in the project
94
What are external enterprise environmental factors?
1. External factos, conditions, and regualtions 2. Marketplace conditions - the marketplace you operate within 3. Cultural influences and issues - the politcal, climate, customer perceptions, and news 4. Laws and regulations 5. Commercial databses - databses to help predict cost and schedule, risk, studies, and benchmarking 6. Academic research 7. Government and industry standards, 8. Financial 9. Physicial enterprise environmental factors - weather, where it is taking palce
95
What are some organizational process assets?
- Resources within an organization - Leveraged, researched, or interviewed - Historical information - Standards, policies, and organizational procedures - Standardized guidelines and performance measurements - Templates for project documents - Guidelines for adapting project management processes - Financial controls for purchasing, accounting codes, and procurement processes - Communication requirements such as standard forms, procuedures, and reports - Processes for project activities, such as change control, closing, communications, financial controls, and risk control procedures - Project closing procedures for acceptance, product validation, and evaluations
96
What 3 P's can effect a project?
Processes, Policies, Procedures
97
Internal Processes for Project Management are?
- Within framework of best practices - How your organization manages projects - Can be enterprise environmental factors or organization process assets
98
What 3 P's are in "Initiating and Planning?"
- Criteria for tailoring the organization's standards processes and procedures - Organization standards - human resources polices, healh and safety policies, security, etc. - Product and project life cycle - project amangement methods, estimation metrics, process audits, improvement targets, checklists, etc. - Templates such as project management plans, project documents, project registers, report formats, contract templates, risk categories, risk statement templates - Preapproved supplier lists and variou types of contractual agreements
99
What 3 P's are in "Executing, Monitoring and Controlling?"
- Change control procedures - Procedures to modify project documents - Traceability matrices - Financial controls procedures - Issue and defect management procedures - Resource availability control and assignment management
100
What are the aspects of organization knowledge repositories?
- Cataloging - Archiving - Retrievable - OPAs are part of knowledge repositories - ARchive at closure
101
What are some examples of organizational knowledge repositories?
- Project files from past projects - Historical information and lessons learned - Issue and defect databases - Configuration management databases - Financial databases
102
What are some aspects of organization systems?
- Provide structure and governance - Permissions - Work authorization - Employee discipline - Defined by organization management
103
What are some aspects of System Dynamics?
- Relationship between components - Bureaucracy - Politics - Policies
104
What defines what you are allowed and not allowed to do in a project?
Governance
105
What defines the organizational structure?
Framework
106
What are some aspects of a Governance Framework?
- Rules and organization policies - Procedures for activities - Cultural norms - Systems and processes - Framework influences how: Objectives are set and achieved, Rsik is monitored and assessed, Performance is optimized
107
Should a portfolio, program, and related projects use the same governance?
Yes!
108
What are some management elements of governance?
- Division of work - Authority to perform work - Responsibility to perform work - Discipline of action - Unity of command - Unity of direction - Organization goals take precedence over individual goals - Paid fairly - Optimal use of resources - Clear communcation channels - Right materials to the right person for theright job at the right itme - Fair and equal treatment of people in the workplace - Clear security of work positions - Safety of people in the workplace - Open contribution to planning and execution by each person - Optimal morale
109
What are some approaches to approching projects?
- Completing projects for others - Completing projects internally through a system - Completing projects as needed - Customers can be internal or external
110
What are the four factors you should pay attention to when it comes to organiziational structure types?
- How the organization is built - Influences power for project manager - Affects the project manager approach - Affects how you answer exam questions
111
What are some organizational structure factors?
- Oragnzaitonal objectives alignment - Strucutre by capabilities - Control, efficiency, and effectiveness - Escalation of decisions - Scop of authority - Simplicity of design - Delegation capabilities - Accountability - Responsibility - Adaptability - Efficiency - Cost -Physical locations - CLear communcation
112
What are the 10 organizational structure types?
1. Organic or simple 2. Functional (Centralized) 3. Multidivisional 4. Weak matrix 5. Balanced matrix 6. Strong matrix 7. Project-oriented (Composite, Hybrid) 8. Virtual 9. Hybrid 10. PMO Structure
113
What is an organic (simple) structure?
- Work groups within the organization are flexible - People work alongisde one another regardless of their roles in the organization - Project manager may have little to no authority over the project resources - Resources dedicated to the project are low - Owner of the organization will be the individual in charge of the budget - Unlikely that there'll be any administrative staff to help the project manager
114
What are funcitonal organizations?
- Sometimes called centralized organizations - CLear division of business units - Project managers in a functional organization (little authority and little autonomy - report ot a functional manager - project coordinators or team leaders - parttime role - little to no admin staff - functional manager manages project budget)
115
What are multidivisional structure?
- Replication of functions for each division - Similar to the functional organization - Project manager will have little authority - Project corrdinator - Resources for the project will be part time - Could a parttime admin staff - Functional manager manages project budget
116
What is a weak matrix?
- Team has a blend of departmental and project duties - Project manager has limited authority, management and team is part time, project coordinator or team leader , part-time admin staff) - Functional manager manages the project budget
117
What is a balanced matrix?
Defines authority beweteen project manager and functional manager - project manager has low to mod amount of authority, management of a part time project team, part time role as project manager, may have part time admin staff to help expedite - project manager and fucntional manager share management of the project budget
118
What is a strong matrix?
Project manager has moderate to high level of power, management of a prt time to nearly fulltime project team, fulltime role as a project manager, full time admin staff to help expedite the project - project manager manages the project budget
119
What is project-oriented?
Groups employees, collocated or not, by activities on a project - The PM: -- Complete or close to complete power -- High level of autonomy over projects -- Work full time on the project with their team - full time admin staff -manages the budget
120
What is virtual organization?
- Utilized a network structure within the organizaiton - Points of contact represent the different departments - Communication can be a challenge - Project manager has low authority over the project team - Shares authority over the project budget with the functional manager - Project manager could be full time or part time - Project team membes are likely to be part time - Admin staff for the project could be part time or full time
121
What is a hybrid organization?
- Composite structure (blend of all these different structures) - Blend of other organization types - Special projects - Project manager power unique to the structure
122
What are the roles of the project manager?
- Manage things, lead people \> manage the project, lead people to conclusion - Get things done \> Working in the system and framework - Active listener \>Receiver restates what the sender has said to clarify and confirm
123
What's the most important skill of a PM?
Communication
124
What are formal communications?
Reports, presentations
125
What are informal communications?
Emails, Hallway Meetings
126
What are vertical communications?
Following the organizational flowchart
127
What are horizontal communications?
Following director-to-director communication
128
What is the role of the PM?
- Manage things, lead people \> Manage the project, lead people to conclusion - Gets things done \>Working in the system and framework - Active listener \> Receiver restates what the sender has said to clarify and confirm
129
What is internal communication?
Team member to team member.
130
What is external communication?
Project manager to an external customer.
131
What is formal communcations?
Reports and presentations
132
What is informal communications?
Emails and "hallway" meetings
133
What are vertical communications?
Follow the orgainzation flowchart
134
What are horizontal communications?
Director-to-director
135
What is the project team?
Leads and directs the team
136
Who works with managers to access resources?
Organizational managers
137
Who works with the project management office?
Project Management Office (PMO)
138
Who reports on the project status and progress?
Steering Committee
139
What are some characteristics of organization influence that you will find?"
Policies, Modes of operations, Underlying culture, Political allianaces, Differing motivations, Conflicting interests, Power struggles
140
What are various culture and industry influences in managing a project?
1. Current trends and practices 2. Project management communities 3. Project management education 4. Application areas
141
What is the Competency Model?
1. Unconsciously Incompetent - unaware of a skill that you don't have 2. Consciously incompetent - aware that you don't have the skill 3. Consciously Competent - Learn and practice the skill 4. Unconsciously competent - do the skill without thinking 5. Chose Conscious Competence - Practice and maintain the skill
142
What are the three values of a PM?
Knowledge: Understanding project management Performance: Accomplish as a PM Personal: Behavior, Effectiveness, character, leadership
143
What are the three technical project management skills?
1. Apply project management knowledge 2. Knowledge areas are technical project skills 3. Business skills and business expertise
144
What are some ciritical project management skills?
1. critical project sucess factors 2. schedule mangement 3. selected financial reports 4. issue log maintenance 5. tailor techniques and methods 6. plan thoroughly and prioritize 7. manage schedule, cost, resources, and risks
145
What are the three strategic and business management skills?
1. Ability to see the high-level overview of the organization 2. Effectively negotiate and implement decisions 3. Knowledge of other functions such as finance, marketing, and operations
146
What are the 8 leadership skills?
Guide, Motivate, Negotiate, Resilience, Communicate, Solve, Think, Interpersonal
147
What is transcationional leadership?
Rewards top performers, punishes bad performers, middle ones get nothing
148
What is a servant leader?
Focuses on putting others first and the needs of the people he serves?
149
What is a laissez faire leader?
The project leader takes a hands off approach to the project. this means the project team makes decisions and creates goals - it can be dangerous when not checked by a leader that comes in
150
what is a transformational leader?
project leader inspires and motivates project team to get stuff done
151
what is a charismatic leader?
the project leader is motivating, has high energy, and inspires team through strong convictions about what's possible and waht the team can achieve
152
what is an interactional leader?
project leader is a hybrid of transactional, transformational, and charismatic
153
What is positional power?
Result of the position of the project manager - this is also known as formal, authoritative, and legitimate power
154
what is informational power?
is the control of data gathering and distribution of information - keeps information to keep power
155
what is referent power?
respected or admired because of past experiences - the project team or stakeholders have workd with the project manager before
156
what is situational power?
because of certain situations in the organization, such as a change in leadership or change in the project team
157
what is personal or charismatic power?
you are just a good guy, and that's great
158
what is reward power?
employees act upon rewards
159
what is ingratiating power?
gains favor through flattery - false power as this wears down \> this wears down over time
160
what is pressure based power?
can restrict choices to get the project team to perform and do the project work
161
what is guilt based power?
makes the team feel guitly to do objective
162
what is persuasive power?
maniuplating others to reach end goal - persuade people toward a specific out come or decision
163
what is avoiding power?
refuses to act, get involved, or make decisions
164
What are the three types of integration?
1. Process Level Integration 2. Congnitive Level Integration 3. Context Level Integration
165
What are some actions taken in Project Integration management?
1. Alignment of benefits, management, project life cycle 2. Creating the project management plan 3. Creating and managing project knowledge 4. Managing performance and changes of the activities 5. Making integrated decisions 6. Measuring and monitoring the project's progress 7. Meet project objectives 8. Collecting, analyzing, and commmunicating project data 9. Completing the work; formally closing phase, contract, and project 10. Managing phase transitions
166
Project Integration Management Trends?
- Automated tools (PMIS) - VIsual management tools instead of plans - Project knowledge management - Project manager's increased responsibility (Business case development, Benefits management) - Hybrid methodologies (Adaptive, Predictive)
167
What are some elements of tailoring project integration management?
- Tailor the processes as needed
- As allowed by governance
- Enterprise enviornmental factors
- PMOs
168
What are some considerations for Adaptive Environments?
- Team members are local domain experts
- Team members determine how plans and components should integrate
169
What elements of a project can be tailored?
170
How should PMs approach Team Members?
171
What is the project charter process? (chart)
172
What are some elements of project charter creation?
- Authorizes the project and project manager
- Authorized external to the project (from stakeholder or boss)
- Appropriate power
- Portfolio Steering Committee
- Usually once, can be multiple points in projects for each phase gate (rarely is the case though)
173
What does the business case for a project charter describe?
Market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, social need
174
What are some enterprise environmental factors?
Government or industry standards, legal and regulatory requirements, marketplace conditions, organizational culture and political climate, organizational governance framework, stakeholders' expectations and risk thresholds
175
What are some organizational process assets?
176
What are some ways to gather data for a project charter?
177
What are some interpersonal and team skills?
178
What are the main objectives for each project charter?
179
What are some ways benefits are measured to determine if a project should be done?
180
How to calculate Future Value?
181
How to calculate Present Value?
182
Where are assumptions and constraints documented in?
The Assumption Log
183
What are project assumptions?
Things that the PM will assume to be true... i.e. vendor delivering on time
184
What are project constraints?
Project items that MUST be adhered to.
185
What is the process in developing the project management plan?
186
Project management plan should be baselined. After baseline, ??? ??? is required to update the plan
Change Control
187
What is the purpose of the PM plan?
- Communicates intent of the project
- Servs as a guide for the project manager
- Provides the project structure
- Provides documentation
- Provides baselines
188
Who are the planning participants for a project?
189
What are some required skills of planning participants?
190
The planning meeting happens before the ??? meeting
kickoff
191
What are the objectives of kick of meeetings?
end of planning and start of execution phase - to communicate objectives, gain team commitment, explain stakeholder roles and responsibilities
192
What are the various types of kick of meetings for each project size?
193
What is each section of the project management plan? (think puzzle pieces)
1. Scope management plan (how scope will be defined, developed, monitored, controlled, and validated
2. Requirements management plan (how requirements will be analyzed, documented, and managed)
3. Schedule management plan (critieria and the activities for developing, monitoring, and controlling the schedule)
4. Cost management plan (how costs will be planned, structured, and controlled)
5. Quality management plan (how an organization's quality policies, methodologies, and standards will be implemented in the project)
6. Resource management plan (how project resources are categorized, allocated, managed, and released)
7. Communications management plan (how, when, and by whom information will be administered and disseminated)
8. Risk management plan (how risk management activities will be structured and performed)
9. Procurement management plan (how the project team will acquire goods and services from outside of the performing organization)
10. Stakeholder engagement plan (how stakeholders will be engaged in project decisions and execution)
194
What is scope baseline?
Scope statement, work breakdown structure, and the WBS dictionary
195
What is schedule baseline?
Schedule model that is used as a basis for comparison to the actual results
196
What is a cost baseline?
Time phased project budget that is used as a basis for comparison to the actual results
197
What is a change management plan?
How change requests will be authorized and incorporated
198
What is a configuration management plan?
How the information about the items of the project will be recorded and updated
199
What is a performance measurement baseline?
Integrated scope-schedule-cost plan for the project to measure and manage performance
200
What is a project life cycle?
Phases that a project passes through
201
What is a development approach?
Product service or result development approach - such as predictive, agile, iterative, or a hybrid model
202
What are management reviews?
Points to review the project progress and performance
203
What are some project docs?
204
ITO: Direct and Manage Project Work?
205
What are the different types of deliverables for projects?
- Any unique and verifiable product, result, or capability
- Typically the outcomes of the project
- Can include components of the project management plan
206
What is configuration management?
Making sure there is documented consistency between versions of project updates.
207
What is work performance data?
208
What are some examples of work performance data in relation to scope, schedule, cost, and quality?
209
What are some samples of work performance data in relation to communication, risks, and procurement?
210
What is an issue?
A risk event that has occurred.
211
What information is stored in the issue log?
212
Flip this card to look at an issue log sample...
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What are the ITTOs of managing project knowledge?
214
What is explicit knowledge?
Knowledge that can be quickly and easily expressed through conversations, documentation, figures, or numbers
215
What is tacit knowledge?
Knowledge that's more difficult to express because it's personal beliefs, values, knowledge gain from experience, and "know-how" when doing a task
216
What are some knowledge management techinques?
217
What are the ITTOs for monitoring and controlling the work?
218
What are the differences between monitoring and controlling?
219
What are some things done in monitoring and controlling?
- Comparing actual project performance against the project management plan
- Assessing performance to determine the need for corrective or preventive actions
- Checking the status of individual project risks
- Maintaining accurate, timely information concerning the product
- Providing information for status reporting, progress measurement, and forecasting
- Providing forecasts for cost and schedule
- Monitoring implementation of approved changes
- Reporting on project progress and status
- Ensuring that the project stays aligned with the business needs
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What is an alternative analysis for monitoring and controlling?
corrective and prevent actions to fix problems and to prevent problems
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what is a cost benefit analysis?
cost of the proposed corrective actions and the consideration of the benefits the actions will create
222
what is earned value analysis?
earned value management is a suite of formulas that helps to show project performance
223
What is root cause and causal analysis?
determining what activites, people, organizational processes, or other factors are contributing to an effect
224
What is trend analysis?
recurring problems, threats, opportunities
225
What is variance analysis?
difference of planned and experienced
226
What are the ITTOs for integrated change control?
227
What are the elements of integrated change control?
- happens throughout the project
- responsibility of the PM
- happens after a baseline established
- examines the effect of change on the entire project
- verbal changes happen, but should be documented
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What are the elements of change requests?
- entered into change management system
- or configuration management system (feature and functions)
- approved, deferred, rejected changes
- change approval level is defined in project plan
- Change Control Board may be utilized
- Over/Under change approval/rejections
- process can create change requests
- corrective, preventative action
- defect repair
- updates to formally controlled documents
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What is configuration identificaiton?
Identification and documentation of the product and its components
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what is configuration status accounting?
Includes the documentation of the product information
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what is configuration verification and auditing?
concerned with performance and functional attributes of the product
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What is the integrated change control workflow?
233
What are some ways for controlled decision making in integrated change control?
Voting (unanimity, majoirty, plurality)
Autocratic (one person decides)
Multicriteria decision analysis (decision matrix for systematic analytical approach, predefined criteria for accepting or rejecting changes)
234
What are the ITTOs of closing the project or phase?
235
What is administrative closure?
1. close project accounts
2. reassign personell
3. dealing with excess project material
4. reallocating project facilities, equipment, and other resources
5. creating the final project reports
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how to close contractual agreement?
- confirm the formal acceptance of work
- finalize open claims
- updating records to reflect results
- archiving information for future
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What are some closing activiites?
- finalize project or phase records
- audit project for success or failure
- manage knowledge sharing and transfer
- complete lessons learned
- archive project information
- transfer the project's products, services, or results
- collecting any suggestions for improving or updating organization policies
- sending improvement suggestions to appropraite organizational unit
- measuring stakeholder satisfaction
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what is covered inthe final project report after closing?
- summary of the project or phase
- scope objectives and evidence that completion was met
- quality objectives and reasons for variances
- cost objectives and reasons for any variances
- schedule objuectives and reasons for any variances
- summary of the validation for the final product, service, or result
- review of meeting/failing business objectives
- review of risks managed with the project
239
What are the ITTOs of planning scope management?
240
The project scope management plan defines how the scope will be....
Defined, developed, monitored, controlled, validated
241
Planning is a ??? process?
iterative
242
What is the scope management plan?
Not the project scope, how to create the projet scope statement, how WBS will be created, how the scope baseline will be approved and miaintained, how formal aceptance of the deliverable happens
243
What is the requirements management plan?
Requirements activities will be planned tracked and reported, configuration management activities, requirements prioritization process, metrics that will be used, requiremnets traceablitiy matrix (RTM)
244
What is the difference between a product scope and a project scope?
Product is the features and functions, - project scope is the work to be completed
245
How is the scope defined in each different types of styles of pming?
246
What does a business analyst do?
Defines manages and controls requirements - can begin with needs assessment
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BAs help to do what during a project? what are their roles?
They elicit, document, and manage stakeholder requirements to meet objectives - facilitate implementation of end result
248
BA has requirements - PM has delivery responsibility
249
what is the inverted trinangle model?
250
what is grooming the backlog?
backlog refinement is the prioiticaiotn backlog items - entire pojet team may participate in backlog grooming
251
what is the source for all product requirements?
product backlog - product owner sorts and priotizes - dev team works on most important to least important
always priotize before next sprint - team determines what can actually get done
252
What are the ITTOs for collecting requirements?
253
what identifies who the stake holders are?
The stakeholder register
254
focus groups have ??? moderator for stakeholders
neutral
255
what are the different types of group decisions?
256
what does a multicriteria analysis for decisions in excel?
257
what diagram is used to categorize ideas in a collaborative method?
affinity diagram - groups ideas into clusters each of whic can be broke ndow nagain to analyze each subset -
258
brainstorming process called ??? mapping
mind mapping - branching
259
what is the nominal group technique?
260
what is joint application design?
intesnse hammering out of code to finish project
261
what is quality functional deployment?
the slower way to do projet - focues on quality over slow time unlike theo ther one
262
what is agile requirments gathering?
263
what is a context diagram?
diagram that maps out the entire system
264
what are the six blocks of managing requiremtnets?
265
what are the ITTOs of deifining scope?
266
what are the eefs and opas of scope definition?
267
whats in a projet scope statement?
268
project charter vs project scope differeneces?
269
what are the ITTOs of the wbs?
270
what is in a wbs?
271
what is a control account plan?
that 75 grand for the project - cannot exceed the plan or "cap"
272
what does a WBS dictionary include?
273
what is the scope baseline includes?
project scope statement, wbs, wbs dictionary
274
what are the ITTOs for validating scope?
275
what is maintaining the scope baseline integrity?
maintinag the project stays IN SCOPE
276
what are ITTOs of controlling scope?
277
what is a variance analysis?
what was requested, what was delivered difference
278
what is trend analysis...
project performance over time - making deisions on ternds in past
279
what arer four things to worry about when tailoring schedule management processes?
280
what is the theory of contraints?
find the limiting factor/most restictive restraint on a project , then do what it takes to fix it so that it no longer is a limiting factor === like time, cost, etc.
sceitnific approach to impovement
281
what is the typical adaptive environment sprint process
282
What are the ITTOs for planning schedule management
283
what does the schedule management plan include?
284
What are the ITTOs of deining activiites?
285
what is rolling wave planning?
imminent work is plannet d i ndetail
distant work is planned at a high level
future work approaches more plannig
focus on most import
form of progressive elaboration
286
what is rolling wave planning visual?
287
what is the activity list?
separate document that lists all project ativities - activity aidentifier and scope of work desciption
288
what is a lead vs lag?
lead is negative time when we allow things to overlap in time during a projet
lag is positive time when we don't ohave things overlapping - you ar e lagging behind
289
what are the level of effort activites ?
support activites like reporting and budgeting
290
what are discrete effort activities?
required to complete the project scope - most activites are discrete effort activities
291
what is apportioned effort?
- quality assurance
- integrated change control
- communications
292
milestones are just what?
markers - no time, usually after phases or gates or whatever. up traingle is planned, down traingle is acual - line between shows variance
293
what are the three projet activites sequencing?
cmputer driven, manual process, blended approach
294
what are theittos of sequencing projett catctivities?
295
what are the diferent dependency determinations?
mandatoy dependencies - hard logic
discertionay dependencies - soft logi
external dependinges - external constraint
internal dependencies - type of hard logic
296
what is a precedence diagrmmming method look like?
297
What are the ITTOs for sequencing project activities?
298
What is hard logic vs soft logic?
Hard? MUST BE IN THIS ORDER
Soft? FLEXIBLE ORDER OF SEQUENCED ACTIVITIES
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