PMP - Introduction Flashcards
(29 cards)
What are the 3 styles of PMOs
Supportive, Controlling, Directive
Describe predictive project management environment?
plan based approach. activities done in a specific order or in a linear fashion. Phases can be sequential or overlapping. Key roles: project manager and team. Deliverables transition to customer at completion.
OPM
organization project management - strategy execution framework that coordinate projects, programs, portfolios and operations management, and which enables organizations to deliver on strategy
Name 3 types of authority in organizational structures
Functional, matrix, project oriented
Define Functional relative authority
team member is part time on project and reports to a functional manager.
define matrix relative authority
team member is part time on a project and reports to both a functional manager and a project manger. Conflicted loyalty. PMP has medium control of the project and authority is shared with functional manager/sponsor
define project oriented relative authority
team member is full time on a project and reports to a project manager. PM high control over team members. Loyalty to Project
8 project performance domains
team, stakeholder, development approach and life cycle, planning, project work, delivery, measurement, uncertainty
Agile Manifesto 4 values
individuals and interactions > process and tools
working software > comprehensive documentation
customer collaboration > contract negotiation
responding to change > following a plan
Describe a Agile/SCRUM project management environment
Change based approach with incremental or iterative development. work is timeboxed in iterations/sprints or continuous flow. Key roles: product owners, project team, team lead/scrum master, agile. Value: iterative/incremental delivery to the customer, regular customer feedback cycles that enable continuous development
PESTLE
political, economic, social, technical, legal, environmental. typically used for a profit company to see if they have market space in a new place.
TECOP
technical, environmental, commercial, operational, political. Can we do business in this place (e.g. can we sell this across state lines). practical/technical
VUCA
Volatility, uncertainty, complexity, ambiguity. typically used for political spaces.
EEFs
Enterprise Environmental Factors. Culture. How people act. Conditions outside the control of the team and can influence, constraints or direct the project, program or portfolio. internal and external to the org. (e.g. resource capabilities, organizational culture, IT software, distribution of facilities)
OPAs
Organizational Process Assets. Project policies, procedures, and templates. Historical project info. All the input or assets on process used by an org in operating its business (e.g. org charts, onboarding procedures, business plans, processes, policies, protocols, and knowledge, data as stored)
List 6 business values
financial gain
new customers
social benefit
first to market
improvement (tech, process, etc.)
regularization (alignment or compliance with standards and regulations)
what is a needs assessment
Kick off doc done by a business analyst done before the business case that involved understanding the business goals and objectives, issues, and opportunities.
define a business document
developed prior to business start (usually by business analyst)
contains info about project objectives and contribution to business goal
helps determine if a project is worth it (required time, money, resources)
benefits management plan
what work/projects should we be doing? should include:
- process for creating, maximizing, and sustaining project benefits
- time frame for short and long term benefits realization
- benefits owner or accountable person
- metrics
- assumptions, constraints and risks
business case
More specific doc of why to do this particular project. Validates the project’s benefits and establishes boundaries.
- cost benefits anlysis
- business need
- quality specifications
- schedule or cost constraints
OKRs
Objectives and Key Results. Objectives are goals and intents. Key results are teim bound with measurable milestones
Incremental value delivery
when you preview a piece of your design to check to see if the end users likes it. Enables early feedback, allowing for adjustments to the direction, priorities, and quality of the product.
ADKAR
Model for creating individual change
A - awareness of the need for change
D - desire to support the change
K - knowledge of how to change
A - ability to demonstrate new skills and behavior
R - reinforcement to make the change stick
Project Governance
The framework, functions, and processes that guide project management activities to create a unique product, service, or result to meet organizational, strategic, and operational goals. Establish by PMO and critical for managing change in scope, budget, schedule, resources, quality, etc. Too much governance or too little is an issue. Also interface with the public as the face of a project for the company.
