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Section 1 - Project Management Frameworks Flashcards

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1
Q

What is a project?

A

Temporary endeavor undertaken to create a unique product, service, or result.

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2
Q

What are 3 differences between a project and an operation?

A 
Projects: 
Drive Change
Attain its objectives
Produce a unique product, service, or result
Enable business value creation

vs

Operations:
Maintain status quo
Sustain the business & ongoing operations
Produce repetitive products, services, or results

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3
Q

What are three ways projects are organized?

A

Individual Project, Program, and Portfolio.

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4
Q

What is a program?

A

A group of related projects that are managed in a coordinated way to obtain benefits & control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program.

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5
Q

What is a portfolio?

A

A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic benefits.

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6
Q

True or False: Project Scopes are progressively elaborated throughout the project life-cycle.

A

True

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7
Q

What do project scopes have?

A

Definitive objectives.

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8
Q

What does project managers expect from project change?

A

A collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic benefits.

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9
Q

What kind of scope does a program encompass?

A

Programs have a scope that encompasses the scopes of their program components.

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10
Q

How does a program benefit to an organization?

A

Programs produce benefits to an organization by ensuring that the outputs & outcomes of program components are delivered in a coordinated & complementary manner.

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11
Q

How are programs managed to adapt program change?

A

Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes &/or outputs

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12
Q

True or False: Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes &/or outputs

A

True

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13
Q

True or False: Portfolios don’t have an organizational scope that changes w/ the strategic objectives of the organization.

A

False

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14
Q

What do portfolio managers do to make sure portfolio change stays within the organization?

A

Portfolio managers continuously monitor changes in the broader internal & external environments.

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15
Q

What do project managers do for project planning?

A

Project managers progressively elaborate high-level info into detailed plans throughout the project life-cycle

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16
Q

What do project managers do?

A

Project mgrs manage the project team to meet the project objectives

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17
Q

True or False: Prjct Mgr monitor & control the work of producing the products, services, or results that the project was undertaken to produce

A

True

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18
Q

How is project success measured?

A

Success is measured by product & project quality, timelines, budget compliance, & degree of customer satisfaction.

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19
Q

How is program planning managed?

A

Programs are managed using high-level plans that track the interdependencies & progress of program components.

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20
Q

How do program plans benefit projects?

A

by ensuring that the outputs & outcomes of program components are delivered in a coordinated & complementary manner.

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21
Q

How are programs managed?

A

Programs are managed by program managers who ensure that program benefits are delivered as expected, by coordinating the activities of a Programs’s components.

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22
Q

How do program managers monitor projects?

A

Program managers monitor the progress of program components to ensure the overall goals, schedules, budget, & benefits of the program will be met.

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23
Q

How is a program’s success measured?

A

A program’s success is measured by the program’s ability to deliver its intended benefits to an organization, & by the program’s efficiency & effectiveness in delivering those benefits.

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24
Q

What do portfolio managers create and maintain?

A

Portfolio managers create & maintain necessary processes & communication relative to the aggregate portfolio.

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25
Who do portfolio managers manage?
Portfolio managers may manage or coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio.
26
What do portfolio managers monitor?
Portfolio managers monitor strategic changes & aggregate resource allocation, performance results, & risk of the portfolio.
27
How is portfolio success measured?
Success is measured in terms of the aggregate investment performance & benefit realization of the portfolio.
28
What is project management?
Application of knowledge, skills, tools & techniques to project activities to meet the project requirements.
29
# Choose what project change doesn't help with? - Meet regulatory, legal, or social requirements - Satisfy stakeholder requests or needs - Create, improve, or fix products, processes, or services - Implement or change business or technological strategies - Implement change in social media
Implement change in social media
30
What does project management provide for a project?
The ability to apply knowledge, processes, skills, tools, and techniques that enhance the likelihood of success over a wide range of projects.
31
What does project management provide a program?
A focus on the successful delivery of products, services or results
32
What does project management provide for portfolio?
A means of achieving organizational strategy & objectives
33
What are the processing groups called?
Initiating Process → Planning Process →← Executing Process → Closing Process
34
True or False, the processing group is utilized amongst all project managers as a base?
True
35
Do project processes interweave with each other depending on the project, program and portfolio?
Yes
36
True or False: The PMP exam and knowledge rely heavily on the processing groups?
True
37
How is cost and staffing level fluctuated within the processing group?
Costs & staffing levels start low, increase rapidly, and decrease
38
True or False: Changing a project or project scope doesn't increase cost overtime?
False
39
True or false: Amount of risk & uncertainty decreases as the project moves through the lifecycle.
True
40
What is a project phase?
A collection of logically related project activities that culminates in the completion of one or more deliverables
41
What does the divisions within the project phases manage?
Project phases divisions manage completion of a major deliverable
42
True or false: Project phases are sequential but can overlap?
True
43
The project life cycle may go through a series of ____ to create the product: - Phases - Processes
- Phases
44
What is the base of a project phase ?
Start -> Design -> Construct -> Close
45
What is tailoring?
How the project phase will be defined depending on the project in order to tailor to the organization's needs.
46
What are the ten project management knowledge areas?
Cost, Schedule, Scope, Stakeholder, Procurement, Risk, Communications, Resource and Quality
47
True or false: Project exist & operate in environments that may have an influence on them
True
48
Can influence make a negative or positive impact on the project?
Yes both negative and positive.
49
What are the two major influences inside an organization?
Organizational process Assests (OPAs) & Enterprise Environmental Factors (EEFs)
50
What are OPAs?
Something you own and make use of.
51
True or False: OPAs are kept in a repository for anyone to keep up with like policies, general guidelines, etc...
True
52
_______ are always expected to look at the past projects, as OPAs are frequently used to evolve the company.
Project Managers
53
What are EEFs?
Internal or external conditions that you are have to work in.
54
True or False: EEFs are based on the project manager, if it is why and if it isn't, what is based on?
False, it is based on the impact of the environment around them.
55
What are examples of OPAs?
Policies, general guidelines, lessons from previous projects
56
What are examples of external EEFs?
External governmental regulations, infrastructure, etc
57
What are examples of internal EEFs?
Culture, styles of management, communication, organization structure, etc..
58
What is the structure of a functional organization?
Chief Executive → 3 Functional Manager (Project Coordination) → Staff
59
Who manages projects within the functional organization structure?
Functional managers
60
What is the structure of a project organization?
Chief Executive → 3 Project Manager → Staff (Project Coordination between the project manager and staff)
61
Who does staff directly report to?
Project manager
62
What is the structure of a weak matrix organization?
Chief Executive → 3 Functional Manager → Staff
63
True or false: Weak Matrix Organization takes from both functional and project organizations?
True
64
What does matrix refer to?
Functional and project organization
65
Who. typically controls the project within a weak matrix organization?
Staff
66
Do weak matrix organizations typically have certified project managers or project manager processes?
No
67
What manager holds the power within the weak matrix organization?
Functional manager
68
What structure does the balanced matrix organization have?
Chief Executive → 3 Functional Manager → Staff and a project manager within staff
69
Who has power within the balance matrix organization?
Functional and project managers have shared power
70
What is the structure within a strong matrix organization?
Chief Executive → Manager of project managers, 2 functional manager –> Project manager for each staff
71
How much power do project managers typically have within a strong matrix organization?
Medium to high power
72
What are typically the three base project management offices (PMO) within an organization?
Supportive, Controlling, an controlling PMO
73
What do supportive PMOs do and what type of power do they have?
supplies methodologies, policies,paper work, etc… to the rest of the organization (low level of power).
74
What does the controlling pmo do and how much power do they have?
Controlling PMO trains on how to manage projects or trains on bases, policies etc. toward staff (medium level of power).
75
What does a directive PMO do and how much power do they have?
provides project management resources for projects. (typically high risk and complex), and are responsible for the outcome of projects to report to their project managers. (high level of power.) they can guide, resources, manage interdependencies, monitor projects and the ending of the projects, communication etc..
76
What is the project management role?
to lead the team that is responsible for achieving the project objectives,
77
True or False: Project managers can be more of a staff assistant within a weak matrix organization
True
78
What are project management competencies?
Technical project management, leadership, and strategic business management
79
What is technical project management?
the knowledge skills and behaviors related to specific domains of a project, program and portfolio management the technical aspects of preforming the role
80
What is leadership within project management competency?
knowledge to help guide and direct the team to help an organization achieve it’s business goals
81
What is strategic business management in project management competency?
knowledge of expertise in the industry and organization that enhance performance and better delivers the organization’s outcomes.
82
What are project management responsible of ?
is responsible for major project deliverables throughout the project lifecycle.
83
What part of the process groups is developing the project charter apart of?
Initiating processing group
84
What process group is developing the project management plan fall into?
Planning processing group
85
What processing group does directing/managing project work and managing product knowledge fall into?
Executing process group
86
What process group does performing integrated change control fall into?
Monitoring and control process group
87
What process group does closing project/phase all into?
Closing process group
88
What does the portfolio manager do?
is responsible for the governance of the projects or programs that make up a portfolio at the executive level.
89
What is the base of a project entering into a portfolio?
based on the value and monitory return and whether it aligns with the organizations strategic plan and the risk associated with the project is acceptable amongst other criteria.
90
True or false: Portfolio managers manage various related projects?
False, Portfolio managers manage various projects or programs largely unrelated to each other, to ensure selected projects benefit the organization, work with other executives to gather support for individual projects, and ensure that projects are getting the best return of the invested resources whether it be people, funding or time.
91
True or false: Program managers manage projects closely related to each other
True
92
What are project stakeholders?
Individual, group, or organization that may affect, be affected by, or perceives itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.
93
True or false: Stakeholders are unimportant to the project life cycle.
False
94
What is a project team?
A set of individuals who support the project manager in performing the work of the project to achieve it’s objectives. Must have project management training.
95
What does a project team consist of ?
Executive sponsor, deliverable owners, business process owner, deliverable resources, project manager project sponsors, key stakeholders
96
What does project governance mean?
The framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals

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