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177 Cards in this Set
- Front
- Back
- 3rd side (hint)
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A series of activities to create a unique product of service by a specific date is best described as which one of the following? |
C. A project is a temporary endeavor to create a unique product, service, or result. Deadlines and cost constraints are tied to the project. A is incorrect becuase programs are a collection of projects working towards a common cause. B is incorrect because operations are ongoing activitiesof an organization. D, a subproject, describes a project that is part of and supports a larger project. PMBOK 1.2.1 |
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Which of the following is likely to be part of an operation? |
A. Providing electricity to a community is the best example of operations, as it is an on-going activity. B, C, and D are all examples of projects, as they are temporary and create a unique product, service, or result. PMBOK 1.2.2
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Of the following, which one is the best example of progressive elaboration? |
B. According to the PMBOK, progressive elaboration means developing in steps and then continuing by increments. A describes the process of breaking down the project scope into the task list. C is not a valid choice for this question. D is part of stakeholder analysis, and is not the best answer for this question. PMBOK 1.2.1.3
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Your organization would like to create a new product based on market research. This new product will be created by a project. This is an example of which one of the following reasons to launch a new project?
A. Organizational need B. Customer request C. Market demand D. Legal requirement |
C. Products can be created for a number of reasons, and this example supports the market demand choice. A, an organizational need, is a project to satisfy an internal need. B is incorrect because no specific customer asked for this new product. D is incorrect because there is no legal requirement to create the new product. PMBOK 1.2.3
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A program is which one of the following? |
C best describes a program. A program is a collection of projects working together to gain benefits by managing the projects as a group rather than on an individual basis. A, B, and D are not attributes of programs. PMBOK 1.6.1
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Who manages programs?
A. Management B. Project sponsors C. Project managers D. Program managers |
D. Programs are managed by program managers. A, B, and C are all incorrect choices. PMBOK 1.6.1
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You have an excellent idea for a new project that can increase productivity by 20 percent in your organization. Managment, however, declines to approve the proposed project because too many resources are already devoted to other projects. You have just experienced what? |
C. Project portfolio management is the management, selection, and assignment of projects that support an organization's business objectives. A, B, and D are all incorrect choices. PMBOK 1.6.2
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Of the following, which is not part of the Iron Triangle?
A. Quality B. Time C. Scope D. Cost |
A. Quality, while important, is not part of the Iron Triangle of Project Management. B, C, and D comprise the Iron Triangle. PMBOK 1.3
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Of the following, which statement is correct? |
C. A project manager does not have to use all of the process within the PMBOK, only the most appropriate. A, B, and D are incorrect statements, as the project manager does not use every process or tool and technique within the PMBOK. PMBOK 1.1
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Projects are temporary endeavors to create a unique product, service, or result. Which one of the following does not relate to the concept of "temporary" in project management?
A. The project team B. The market window status on which the project is capitalizing C. The project deliverable D. The project manager |
C. Most projects create a deliverable that will outlive the project itself. A, B, and D are incorrect, as these attributes are temporary in nature. PMBOK 1.2.1.1
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A project creates a unique product, service, or result. Which on of the following is a result? |
C. The PMBOK gives the concept of creating feasability as a result. A, B, and D describe products and services. PMBOK 1.2.1.2
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What is the difference between a standard and a regulation? |
A is the best choice, as standards are optional while regulations are not. B, C, and D do not accurately describe the difference between standards and regulations. PMBOK 1.2.5.2
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A project manager needs five areas of expertise to be successful. Which one is not one of the five areas of expertise? |
C. Believe it or not, you don't have to be a PMP or CAPM to be a successful project manager. A, B, and D are valid characteristics of a project manager. PMBOK 1.5
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Which one of the following is not a characteristic of a project's cultural and social environment?
A. Economics B. Time zone differences C. Demographics D. Ethics |
B. Time zone differences are not part of the cultural and social environment, but are part of the international and political environment. A, C, and D are part of the cultural and social environment. PMBOK 1.5.3
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You are the project manager of the KHGT Project, which will span four countries around the world. You will need to consider all of the following characteristics of the international and political environment except for which one? |
C. Customers are not part of the international and political environments. A, B, and D are part of this environment. PMBOK 1.5.3
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Which one of the following is not an example of interpersonal skills?
A. Financial management and accounting B. Sales and marketing C. Conflict management D. Health and safety practices |
A. Financial management and accounting is not an interpersonal skill. B, C, and D are examples of interpersonal skills, so these choices are invalid for this question. PMBOK 1.5.5
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What is a subproject? |
A best describes a subproject, which is a project, sometimes smaller than the original, that supports a parent project. B, C, and D do not accurately describe a subproject. PMBOK 1.6.3
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Where will a project manager most likely get project management mentoring?
A. Project Management International B. American Society For Quality C. The project management office D. Subject matter experts |
C. Project managers will most likely receive mentoring from the project management office. A is not a valid choice. B is not a valid choice because ASQ does not provide mentoring for project managers. D is not the best choice for the question because the PMBOK specifically identifies the PMO as a source for mentoring. PMBOK 1.6.4
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Which one of the following is an example of operations? |
C is the best example of operations, as the answer implies that this work is done every month. A, B, and D are all unique endeavors that may be done once or just occasionally, but are not part of ongoing operations. PMBOK 1.2.2
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When considering the selection of projects to be initiated, project portfolio management considers all of the following except for which one?
A. Risk/Reward categories B. Lines of business C. The project manager's experience D. General types of projects |
C. While the experience of the project manager is likely considered during the assignment of projects, it is not considered during project portfolio management. A, the rist and reward of the project is considered. B and D, the lines of business and the general types of projects, are also considered as part of project portfolio management. PMBOK 1.6.2
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The PMBOK Guide identifies what subset of the project management body of knowledge?
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The body of knowledge that is generally recognized as good practices.
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As defined by the PMBOK, what does "good practice" mean?
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Good practice means there is general agreement that the application of the knowledge, skills, tools, and techniques can enhance the chances of success over many projects. It does not mean that the knowledge described should always be applied uniformly to all projects.
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What requires practitioners to demonstrate a committment to ethical and professional conduct. Acceptance of this is essential for project managers and a requirement for the PMP exam?
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The Project Management Institute Code of Ethics and Professional Conduct.
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What is a temporary endeavor undertaken to create a unique product, service, or result, and has a definite beginning and end.
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A Project.
A Project is a temporary endeavor undertaken to create a unique product, service, or result, and has a definite beginning and end. |
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When is the end of a project reached?
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The end is reached when the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Or, when the client wishes to terminate the project.
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What refers to a collection of projects, programs, subportfolios, and operations managed as a group to achieve a strategic objective?
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A Portfolio.
A Portfolio is a collection of projects, programs, subportfolios, and operations managed as a group to achieve a strategic objective? |
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Must projects or programs within the portfolio be interdependent or directly related?
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No, they are linked to the organization's strategic plan by means of the organization's portfolio.
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What is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements?
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Project Management.
Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements? |
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What are the 5 Process Groups?
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1. Initiating
2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing |
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Managing a project typically includes balancing competing project constraints. what are the 6 competing project constraints?
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1. Scope
2. Quality 3. Schedule 4. Budget 5. Resources 6. Risks The relationship among these factors is such that if any one factor changes, at least one other factor is likely to be affected. |
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How does the Project Management Plan account for the potiential for changes.
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The development of the plan is an iterative activity and is progressively elaborated throughout the project's life cycle. Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available.
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What is Organizational Project Management (OPM)?
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Organizational Project Management (OPM) is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better perfomance, better results, and a sustainable competitive advantage.
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What are portfolio, program, and project management aligned with and driven by?
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Organizational strategies.
Portfolio, program, and project management are aligned with and driven by Organizational strategies |
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How does portfolio managment align with organizational strategies?
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Portfolio managment align with organizational strategiesby selecting the right programs or projects, prioritizing the work, and providing the needed resources.
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How does program management align with organizational strategies?
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Program management align with organizational strategiesby harmonizing its projects and program components and controls interdependencies in order to realize specified benefits.
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How does project management align with organizational strategies?
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Project management align with organizational strategies by developing and implementing plans to achieve a specific scope that is driven by the objectives of the program or portfolio it is subject to and, ultimately to organizational strategies.
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How does Organizational Project Management (OPM) advance organizational capability?
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Organizational Project Management (OPM) links project, program and portfolio management principles and practices with organizational enablers to support strategic goals.
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What are organizational enablers?
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organizational enablers are structural, cultural, technological, and human resource practices.
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What is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually?
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Program Management is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
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Are projects always part of a program?
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No, projects may or may not be part of a program.
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Will a program always have projects?
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Yes, a program will always have projects.
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How are projects within a program related?
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Projects within a program related are through the common outcome or collective capability.
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If the relationship between projects is only that of a shared client, seller, technology or resource, should they be managed as a program?
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No, If the relationship between projects is only that of a shared client, seller, technology or resource, the effort should be managed as a portfolio of projects.
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Program management focuses on project interdependencies and helps determine the optimal approach for managing them. What 3 actions are related to these interdependencies?
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1. Resolving resource constraints and conflicts
2. Aligning organizational and strategic direction 3. Resolving issues and change management |
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Must projects and programs in a portfolio be interdependent or directly related?
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No. Projects and programs in a portfolio do not have to be interdependent or directly related. If projects are interdependent they should be managed as a program.
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What does portfolio management refer to?
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The centralized management of one of more portfolios to achieve strategic objectives.
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What does a portfolio focus on?
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Ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.
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What are often utilized as a means of directly or indirecly achieving objectives within an organzation's strategic plan?
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Projects are often utilized as a means of directly or indirecly achieving objectives within an organzation's strategic plan?
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What is a management structure that standardizes the project–related governance processes and facilitiates the sharing of resources, methodologies, tools, and techniques?
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A Project Management Office (PMO) is a management structure that standardizes the project–related governance processes and facilitiates the sharing of resources, methodologies, tools, and techniques
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Can a PMO be directly responsible for the direct management of projects?
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Yes, the responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
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What are the 3 types of PMO structures in organizations?
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1. Supportive
2. Controlling 3. Directive |
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What is the role of a Supportive PMO?
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A Supportive PMO provides a consultive role to projects by supplying templates, best practices, training, access to lessoned learned from other projects. It services as a project repository and the degree of control is low.
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What is the role of a Controlling PMO?
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A Controlling PMO provides support and require compliance through various means. The degree of control is moderate.
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What is the role of a Directive PMO?
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A Directive PMO takes control of the project by directly managing the project. The degree of control is high.
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What is the natural liaison between the organization's portfolio programs, projects and the corporate measurement systems?
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The PMO is the natural liaison between the organization's portfolio programs, projects and the corporate measurement systems.
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Can a PMO administer unrelated projects?
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Yes, a PMO can administer unrelated projects
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Does the PMO have the authority to act as an integral stakeholder and key decision maker of its projects?
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Yes, the PMO have the authority to act as an integral stakeholder and key decision maker of its projects.
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What is the primary function of a PMO?
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The primary function of a PMO is to support project managers in a varity of ways which include:
1. Managing shared resources 2. Identifying and developing methodologies 3. Coaching, mentoring, training, and oversight 4. Monitoring compliance 5. Developing policies and procedures 6. Coordinating communications |
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The project manager manages the constraints of the individual project. What does the PMO manage?
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The PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.
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Although ongoing operations are outside of the scope of a project, can projects help achieve organizational (operational) goals?
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Yes, projects can help achieve organizational (operational) goals when they are aligned with the organization's strategy.
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What are the intersection points of projects and operations?
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Projects can intersect with operations at various points during the product life cycle:
1. At each closeout point 2. When developing a new product, updating a product, or expanding outputs 3. While improving operations or the product development process |
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Should project managers include operational stakeholders in project planning and execution?
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Yes, as project managers can gain insight and avoid unnecessary issues that often arise when operational input is overlooked.
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Operational stakeholders should be engaged and their needs identified in what parts of project planning.
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Operational stakeholder's needs should be identified as part of the stakeholder register, and their influence (positive or negative) should be addressed as part of the risk management plan.
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What are Project–Based Organizations (PBOs)?
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Project–Based Organizationss are various organizational entities that create temporary systems for carrying out their work. PBOs conduct the majority of their work as projects.
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What is the advantage of establishing a Project–Based Organizations?
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The use of Project–Based Organizations may diminish the hierachy and bureaucracy inside the organizations as the success of the work is measured by the final result rather than by position or politics.
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How can Business Value be defined?
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As the entire value of the business; the total sum of all tangible and intangible elements.
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Program Management focuses on project interdependencies and provide organizations with the ability to do what?
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Program Management align multiple projects for optimized or integrated cost, schedule, effort, and benefits.
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Effective project management requires that the project manager possess what 3 competencies?
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1. Knowledge: Refers to what the project manager knows about project management.
2. Performance: refers to what the project manager is able to do or accomplish while applying his or her pm knowledge. 3. Personal: Referes to how the project manager behaves when performing the project and related activity. |
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The PMBOK Guide identifies what subset of the project management body of knowledge?
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The body of knowledge that is generally recognized as good practices.
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As defined by the PMBOK, what does "good practice" mean?
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Good practice means there is general agreement that the application of the knowledge, skills, tools, and techniques can enhance the chances of success over many projects. It does not mean that the knowledge described should always be applied uniformly to all projects.
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What requires practitioners to demonstrate a committment to ethical and professional conduct. Acceptance of this is essential for project managers and a requirement for the PMP exam?
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The Project Management Institute Code of Ethics and Professional Conduct.
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What is a temporary endeavor undertaken to create a unique product, service, or result, and has a definite beginning and end.
|
A Project.
A Project is a temporary endeavor undertaken to create a unique product, service, or result, and has a definite beginning and end. |
|
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When is the end of a project reached?
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The end is reached when the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Or, when the client wishes to terminate the project.
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What refers to a collection of projects, programs, subportfolios, and operations managed as a group to achieve a strategic objective?
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A Portfolio.
A Portfolio is a collection of projects, programs, subportfolios, and operations managed as a group to achieve a strategic objective? |
|
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Must projects or programs within the portfolio be interdependent or directly related?
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No, they are linked to the organization's strategic plan by means of the organization's portfolio.
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What is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements?
|
Project Management.
Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements? |
|
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|
What are the 5 Process Groups?
|
1. Initiating
2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing |
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Managing a project typically includes balancing competing project constraints. what are the 6 competing project constraints?
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1. Scope
2. Quality 3. Schedule 4. Budget 5. Resources 6. Risks The relationship among these factors is such that if any one factor changes, at least one other factor is likely to be affected. |
|
|
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How does the Project Management Plan account for the potiential for changes.
|
The development of the plan is an iterative activity and is progressively elaborated throughout the project's life cycle. Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available.
|
|
|
|
What is Organizational Project Management (OPM)?
|
Organizational Project Management (OPM) is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better perfomance, better results, and a sustainable competitive advantage.
|
|
|
|
What are portfolio, program, and project management aligned with and driven by?
|
Organizational strategies.
Portfolio, program, and project management are aligned with and driven by Organizational strategies |
|
|
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How does portfolio managment align with organizational strategies?
|
Portfolio managment align with organizational strategiesby selecting the right programs or projects, prioritizing the work, and providing the needed resources.
|
|
|
|
How does program management align with organizational strategies?
|
Program management align with organizational strategiesby harmonizing its projects and program components and controls interdependencies in order to realize specified benefits.
|
|
|
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How does project management align with organizational strategies?
|
Project management align with organizational strategies by developing and implementing plans to achieve a specific scope that is driven by the objectives of the program or portfolio it is subject to and, ultimately to organizational strategies.
|
|
|
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How does Organizational Project Management (OPM) advance organizational capability?
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Organizational Project Management (OPM) links project, program and portfolio management principles and practices with organizational enablers to support strategic goals.
|
|
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What are organizational enablers?
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organizational enablers are structural, cultural, technological, and human resource practices.
|
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What is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually?
|
Program Management is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
|
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Are projects always part of a program?
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No, projects may or may not be part of a program.
|
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Will a program always have projects?
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Yes, a program will always have projects.
|
|
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How are projects within a program related?
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Projects within a program related are through the common outcome or collective capability.
|
|
|
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If the relationship between projects is only that of a shared client, seller, technology or resource, should they be managed as a program?
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No, If the relationship between projects is only that of a shared client, seller, technology or resource, the effort should be managed as a portfolio of projects.
|
|
|
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Program management focuses on project interdependencies and helps determine the optimal approach for managing them. What 3 actions are related to these interdependencies?
|
1. Resolving resource constraints and conflicts
2. Aligning organizational and strategic direction 3. Resolving issues and change management |
|
|
|
Must projects and programs in a portfolio be interdependent or directly related?
|
No. Projects and programs in a portfolio do not have to be interdependent or directly related. If projects are interdependent they should be managed as a program.
|
|
|
|
What does portfolio management refer to?
|
The centralized management of one of more portfolios to achieve strategic objectives.
|
|
|
|
What does a portfolio focus on?
|
Ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.
|
|
|
|
What are often utilized as a means of directly or indirecly achieving objectives within an organzation's strategic plan?
|
Projects are often utilized as a means of directly or indirecly achieving objectives within an organzation's strategic plan?
|
|
|
|
What is a management structure that standardizes the project–related governance processes and facilitiates the sharing of resources, methodologies, tools, and techniques?
|
A Project Management Office (PMO) is a management structure that standardizes the project–related governance processes and facilitiates the sharing of resources, methodologies, tools, and techniques
|
|
|
|
Can a PMO be directly responsible for the direct management of projects?
|
Yes, the responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
|
|
|
|
What are the 3 types of PMO structures in organizations?
|
1. Supportive
2. Controlling 3. Directive |
|
|
|
What is the role of a Supportive PMO?
|
A Supportive PMO provides a consultive role to projects by supplying templates, best practices, training, access to lessoned learned from other projects. It services as a project repository and the degree of control is low.
|
|
|
|
What is the role of a Controlling PMO?
|
A Controlling PMO provides support and require compliance through various means. The degree of control is moderate.
|
|
|
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What is the role of a Directive PMO?
|
A Directive PMO takes control of the project by directly managing the project. The degree of control is high.
|
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What is the natural liaison between the organization's portfolio programs, projects and the corporate measurement systems?
|
The PMO is the natural liaison between the organization's portfolio programs, projects and the corporate measurement systems.
|
|
|
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Can a PMO administer unrelated projects?
|
Yes, a PMO can administer unrelated projects
|
|
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Does the PMO have the authority to act as an integral stakeholder and key decision maker of its projects?
|
Yes, the PMO have the authority to act as an integral stakeholder and key decision maker of its projects.
|
|
|
|
What is the primary function of a PMO?
|
The primary function of a PMO is to support project managers in a varity of ways which include:
1. Managing shared resources 2. Identifying and developing methodologies 3. Coaching, mentoring, training, and oversight 4. Monitoring compliance 5. Developing policies and procedures 6. Coordinating communications |
|
|
|
The project manager manages the constraints of the individual project. What does the PMO manage?
|
The PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.
|
|
|
|
Although ongoing operations are outside of the scope of a project, can projects help achieve organizational (operational) goals?
|
Yes, projects can help achieve organizational (operational) goals when they are aligned with the organization's strategy.
|
|
|
|
What are the intersection points of projects and operations?
|
Projects can intersect with operations at various points during the product life cycle:
1. At each closeout point 2. When developing a new product, updating a product, or expanding outputs 3. While improving operations or the product development process |
|
|
|
Should project managers include operational stakeholders in project planning and execution?
|
Yes, as project managers can gain insight and avoid unnecessary issues that often arise when operational input is overlooked.
|
|
|
|
Operational stakeholders should be engaged and their needs identified in what parts of project planning.
|
Operational stakeholder's needs should be identified as part of the stakeholder register, and their influence (positive or negative) should be addressed as part of the risk management plan.
|
|
|
|
What are Project–Based Organizations (PBOs)?
|
Project–Based Organizationss are various organizational entities that create temporary systems for carrying out their work. PBOs conduct the majority of their work as projects.
|
|
|
|
What is the advantage of establishing a Project–Based Organizations?
|
The use of Project–Based Organizations may diminish the hierachy and bureaucracy inside the organizations as the success of the work is measured by the final result rather than by position or politics.
|
|
|
|
How can Business Value be defined?
|
As the entire value of the business; the total sum of all tangible and intangible elements.
|
|
|
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Program Management focuses on project interdependencies and provide organizations with the ability to do what?
|
Program Management align multiple projects for optimized or integrated cost, schedule, effort, and benefits.
|
|
|
|
Effective project management requires that the project manager possess what 3 competencies?
|
1. Knowledge: Refers to what the project manager knows about project management.
2. Performance: refers to what the project manager is able to do or accomplish while applying his or her pm knowledge. 3. Personal: Referes to how the project manager behaves when performing the project and related activity. |
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A ______ to the Project Management Body of Knowlege (PMBOK Guide) is a recognized ________ for the project management profession.
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Guide
standard |
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The increasing acceptance of project management indicates that the application of appropriate __________, ________, ______, _____, and _________, can have a significant impact on project success.
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knowledge
processes skills tools techniques |
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The increasing acceptance of project management indicates that the application of appropriate knowledge, processes, skills, tools and techniques, can have a ________ ________ on project success.
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significant impact
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Acceptance of the ____ _____ __ _____ _____ _________ ______ is a requirement for the PMP Certification.
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PMI Code of Ethics and Professional Conduct
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Acceptance of the PMI Code of Ethics and Professional Conduct carries the obligation to comply with _____, _________, and __________ and professional _______.
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laws
regulations organizational policies |
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A project is a _________ endeavor undertaken to create a _______ ______, _______ or _______.
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temporary
unique product, service or result |
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The end is reached when the projects _________ have been ________ or when the project is _________ because its objectives will not or cannot be met, or when the need for the project no longer exists.
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objectives
achieved terminated |
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Project Management is the application of __________, _______, ______ and __________ to project activities to meet the project __________.
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knowlege, skills, tools, techniques
requirements |
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Project Management is accomplished through the appropriate application and integration of the ___ logically grouped project management processes comprising the __ Progress Groups.
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42
5 |
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What are the 5 Process Groups
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Initiating
Planning Executing Monitoring and Controlling Closing |
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Managing a project typically includes:
*Identifying ________ |
requirements
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Managing a project typically includes:
*Addressing the various _____, _______ and _______ of the stakeholders as the project is planned and carried out. |
needs
concerns expectations |
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Managing a project typically includes:
*Balancing the competing project ______ including |
– Scope
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– Quality
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___________ __________ involves continuously improving and detailing a plan as more–detailed and specific information and more accurate estimates become available.
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Progressive elaboration
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In mature project management organizations, project management exists in a broader context governed by ________ __________ and __________ ____________.
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Program Management
Portfolio Management |
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A portfolio refers to a collection of _______ or _______.
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projects
programs |
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Portfolio management focuses on ensuring that projects and programs are reviewed to _______ _______ ________, and that the management of the portfolio is consistent with, and aligned to, organizational strategies.
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prioritize resource allocation
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Portfolio management focuses on ensuring that projects and programs are reviewed to prioritze resource allocation and that the management of the portfolio is consistent with, and _______ __, _________ _______.
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aligned to, organizational strategies
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A program is defined as a group of related _______ managed in a coordinated way to obtain ______ and _______ not available from managing them individually.
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projects
benefits control |
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A project _____ or _____ ____ be part of a program but a _______ will always have projects.
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may
may not program |
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Program management is defined as the _______ ________ management of a program to acheive the program's _______ _______ and _______.
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centralized coordinated
strategic objectives and benefits |
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Program management focuses on the project ____________ and helps to determine the optimal ________ for managing them.
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interdependencies
approach |
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Actions related to project interdependencies may include:
* Resolving ________ constraints and/or _______ that affect multiple projects within the program. |
resource
conflicts |
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Actions related to project interdependencies may include:
* Aligning _________/_______ direction that affects project and program _____ and _______. |
organizational / strategic
goals objectives |
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Actions related to project interdependencies may include:
* Resolving _____ and _____ management within a shared _________ structure. |
issues
change management governance |
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______ are often utilized as a means of achieving an organization's ______ plan.
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Projects
strategic |
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Projects are typically authorized as a result of one or more of the following strategic considerations:
* Market _______ * Strategic ________/_______ need * ________ request * ________ advance * ________ requirements |
Demand
opportunity/business Customer Techological Legal |
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Although a group of projects within a program can have discrete benefits, they can also contribute to the ______ of the program, to the _______ of the portfolio, and to the _______ _____ of the organization.
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benefits
objectives strategic plan |
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A Project Management Office (PMO) is an __________ body or ______ assigned various responsibilities related to the __________ and _________ management of those projects under its domain.
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organizational
entity centralized coordinated |
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The _______ of a PMO can range from providing project management _______ ________ to actually being responsible for the ______ management of a project.
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responsibilities
support functions direct |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* Managing shared ________ across all projects administered by the PMO. |
Project Managers
resources |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* Identifying and ________ project management _________, best practices and _______ |
developing
Project Manager requirements standards |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* Coaching, _______, training, and oversight |
Project Manager
mentoring |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* ________ compliance with Project Management Standards, policies, _________, and templates via project ________. |
Project Manager
Monitoring procedures audits |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* _________ and managing project ______, procedures, ______, and other shared documentation (organizational process assets) |
Project Manager
Developing policies templates |
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A primary function of a PMO is to support ______ _______ in a variety of ways which may include:
* _____________ communication across projects |
Project Manager
Coordinating |
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___________ are an organizational function performing the ongoing execution of activities that produce the same _______ or provide a repetitive _______.
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Operations
product service |
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Projects can intersect with operations at various points during the life cycle, such as:
* At each ________ phase |
closeout
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Projects can intersect with operations at various points during the life cycle, such as:
* When developing a ____ product, ______ a product, or ________ outputs. |
new
upgrading expanding |
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Projects can intersect with operations at various points during the life cycle, such as:
* __________ of operations or the product _________ process |
Improvement
development |
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Projects can intersect with operations at various points during the life cycle, such as:
* Until the _________ of the operations at the end of the product _____ ______. |
divestment
life cycle |
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The _____ ______ is the person assigned by the performing organization to achieve the project objectives.
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Project Manager
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A project manager may report to a ________ manager, a ________ manager or a _________ manager.
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functional
program portfolio |
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Effective project management requires that the project manager possess this characteristic:
Knowlege: What the Project Manager _______ |
knows
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Effective project management requires that the project manager possess this characteristic:
Performance: What the Project Manager is _____ to do or ______ while applying their project management knowledge |
able
accomplish |
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Effective project management requires that the project manager possess this characteristic:
Personal: How the Project Manager ________ when performing the project or related activity. |
behaves
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The PMBOK Guide is the standard for managing ____ projects ____ of the time across _____ types of industries.
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most
most many |
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Enterprise environmental factors refer to both _______ and ______ environmental factors that surround or influce a project's success.
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internal
external |
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________ __________ ________ may enhance or constrain project management options and may have _______ or ________ influence on the outcome.
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Enterprise environmental factors
positive negative |
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Enterprise environmental factors may include:
* Organizational _______, structure and ________. |
culture
processes |
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Enterprise environmental factors may include:
* Government or ______ standards |
industry
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Enterprise environmental factors may include:
* _____________ |
Infrastructure
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Enterprise environmental factors may include:
* Existing human ________ |
resources
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Enterprise environmental factors may include:
* _________ administration |
Personnel
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Enterprise environmental factors may include:
* Company _____ ________ systems |
work authorization
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Enterprise environmental factors may include:
* ________ conditions |
Marketplace
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Enterprise environmental factors may include:
* _________ risk tolerances |
Stakeholder
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Enterprise environmental factors may include:
* _______ climate |
Political
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Enterprise environmental factors may include:
* Organization's established ________ channels |
communication
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Enterprise environmental factors may include:
* Commercial ________ |
databases
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Enterprise environmental factors may include:
* Project Management _________ _________ |
information systems
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