Pmbok 4Th Edition - Chapter 1

Front 1

Purpose of the PMBOK Guide

Back 1

1. Identifies project management body of knowledge identified as good practices.

2. Promotes a common vocabulary.

3. Viewed as a foundational project management reference.

Front 2

What is a project?

Back 2

A temporary endavor undertaken to create a unique product, service or result

Front 3

What can a project create?

Back 3

1. A product.

2. A capability.

3. A result

Front 4

When is the end of a project reached?

Back 4

1. When the project objectives have been achieved.

2. When the project is terminated.

3. When the need for the project no longer exists.

Front 5

What does and doesn't temporary mean?

Back 5

1. The project has a definate beginning and end.

2. Doesn't mean short in duration

3. Doesn't apply to the product, service or result created by the project.

Front 6

What is project management?

Back 6

The application of knwoledge skills, tools and techniques to project activities to meet the project requirements.

Front 7

How is Project Management Accomplished?

Back 7

Through the appropriate appliccation and integration of the 42 logically grouped project management rpcesses comprizing the 5 Process Groups.

Front 8

What are the 5 Project Management Process Groups?

Back 8

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

Front 9

What factors are such that if any one factor changes, at least one other factor is likely to be affected?

Back 9

1. Scope

2. Quality

3. Schedule

4. Budget

5. Resources

6. Risk

Front 10

What is Progressive Elaboration?

Back 10

Progressive Elaboration involves continuously improving and detailing a plan as more-detailed and specific information and more accurate estimates become available.

Front 11

In mature project management organizations project management exists...

Back 11

...in a broader context governed by program management and portfolio managment.

Front 12

Organizational strategies and priorities are linked and have relationships between:

Back 12

1. Portfolios and programs.

2. Programs and individual projects.

Front 13

Organizational planning impacts the project by means of:

Back 13

project prioritization based on risk, funding and the organizations strategic plans.

Front 14

Organizational planning can direct the funding and support for the component projects on the basis of:

Back 14

1. Risk catagories

2. Specific lines of business

3. General types of projects.

Front 15

Comparative Overview of Project, Program and Portfolio Management: Scope

Back 15

Projects: defined objectives. Scope is progressively elaborated througt the project life cycle

Programs: Larger scope. Provide more significant benefits.

Portfolios: have a business scope taht changes with the strategic goals of the organization.

Front 16

Comparative Overview of Project Program and Portfolio Management: Change

Back 16

Project: Project Managers expect change and implement processes to keep change managed and controled.

Program: Program Manager must expect change from both inside and outside the program and be prepared to manage it.

Portfolio: Portfolio managers continually monitor changes in the broad environment.

Front 17

Comparative Overview of Project Program and Portfolio Management: Planning

Back 17

Project managers progressively elaborate high level infomration into detailed plans throughout the projects lifecycle.

Program: Program Managers develop the overall program plan and create high-level plans to guide detailed planning at the component level.

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

Front 18

Comparative Overview of Project Program and Portfolio Management: Management

Back 18

Project: Project Managers manage the project team to meet the project objectives

Program: Program managers manage the program staff and the project managers; they provide vision and overall leadership

Portfolio: Portfolio managers may manage or coordinate portfolio management staff.

Front 19

Comparative Overview of Project Program and Portfolio Management: Success

Back 19

Project: measured by the product and project quality, timeliness, budget compliance, and degree of customer satisfaction.

Program: measured by the degree to which the program satisfies the needs and benefits for which it was undertaken.

Portfolio: measured in terms of aggregate performance of portfolio components.

Front 20

Comparative Overview of Project Program and Portfolio Management: Monitoring

Back 20

Projects: Project Managers monitor and control the work of producing the products, services or results that the project was undertaken to produce.

Program: Program Managers monitor the progress of program components to ensure the overall goals, schedules, budget and benefits of the program will be met.

Portfolio: Portfolio managers monitor aggregate perfomance and value indicators.

Front 21

What is a portfolio?

Back 21

A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

Projects or programs of the portfolio may not necessarily be interdependent or directly related.

Front 22

What is portfolio management?

Back 22

Portfolio Management referes to the centralized management of one or more portfolios to achieve specific strategic business objectives.

Front 23

Centralized management of a portfolio includes:

Back 23

1. Identifying

2. Prioritizing

3. Authorizing

4. Managing

5. Controling projects, programs and other related work

Front 24

What is a program?

Back 24

A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

A program may includ elements of related work outside of the scope of the discrete projects in the program.

Front 25

Is a project always part of a program?

Back 25

No, a project may or may not be part of a project but a projects will always be part of a program.

Front 26

What is program management?

Back 26

Program management is defined as the centralized coordinatied management of a program to achieve the program's strategic objectives and benefits.

Front 27

How are projects within a program related?

Back 27

They are related through the common outcome or collective capability.

Front 28

When should an effort be managed as a portfolio of projects rather than as a program?

Back 28

When the relationship between projects is only that of a shared client, seller, technology or resource.

Front 29

Why are projects usually authorized?

Back 29

Market demand

Strategic Opportunity/Business need

Customer request

Technological Advance

Legal Requirement

Front 30

What is a Project Management Office (PMO)

Back 30

An organizational body or entity assigned various responsiblities realted to the centralized and coordinated managment of those projects under its domain.

Front 31

True or False: Projects supported by the PMO are always related.

Back 31

False: Projects supported or administered by the PMO may or may not be related.

Front 32

What is the form, function and structure of the PMO dependent on?

Back 32

It is dependent on the needs of the organization that it supports.

Front 33

The PMO takes actions as required to keep business objectives constant. Such as:

Back 33

1. Delelegated authority to act as integral stakeholder and key decision maker during the beginning of each project.

2. May make recommendations

3. May terminate projects

4. May be involved in the selction, management and deployement of shared or dedicated project resources.

Front 34

What are the ways the PMO may support project managers?

Back 34

1. Managing shared resources

2. Identifying and developing methodology, best practices and standards.

3. Coaching, mentoring, training and oversight.

4. Monitoring compliance with project management standards, policies proceedures and templates via project audits.

5. developing and managing project policies, procedures, templates and other shared documentation (organizational assets)

6. Coordinating communication across projects.

Front 35

What are Operations?

Back 35

An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.

Front 36

When do projects intersect with operations?

Back 36

1. At each closeout phase

2. When developing a new product development process

3. when deliverables and knowledge are tranfered from project to operations.

Front 37

What is a project manager?

Back 37

The person assigned by the performing organization to achieve the project objectives.

Front 38

What is a functional manager?

Back 38

Focused on providing management oversight for an administrative area.

Front 39

What is an operational manger?

Back 39

Responsible for a facet of the core business.

Front 40

What characteristics should a project manager possess to be effective?

Back 40

1. Knowledge of project management.

2. Performance - what she is able to accomplish.

3. Personal behavior - such as attitueds, core personality characteristics and leadership.

Front 41

What is the PMBOK Guide?

Back 41

Standard for managing most projects most of the time across many types of industries.
It describes the project management processes, tools and techniques used to manage a project toward a successful outcome.

Front 42

What other standards intersect with the PMBOK?

Back 42

1. The Standard for Program Management.

2. The Standard for Portfolio Management

3. Organizational Project Management Maturity Model (OPM3)

Front 43

What are Enterprise Environmental Factors?

Back 43

Refers to both internal and external environmental factors that surround or influence a projects success.

May come from any or all of the enterprises involved in the project.

May enhance or constrain project management options

May have a positive or negative influence on the outcome.

Are considered inputs to most planning processes.

Front 44

What can be considered an Enterprise Environmental Factor?

Back 44

Organizational culture, structure and processes
Goverment or industry standards
Infrastructure
Existing Human Resources
Personnel Administration
Company Work Authorization Systems
Marketplace Conditions
Stakeholder Risk Tolerances
Political Climate
Organization's established communication channels
Commercial databases
Company work authorization systems
Project management information systems.