Pmbok - Chapter 2: Project Life Cycle And Organization

Front 1

Project managers or the organization can divide projects into ______ to provide better management control with appropriate links to the ongoing operations of the performing organizations.

Back 1

phases

Front 2

Collectively, phases are known as the ______.

Back 2

project life cycle

Front 3

This defines the phases that connect the beginning of the project to the end.

Back 3

project life cycle

Front 4

The transition from one phase to another within a project's life cycle generally involves, and is usually defined by, __________ or _________.

Back 4

technical transfer

handoff

Front 5

This is the practice of overlapping phases, normally done in sequence.

Back 5

fast tracking

Front 6

This is an example of the application of a schedule compression technique.

Back 6

fast tracking

Front 7

Project life cycles generally define:

What...

When...

Who...

How...

Back 7

What technical work to do in each phase.

When the deliverable are to be generated in each phase and how each is reviewed, verified, and validated.

Who is involved in each phase.

How to control and approve each phase.

Front 8

True or false: Phases are generally sequential.

Back 8

True

Front 9

True or false: Phases are usually defined by their status.

Back 9

False

They are usually defined by some form of technical information transfer or technical component handoff.

Front 10

Describe the cost and staffing levels during the project life cycle.

Back 10

Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion.

Front 11

When is the level of uncertainty at its highest and the risk of failing to achieve the objectives the greatest in the project life cycle?

Back 11

start of the project

Front 12

Describe the ability of the stakeholders to influence the final characteristics of the project's product and final cost of the project throughout the project life cycle.

Back 12

highest at the start and gets progressively lower as the project continues

Front 13

This is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype.

Back 13

deliverable

Front 14

This characterizes a project phase.

Back 14

completion and approval of one or more deliverables

Front 15

In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases be further subdivided into _______.

Back 15

subphases

Front 16

True or false: The majority of subphase deliverables are related to the primary phase deliverables.

Back 16

True

Front 17

Phases typically take their names from phase deliverables. What are some examples of these names?

Back 17

requirements

design

build

test

startup

turnover

Front 18

How is a project phase generally concluded?

Back 18

With a review of the work accomplished and the deliverables to determine acceptance.

Front 19

True or false: A project phase can only close when a decision to initiate the next phase has been reached.

Back 19

False. Phases can be closed without the decision to initiate any other phase. For example, the project is completed and the risk is deemed too great for the project to be allowed to continue.

Front 20

What are three other names for phase-end reviews?

Back 20

1.) phase exits

2.) phase gates

3.) kill points

Front 21

What are the driving forces that create the stimuli for a project typically referred to as? (3 possible answers)

Back 21

problems

opportunities

business requirements

Front 22

True or false: The project life cycle is the same as the product life cycle.

Back 22

False

Front 23

These individuals and organizations are actively involved in the project or their interests may be affected as a result of project execution or project completion.

Back 23

project stakeholders

Front 24

Project stakeholders may exert influence over the project's ______ and _______.

Back 24

objectives

outcomes

Front 25

True or false: Stakeholders may have a positive or negative influence of a project.

Back 25

True

Front 26

Describe positive stakeholders.

Back 26

Those who would normally benefit from a successfully outcome from the project

Front 27

Describe negative stakeholders.

Back 27

Those who see negative outcomes from the project's success.

Front 28

The person responsible for managing the project.

Back 28

project manager

Front 29

The person or organization that will use the project's product.

Back 29

customer/user

Front 30

The enterprise who employees are most directly involved in doing the work of the project.

Back 30

performing organization

Front 31

The group that is performing the work of the project.

Back 31

project team members

Front 32

The members of the project team who are directly involved in project management activities.

Back 32

project management team

Front 33

The person or group that provides the financial resources, in cash or in kind, for the project.

Back 33

sponsor

Front 34

People or groups that are not directly related to the acquisition or use of the project's product, but due to an individual's position in the customer organization or performing organization, can influence, positively or negatively, the course of the project.

Back 34

influencers

Front 35

Who must manage the stakeholder expectations?

Back 35

project manager

Front 36

Projects are typically part of an _______ that is larger than the project.

Back 36

organizations

Front 37

List some examples of organizations.

Back 37

corporations

government agencies

healthcare institutions

internal bodies

professional associations

Front 38

These organizations are those whose operations consist primarily of projects.

Back 38

project-based organizations

Front 39

True or false: Organization structure and system has little affect on the project.

Back 39

False

Front 40

True or false: Organization cultures have little influence on the project.

Back 40

False

Front 41

This organizational structure is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level.

Back 41

classic functional organization

Front 42

This organizational structure has team members that are often collocated. Most of the organization's resources are involved in project work, and project managers have a great deal of independence and authority.

Back 42

projectized organization

Front 43

Projectized organizations often have organizational units called ______.

Back 43

departments

Front 44

This organizational structure has a blend of functional and projectized characteristics.

Back 44

matrix organization

Front 45

These matrices maintain many of the characteristics of a functional organization and the project manager role is more that of a coordinator or expediter than that of manager.

Back 45

weak matrix

Front 46

These matrices have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.

Back 46

strong matrix

Front 47

These matrices recognize the need for a project manager, but they do not provide the project manager with the full authority over the project and project funding.

Back 47

balanced matrix

Front 48

True or false: A PMO only exists in matrix-based organizations.

Back 48

False

Front 49

Describe the PMO's function in an organization.

Back 49

It may range from an advisory influence, limited to the recommendation of specific polices and procedures on individual projects, to a formal grant of authority from executive management.

Front 50

This is a set of tools, techniques, methodologies, resources, and procedures used to manage a project. It can be formal or informal and aids a project manager in effectively guiding a project to completion.

Back 50

project management system

Front 51

This describes how the project management system will be used. The content will vary depending upon the application area, organizational influence, complexity of the project, and availability of existing systems.

Back 51

project management plan