Pmp

Front 1

What is a project?

Back 1

have a distinct beginning and end, completed by a team of people, have time and cost restraints.

Front 2

How is a project initiated?

Back 2

By a person or group whon notices a problem or opportunity and takes action to complete the problem.

Front 3

What attributes characterize a project?

Back 3

Projects are unique and projects have a purpose have a life cycle, have interdependancies

Front 4

What is project management?

Back 4

Directing a coordinating and coordinating various resources throughtout the life of a project in order to meet or exceed stakeholder needs and expectations.

Front 5

How does project management relate to other managerial functions?

Back 5

Most of the knowledge and skills that a project manager neeeds are unique to the project management process

Front 6

How is a project related to a program?

Front 7

What is the difference between product and project management?

Back 7

The goal of project product management is to manage a product life cycle from start to finish. Project Management -- is to satisfy the needs and expectations of a customer by using a distinct group of processes.

Front 8

What is a project-driven organization?

Back 8

it fosters an environment in which all work is completed using projects.

Front 9

What is a key characteristic of project management?

Back 9

It requires a group of individuals who are dedicated to achieving the project goal

Front 10

What are some pitfalls to avoid when managing a project?

Back 10

Selecting the wrong project manager, selecting the appropriate individuals, Inadequately defined tasks

Front 11

What occurs when a project is not well-managed?

Back 11

It will not produce a successful outcome

Front 12

What are the five steps of the project management process?

Back 12

initiating, planning, controlling, executing, and closing

Front 13

How do the five steps of the project management process work together?

Back 13

Provides the necessary structure, focus, and organizatioon to successfully complete any project

Front 14

What are the variables involved in the project management process?

Back 14

initiating, planning, controlling, executing, and closing

Front 15

What characteristics should be considered before beginning the project management process?

Back 15

Project environment, Project manager, Project team

Front 16

What are the pitfalls in managing a project.

Back 16

Choosing the wrong project manager, selecting inappropriate team members, defining tasks inadequately, having unclear expectations, lacking resources, lacking support

Front 17

Why is the project's cultural environment important?

Back 17

The cultural environment of a project can influence the team member's attitude and their desire to achieve the project goal

Front 18

What is the external environment of a project?

Back 18

Parent Organization, politcal environment, current industrial conditions, geographical settings and social commitments

Front 19

What is a project stakeholder?

Back 19

project manager, project team, the public, parent organization, the customer

Front 20

How do stakeholders influence the project?

Back 20

Need to feel appreciated, outline specific requirements they want the project to meet. Specific requirements they want the project to achieve

Front 21

How do socioeconomic influences affect project management?

Back 21

Governmental standards and regulatioins, international issues, social and cultural influences

Front 22

What organizational influences affect project management?

Back 22

Organizational values, beliefs, and expectations; structure of the organization. The organization's project philosophy

Front 23

How does an organization's structure affect project management?

Back 23

Define the project objectives, determine the key tasks associated with each objective, establish the functional departments each task would fall inot within the parent organization, consider the individuals who will do the work and the customer who is bei

Front 24

What is a functional project organizational structure?

Back 24

Generally, the project would be assigned to functional department that can add the most resources, be the most helpful in implementing the project, or ensure the project's success

Front 25

What are the advantages of using a functional project organizational structure?

Back 25

Individual experts from functional departments can be used when needed, the functional departments contain a pathe of professional growth and advancement for the project team member, There is a flexibility in the use of staff from the functional departmen

Front 26

What are the disadvantages of using a functional project organizational structure?

Back 26

No one is given ful responsibility for the project, slow response to client needs, team less motivated, project issues outside of the realm of the functional department are frequently not given much focus

Front 27

What is a purely project organizational structure?

Back 27

When a project is separated from the rest of the parent organization and becomes a self contained unit

Front 28

What are the advantages of using a purely project organizational structure?

Back 28

communicating is easier, report directly to the project manager, PM has full authority over the project

Front 29

What are the disadvantages of using a purely project organizational structure?

Back 29

inconsistent in the way they carry out policies and procedures, rivalries develop, anxiety as project nears completion, duplication of effort

Front 30

What is the matrix organizational form?

Back 30

combines functional organizational form and the project organizational form in order to combine the advantages and overcome the disadvantage of both

Front 31

What is the difference between a weak and a strong matrix organization?

Back 31

Strong -- one that is similar to a pure project organization

Front 32

Acquiring adequate resources

Back 32

Determine when resource trade-off can be made, when more resources are necessary, and how to acquire them

Front 33

Acquiring and motivating team members

Back 33

Motivating team members to do work

Front 34

Dealing with crises

Back 34

Ability to cope with uncertainty and change is vital for surmonting obstacles

Front 35

Making trade-offs

Back 35

Determing which variable is the most important for achieving the final goal.

Front 36

Communication between all groups

Back 36

Developing solid information network provides access to the knowledge that all project managers need to communicate to others. Setting up communication channels with all interested parties helps disseminate information easily and effectively

Front 37

What three issues must be addressed when staffing the project?

Back 37

What resources are required for the job 2) Determine of resources come from within or outside of the organization 3) The type of organizational structure that a project adopts must be determined.

Front 38

Who are the key team members involved in a project?

Back 38

The project manager, and manager or supervisory personnel, key people with unique knowledge

Front 39

What are the staffing options when creating a project team?

Back 39

Using people within the organization 2) contracting with consultants, hiring new staff

Front 40

How should a skills inventory be used to choose a project team?

Back 40

Used to pick the best project team possible

Front 41

What is the benefit of using individuals from inside the organization?

Back 41

You may already have access to them, and you may already know their strengths and weaknesses

Front 42

How can a project manager acquire individuals from inside the organization?

Back 42

Should meet with the upper level managers or direst supervisors for the the individual.

Front 43

What issues should be addressed when team members come from various departments?

Back 43

Get approval for an individuals's participation from the functional manager 2) how much training will be required 3) determine if the individual is worth being on the team 4) consider if another manager is offering the employee because they are unsuccessf

Front 44

When should staff come from outside the organization?

Front 45

What is the benefit of hiring outside the organization?

Front 46

What qualities should project team members possess?

Front 47

What pitfalls can occur when staffing a project?

Back 47

Difficulty adusting to multiple managers, no understanding of teamwork, lack of manager cooperation, not used to self management, fewer formal procedures and role definition, less loyalty to project

Front 48

What are some barriers to project team development?

Back 48

Differing priorities, role conflict, unclear goals, ill-defined reporting structures, lack of commitment, poor communication, training undervalued

Front 49

What situations may require termination of an employee from a project?

Back 49

Does not accept rules or procedures or don not acknowledge formal authority, more concerned with their own goals than with the project's, or if they are incompetent

Front 50

Is team building an ongoing process?

Back 50

Provide training, reassign tasks

Front 51

How can a need for team building be identified?

Back 51

Changes in performance, energy level, verbal and non verbal cues, negative behavior

Front 52

Who should report directly to the project manager?

Back 52

Individuals with whom you will communicate regularly should report directly to you.

Front 53

What is the project office?

Back 53

is a standalone entity developed to support the project manager in carrying out the project duties and is usually used for large projects

Front 54

How is a project office staffed?

Back 54

People with special skills, project coordinator, accountant, and documentation personnel