Pmp Exam Prep Ch01

Front 1

application areas

Back 1

These are the areas of business, industry, and trade about which the project manager may need special knowledge. Common application areas include legal issues, technical issues, engineering information, and manufacturing information.

Front 2

deliverable

Back 2

The outcome of a project or project phase; a deliverable of a project can be a product or service.

Front 3

management by projects

Back 3

This approach characterizes organizations that manage their operations as projects. These project-centric entities
could manage any level of their work as a project. These organizations apply general business skills to each project to
determine their value, efficiency, and ultimately, return on investment.

Front 4

PMBOK Guide

Back 4

Project Management Body of Knowledge, which includes all knowledge and practices within the endeavor of project
management.

Front 5

programs

Back 5

A collection of related projects working in alignment towards a common cause.

Front 6

progressive elaboration

Back 6

The process of providing or discovering greater levels of detail as the project moves toward completion.

Front 7

project

Back 7

A temporary endeavor undertaken to create a unique product or service.

Front 8

project framework

Back 8

The structure and fundamentals of project management. The project framework is composed of nine knowledge
areas: project integration management, project scope management, project time management, project cost
management, project quality management, project human resources management, project communications
management, project risk management, project procurement management and five processes: initiating, planning,
executing, controlling and close out.

Front 9

project manager

Back 9

The individual accountable for all aspects of a project.

Front 10

project portfolio management

Back 10

A management process to select the projects that should be invested in. Specifically, it is the selection process based
on the need, profitability, and affordability of the proposed projects.

Front 11

subprojects

Back 11

A subproject exists under a parent project but follows its own schedule to completion. Subprojects may be
outsourced, assigned to other project managers, or managed by the parent project manager but with a different
project team.

Front 12

Work Breakdown Structure (WBS)

Back 12

The WBS is a deliverable-orientated collection of project components. Work that isn't in the WBS isn't in the
project. The point of the WBS is to organize and define the project scope.

Front 13

Nine Knowledge Areas

Back 13

1-Project Integration Management
2-Project Scope Management
3-Project Time Management
4-Project Cost Management
5-Project Quality Management
6-Project Human Resource Management
7-Project Communications Management
8-Project Risk Management
9-Project Procurement Management

Front 14

Project Integration Management

Back 14

The day-to-day actions of the project manager to ensure that all parts of the project work together. Composed of project plan development, project plan execution, and integrated change control.

Front 15

Project Scope Management

Back 15

Project scope management, according to the PMBOK, is “the processes to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.”

Front 16

Project Time Management

Back 16

Time management is crucial to project success. This knowledge area covers
activities, their characteristics, and how they fit into the project schedule.

Front 17

Project Cost Management

Back 17

Cost is always a constraint in project management. This knowledge area is
concerned with the planning, estimating, budgeting, and control of costs.

Front 18

Project Quality Management

Back 18

This knowledge area centers on quality planning, assurance, and control.

Front 19

Project Human Resource Management

Back 19

This knowledge area focuses on organizational planning, staff
acquisition, and team development.

Front 20

Project Communications Management

Back 20

The majority of a project manager's time is spent communicating.
This knowledge area details how communications can improve.

Front 21

Project Risk Management

Back 21

Every project has risks. This knowledge area focuses on risk planning,
analysis, monitoring, and control.

Front 22

Project Procurement Management

Back 22

This knowledge area involves planning, solicitation, contract
administration, and contract closeout.

Front 23

5 Project Management Processes

Back 23

1- Initiating
2- Planning
3- Executing
4- Controlling
5- Closing

Front 24

Initiating Project Management Process

Back 24

This process launches the project, or phase. The needs of the organization are identified and alternative solutions are
researched. The power to launch the project or phase is given through a project charter, and when initiating the
project, the wonderful project manager is selected.

Front 25

Planning Project Management Process

Back 25

Can you guess what this process is all about? The planning process requires the project manager and the project
team to develop the various core and subsidiary management plans necessary for project completion. This process is
one of the most important pieces of project management.

Front 26

Executing Project Management Process

Back 26

This process allows the project team and vendors to move toward completing the work outlined in the Planning
process. The project team moves forward with completing the project work.

Front 27

Controlling Project Management Process

Back 27

The project manager must control the work the project team and the vendors are completing. The project manager
checks that the deliverables of the phases are in alignment with the project scope, defends the scope from changes,
and confirms the expected level of quality of the work being performed. This process also requires the project
manager to confirm that the cost and schedule are in sync with what was planned. Finally, the project team will inform
the project manager of their progress, who will, in turn, report on the project's progress to the project sponsor, to
management, and perhaps even to key stakeholders in the organization.

Front 28

Closing Project Management Process

Back 28

Ah, the best process of them all. The closing process, sometimes called the project postmortem, involves closing out
the project accounts, completing final acceptance of the project deliverables, filing the necessary paperwork, and
assigning the project team to new projects. Oh yeah, and celebrating!

Front 29

3 Project Constraints

Back 29

Project Scope
Schedule
Cost

Front 30

Project Scope

Back 30

The scope of the project constitutes the parameters of what the project will, and will not,
include. As the project progresses, the stakeholders may try to change the project scope to include more
requirements than what was originally planned for (commonly called scope creep). Of course, if you change
the project scope to include more deliverables, the project will likely need more time and/or money to be
completed.

Front 31

Schedule

Back 31

This is the expected time when the project will be completed.

Front 32

Cost

Back 32

The cost of completing the
project

Front 33

Project Life Cycle

Back 33

--IPECC--
Initiating
Planning
Executing
Controling
Closing

Front 34

Projects

Back 34

Projects are temporary, unique, and create a product or service.

Front 35

(PMBOK Source)

PMP

Back 35

Project Management Professionals

Front 36

(PMBOK Source)

WHAT IS A PROJECT?

Back 36

A project is a temporary
endeavor undertaken to create a unique product or service

Front 37

(PMBOK Source)

Define Temporary

Back 37

Every project has a definite beginning and a definite end

Front 38

(PMBOK Source)

Define Unique

Back 38

The product or service is different in some distinguishing way from all other products
or services