Pmp Offpeak Ch. 2

Front 1

A project is not a project until the __________ is signed

Back 1

Project Charter

Front 2

The __________ authorizes funds to be spent

Back 2

Sponsor

Front 3

What are the inputs of the Project Charter?

Back 3

SOW, Business Case, ~Contract, Enterprise Environmental Factors and OPs.

Front 4

Project Statement of Work (SOW)

Back 4

description of the business need, product scope, and strategic plan of the product, service or result (developed from initiator, sponsor or external customer)

Front 5

Business Case

Back 5

Is the WHY? what's the need?

Front 6

Contract

Back 6

may be an input if the project is being done for an external customer because procurement must be finalized before work may be approved to begin.

Front 7

EEFs -

Back 7

Enterprise Environmental Factors -
these may influence the sucess of the project. (company culture, standards, regulations, marketplace conditions)

Front 8

*Standards vs Regulations

Back 8

Standards - common guidelines used to determine 'best practices' for a process
Regulations - formal mandated requirement from gov't

Front 9

OPs -

Back 9

Organizational Process Assets - which can include formal or informal policies, procedures, plans, templates, guidelines -lessons learned.

Front 10

Project selection methods -

Back 10

can be qualitative or quantitative -

Front 11

ROI =

Back 11

Profit / Investment
---bigger is better

Front 12

PV =

Back 12

Present Value - evaluates a financial return over time in today's dollars. Useful for comparing 2 yr return to a 5 yr.

Front 13

NPV =

Back 13

Net Present Value -
Adjusts PV to account for the project cost. (bigger better)

Front 14

BCR =

Back 14

Benefit Cost Ratio -
Profit per investment ratio
(Bigger Better)

Front 15

IRR =

Back 15

Internal Rate of Return -
expresses a projects payback as an interest rate. Would you like 2% or 8% interest?
(Lower better)

Front 16

Opportunity Cost -

Back 16

what do you give up to take on the project? (smaller better)

Front 17

Payback Period

Back 17

how long to regain investment
(smaller better)

Front 18

What are the inputs to the PMP?

Back 18

Project Charter, Outputs from planning processes, EEFs, OPs

Front 19

PMP components

Back 19

Go down the KA list and add Plan. Add requirements, quality, process improvement plans.
+ sched, cost, scope baselines.

Front 20

*9 KA's - learning mechanism/sentence?

Back 20

IS The Cost of Quality worth it to Humans who Communicate or should we Rest Peacefully? ISTCQHCRP

Front 21

What are the inputs to "Direct and Manage Project Execution"?

Back 21

PMP, Approved C.R.s, EEFs, OPs

Front 22

What are the outputs of "Direct and Manage Project Execution"?

Back 22

Deliverables, WPI, C.R.s, PMP updates, Project document updates

Front 23

Approved Change Requests are:

Back 23

authorized and documented changes to the project scope, policies, plans, schedule, costs or procedures

Front 24

3 Categories of CRs

Back 24

Corrective Actions, Approved Preventative Actions, Approved Defect Repair

Front 25

Deliverables are:

Back 25

Unique outputs (product, service, or result) to be evaluated by the project team and/or stakeholders for approval to complete a -process or phase.

Front 26

What are the inputs to "Monitor and Control Project Work"?

Back 26

PMP, Performance reports, EEFs, OPs.

Front 27

What are the outputs to "Monitor and Control Project Work"?

Back 27

CRs, PMP updates, Project document updates

Front 28

What are the inputs to "Direct and Manage Project Execution"?

Back 28

PMP, Approved C.R.s, EEFs, OPs

Front 29

What are the outputs of "Direct and Manage Project Execution"?

Back 29

Deliverables, WPI, C.R.s, PMP updates, Project document updates

Front 30

Approved Change Requests are:

Back 30

authorized and documented changes to the project scope, policies, plans, schedule, costs or procedures

Front 31

3 Categories of CRs

Back 31

Corrective Actions, Approved Preventative Actions, Approved Defect Repair

Front 32

Deliverables are:

Back 32

Unique outputs (product, service, or result) to be evaluated by the project team and/or stakeholders for approval to complete a -process or phase.

Front 33

What are the inputs to "Monitor and Control Project Work"?

Back 33

PMP, Performance reports, EEFs, OPs.

Front 34

What are the outputs to "Monitor and Control Project Work"?

Back 34

CRs, PMP updates, Project document updates

Front 35

Performance Reports :

Back 35

an output from a later process, is the documentation of a project progress as compared to baseline data.

Front 36

What does ICC stand for? (M&C)

Back 36

Integrated Change Control

- where you "Take off the blinders" and look @ impact of change on everything

Front 37

What are the inputs to "ICC"?

Back 37

PMP, WPI, CRs, EEF's, OPs

Front 38

What are the outputs of "ICC"?

Back 38

CR status updates, PMP updates, Project document updates

Front 39

What are the inputs to "Close Project or Phase"?

Back 39

PMP, Accepted deliverables, OPs

Front 40

What are the outputs to "Close Project or Phase"?

Back 40

2 things:

1Final product, service, or result transition ("handoff")
2 OPs updates

Front 41

Final Product, Service, or Result

Back 41

is the formal acceptance and handover of the project's output including a receipt from the project sponsor or customer

Front 42

Project Scope Management -

Back 42

-includes processes to ensure that all the Required project work is performed and that ONLY the required project work is performed.

Front 43

Product scope is part of __________

Back 43

Project scope

Front 44

What are the 5 parts of Scope Management?

Back 44

Collect Requirements, Define Scope, Create WBS (planning)
Verify Scope, Control Scope (M&C)

Front 45

What are the inputs to "Collect Requirements"?

Back 45

Project Charter & Stakeholder Register

Front 46

What are the outputs to "Collect Requirements"?

Back 46

Requirements documentation, requirements management plan, RTM

Front 47

What is RTM?

Back 47

Requirements Traceability Matrix - a table linking requirements to business and project objectives, tracking requirements throughout the product life cycle. (delivered at the end of the project an help manage changes to scope)

Front 48

What are the tools and techniques of "Collect Requirements"?

Back 48

Interviews, Focus Groups, Facilitated workshops, group creativity techniques, group decision making techniques, questionnaires and surveys, observations, prototypes.

Front 49

Group Creativity Techniques are:

Back 49

brainstormping, delphi, mind-mapping, affinity diagrams, etc

Front 50

requirements documentation

Back 50

is the formal description of how individual requirements meet the business need for the projects. Key components are (metrics, business need, traceability, constraints)

Front 51

RTM is not a ___________

Back 51

progress report. You want to use it to QC --it's granular. done before QA before execution.

Front 52

"Define Scope" inputs -

Back 52

Project Charter, Requirements documentation, OPs

Front 53

"Define Scope" outputs -

Back 53

Project scope statement, project document updates

Front 54

"Define Scope" tools and techniques -

Back 54

Product Analysis, Alternatives identification, Facilitated Workshops, (Expert Judgement)

Front 55

Product analysis -

Back 55

includes techniques for turning product objectives into actual deliverables and requirements. These are "INDUSTRY SPECIFIC". they include systems, value, and functional analysis.

Front 56

Project Scope statement -

Back 56

definition of the project scope, major deliverables, objective, assumptions, constraints, and a SOW for common understanding (of all stakeholders)

Front 57

"Create WBS" inputs ?

Back 57

Project Scope statement, Requirements documentation, OPs

Front 58

"Create WBS" outputs ?

Back 58

WBS, WBS dictionary, scope baseline, project document updates

Front 59

"Create WBS" tools and techniques ?(1)

Back 59

Decomposition

Front 60

What is in the Scope Baseline Package?

Back 60

WBS, WBS Dictionary, Approved Scope Statement

Front 61

WBS Dictionary -

Back 61

a document that complements the WBS by providing a SOW, responsible organization, and a list of schedule milestones for each WBS component.

Front 62

Decomposition

Back 62

is the breakdown of project work or deliverables into smaller, easier to manage components.

Front 63

Work Packages

Back 63

The lowest level in the WBS in which schedule and cost can be accurately estimated. (some layers are not broken down as much)

Front 64

"Verify Scope" inputs -

Back 64

PMP, Requirements Documentations, Requirements Traceability, Validated deliverables

Front 65

"Verify Scope" tools -

Back 65

inspection

Front 66

"Verify Scope" outputs -

Back 66

Accepted deliverables, CRs, Project document updates

Front 67

2 types of inspection ? who does it?

Back 67

QC - our inspection
Verify scope - stakeholders inspection

Front 68

*What happens if a project is terminated early?

Back 68

Verify Scope should be performed to document amt of completion, before moving to the Close Project Process

Front 69

"Control Scope" inputs -

Back 69

PMP, WPI, Requirements documentation, RTM, OPs

Front 70

"Control Scope" tools -

Back 70

Variance analysis

Front 71

"Control Scope" outputs -

Back 71

Work performance measurements, OPs, CRs, PMP updates, Project document updates

Front 72

How do we know what to do? what should we look at?

Back 72

PMP - says how and what.

Front 73

Variance Analysis

Back 73

used to determine the delta between the scope and work. Used to determine if corrective action is needed

Front 74

WPI vs WPMs

Back 74

WPI -->add Variance analysis--->WPM