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51 Cards in this Set
- Front
- Back
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What is a project? (3) |
A project is a temporary endeavor undertaken to create a unique product, service, or result |
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What are six of the more common project constraints? (6) |
Scope, quality, schedule, budget, resources, and risks |
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What is a program? (9) |
A program is a group of related projects and program activities managed in a coordinated way to obtain benefits not available from managing them individually A program will always have projects |
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What is program management? (9) |
Application of knowledge, skills, and tools to focus on project interdependencies to effect the optimal approach for managing them |
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What are the relationships among portfolios, programs, and projects? (4) |
Portfolios are collections of projects and programs managed to achieve strategic objectives
Programs are collections of projects managed to support a portfolio
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What are the five project management process groups? (5) |
Initiating, planning, executing, monitoring/controlling, and closing |
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What is a project management office? (11) |
A PMO is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques |
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What are the three primary types of PMO structures in an organization and what degree of control of a project do these PMOs have? (11) |
Supportive--low degree of control Controlling--moderate degree of control Directive--high degree of control |
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What is the natural liaison between portfolios, programs, projects, and the corporate measurement systems? (11) |
A PMO |
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What are the differences between a project manager and a PMO? (12) |
PM: focuses on project objectives PMO: manages major program scope changes
PM: controls assigned project resources PMO: optimizes resource use across all projects
PM: manages constraints of a particular project PMO: manages methodologies, standards, overall risk, metrics, and interdependencies among projects |
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What is operations management? (12) |
The overseeing, directing, and controlling of business operations; it is concerned with the ongoing production of goods and/or services
Projects are temporary while operations are ongoing |
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What are project-based organizations? (14) |
PBOs are organizations that create temporary systems for carrying out their work
PBOs conduct the majority of their work as projects |
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What is the link between project management and organizational governance? (15) |
Organizational governance imposes constraints on projects and evaluates projects |
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What is the link between project management and organizational strategy? (15) |
Organizational strategy provides guidance and direction to project management |
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What is business value? (15) |
BV is the entire value of a business, the total sum of all tangible and intangible elements
Tangible elements include monetary assets, fixtures, stockholder equity, and utility
Intangible elements include good will, brand recognition, public benefit, and trademarks
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How do organizations increase business value? (16) |
BV realization begins with strategic planning Portfolio management aligns projects, programs, and operations to strategic goals Program management focuses on project interdependencies and align project outcomes Project management focuses on the successful delivery of products, services, or results |
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What is the role of the project manager? (16) |
Lead the team that is responsible for achieving the project objectives
PMs must satisfy task needs, team needs, and individual needs |
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What are three required basic competencies of a project manager? (17) |
Knowledge, performance, and personal |
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What 11 interpersonal skills are required of project manager? (18) |
leadership, team building, motivation, influencing, communication, decision making, political and cultural awareness, negotiation, trust building, conflict management, and coaching |
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What is PMBOK? (18) |
It is the project management body of knowledge
It consists of standards useful for managing most projects across most industries
The standards do not address all details of every topic and thus should not be considered to encompass all project management knowledge |
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What are organizational cultures and styles? (20) |
They are group phenomena known as cultural norms which develop over time and include establish approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions These norms influence project management |
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What are the three types organizational structures relative to project management? (21) |
Functional Matrix (Weak, Balanced, or Strong) Projectized |
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What are the difference between a functional structure and a projectized structure relative to project characteristics? (22) |
In a projectized structure, --the project manager (PM) has high authority --resources are highly available --the budget is managed by the PM --the PM is full-time --PM staff are full-time |
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What is a composite organization? (26) |
An organization that contains both a functional structure and a projectized structure (or at least a strong matrix structure) |
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What are organizational process assets? (27) |
They are plans , processes, policies, procedures, and knowledge bases used by an organization
They are inputs to most planning processes
They are grouped into two categories: --processes and procedures --corporate knowledge base |
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What are the primary processes and procedures of an organization? (27) |
Initiating and planning Executing, monitoring, and controlling Closing |
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What is the corporate knowledge base of an organization? (28) |
Organizational standards, policies and procedures Historical information and lessons learned Databases of various sorts Project files from previous projects |
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What are enterprise environmental factors? (29) |
Conditions which are not under the control of the project team that influence, constrain, or direct a project
They are considered inputs to most planning processes |
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What is a project stakeholder? (30) |
an individual, group, or organization who may affect, be affected by, or perceive itself to a affected by a decision, activity, or outcome of a project |
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What is project governance? (30) |
the alignment of a project with stakeholders' needs or objectives
It provides a framework where decisions are made to satisfy both stakeholder needs and organizational strategic objectives |
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What does stakeholder identification consist of? (31) |
Identifying stakeholders, understanding their relative degree of influence on a project, and balancing their needs and expectations with strategic goals
It is a continuous process through the entire project life cycle |
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What are some examples of common project stakeholders? (32-33) |
Sponsor, customers and users, sellers, business partners, organizational groups, functional managers |
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What is a key distinction between project governance and organizational governance? (34) |
A project's governance is defined by and fits within the larger context of the portfolio, program, or organization sponsoring it but is separate from organizational governance |
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How should the success of a project be measured? (35) |
in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management |
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Who makes up the project team? (35-36) |
The project manager, project management staff, and other team members who carry out tasks for the project but are not with the management of the project
The team may also include supporting experts, user or customer representatives, sellers, business partner members, and business partners
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What is a dedicated project team? (37) |
All or a majority of the project team members are assigned to work full-time on the project |
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What is a partnership-based project team? (37) |
A team assigned to a project that is established as a partnership, joint venture, consortium, or alliance among several organizations through contracts or agreements |
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What is a virtual project team? (38) |
A team whose members are geographically separate who meet using various communication technologies |
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What is a project life cycle? (38) |
A series of phases, generally sequential, that a project passes through from its initiation to its closure
The life cycle provides the basic framework for managing the project |
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What is the difference between a predictive life cycle and an adaptive life cycle? (38) |
Predictive: The product and deliverables are defined at the beginning and changes to scope are closely managed
Adaptive: Product is developed over multiple iterations and detailed scope is defined for each iteration only as the iteration begins |
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What are the four states of a generic life cycle? (38) |
Starting the project Organizing and preparing Carrying out the project work Closing the project |
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What is the relationship between risk and uncertainty of a project and the cost of changes in a project relative to the project life cycle? (40) |
Risk and uncertainty is high toward the beginning of the life cycle and then decreases toward the end of the life cycle
Cost of changes is low toward the beginning of the life cycle and then increases toward the end of the life cycle |
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What is a project phase? (41) |
A collection of logically related project activities that cumulates in the completion of one or more deliverables
The number of phases, the need for phases, and the degree of control applied depend on the complexity and potential impact of the project |
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When projects have more than one phase, the phases will be characterized as having one of two types of phase-to-phase relationships. What are these two types of phase-to-phase relationships? (42) |
Sequential: the next phase starts only when the previous phase ends Overlapping: The next phase starts prior to completion of the previous phase (e.g. a project using a technique called fast tracking) |
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When are predictive life cycles preferred? (45) |
When the product to be delivered is well understood, there is a substantial base of industry practice, or where a product is required to be delivered in full to have value to stakeholder groups |
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What is rolling wave planning? (45) |
A technique used in predictive life cycles where a general, high-level plan is available but more detailed planning is executed for appropriate time windows |
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What are iterative and incremental life cycles? (45) |
Project phases that intentionally repeat one or more project activities as the project team's understanding of the project increases
Iterations develop the product through a series of repeated cycles
Increments successively add to the functionality of the product |
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When are iterative and incremental life cycles generally preferred? (46) |
When an organization needs to manage changing objectives and scope, to reduce the complexity of a project, or when the partial delivery of a product is beneficial and provides value for one or more stakeholder groups without impact to the final deliverable |
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What is the difference between adaptive life cycles and iterative/incremental life cycles? (45) |
Adaptive life cycles are iterative and incremental, but differ in the iterations are very rapid (usually with a duration of 2-4 weeks) and are fixed in time and cost
Adaptive projects generally perform several processes in each iteration |
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What is a product backlog? (45) |
a set of requirements and work to be performed; used to determine which priority items will be delivered in the next iteration
The sponsor and customer reps should be continuously engaged to ensure that the product backlog reflects their current needs |
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When is the adaptive life cycle generally preferred? (45) |
when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders |
