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70 Cards in this Set
- Front
- Back
The Initiating Process Group consists of
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those processes performed to define a new project or a new phase of an existing project |
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The Initiating Process Group is created by |
obtaining authorization to start the project or phase |
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What takes place in the Initiating process |
the initial scope is defined and initial financial resources are committed, internal & external stakeholders who will interact & influence the overall outcome of the project are identified, the project manager will be selected |
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Where is the information for the Initiating process captured |
project charter and stakeholder register |
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When is the project officially authorized |
when the project charter is approved |
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Define a project boundary |
the point in time at which the start or completion of the project or a project phase is authorized |
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What is the key purpose of the Initiating Process Group |
to align the stakeholders' expectations with the project's purpose, give them visibility about the scope and objectives, show how their participation in the project and its associated phases can ensure that their expectations are achieved |
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What does the Planning Process Group consist of |
those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the source of action required to attain those objectives |
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The Planning processes develop |
the project management plan and the project documents that will be used to carry out the project |
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Define progressive elaboration |
the use of repeated feedback loops for additional analysis as significant changes occur throughout the project life cycle trigger a need to revisit one or more of the planning processes and possibly some of the initiating processes |
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The key benefit of the Planning Process Group |
to delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase |
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The Executing Process Groups consists of |
those processes performed to complete the work defined in the project management plan to satisfy the project specifications |
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The Executing Process Group involves |
coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan |
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The Monitoring and Controlling Process Group consists of |
those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes |
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The key benefit of the Monitoring and Controlling Process Group is |
that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan |
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The Monitoring and Controlling Process Group also involves |
- Controlling changes & recommending corrective or preventive action in anticipation of possible problems - Monitoring the ongoing project activities against the project management plan and the project performance measurement baseline - Influencing the factors that could circumvent integrated change control or configuration management so only approved changes are implemented |
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The Closing Process Groups consists of |
those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations |
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The Closing Process Group, when completed, verifies that |
the defined processes are completed within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete as well as formally establishes the premature closure of the project |
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Prematurely closed projects may include |
aborted projects, cancelled projects, and projects having a critical situation such as when contracts cannot be formally closed due to claims, termination clauses, etc., or some activities are to be transferred to other organizational units wherein specific hand-over procedures may be arranged and finalized |
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At project or phase closure, the following may occur |
- Obtain acceptance by the customer or sponsor to formally close the project or phase - Conduct post-project or phase-end review - Record impacts of tailoring to any process - Document lessons learned - Apply appropriate updates to organizational process assets - Archive all relevant project documents in the project management information system (PMIS) to be used as historial data - Close out all procurement activities ensuring termination of all relevant agreements - Perform team members' assessments and release project resources |
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Define work performance data |
The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc. |
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Define work performance information |
The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples: status of deliverables, implementation status for change requests, and forecasted estimates to complete. |
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Define work performance reports |
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness. Examples: status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates. |
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A Knowledge Area represents a |
complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization |
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The ten Knowledge Areas are |
- Project Quality Management - Project Scope Management - Project Time Management - Project Cost Management - Project Quality Management - Project Human Resource Management - Project Communications Management - Project Risk Management - Project Procurement Management - Project Stakeholder Management |
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Project Integration Management includes |
the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups, making choices about resource allocation, making trade-offs among competing objectives & alternatives, and managing the interdependencies among the project management Knowledge Areas |
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In the project management context, integration includes |
characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements |
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Define develop project charter |
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities |
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Define develop project management plan |
The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan. |
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Define direct and manage project work |
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives |
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Define monitor and control project work |
The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan |
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Define perform integrated change control |
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition |
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Define close project or phase |
The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project |
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The key benefit of the process to develop project charter is |
a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project |
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The inputs to develop project charter are |
- project statement of work - business case - agreements - enterprise environmental factors - organizational process assets |
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The tools & techniques to develop project charter are |
- expert judgment - facilitation techniques |
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When is the project manager identified and assigned |
as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning |
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Who authors the project charter |
the sponsoring entity |
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What is the project statement of work (SOW) |
a narrative description of products, services, or results to be delivered by a project |
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What does the SOW reference |
- business need - product scope description - strategic plan |
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Define business need |
An organization's business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-benefit analysis are contained in the business case to justify the project |
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Define product scope description |
The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need that the project will address. |
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Define strategic plan |
The strategic plan documents the organization's strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization's strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization. |
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Define business case |
the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project. |
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Develop Project Management Plan is the process of |
defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan |
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The key benefit of the Develop Project Management Plan process is |
a central document that defines the basis of all project work |
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A project is |
a temporary endeavor undertaken to create a unique product, service or result |
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The end is reached when |
the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists as well as if the client wishes to terminate the project |
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A portfolio refers to |
a collection of projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives |
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Programs are grouped within a portfolio and are comprised of |
subprograms, projects, or other work that are managed in a coordinated fashion in support of the portfolio |
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Project management is |
the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements |
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Project management is accomplished through |
the appropriate application and integration of the 47 logically grouped project management processes |
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The five Process Groups are |
- Initiating - Planning - Executing - Monitoring and Controlling - Closing |
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A program is defined as |
a group of related project, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. |
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A portfolio refers to |
projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives |
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A project management office (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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Stakeholder Power Grid |
----------------------------High Power----------------------------------------------- -------------------|| Keep Satisfied ---||--- Manage Closely || ----------------------- Low Interest ||--------------------------------------------------------|| High Interest --- -------------------||--- Monitor ---------||--- Keep Informed -|| ----------------------- ------------------------------------------ Low Power ---------------------------------------------- |
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Four basis for successful projects |
-----------------------------------------------^ Technology --------------------------------- -----------------------------------------------| High Tech ------------------------------------ -----------------------------------------------|---------------------------------------------------- -----------------------------------------------| Low Tech ------------------------------------- Complexity <-- Array -- Assembly | Derivative -- Breakthrough--> Novelty -----------------------------------------------| Regular ---------------------------------------- -----------------------------------------------| Blitz --------------------------------------------- -----------------------------------------------^ Pace --------------------------------------------- |
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StageGate Process |
Discovery --> Gate --> STAGE 1 Business Case --> Gate --> STAGE 2 Development --> Gate --> STAGE 3 Testing & Validation --> Gate --> STAGE 4 Launch |
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Drucker's Effective Executive: An Action Plan is |
- Statement of intentions not commitment
- Not a straitjacket - Should be revisited often - Should anticipate the need to be flexible - Needs a system for checking the results against expectations - Becomes the basis for executive time management |
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Project Life Cycle |
Initiate: Establish organization; Project Charter and Definition Plan: Identify Scope; Identify tasks, dependencies and schedule; Plan resources; Clarify trade-offs and decision making principles; Develop a risk management plan Execute: Monitor; Communicate and report; Correct and control Close: Sign off; Conduct a formal post-mortem |
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Work Breakdown Structure |
Visually breaks down project scope - Project - Subprojects - Work packages - Activities/Tasks |
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Work Breakdown Structure Tips |
- Start with stickies, blackboard, whiteboard - Team development - Use automated tools - Detail down to no less than 5%-10% of the total duration or a single resource |
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Dependency (Design) Structure Matrix |
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Estimating Activity Duration Difficulties |
- Parkinson's Law: work expands so as to fill the time available for its completion - Student's Syndrome: planned procrastination waiting to start until the last moment - Overconfidence - Biases: Anchoring (giving suggested duration); Confirmation (reporting same as historically) |
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Critical Path |
- The longest path in the project/work - The project duration, defined by the length of the critical path, is also known as makespan - A delay in any activity along the critical path will cause a delay in the project - The method was developed by Engineers at DuPont Corp in the 1950s |
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Project Crashing |
- Project duration can be reduced only by shortening critical activities - It may be worth spending money to reduce the length of a project; select the least expensive to crash - New critical paths may emerge; reduce all critical paths |
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Result of Project Crashing |
- Critical Path ~ Shorter ~ May Change ~ More activities may become critical - Higher Risk? |
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Reducing Scope |
Eliminate activities - Unnecessary - Reduce functionality - Cut corners - Outsource |
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Work Breakdown Structure sequencing relationships: Precedence Diagramming Method |
Finish-to-Start: Activity B cannot start until Activity A has completed Start-To-Finish: Activity A must start before Activity B can finish Start-To-Start: Activity A must start before Activity B can start Finish-To-Finish: Activity A must finish before Activity B can finish |