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41 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Project Characteristics |
Unique Temporary Progressively Elaborated |
Definite beginning and end Scope initially broadly defined |
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Program |
Group of related projects and other work manages in a coordinated way to obtain benefits and control not available from managing them separately |
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Portfolio |
A collection of projects, programs, sub-portfolios, and operations managed together in a centralized way to achieve strategic organizational objectives |
Not directly related |
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Project management |
The application of knowledge, skills, tools and techniques to project activities to meet the project requirements. |
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Functional Managers |
Individuals who play a management role within administrative or functional areas of the business. |
HR, Accounting, Finance |
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Operations Managers |
Individuals who have a management role in core business areas and deal with producing or maintaining the saleable products or services of an organization |
R&D, design, manufacturing |
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$ Sponsor |
Provides resources and support for the project and is ultimately accountable for success; also serves as an escalation point for important issues |
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Customer |
Acquires the project's product or result |
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User |
Directly uses the project's product |
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Project managers must identify... |
Identify ALL stakeholders both positive and negative; ALL requirements; sometimes requirements are not explicitly stated |
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Project manager must find resolutions to differences between stakeholders by ... |
Resolving in favor of the customer |
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Involving stakeholders in the project phases ... |
Involving stakeholders in the project phases improves probability of satisfying customer requirements and ensures the buy-in or shared ownership of the project by the stakeholders |
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Project management team is part of what? |
The project management team is part of the project team. It includes the project manager and a few other key members who are directly involved in managing the project. |
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Project manager authority for functional organizations |
Virtually none: expediter; no dedicated PM |
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Project manager for weak matrix |
Some power; coordinator; can make some decisions or expediter without decision making authority; no dedicated PM |
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Project management role in balanced matrix organization |
Authority is shared with functional manager; dedicated PMs |
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Project manager role in projectized organization |
High almost total authority; dedicated PMs |
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Project lifecycle |
Industry specific and can be different for each project |
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Project lifecycle transitional |
It includes the transitional activities at the beginning and end of the project so there is a link with ongoing operations of the performing organization |
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Project lifecycle divided into project phases |
Project phases provides a formal basis for control and reduces the degree of uncertainty. |
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Other terms for phase end reviews |
Phase gates Kill points Decision gates Milestones Phase exits Toll gates |
These are points to reassess the project progress and to obtain authorization to close the current phase and/or to start the subsequent phase. A phase end review can also be used to terminate a project if necessary |
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The two basic types of phase-to-phase relationships |
Sequential Overlapping |
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What is the purpose of project governance |
Project governance provides a method to control a project and ensure its success. This should fit within the larger context of the program or organization sponsoring it |
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Factors that increase throughout the project then decrease sharply when the project nears completion |
Costs Resource levels |
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Factors that increase throughout the project then decrease sharply when the project nears completion |
Costs Resource levels |
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Factors that increase throughout the project and remain high at the end of the project |
Probability of successfully completing the project Cost of changes Cost of repairing defects/errors |
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Factors that decrease throughout the project |
Uncertainty about the project Stakeholder influence or ability to change the characteristics of the project's product service or result Stakeholders influence or ability to change the cost of the project |
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Project management lifecycle |
The project management lifecycle is not industry-specific and is valid for all projects |
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The project management lifecycle includes five project management process groups. What are they? |
Initiating, planning, executing, monitoring and controlling, closing |
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What is the triple constraint? |
Scope Time Cost |
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What is the triple constraint? |
Scope Time Cost |
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What is the difference between a regulation and a standard? |
A regulation is a government imposed requirement whereas a standard is established by consensus and approved by a recognized body |
PMBOK is a standard |
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What is the most common tool or technique? |
Expert judgement (28 out of 47) |
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What are EEFs |
Enterprise Environmental Factors Culture, risk tolerances, environment, government regulations 27 inputs |
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What are EEFs |
Enterprise Environmental Factors Culture, risk tolerances, environment, government regulations 27 inputs |
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What are OPAs |
Organizational process assets Internal Lessons learned, templates, procedures 38 inputs |
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Documents that end with the word "plan" or "baseline" |
The project management plan includes all of the subsidiary management plans and baselines |
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Documents that end with the word "plan" or "baseline" |
The project management plan includes all of the subsidiary management plans and baselines |
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What is a baseline? |
A baseline is an approved version of a work product for a project, plus or minus approved changes. The project management plan once created becomes an input to many processes. |
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What do the last planning processes in the scope, time and cost knowledge areas create? |
A baseline Three: Scope, schedule, cost baselines |
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What are the key differences between audits and inspections? |
Audits are a review of processes not the review of deliverables. Inspections are a review of deliverables. |
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