Review Question Ch 1-7

Front 1

Project Integration Plans

Back 1

1. Developing the project charter

2. Developing the project management plan

3. Directing and managing project work

4. Monitoring and controlling project work

5. Performing integrated change control

6.Closing the project or phase

Front 2

Project management knowledge areas

Back 2

1. Scope management 2. Time management

3. Cost management 4. Quality management

5. Human resource management

6. Communications management

7. Risk management

8. Procurement management

9. Stakeholder management

10. Project integration management

Front 3

Earned value management (EVM) components and formulas

Back 3

integrates scope, time, and cost data.

Earned value (EV) EV + PV to date = RP
Cost variance (CV) CV + EV = AC
Schedule variance (SV) SV + EV = PV
Cost performance index (CPI) CPI + EV /AC
Schedule performance index (SPI) SPI + EV/PV
Estimate at completion (EAC) EAC + BAC/CPI
Estimated time to complete Original time estimate/SPI

Front 4

Types of Constraints

Back 4

scope, time, and cost

Front 5

Organizational Structures

Back 5

Functional - managers or
vice presidents in specialties such as engineering, manufacturing, IT, and human resources
report to the chief executive officer (CEO).

Project - program managers report to the CEO. earns its revenue primarily from performing
projects for other groups under contract.

Matrix - middle ground between functional
and project structures. report both to a functional manager and one or
more project managers

Front 6

Project Management organizational structure

Back 6

Member identity

Group emphasis

People focus

Unit integration

Control

Risk tolerance

Reward criteria

Conflict tolerance

Means-ends orientation

Open-systems focus

Front 7

PROJECT LIFE CYCLE phases

Back 7

the concept, development, implementation, and
close-out phases.

Front 8

PROJECT MANAGEMENT PROCESS GROUPS and which ones intersect.

Back 8

Initiating, Planning, Executing,
Monitoring and Controlling, and Closing.

Executing process, Monitoring and controlling processes overlap all group

Front 9

Pre-Initiation Tasks

Back 9

• Determine the scope, time, and cost constraints for the project
• Identify the project sponsor
• Select the project manager
• Develop a business case for a project
• Meet with the project manager to review the process and expectations for
managing the project
• Determine if the project should be divided into two or more smaller projects

Front 10

Methods for Selecting Projects

Back 10

• Focusing on broad organizational needs
• Categorizing IT projects
• Performing net present value or other financial analyses
• Using a weighted scoring model
• Implementing a balanced scorecard

Front 11

WBS creation

Back 11

Scope baseline, project documents updates

Front 12

Finish-to-start (FS)

Back 12

Task (B) cannot start until task (A)
finishes.

Front 13

Start-to-start (SS)

Back 13

Task (B) cannot start until task (A)
starts.

Front 14

Finish-to-finish (FF)

Back 14

Task (B) cannot finish until task (A)
finishes.

Front 15

Start-to-finish (SF)

Back 15

Task (B) cannot finish until task (A)
starts.

Front 16

PERT formula

Back 16

PERT weighted average = optimistic time + 4 X most likely time + pessimistic time / 6