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20 Cards in this Set
- Front
- Back
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3.0 Define "Process". |
A set of interrelated actions and activities performed to create a pre-specified product, service, or result. Each process is characterized by its inputs, tools and techniques, and outputs. |
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3.0 How do organizational process assets and enterprise environmental factors affect each and every process? |
-Organizational process assets provide guidelines and criteria for tailoring the organization's processes to the specific needs of the project. -Enterprise environmental factors may constrain the project management options. |
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3.0 What does the project management team need to do to ensure project success? |
-Select appropriate processes required to meet project objectives -Use a defined approach that can be adapted to meet requirements -Establish and maintain appropriate communication and engagement with stakeholders -Comply with requirements to meet stakeholder needs and expectations -Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result. |
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3.0 What are the two major categories of project processes? |
-Project management processes (dealt with in PMBOK) -Product-oriented processes (not dealt with in PMBOK) |
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3.0 What is "tailoring"? |
The consideration of the appropriate process and methodology for each process as you use the PMBOK as a resource. |
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3.1 What are the five Process Groups? |
Initiating, Planning, Executing, Monitoring and Controlling, and Closing Process Groups. Specifically, Monitoring and Controlling occurs constantly in the background during the other four Process Groups.
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3.1 What are "Incremental Deliverables"? |
Deliverables which occur at the subproject or project level, may be outputs of one process which feed into the next process as inputs. |
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3.2 How are Project Processes related to Project Life Cycles? |
Processes are not Life Cycles, you could run through all 5 in a single phase of an entire Life Cycle. |
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3.3 What processes take place in the Initiating Process Group? |
-Stakeholder's expectations are aligned to project's purpose, and their continued involvement/engagement in the project is outlined -Initial approval for the project is given -Financial and other resources are committed to the project via permission to project manager -Scope is defined -Project manager selected -Internal and external stakeholders identified -Project charter and stakeholder register |
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3.3 What are the benefits to engaging stakeholders in the Initiating Process? |
-align stakeholder expectations to project objectives -illustrates how continued engagement can contribute to success -creates shared understanding of success criteria -reduces overhead of involvement -increases deliverable acceptance and customer/stakeholder satisfaction |
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3.3 What information may be decided during the Initiating Process? |
Project Charter: -Initial project scope statement -evaluation of alternatives -cost/benefit analysis -project duration -deliverables -resource requirements |
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3.4 What processes take place in the Initiating Process Group? |
-delineate strategy and tactics as well as course of action to sucessfully complete project -establish total scope of effort -define and refine objectives -develop course of action required to obtain the objectives -progressive elaboration (refining of objectives and revisiting of planning processes throughout life cycle as project changes occur |
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3.4 What is the primary document created during the Planning Process? |
Project Management Plan (includes all subsidiary documentation) explores time, cost, quality, risks, communication, HR, resources, and stakeholder engagement project requirements. |
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3.5 What activities define the Executing Process Group? |
-completing the work defined in the Project Management Plan -coordinating people and resources -managing stakeholder expectations -integrating and performing activities as outlined in Project Management Plan |
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3.6 What activities define the Monitoring and Controlling Process Group? |
-Project performance is measured and analyzed at regular intervals all processes which track, review, orchestrate the progress and performance of the project -identify necessary changes -approve and orchestrate changes -controlling changes and recommending corrective/preventive action -monitoring project activities against Project Management Plan and baseline(s) -Influencing the factors that could circumvent integrated change control or integration management so that only approved changes are implemented |
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3.7 What actvities define the Closing Process Group? |
-verifies that the defined processes are completed -formally established project as complete -formally establishes premature project closure and all necessary procedures included -obtains approval from customer/sponsor -conduct post-project or phase-end review -documents lessons learned -records effects of any tailoring -apply appropriate changes to organizational process assets -archive project documents in the PMIS (Project Management Information System) -close out procurement activities -perform all team members' assessments and release resources |
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3.8 Define "project information". |
Project information is the result of data collected during various Executing Process Group activities and aggregated/ analyzed in context during Controlling Process Group activities. |
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3.8 What is the relationship between work performance data, work performance information, and work performance reports? |
Data is raw observations and measurements identified during project work, information is that data aggregated and analyzed in context, and reports are physical or electronic representations of that information. Reports are intended to inform decision-making. |
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3.8 What are some examples of data vs. information vs. reports? |
Data: reported percent of work completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations. Information: status of deliverables, implementation status of change requests, forecasted estimates to complete (ETC). Reports: Status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates |
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3.9 The 47 Process Groups are placed into a matrix which classifies them by the 10 Knowledge Areas and the 5 Process Groups. What does the resulting map look like? |
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