Pmbok 5Th Edition: Chapter 1 & 2

Front 1

Define a project.

Back 1

A temporary endeavor undertaken to create a unique product, service, or result. Definite beginning & end, end is objectives met or terminated, creates a lasting outcome, contains uncertainties. pp. 3

Front 2

Every project creates a unique _________, _______, or ________.

Back 2

product, service or result. pp. 3

Front 3

What is Project Management? pp. 5

Back 3

Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Accomplished through appropriate application and integration of the 47 logically grouped PM processes which are categorized into five process groups.

Front 4

What are the five process groups? pp. 5

Back 4

Initiating
Planning
Executing
Monitoring & Controlling
Closing

Front 5

What are the three types of PMOs? pp. 11

Back 5

Supportive - Consultative role; supply templates; best practices; project repository. Low control.
Controlling - Provide support and require compliance; specific templates, forms, and tools, conformance to governance. Medium control.
Directive - Take control of the projects by directly managing them; high control.

Front 6

What are three differences between PMO and a Project Manager? pp. 12

Back 6

PM focus on specific project objectives, PMO manages major program scope changes.
PM controls project resources, PMO optimizes use of shared organizational resources for all projects.
PM manages constraints of individual project, PMO methodology, standards, overall risk/opportunities, metrics, & interdependencies.

Front 7

What is Operations Management? pp. 13

Back 7

Operations Management is an area of management concerned with ongoing production of goods and/or services.

Front 8

Why should the PM be knowledgeable about corporate/organizational governance policies and procedures pertaining to the subject matter of the product or service? pp. 15

Back 8

Because project success may be judged on the basis of how well the resultant product or service supports organizational governance.

Front 9

______________________ should provide guidance and direction to project management.

Back 9

organizational strategy

Front 10

Who is the PM? pp. 16

Back 10

The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Front 11

What are the three needs a PM has responsibility to satisfy? pp. 17

Back 11

task needs, team needs, and individual needs

Front 12

What are the PM competencies? pp. 17

Back 12

Knowledge about project management
Performance - what he/she is able to accomplish with knowledge
Personal - how the PM behaves

Front 13

What are the interpersonal skills required in a PM? pp. 18

Back 13

Leadership, Team building, motivation, communication, influencing, decision making, political and cultural awareness, negotiation, trust building, conflict management, and coaching.

Front 14

What are the various types of organizational structures for projects? pp. 22

Back 14

Functional, Weak, Balanced, and Strong Matrix, & Projectized

Front 15

Which organization structure gives the PM low and/or moderate authority?

Back 15

Functional, Weak & Balanced Matrix

Front 16

Which org structure gives the PM high level of authority?

Back 16

Strong matrix, projectized

Front 17

Which org structure provides PM low to moderate control over resources?

Back 17

Functional, Weak, Balanced Matrix

Front 18

Which org structure gives the PM high level of control over resources?

Back 18

Strong Matrix and Projectized

Front 19

Who manages the project budget in the various types of org structures?

Back 19

Functional & Weak Matrix - Functional Mgr
Balanced Matrix - Mixed
Strong Matrix & Projectized - PM

Front 20

Which org structures requires a full time PM role?

Back 20

Balanaced, Strong Matrix and Projectized

Front 21

Where does the project coordination occur in each of the org structures?

Back 21

Functional - With functional managers
Weak Matrix - Staff across functional teams
Balanced Matrix - Combo of PM and staff across func teams
Strong Matrix - PM from PM org and staff from func
Projectized - PM

Front 22

In which org structure is a full-time PM selected but from a functional organization?

Back 22

balanced matrix

Front 23

Which org structure has a Manager of PM's?

Back 23

Strong matrix

Front 24

What is a composite organization?

Back 24

diff projects use diff styles

Front 25

What are Org Process Assets?

Back 25

plans, processes, policies, procedures, & knowledge bases specific to and used by the perf org.

Front 26

What are EEFs? pp. 29

Back 26

Conditions not under the control of the project team which influence, constrain, or direct the project. Considered inputs to most planning processes.

Front 27

The political climate, and company work authorization systems are examples of _____________.

Back 27

Enterprise environmental factors

Front 28

Stakeholders includes who?

Back 28

all members of the project team as well as interested entities (internal or external).
Ops Management, Func Managers, Sellers, Customers/Users, Program Manager, PMO, PM, other team members

Front 29

Define project sponsor's role

Back 29

provides resources and support for the project
accountable for enabling success
external or internal to PM org
promotes the project
leads the project through initiation till authorized
for issues beyond control of PM, sponsor serves as an escalation path
authorizes change in scope, phase-end reviews
smooth transfer of deliverables into the business

Front 30

What is the diff between customer and user?

Back 30

Customers will approve the product, service, or result resulting from a project. Users use them. In some areas customers and users are synonymous; while in others customers refers to acquiring entity while users are directly utilizing the project's product.

Front 31

Define business partners

Back 31

External organizations that have a special relationship with the enterprise, sometimes attained through a certification process.

Front 32

What are example items from a project governance framework?

Back 32

Process success and deliverable acceptance criteria
Project org chart with roles
Project decision-making processes
Project life cycle approach
Process for stage gate

Front 33

What is a project success criteria?

Back 33

completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the PM and senior management.

Front 34

Name project team roles

Back 34

Project management staff
Project staff
Supporting experts
User or customer representative
Sellers
Business partner members
Business partners