Pmp 5Th Edition - Chapter 2

Front 1

Essential Terms
Process

Back 1

A package of inputs, tools, and outputs used together to do something necessary and valuable for the project.

Example: Develop Schedule, Identify Risks

Front 2

Essential Terms
Phases

Back 2

Defined by the organizations use of project methodologies that define the phases.

Each phases produces one or more deliverables.

Deliverables are reviewed at exit gate or kill point

Processes are defined that will fit into your project methodoloyg

Front 3

Essential Terms
Exit Gate and Kill Point

Back 3

When deliverables are reviewed to determine if the project should continue.

Front 4

Essential Terms
Project

Back 4

A project is time-limited (beginning and end)
A project is unique (it has not been attempted before by this organization)
A project is undertaken for a purpose( it will yield a specific product, service or result)

Front 5

Essential Terms
Program

Back 5

A group of related project coordinated together

Front 6

Essential Terms
Portfolio

Back 6

Portfolio represents the entire investment in projects and programs and are aligned to the organization's strategic goals.

An organization's portfolio might be considered the truest indicator of its real strategic goals.

Front 7

Essential Terms
Progressive Elaboration

Back 7

The characteristics of the product emerge over time, or "progressively".

Front 8

Essential Terms
Project Management

Back 8

Using skills, knowledge, and resources to satisfy project requirements

Front 9

Essential Terms
Success

Back 9

Delivering the project within the set boundaries of scope, cost, schedule, quality, and risk.

Front 10

Essential Terms
Historical Information

Back 10

Known as organizational process assets.
Historical information help benchmark the current project. Show what resources were previously used and what lessons were learned.
* Used to help predict trends for the current project and to evaluate the project's feasibility.

Front 11

Essential Terms
Baseline

Back 11

Used for certain plans: scope, time, cost and for the project plan.

The original plan plus any approved changes.
Use to evaluate performance against the plan.

Front 12

Essential Terms
Lessons Learned

Back 12

The key word for you to remember when you think of lessons learned is "variances" with a focus on variances between the plan and the results.

Also and Organizational Process Asset.

Emphasis on what was planned to happen
What actually happened and
what you would have done differently in order to avoid any variances.

Front 13

Essential Terms
Regulation

Back 13

An official document that provides guidelines that must be followed

Front 14

Essential Terms
Standard

Back 14

A document approved by a recognized body that provides guidelines.

Like the PMBOK

Front 15

Essential Terms
System

Back 15

A system incorporates all the formal procedures and tools put in place to manage something.
Computer systems, procedures, checks and balances, processes, forms, software, etc

Front 16

Project Roles
Project Manager (1)

Back 16

Formally empowered to user organizational resources
In control of the project
Authorized to spend the project's budget
Authorized to make decisions for the project

Front 17

Project Roles
Project Coordinator (2)

Back 17

When project managers do not exist
Project coordinator is significantly weaker than a project manager

Found in weak matrix or functional organizations

Front 18

Project Roles
Project Expediter (3)

Back 18

Weakest of all project management roles
A staff assistant who has little or no formal authority.
Primary responsibility lies n making sure things arrive on time and that tasks are completed on time.

Typically found in functional organization

Front 19

Project Roles
Senior Management

Back 19

Anyone more senior than the project manager.
Roles is to help prioritize projects and make sure the project manager has the proper authority and access to resources.

Issues strategic plans and goals and makes sure that the company's project are aligned with them and also called upon to resolve any conflicts within the organization.

Front 20

Project Roles
Functional Manager

Back 20

A department manager such as the manager of engineering, marketing, etc.
Usually, owns the resources that are loaned to the project.

Front 21

Project Roles
Stakeholder

Back 21

Individual who are involved in the project or have interest in the outcome.

Front 22

Project Roles
Sponsor

Back 22

The person paying for the project.
Maybe internal or external to the project.
Will provide due dates and other milestones, important product features and constraints and assumptions.

Front 23

Project Roles
Project Office / Project Management Office (PMO)

Back 23

A department that can support project managers with methodologies, tools, training or ultimately control all the organizations' projects.
Provides standards, best practices and auditing for conformance.

Front 24

Project Roles
Program Manager

Back 24

Responsible for programs that are a collection of projects and manages from a higher level than the project manager.
Exam Tip:
The project manager manages the details of a project and reports status and other information to the program manager.

Front 25

Project Context
Types of Organizations

Back 25

Study Chart on page 21
Functional
Projectized
Matrix
Weak
Balanced
Strong

Front 26

Project Context
Types of Organizations
Functional

Back 26

Resources are loaned from a functional manager who is in charge.
PM - low influence

Front 27

Project Context
Types of Organizations
Projectized

Back 27

Organizations structure is by projects
PM is the manager and owner of the resources

Front 28

Project Context
Types of Organizations
Matrix

Back 28

Functional Manager - Owner of resource for HR
PM - Owner of resources for Projects
Strong Matrix - PM > FM
Weak Matrix: PM < FM
Balanced Matrix: PM = FM

Front 29

Project Context
Types of Organizations
Composit

Back 29

Structures that have more than one reporting structure.

Front 30

Project Context
Project Manager's Power

Back 30

Weaker to Strong
Functional
Weak Matrix
Balanced Matrix
Strong Matrix
Projectized

Front 31

Project Managers Skills
Leading

Back 31

Setting direction, aligning the people to that direction, motivating them, and inspiring them to commit.

Front 32

Project Managers Skills
Communicating

Back 32

Exchanging information clearly and correctly.

Front 33

Project Managers Skills
Negotiating

Back 33

Working to reach a mutual agreement.

Front 34

Problem Solving

Back 34

Defining the problem and dealing with the factors that contribute to or cause the problem.

Exam Tip: Problem solving is such and important and favorable skill for the project manager that if you see it as one of the choices on the exam, it is quite likely the correct answer.

Front 35

Project Solving
Influencing

Back 35

Accomplishing something without necessarily having the formal power.

Front 36

Project Governance

Back 36

used to define processes used across the project and to rate the project manager's performance

Front 37

Project Life Cycle

Back 37

The representation of the phases that a project typically goes through. Common flow of activities on a project.
Study graph pg 24.
Exam Tip: The image shows fact about the project life cycle that appear on the exam.
Focus on the fact that over time, or how risk and stakeholder's ability to influence the project is highest early in the project and decreases as the project progresses.

Front 38

Triple Constraint

Back 38

While changes do occur during a project, they do not happen in a vacuum. When the scope of a project is changed, time and cost are also affected. Same holds true when changes are made to cost or time.

Front 39

Project Management Methodology

Back 39

The PMBOK Guide does not describe a methodology but 47 processes used to manage a project. The processes are used by an organizations' PM methodology but they are not the methodology.

Front 40

Work Authorization System (WAS)

Back 40

Used to ensure that work gets performed at the right time and in the right sequence. Can be an email all the way up to a formal system.

Front 41

Common Inputs

Back 41

Read page 27- 33 after each chapter

Front 42

Common Inputs
Enterprise Environmental Factors

Back 42

Important to your understanding of the exam material, and you should make sure you have a solid grasp of why they are used commonly.

Anything external to your project that affects your project.

* Organization Structure
* Corporate Culture
* Organization Values and Work Ethic
* Laws and Regulations
* Characteristics of your project's stakeholders
* Overall State of the marketplace
* Organization's infrastructure
* Stakeholder's/Organization's appetite for risk

Front 43

Common Inputs
Organizational Process Assets

Back 43

The information, tools, documents and knowledge that the organizations possess from past projects that can help plan current projects

Project documents may be any documentation the project produces or ones that influence the project such as agreements or standards.

Front 44

Common Inputs
Project Management Plan

Back 44

The culmination of all the planning process. Understand what it is, where it comes from and how it is used.

Exam Tip: The definition of the project management plan is a single approved document that guides execution, monitoring and control, and closure.
Documentation should be appropriate for the project in formality.

Front 45

Common Tools
Analytical Techniques

Back 45

A common set of techniques used to understand root causes or to forecast scenarios. Analytical techniques may include any type of structured or unstructured analysis.

Front 46

Common Tools
Expert Judgment

Back 46

Exam Tip: This tool is highly favored and is very commonly found on planning processes.

Front 47

Common Tools
Facilitation Techniques

Back 47

Facilitators are designed to help groups resolve issues and to reach consensus. The art of facilitation becomes and important technique and an important skill for the project manager.

Front 48

Common Tools
Group Decision-Making Techniques

Back 48

Exam Tip
Consensus - Everyone agrees to support the group decision
Unanimity - Everyone has to agree
Majority - majority wins
Plurality - largest vote wins - can be < 50%
Dictatorship - person in charge makes the decision

Front 49

Common Tools
Meetings

Back 49

Meetings

Front 50

Common Tools
Project Management Information Systems

Back 50

An automated system to support the project manager by optimizing the schedule and helping collect and distribute information.
The system that helps you produce and keep track of the documents and deliverables.

Will include a Change Control System
Also considered an enterprise environmental factor since it is part of the project environment.

Front 51

Common Output
Work Performance Data

Back 51

WPD - the raw data with no additional analysis applied.

Output from processes where the work is being executed

Front 52

Common Output
Work Performance Information

Back 52

The information gathered from analyzing the work performance data.

Front 53

Common Output
Work Performance Reports

Back 53

Work performance info compiled into the format of a presentation or report.

Front 54

Common Output
Change Requests

Back 54

Typically related to corrective actions, preventative action, or defect repair - these are requests are brought into the process of Perform Integrated Change Control to be evaluated and ultimately approved or rejected.

Front 55

Common Output
Updates

Back 55

Exam Tip: Updates to plans come out of planning, executing and monitoring and controlling processes.