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Karteikarten

THE REVIEW

Trevor Q. Randolph Project Management PMP Englisch 98 Karten

Karten in diesem Stapel (98)

  1. 1WHAT IS A PROJECT?A temporary endeavor with a beginning and an end that creates an unique product, service, or result.
  2. 2WHATS THE DIFFERENCE BETWEEN OPERATIONAL WORK AND PROJECT WORK?Operational work is ongoing and focuses on the continuous mission within an organization and its system, and Project work ends when the project is complete.
  3. 3PMI BREAKS PROJECT MANAGEMENT INTO PROCESS GROUPS AND KNOWLEDGE AREAS. WHAT ARE THE 5 PROCESS GROUPS OF PROJECT MANAGEMENT?Initiating
    Planning
    Executing
    Monitoring & Contorlling
    Closing
  4. 4PMI BREAKS PROJECT MANAGEMENT INTO PROCESS GROUPS AND KNOWLEDGE AREAS. WHAT ARE THE 10 KNOWLEDGE AREAS OF PROJECT MANAGEMENT?Integration | Scope | Time
    Cost | Quality | Human Resource
    Communications | Risk | Procurement
    Stakeholder Management
  5. 5WHAT IS A PROGRAMA group of related projects
  6. 6WHAT IS A PORTFOLIOA group of programs, and individual Projects.
  7. 7PMO?PROJECT MANAGEMENT OFFICE
  8. 8WHAT IS THE PMO?A department within an organization that centralizes and standardize the management of projects.
  9. 9WHAT ARE STAKEHOLDERSAny person, entity, or group who could exert positive or negative influence over the project.
  10. 10WHAT IS A CONSTRAINTANY DEADLINES AND OTHER LIMITING FACTORS HOLDING DELIVERABLES ACCOUNTABLE TO BRING EACH PROJECT TO CLOSE
  11. 11WHAT IS ENTERPRISE ENVIRONMENTAL FACTORSThe company culture and existing systems that the project will have to deal with or can make use of. It could also be though of as "company baggage"
  12. 12PMISPROJECT MANAGEMENT INFORMATION SYSTEM
  13. 13WHAT IS THE PMIS?Automated tools such as scheduling software, time-tracking software, procurement management software, and repositories for historical information.
  14. 14WHAT ARE ORGANIZATIONAL PROCESS ASSETSProcesses, procedures, and historical information used in an organizations structure to help benefit current projects from past data.
  15. 15WHAT 3 AREAS SHOULD "LESSONS LEARNED" COVERTECHNICAL ASPECTS OF THE PROJECT
    PROJECT MANAGEMENT
    PERSONEL MANAGEMENT
  16. 16WHAT ARE THE 3 STAGES WHICH DATA MOVE IN A PROJECTWork Performance Data
    Work Performance Information
    Work Performance Reports
  17. 17WHAT IS WORK PERFORMANCE DATAInitial measurements and details about activities gathered during the project execution stage.
  18. 18WHAT IS WORK PERFORMANCE INFORMATIONThe analyzed work performance data used in the controlling process to keep the project on track and asses what it means to the project overall
  19. 19WHAT IS A FUNCTIONAL ORGANIZATIONProjects generally occur in single departments focusing in specialized functional areas i.e marketing, accounting, procurement.
  20. 20WHAT IS A PROJECTIZED ORGANIZATION?The entire company is organized by projects, and the PROJECT MANAGER has control over the project. Remember "NO HOME" in projectized-once project is complete team members must find new Job.
  21. 21WHAT IS A MATRIX ORGANIZATIONAn attempt to combine and maximize functional and projectized structures. Think two bosses. Team members report to The functional Manager and Project manager.
  22. 22WHAT IS A WEAK MATRIXThe functional Manger has all the Power and the project manager is more of a coordinator.
  23. 23WHAT IS A STRONG MATRIXWhen all The power is with The Project Manager.
  24. 24Define a Balanced MatrixWhen both the Functional and Project Manger have equal power.
  25. 25Sometimes the exam doesn't identify the form of organization being discussed. What should you do when it doesn't specify?Assume they are referring to a Matrix Organiztion.
  26. 26WHAT DO THEY MEAN WHEN THEY REFER TO A PROJECT LIFE CYCLEProject Life Cycle is the overview of an organizations stratagem for completing projects. The logical breakdown on what needs to be done to produce deliverables.
  27. 27PMI USES 3 PROJECT LIFE CYCLES-WHAT ARE THEY?PREDICTIVE
    ITERATIVE AND INCREMENTAL
    ADAPTIVE
  28. 28WHAT IS ANOTHER NAME FOR PREDICTIVE LIFE CYCLES?WATERFALL OR TRADITIONAL
  29. 29WHAT ARE PREDICTIVE LIFE CYCLES?Predictive Life Cycles are used for plan-driven projects in which the scope, schedule, and cost is determined in detail early in the project before the work begins to produce the projects deliverables.
  30. 30DEFINE INCREMENTAL AND ITERATIVE LIFE CYCLESThe Incremental and Iterative life cycles involve early planning of high level scope to create preliminary estimates of time, and cost. A little more of the scope os developed with each increment or iteration.
  31. 31WHAT ARE ADAPTIVE LIFE CYCLESAdaptive life cycles have fixed time and cost, and their scope is broadly defined with the understanding that it will be refined as the project progress.
  32. 32CUSTOMERS REQUIREMENTS ARE DOCUMENTED AND PRIORITIZED IN WHAT?THE BACKLOG
  33. 33DEFINE PROGRESSIVE ELABORATIONSProgressive Elaborations is the process of continually refining estimates and scope.
  34. 34WHAT DOES MONITORING AND CONTROLLING MEAN?Monitoring and controlling is when you measure the performance of the project against the project management plan.
  35. 35WHAT IS INTEGREATIONBalancing all the processes in the knowledge areas.
  36. 36WHAT IS THE FIRST PART OF INTEGRATION MANAGEMENT?DEVELOPING A CHARTER
  37. 37WHAT IS A BUSINESS CASE?Business case establishes why the project was selected, how it fits in to the company goals, and how it will add value.
  38. 38MOUMEMORANDUM OF UNDERSTANDING/OR LETTER OF AGREEMENT
  39. 39SOWSTATEMENT OF WORK
  40. 40WHAT IS THE SOW?A projects statement of work is created by the customer or sponsor and desires their needs, product, scope an dhow it fits into their strategic goals.
  41. 41THERE ARE MANAGEMENT PLANS FOR ALL OF THE KNOWLEDGE AREAS-BUT WHAT ARE TJE FOIR MAIN MANAGEMENT PLANS OUTSIDE OF THAT?CHANGE MANAGEMENT PLAN
    CONFIGURATION MANAGEMENT PLAN
    REQUIREMENTS MANAGAMENT PLAN
    PROCESS IMPROVEMENT PLAN
  42. 42WHAT IS A PROJECT MANAGEMENT PLAN?A Project management plan combines all the individual management plans into a cohesive plan to describe what the project involves.
  43. 43WHAT ARE ALL THE AREAS OF A PROJECT MANAGEMENT PLAN-PM processes that will be used
    -Knowledge area management plans
    -Scope,Schedule, and cost baselines.
    -Requirements management plan
    -change management plan
    -configuration management plan
    -process improvement plan
  44. 44WHAT ARE THE BASELINE SEVERY PROJECT SHOULD HAVEScope Baseline
    Schedule Baselines
    Cost Baselines
    Combined these are called the PERFORMANCE MEASUREMENT BASELINE.
  45. 45WHAT ARE BASELINESA record of what the project had planned pre any changes.
  46. 46WHAT MAKES THE PERFORMANCE MEASUREMENT BASELINE?Scope Baseline
    Schedule Baselines
    Cost Baselines
  47. 47DEFINE THE REQUIREMENTS MANAGEMENT PLANThe requirements management plan involves defining and planning for stakeholders needs, wants,assumptions and expectations to determine the requirement for the project
  48. 48DEFINE THE CHANGE MANAGEMENT PLANA change management plan describes how changes will be managed and controlled.
  49. 49WHAT IS A CHANGE CONTROL SYSTEMA change control system includes standardized forms, reports, processes and procedures to track and control changes usually with a Organizations Enterprise Environmental Factors.
  50. 50DEFINE CONFIGURATION MANAGEMENT PLANThe configuration management plan defines how you will manage changes to the deliverables and processes and the resulting documentation.
  51. 51WHAT IS A PROCESS IMPROVEMENT PLANThe process improvement plan identifies existing processes to use on the project and create some process of their own.
  52. 52WHAT ARE PROJECT DOCUMENTS?Any projet related document that are not apart of the Project Management Plan
  53. 53WHAT ARE DELIVERABLESCOMPLETED WORK
  54. 54DELIVERABLES ARE PRESENT IN OTHER KNOWLEDGE AREAS SUCH AS VALIDATING SCOP AND CONTROL QUALITY BUT DELIVERABLES THEMSELVES ARE OUTPUT OF WHCIH MANAGEMENT PROCESS?DELIVERABLES THEMSELVES ARE ONLY DONE OR COMPLETED AS PART OF THE INTEGRATION MANAGEMENT
  55. 55DESCRIBE THE "DIRECT AND MANAGE PROJECT WORK" PROCESSIn the Direct and Manage process the PM integrates all the executing work into one coordinated effort to accomplish the project management plan and produce deliverables.
  56. 56WHAT INFORMATION SHOULD THE PM BE GATHERING IN THE DIRECT AND MANAGE PROJECT WORK PROCESS?In the Direct and manage Project work process the PM should gather work performance data, requesting changes, and completing the work resulting from approved change requests.
  57. 57WHAT PROCESS GROUP DOES DIRECT AND MANAGE PROJECT WORK FALL UNDER?DIRECT AND MANAGE FALLS UNDER THE EXECUTION GROUP
  58. 58WHICH KNOWLEDGE AREA DOES DIRECT AND MANAGE PROJECT WORK BELONG TO?DIRECT AND MANAGE PROJECT WORK IS IN THE INTEGRATION MANAGEMENT KNOWLEDGE AREA
  59. 59WHAT ARE THE INPUTS TO THE DIRECT AND MANAGE PROJECT WORK PROCESS?PROJECT MANAGEMENT PLAN
    APPROVED CHANGE REQUESTS
  60. 60DESCRIBE THE APPROVED CHANGE REQUESTS IN THE DIRECT AND MANAGE PROJECT WORK PROCESSTHE DIRECT AND MANAGE OROJECT WORK PROCESS INCLUDES IMPLEMENTING APPROVED CHANGED REQUEST INCLUDING CORRECTIVE ACTIONS, PREVENTIVE ACTIONS, AND DEFECT REPAIRS.
  61. 61WHAT ARE SOME OUTPUTS OF THE DIRECT AND MANAGE PROJECT WORK PROCESS?-DELIVERABLES
    -WORK PERFORMANCE DATA
    -CHANGE REQUESTS
    -UPDATES TO THE PM PLAN AND PROJECT DOCUMENTS
  62. 62DEFINE THE MONITORING AND CONTROL PROJECT WORK PROCESS?THE MONITORING AND CONTROLLING PROJECT WORK PROCESS INVOLVES LOOKING AT WHAT IS HAPPENING ON THE PROJECT AND COMPARING THE ACTUAL AND FORECASTED PERFORMANCE TO WHAT WAS PLANNED.
  63. 63MONITORING AND CONTROLLING PROJECT WORK IS APART OF WHAT PROCESS GROUP?MONITORING AND CONTROLLING
  64. 64MONITORING AND CONTROLLING PROJECT WORK PROCESS IS APART OF WHAT KNOWLEDGE AREA?MONTIRONG AND CONTROLLING PROJECT WORK IS APART OF THE INTEGRATION MANAGEMENT KNOWLEDGE AREA
  65. 65WHAT DOES MONITORING AND CONTROLLING MEAN?MONITORING AND CONTROLLING MEANS MEASURING AGAINST THE PROJECT MANAGEMENT PLAN
  66. 66WHAT ARE THE INPUTS OF THE MONITORING AND CONTROL PROJECT WORK PROCESS?PM PLAN
    WORK PERFORMANCE INFORMATION
    FORECASTS
    ENTERPRISE ENVIORNMENTAL FACTORS
    WORK AUTHORIZATION SYSTEM
  67. 67WHAT ARE FORECASTS?FORECASTS INDICATE WHETHER THE PROJECT IS PROGRESSING ACCORDING TO PLAN AND MAY IDENTIFY THE NEED FOR CHANGE REQUEST OR OTHER CORRECTIVE OR PREVENTIVE ACTIONS
  68. 68WHAT IS A WORK AUTHORIZATION SYSTEMTHIS IS THE PROJECTS MANAGERS SYSTEM FOR AUTHORIZING THE START OF WORK PACKAGES OR ACTIVITIES
  69. 69WHAT ARE OUTPUTS FROM THE MONITORING AND CONTROLLING PROJECT WORK PROCESS?WORK PERFORMANCE RESULTS
    CHANGE REQUESTS
  70. 70DEFINE CORRECTIVE ACTIONS?A CORRECTIVE ACTION IS ANY ACTION TAKEN TO BRING EXPECTED FUTURE PROJECT PERFORMANCE IN LINE WITH THE PM PLAN
  71. 71WHAT ARE PREVENTIVE ACTIONS?PREVENTIVE ACTIONS MEANS DEALING WITH ANTICIPATED OR POSSIBLE DEVIATIONS FROM THE PERFORMANCE MEASUREMENT BASELINE AND OTHER METRICS.
  72. 72DEFINE DEFECT REPAIRDEFECT REPAIRT IS ANOTHER WAY OF SAYING REWORK
  73. 73WHAT IS THE PERFORM INTEGRATED CHANGE CONTROL PROCESS?PERFORM INTEGRATED CHANGE CONTROL IS WHEN THE PM LOOKS AT THE IMPACT OF EACH CHANGE ON ALL THE PROJECT CONSTRAINTS.
  74. 74THE PERFORM INTEGRATED CHANGE CONTROL PROCESS IS APART OF WHCIH PROCESS GROUPMONITORING AND CONTROLLING
  75. 75WHAT KNOWLEDGE AREA DOES THE PERFORM INTEGRATED CHANGE CONTROL PROCESS BELONG TOINTEGRATED MANAGEMENT
  76. 76CCBCHANGE CONTROL BOARD
  77. 77WHAT IS THE CHANGE CONTROL BOARD?A BOARD RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE REQUESTS IN ACCORDANCE WITH THE CNAMHE MANAGEMENT PLAN FOR THE PROJECT.
  78. 78EXPLAIN THE PROCESS FOR MAKING CHANGESEVALUATE THE IMAPACT
    INDETIFY THE OPTIONS
    GET APPROVAL ON CHANGE REQUEST
    GET CUSTOMER BUY-IN IF NEEDED
  79. 79WHAT ARE THE INPUTS TO THE PERFORM INTEGRATED CHANGE CONTROL PROCESS?PM PLAN
    CHANGE REUESTS
  80. 80WHAT ARE THE OUTPUTS TO THE PERFORM INTEGRATED CHANGE CONTROL PROCESS?APPROVED CHANGE REQUESTS
    CHANGE LOG
    UPDATED PM PLAN AND PRJCT DOCS
  81. 81DEFINE CORPORATE KNOWLEDGE BASEA DATABASE OF KNOWLEDGE IF HISTORICAL INFORMATION AND LESSONS LEARNED
  82. 82DEFINE "TECHNICAL ASPECTS" OF PROJECT?WHAT WAS RIGHT AND WRONG ABOUT HOW WE COMPLETED THE WORK TO PRODUCE THE PRODUCT
  83. 83IN LESSONS LEAERNED WHEN YOU FOCUS ON THE "PROJECT MANAGEMENT" PORTION WHAT ARE YOU LOOKING FOR?HOW WE DID WITH THE WBS CREATION, RISCK, COST, PLANNING ETC
  84. 84IN LESSONS LEAERNED WHEN YOU FOCUS ON THE " MANAGEMENT" PORTION WHAT ARE YOU LOOKING FOR?HOW DID I DO WITH COMMUNICATION AND LEADERSHIPS
  85. 85WHAT ARE WORK PERFORMANCE REPORTS?PERFORMANCE REPORTS THAT ARE DISTRIBUTED TO VARIOUS STAKEHOLDERS
  86. 86A CERTAIN ACTIVITY TOOK 10 HOURS AND WAS COMPLETED ON JULY 21ST-THIS IS AN EXAMPLE OF WHAT?WORK PERFORMANCE DATA
  87. 87WHAT IS A PROJECT EXPEDITERPROJECT EXPEDITOR ACTS AS A STAFF ASSISTANT AND COMMUNICATIONS COORDINATOR. HAS NO DECISION MAKING
  88. 88WHAT US A PROJECT COORDINATORPROJECT COORDINATOR HAS MINIMAL POWER TO MAKE DECISIONS SOME AUTHORITY AND REPORTS TO HIGHER MANAGERS
  89. 89HOW IS THE LIFE CYCLE OF A PROJECT DETERMINED?DEPENDS ON THE TYPE OF PRODUCT, THE INDUSTRY, AND THE ORGANIZATIONS PREFERENCES
  90. 90DEFINE THE INCREMENTAL APPROACH IN A LIFE CYCLE?USABLE PORTIONS ARE CREATED FOR THE PRODUCT IN ITERATIONS SO THAT A FULL PRODUCT DELIVERED IN THE END.
  91. 91DEFINE THE ITERATION LIFE CYCLE PROCESS?THE PRODUCT IS GENERALLY CREATED IN A GREAT ROUGH DRAFT AS A WHOLE AND THEN EACH PIECE OF THE SITE IS EXPANDED ON IN ITERATIONS ADDING MORE DETALS TIL COMPLETELY SATISFIED.
  92. 92WHEN IS THE PROJECT OFFICIALLY APPROVED?IN PROJECT INTITIATING
  93. 93DESCRIBE THE PROJECT MANAGEMENT PROCESS IN DETAILFROM APPROVAL TO CLOSE.THE PROJECT IS APPROVED IN INTITATING ONE THE PROJECT HAS BEEN APPROVED IT MOVE FROM INTIATING TO HARD DETAILED PLANNING WHERE A PLAN IS CREATED FOR HOW PLANNING EXECUTING MONITORING AND CONTROLING THE PJC WILL GO. wHILE THE WORK IS BEING DONE THE pm SHOULD FEE THE WORK PERFORMANCE DATA INTO THE MONITORING AND CONTROLLING PROCESS TO MAKE SURE THE PROJECT IS ON TRACK. IF THERE ARE CHANGES THE CHANGES ARE EXAMINED IN PERFORM INTEGRATED CHANGE CONTROL TO DETERMINE THEIR IMPACT ON THE PROJECT. CHANGES ARE APPROVED AND DENIED AND WE MOVE BACK INTO EXECUTING AND CONTROLLING AND MONITORING UNTL CLOSING.
  94. 94IF A PROJECT CANT BE FULLY PLANNED TO DETAILED PRIOR TO STARTING WORK WHAT ARE TWO GOOD OPTIONS TO PROCEED?EITHER YOU ORGANIZE THESE PROJECTS BY PHASE(TEST,DESIGN,CODING,INSTALL) OR USE AN ADAPTIVE LIFE CYCLE APPROACH.
  95. 95WHAT IS INTEGRATION MANAGEMENT?INTEGRATION MANAGEMENT MEANS TO PULL ALL THE PIECES OF A PROJECT TOGETHER INTO A COHESIVE WHOLE.
  96. 96WHAT ARE ASSUMPTIONS?THINGS ASSUMED TO BE TRUE BUT MAY NOT BE TRUE
  97. 97WHAT DOES THE PROJECT CHARTER INCLUDE?THE PROJECT CHARTER AUZTHORIZE THE PROJECT-GIVE THE PM AUTHORITY TO SPEND MONEY AND RESOURECES-PROVIDES THE GOALS,REQUIREMENTS, AND SUCCESS CRITERIA FOR THE PROJECT,AND IT LINKS THE PROJECT TO THE ONGOING ORGANIZATION.
  98. 98—

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PMP Project Management Karteikarten am THE REVIEW , erstellt von Trevor Q. Randolph am 01/01/2017.
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