Karteikarten
CAPM
Karten in diesem Stapel (73)
- 1A Guide to the Project Management Body of Knowledge (PMBOK Guide)The PMI publication that defines widely
accepted project management practices.
The CAPM and the PMP exam are based on this book. - 2Application areasThe areas of expertise, industry, or
function where a project is centered.
Examples of application areas include
architecture, IT, health care, and
manufacturing. - 3Business valueA quantifiable return on investment (ROI).
The return can be tangible, such as equipment, money, or market share.
The return can also be intangible, such as brand recognition, trademarks, and reputation. - 4Certified Associate in Project Management (CAPM)A person who has slightly less project
management experience than a PMP, but
who has qualified for and then passed the
CAPM examination. - 5Cultural and social environmentCultural and social environments include
the economic, educational, ethical,
religious, demographic, and ethnic
composition of the people affected by the project.
This defines how a project affects people and how those people may affect the project. - 6DeliverableA product, service, or result created by project. Projects can have multiple deliverables.
- 7General management skillsThese include the application of
accounting, procurement, sales and
marketing, contracting, manufacturing,
logistics, strategic planning, human
resource management, standards and
regulations, and information technology - 8International and political environmentThe consideration of the local and
international laws, languages,
communication challenges, time zone
differences, and other non-collocated
issues that affect a project’s ability to
progress. - 9Interpersonal skillsThe ability to interact, lead, motivate, and manage people.
- 10Iron Triangle of Project ManagementA triangle with the characteristics of
TIME, COST & SCOPE.
If any side of the Iron Triangle is not in
balance with the other sides, the project
will suffer. - 11Physical environmentThe physical structure and surroundings
that affect a project’s work. - 12Process groupsA collection of related processes in project management. There are 5 process
groups and 49 project management
processes. The five process groups are
Initiating, Planning, Executing, Monitoring
and Controlling, and Closing. - 13ProgramA collection of related projects working in
unison toward a common deliverable. - 14Progressive elaborationThe process of gathering project details.
This process uses deductive reasoning,
logic, and a series of information gathering techniques to identify details
about a project, product, or solution. - 15ProjectA temporary endeavor to create a unique
product, service, or result. The end result
of a project is also called a deliverable. - 16Project benefits management planA documented created and maintained by the project sponsor and the PM.
The project benefits management plan defines what benefits the project will create, when the benefits will be realized, and how the benefits will be measured. - 17Project business caseCreated and maintained by the project
sponsor and shows the financial validity of why a project is chartered and launched within the organization.
Typically, the project business case is created before the launch of the project and may be used as a go/no-go decision point. - 18Project environmentThe location and culture of the
environment where the project work will
reside.
The project environment includes
the social, economic, and environmental
variables the project must work with or
around. - 19Project Management Institute (PMI)An organization of project management
professionals from around the world,
supporting and promoting the careers,
values, and concerns of project managers. - 20Project life cycleTHE PHASES that make up the project.
Project life cycles are unique to the type of
work being performed and are not
universal to all projects. - 21Project management office (PMO)A central office that oversees all projects
within an organization or within a
functional department.
PMO supports the project manager through software, training, templates, policies, communication, dispute resolution, and other services
The PMO can be
supportive, controlling, or directive. - 22Project Management Professional (PMP)A person who has proven project
management experience and has qualified
for and then passed the PMP
examination - 23Project portfolio managementThe management and selection of
projects that support an organization’s
vision and mission.
It is the balance of project priority, risk, reward, and return on investment.
This is a senior management process. - 24SubprojectsA smaller project managed within a larger,
parent project. Subprojects are often
contracted work whose deliverable allows
the larger project to progress. - 25Triple Constraints of Project ManagementAlso known as the Iron Triangle.
This theory posits that time, cost, and scope are three constraints that every project has. - 26Work performance dataRaw data, observations, and
measurements about project components.
Work performance data is gathered and
stored in the project management
information system. - 27Work performance informationWork performance information is the
processed and analyzed data that will help
the project manager make project
decisions. - 28Work performance reportsWork performance reports is the formatted communication of work performance information.
Work performance reports communicate what’s happening in the project through status reports, memos, dashboards, or other modalities. - 29Balanced matrix structureOrganizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
- 30Cultural normsThe culture and the styles of an organization.
Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed. - 31Enterprise Environmental FactorsConditions that affect how the project manager may manage the project.
EEF come from within the project, such as policy, or they be external to the organization, such as law or regulation. - 32Functional structureOrganization that is divided into
functions, and each employee has one
clear functional manager.
Each department acts independently of the other departments.
PM - little to no authority with part-time.
Budget - the functional manager - 33Governance frameworkDescribes the rules, policies, and procedures that people within an organization abide by.
This addresses the organization, but also address portfolios, programs, and projects where is make sure the alignment with organizational vision, risk management, performance factors, and communication - 34Hybrid structureBlend of the functional, matrix, and project-oriented structures.
- 35Multidivisional structureDe-centralized structure, which means replication of
functions within each division.
PM - little to no authority with part-time.
Budget - the functional manager - 36Organic or simpleEmployees groups are flexible, people work side by
side on project work.
PM - little to no authority with part-time.
Budget - managed by the organization’s owner or operator. - 37Organizational process assetsThis include
organizational processes, policies,
procedures, and items from a corporate
knowledge base.
OPA are grouped into two categories to
consider: processes, policies and
procedures, and organizational
knowledge bases. - 38Organizational Knowledge RepositoriesOrganizational knowledge repositories
are the databases, files, and historical
information that you can use to help
better plan and manage your projects.
This is an part of OPA that is created internally to your organization through the ongoing work of operations and other projects. - 39Organizational SystemDeveloped system within a company that determines how a project is being done in a structured way.
This was made in order to utilizes the PM power, influence, leadership, and even political capital, to get things done in the
environment. - 40Project-oriented structureAn organization that assigns a project
team to one project for the duration of the
project life cycle.
PM - high-to-almost-complete project
power - 41Strong matrix structureAn organization where organizational
resources are pooled into one project
team, but the functional managers have
less project power than the project
manager. - 42Virtual organizationThe organization is a network structure with points of contact for
each group within the organization.
PM - can be full-time or part-time.
Budget - Shared between the PM and the
and the functional manager. - 43Weak matrix structureAn organization where organizational
resources are pooled into one project
team.
PM - little to no authority with part-time. - 44Active ListeningThe message receiver restates what’s
been said to fully understand and confirm
the message and it provides an
opportunity for the sender to clarify the
message if needed. - 45Active Problem SolvingActive problem solving begins with
problem definition. Problem definition is
the ability to discern between the cause
and effect of the problem.
RCA looks beyond the immediate
symptoms to the cause of the
symptoms—which then affords
opportunities for solutions. - 46Avoiding PowerThe project manager refuses to act, get
involved, or make decisions. - 47Charismatic LeadershipThe leader is motivating, has highenergy, and inspires the team through
strong convictions about what’s possible
and what the team can achieve. Positive
thinking and a can-do mentality are
characteristics of a charismatic leader. - 48Expert PowerThe project manager has deep skills and
experience in a discipline (for example,
years of working in IT helps an IT project
manager better manage IT projects). - 49Ingratiating powerThe project manager aims to gain favor
with the project team and stakeholders
through flattery. - 50Informational PowerThe individual has power and control of
the data gathering and distribution of
information. - 51Interactional LeadershipThe leader is a hybrid of transactional,
transformational, and charismatic
leaders. The interactional leader wants
the team to act, is excited and inspired
about the project work, yet still holds the
team accountable for their results. - 52Guilt-based PowerThe project manager can make the team
and stakeholders feel guilty to gain
compliance in the project. - 53LeadershipLeadership is about aligning, motivating,
and inspiring the project team members
to do the right thing, build trust, think
creatively, and to challenge the status
quo - 54Laissez-Faire LeadershipThe leader takes a “hands-off” approach
to the project.
This means the project
team makes decisions, takes initiative in
the actions, and creates goals. While this
approach can provide autonomy, it can
make the leader appear absent when it
comes to project decisions. - 55ManagementManagement utilizes positional power to
maintain, administrate, control, and focus
on getting things done without
challenging the status quo of the project
and organization - 56Media SelectionBased on the audience and the message
being sent, the media should be in
alignment with the message. - 57Meeting ManagementMeetings are forms of communication.
How the meeting is led, managed, and
controlled all influence the message
being delivered. Agendas, minutes, and
order are mandatory for effective
communications within a meeting - 58Personal or Charismatic-PowerThe project manager has a warm
personality that others like - 59PresentationIn formal presentations, the presenter’s
oral and body language, visual aids, and
handouts all influence the message being
delivered. - 60Pressure-Based PowerThe project manager can restrict choices
to get the project team to perform and do
the project work. - 61PMI Talent TriangleDefines three areas of PDUs for PMI
certified professionals to maintain their
certification. The PMI Talent Triangle
includes technical project management,
leadership, and strategic and business
management. - 62Positional PowerThe project manager’s power is because
of the position she has as the project
manager. This is also known as formal,
authoritative, and legitimate power - 63Professional Development Units (PDUs)PDUs are earned after the PMP to
maintain the PMP certification. PMPs are
required to earn 60 PDUs per three-year
certification cycle. Of the 60 PDUs, a
minimum of 35 hours must come from
educational opportunities. - 64Project ManagerThe role of leading the project team and
managing the project resources to
effectively achieve the objectives of the
project. - 65Punitive or Coercive-PowerThe project manager can punish the
project team. - 66Referent PowerThe project manager is respected or
admired because of the team’s past
experiences with the project manager.
This is about the project manager’s
credibility in the organization. - 67Reward PowerThe project manager can reward the
project team. - 68Sender-Receiver ModelsCommunication requires a sender and a
receiver. Within this model may be
multiple avenues to complete the flow of
communication, but barriers to effective
communication may be present as well. - 69Servant LeadershipThe leader puts others first and focuses
on the needs of the people he serves.
Servant leaders provide opportunity for
growth, education, autonomy within the
project, and the well-being of others. The
primary focus of servant leadership is
service to others. - 70Situational PowerThe project manager has power because
of certain situations in the organization. - 71StyleThe tone, structure, and formality of the
message being sent should be in
alignment with the audience and the
content of the message. - 72Transactional LeadershipThe leader emphasizes the goals of the
project and rewards and disincentives for
the project team. This is sometimes
called management by exception as it’s
the exception that is reward or punished. - 73Transformational leadershipThe leader inspires and motivates the
project team to achieve the project goals.
Transformational leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.
Informationen
- Beschreibung
- Project Management Karteikarten am CAPM, erstellt von Omri Moas am 12/04/2020.
- Erstellt von
- Omri Moas · Apr 2020
- Aktualisiert
- 19 Apr 2020
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