The correct answer is B. Progressive elaboration means project processes are iterated as more detailed as more information is uncovered throughout the project life cycle.
The document presents a tic-tac-toe game created by 5 students, with an introduction to the simple but widely known game and its rules, the main concept of building the game, objectives to create key functions for the game board, checking wins, and main logic, and an expected output of a working tic-tac-toe game.
Consulting case interview – It’s Public voorbeeldConsultancy.nl
Veel consultancybureaus maken gebruik van case interviews in het sollicitatieproces. Hoe ziet zo’n case interview eruit? En hoe kan je je optimaal voorbereiden voor een case interview?
The document presents a tic-tac-toe game created by 5 students, with an introduction to the simple but widely known game and its rules, the main concept of building the game, objectives to create key functions for the game board, checking wins, and main logic, and an expected output of a working tic-tac-toe game.
Consulting case interview – It’s Public voorbeeldConsultancy.nl
Veel consultancybureaus maken gebruik van case interviews in het sollicitatieproces. Hoe ziet zo’n case interview eruit? En hoe kan je je optimaal voorbereiden voor een case interview?
Sense & Respond: A Lean Leader's Workshop, Jeff Gothelf, Principal, Gothelf.c...Lean Startup Co.
This hands-on class focuses on managing teams and their activities. It’s also a great opportunity to connect with, share experiences with, and learn from peers–leaders who are in a similar position as you.
This is the class for you if:
You’re a senior practitioner or team leader who has run at least one lean experiment, and you’re trying to get better at running experiments.
You’re currently working on an agile team, but it feels strangely “waterfall-ish.” You’d like to move to a more continuous and iterative feedback-based process.
You have product discovery activities and product delivery activities, but they’re not as well-integrated as you’d like.
You want to build your capability to lead the change on your team and at your company
You’re managing multiple product teams and want to get better at coordinating their activities.
What you’ll learn:
How to align your teams’ efforts to larger strategy and to the needs of your business
How to frame your teams’ work in a way that encourages exploration and innovation
How to structure your projects around risk and learning with a Decision Meeting practice
How to state and track risk on an easy to maintain Risk Dashboard
How to ensure that risk and learning are considered in every iteration
How to plan, track and run a series of experiments
The document describes working as a software engineer at the European Bioinformatics Institute (EBI). It highlights that the EBI provides a strongly academic yet collaborative environment with opportunities for variety in activities like requirements gathering, design, training, and publishing. It also notes variety in skills, technologies, management styles, and personalities of colleagues. The overall environment is described as stimulating and allowing engineers to be inventive while also having commercial benefits.
This document provides tips and best practices for networking effectively in various situations, such as over the telephone, in open forums, and one-on-one. It emphasizes building relationships, focusing on helping others, being prepared, following up, and avoiding common mistakes like only talking about yourself or not following up after initial contact. Specific advice includes having an elevator pitch, marketing plan, questions to ask for guidance, and tips for different "types" of networkers one may encounter.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of planning communications that are outlined include communication requirements analysis, models, methods, meetings and developing the communications management plan.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
- The document outlines Mark Troncone's seven point employment strategy, which includes conducting self-evaluation and research before beginning an employment search.
- It recommends asking yourself 10 questions to evaluate your skills, interests, and job needs/wants to focus your search and networking efforts.
- Answering the pre-work questions can help create an effective resume, cover letter, elevator pitch, and other job search tools to market yourself to potential employers.
A six step approach to creating and updating and using a personal marketing plan for individuals in career transition. This document is to be used during one on one networking to brand yourself and to gain contacts at your defined "Target companies".
The document discusses quality management processes for a project. It describes identifying quality requirements and standards, documenting how the project will comply with requirements, and providing guidance on quality management and validation. Quality roles and responsibilities are defined, as are metrics for measuring quality and checklists for verifying quality requirements. Process improvement approaches are also covered.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
An effective step by step guideline to aide in helping you create an effective and focused Elevator Speech. If you follow the formula and practice you will brand yourself and be defined to whom ever you speak to in a very short time 1 minute. To be used by people in career transition or preparing for interviews.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides information about planning human resource management for a project. It discusses identifying project roles and responsibilities and creating an organizational chart and staffing management plan. The key inputs are the project management plan, activity resource requirements, enterprise environmental factors, and organizational process assets. Tools and techniques include organization charts, position descriptions, networking, organizational theory, and meetings. The main output is the human resource management plan which defines how project team members will be defined, staffed, managed, and released.
This document provides an overview of project cost management. It defines key processes for planning, estimating, determining budgets, and controlling costs on a project. Section 7.1 discusses planning cost management by establishing policies and documentation for managing project costs. Section 7.2 covers estimating costs by developing approximations for completing project activities. Section 7.3 involves determining the project budget by aggregating activity cost estimates. Finally, section 7.4 is about controlling costs by monitoring project spending and updating the cost baseline.
The document summarizes Project Integration Management processes from chapter 4 of an unknown book. It discusses developing the project charter and project management plan. For developing the project charter, it describes inputs like the project statement of work and business case. Tools and techniques include using expert judgement and facilitation. The key output is the project charter. For developing the project management plan, it describes integrating subsidiary plans like scope, schedule, cost, quality and risk management plans. The project management plan consolidates these to describe how the project will be executed.
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
Sense & Respond: A Lean Leader's Workshop, Jeff Gothelf, Principal, Gothelf.c...Lean Startup Co.
This hands-on class focuses on managing teams and their activities. It’s also a great opportunity to connect with, share experiences with, and learn from peers–leaders who are in a similar position as you.
This is the class for you if:
You’re a senior practitioner or team leader who has run at least one lean experiment, and you’re trying to get better at running experiments.
You’re currently working on an agile team, but it feels strangely “waterfall-ish.” You’d like to move to a more continuous and iterative feedback-based process.
You have product discovery activities and product delivery activities, but they’re not as well-integrated as you’d like.
You want to build your capability to lead the change on your team and at your company
You’re managing multiple product teams and want to get better at coordinating their activities.
What you’ll learn:
How to align your teams’ efforts to larger strategy and to the needs of your business
How to frame your teams’ work in a way that encourages exploration and innovation
How to structure your projects around risk and learning with a Decision Meeting practice
How to state and track risk on an easy to maintain Risk Dashboard
How to ensure that risk and learning are considered in every iteration
How to plan, track and run a series of experiments
The document describes working as a software engineer at the European Bioinformatics Institute (EBI). It highlights that the EBI provides a strongly academic yet collaborative environment with opportunities for variety in activities like requirements gathering, design, training, and publishing. It also notes variety in skills, technologies, management styles, and personalities of colleagues. The overall environment is described as stimulating and allowing engineers to be inventive while also having commercial benefits.
This document provides tips and best practices for networking effectively in various situations, such as over the telephone, in open forums, and one-on-one. It emphasizes building relationships, focusing on helping others, being prepared, following up, and avoiding common mistakes like only talking about yourself or not following up after initial contact. Specific advice includes having an elevator pitch, marketing plan, questions to ask for guidance, and tips for different "types" of networkers one may encounter.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of planning communications that are outlined include communication requirements analysis, models, methods, meetings and developing the communications management plan.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
- The document outlines Mark Troncone's seven point employment strategy, which includes conducting self-evaluation and research before beginning an employment search.
- It recommends asking yourself 10 questions to evaluate your skills, interests, and job needs/wants to focus your search and networking efforts.
- Answering the pre-work questions can help create an effective resume, cover letter, elevator pitch, and other job search tools to market yourself to potential employers.
A six step approach to creating and updating and using a personal marketing plan for individuals in career transition. This document is to be used during one on one networking to brand yourself and to gain contacts at your defined "Target companies".
The document discusses quality management processes for a project. It describes identifying quality requirements and standards, documenting how the project will comply with requirements, and providing guidance on quality management and validation. Quality roles and responsibilities are defined, as are metrics for measuring quality and checklists for verifying quality requirements. Process improvement approaches are also covered.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
An effective step by step guideline to aide in helping you create an effective and focused Elevator Speech. If you follow the formula and practice you will brand yourself and be defined to whom ever you speak to in a very short time 1 minute. To be used by people in career transition or preparing for interviews.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides information about planning human resource management for a project. It discusses identifying project roles and responsibilities and creating an organizational chart and staffing management plan. The key inputs are the project management plan, activity resource requirements, enterprise environmental factors, and organizational process assets. Tools and techniques include organization charts, position descriptions, networking, organizational theory, and meetings. The main output is the human resource management plan which defines how project team members will be defined, staffed, managed, and released.
This document provides an overview of project cost management. It defines key processes for planning, estimating, determining budgets, and controlling costs on a project. Section 7.1 discusses planning cost management by establishing policies and documentation for managing project costs. Section 7.2 covers estimating costs by developing approximations for completing project activities. Section 7.3 involves determining the project budget by aggregating activity cost estimates. Finally, section 7.4 is about controlling costs by monitoring project spending and updating the cost baseline.
The document summarizes Project Integration Management processes from chapter 4 of an unknown book. It discusses developing the project charter and project management plan. For developing the project charter, it describes inputs like the project statement of work and business case. Tools and techniques include using expert judgement and facilitation. The key output is the project charter. For developing the project management plan, it describes integrating subsidiary plans like scope, schedule, cost, quality and risk management plans. The project management plan consolidates these to describe how the project will be executed.
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
The document discusses project quality management. It covers quality theories, the evolution of quality management, and the three key quality management processes - plan quality management, perform quality assurance, and control quality.
Plan quality management involves identifying quality requirements and documenting how the project will demonstrate compliance. Perform quality assurance involves auditing quality requirements and results to ensure appropriate standards. Control quality involves monitoring and recording quality activities to assess performance and recommend changes.
The document discusses project risk management. It covers the processes of planning risk management, identifying risks, performing qualitative and quantitative risk analyses, and planning risk responses. The key processes involve developing a risk management plan, identifying and prioritizing risks through analysis of their probability and impact, analyzing risks numerically using various techniques, and creating options to reduce threats and enhance opportunities.
How the project Charter is the most important document to any Project manager. This presentation will guide you through the necessary sections and items to include in any Project Charter in order to be a powerful "one step / One site" tool for the entire project Team to use as reference to confirm on what project areas to accomplish or operate was agreed upon as a team - so there will not be any confusion or vagueness.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
1. The document discusses key project management concepts including process flow diagrams, major project documents, project integration management, and developing the project charter, scope statement, and management plan.
2. It describes monitoring and controlling project work, which involves comparing actual performance to plans, recommending corrective actions, and monitoring risks.
3. Integrated change control involves managing changes to the project plans, scope, schedule, and costs.
A project is a temporary endeavor with a defined start and end date, undertaken to create a unique product or service. It involves planning a sequence of interrelated activities and allocating resources to accomplish defined objectives within constraints. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. The key project management process groups are initiation, planning, execution, monitoring and control, and closure. Effective project managers need skills in areas like conflict resolution, flexibility, change management, planning, and negotiation.
This document discusses project feasibility analysis techniques. It begins by defining feasibility as the capability of being done with the means and circumstances available. For organizations, feasibility analysis is an important planning procedure to ensure a project will be effective and work as intended. The document then outlines the basic steps of feasibility analysis, which include project planning and analyzing the project's possibility of success. It discusses various factors to consider in project planning and different aspects of feasibility analysis, including technical, managerial, economic, financial, cultural and social feasibility. The overall purpose is to determine the likelihood of a project's success through a thorough planning and analysis process.
The document provides an introduction to project management. It defines a project as a temporary work effort with a defined start and finish undertaken to create a unique product, service or result. Key characteristics of projects include being unique, having a definite start and end, and utilizing skills from multiple professions. The three main constraints of a project are time, cost, and performance quality. The document also discusses the project life cycle, which typically includes phases for concept, design, execution, and commissioning. It notes that project management involves applying knowledge and techniques to meet requirements within the constraints.
Project Management and Control Techniquesssuser8e973a
This document provides an overview of key topics related to project management. It discusses the meaning and definitions of projects, including their objectives and characteristics. The different phases of the project life cycle are outlined, from concept stage through completion stage. Methods of project scheduling like PERT and CPM are mentioned. The importance of project identification, capital budgeting, generating project proposals, and project reports are covered. Factors in project analysis, evaluation and selection, financing, and implementation are also summarized.
Project Management Cycle and MS Project 2013 By Subodh Kumar PMPSubodh Kumar
This document introduces project management concepts including the project management cycle, project and product lifecycles, and the Project Management Institute (PMI) framework. It discusses that a project has a definite beginning and end and is created to deliver a unique product or service. It then explains the five process groups that make up the project management cycle according to PMI: initiation, planning, execution, monitoring and control, and closing. Finally, it provides an overview of how Microsoft Project 2013 can be used to manage the schedule, resources, and other aspects of a project.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
This document provides an introduction to project management. It defines a project as a temporary endeavor with a unique set of activities aimed at creating a product or service. Projects are classified in various ways such as by type (defensive or aggressive), size (large, medium, small), and area (technical, organizational, economic, social). The key phases of a project lifecycle are initiation, planning, execution, monitoring and control, and termination. Important aspects of project management include scheduling, risk management, and using tools such as work breakdown structures, network diagrams, and Gantt charts. The overall goal of project management is to deliver projects on time, within budget, and according to specifications.
The document provides an overview of key concepts from the Project Management Institute (PMI) including the five process groups (initiating, planning, executing, monitoring and controlling, closing), ten knowledge areas (integration, scope, time, cost, quality, etc.), and many PMI terms and principles. It explains that PMI establishes standards and best practices for project management and that their Project Management Professional (PMP) certification recognizes experienced project managers.
This document provides an overview of project management and the Project Management Professional (PMP) certification. It defines what constitutes a project, describes the five process groups of project management, and explains the project life cycle and management framework. The five process groups are initiating, planning, executing, monitoring and controlling, and closing. Project management balances the triple constraints of scope, time and cost. The document also recommends several books for PMP exam preparation.
The document discusses key concepts in project management including:
1. It defines the difference between project strategy and objectives, with strategy being the general approach and objectives being specific results to achieve.
2. It outlines the typical project life cycle including planning, implementation, testing, and commissioning phases.
3. It describes the Project Management Body of Knowledge (PMBOK) which defines 9 knowledge areas and 44 processes for effective project management.
4. It focuses on scope management and how to create a work breakdown structure (WBS) to decompose a project into deliverables and tasks. The WBS helps estimate timelines, costs, and monitor progress.
2. Introduction to PMP® Exam PrepIntroduction to PMP® Exam Prep
UnitUnit 11
٢
UnitUnit 11
3. AgendaAgenda
UnitUnit 11: Introduction to PMP® Examination Preparation: Introduction to PMP® Examination Preparation
UnitUnit 22: Project Management Framework and Standard for Project Management: Project Management Framework and Standard for Project Management
UnitUnit 33: Project Integration Management: Project Integration Management
UnitUnit 44: Project Scope Management: Project Scope Management
٣
UnitUnit 55: Project Time Management: Project Time Management
UnitUnit 66: Project Cost Management: Project Cost Management
UnitUnit 77: Project Quality Management: Project Quality Management
UnitUnit 88: Project Human resources Management: Project Human resources Management
UnitUnit 99: Project Communications Management: Project Communications Management
UnitUnit 1010 Project Risk ManagementProject Risk Management
UnitUnit 1111: Project Procurement Management: Project Procurement Management
UnitUnit 1212: Project: Project Stakeholder Management
UnitUnit 1212: Professional Responsibility: Professional Responsibility
4. Course Objectives
After completing this course, you should be able to:
•Make the most of limited study time for taking the PMP® exam
•Become familiar with the exam format and question types
•Develop a personal study plan
•Identify personal areas of competency weakness
٤
•Identify personal areas of competency weakness
•Reinforce knowledge of the tenProject Management Institute
(PMI® ) Knowledge Areas, five Project Management Process
Groups
Help you to prepare for the PMP® Certification Exam
6. PM Framework
•• What is a Project?What is a Project?
AA project is a temporary endeavor undertaken to create aproject is a temporary endeavor undertaken to create a
unique product, serviceunique product, service, or result., or result.
•• TemporaryTemporary
( definite beginning and definite end)
٦
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
•• UniqueUnique
( different location, different design, different circumstances, different
contractors etc.)
•• Progressive ElaborationProgressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.
7. What is Project Management?
٧
The application of knowledge, skills, tools and techniques
to project activities to meet the project requirements.
8. What is a Project Manager?
Project Manager - Is the individual assigned by the
performing organization as responsible for
accomplishing the project objectives
٨
A project manager's responsibility includes:
• Planning the project
• Organizing the day-to-day activities of a project
• Leading the project team
• Controlling project progress & performance
9. Project Team Member
The individuals who report either directly or indirectly to the
project manager, and who are responsible for performing
project work as a regular part of their assigned duties
Project Team
٩
All the project team members, including the project
management team, the project manager and, for some projects,
the project sponsor
Project Management Team
The members of the project team who are directly involved in
project management activities; on some smaller projects, the
project management team may include virtually all of the
project team members
14. • Project Management and Operations Management
–– Operations are an organizational function performing the ongoingOperations are an organizational function performing the ongoing
execution of activities that produce the same product or provide aexecution of activities that produce the same product or provide a
repetitive service.repetitive service.
–– At each point, deliverables and knowledge are transferred between theAt each point, deliverables and knowledge are transferred between the
project and operations for implementation of the delivered work.project and operations for implementation of the delivered work.
١٤
project and operations for implementation of the delivered work.project and operations for implementation of the delivered work.
–– Unlike the ongoing nature of operations, projects are temporaryUnlike the ongoing nature of operations, projects are temporary
endeavors.endeavors.
–– Operations Management ExamplesOperations Management Examples
•• Administrative operations,Administrative operations,
•• Manufacturing operations,Manufacturing operations,
•• Accounting operationsAccounting operations
15. • Projects and strategic planning
Projects are often utilized as a means of achieving an organization’s strategicProjects are often utilized as a means of achieving an organization’s strategic
plan.plan.
Projects are typically authorized as a result of one or more of the followingProjects are typically authorized as a result of one or more of the following
strategic considerations:strategic considerations:
١٥
–– Market demandMarket demand (e.g., Build more fuel(e.g., Build more fuel--efficient cars in response to gasolineefficient cars in response to gasoline
shortages),shortages),
–– Business needBusiness need (e.g., A training company authorizing a project to create a new(e.g., A training company authorizing a project to create a new
course to increase its revenues),course to increase its revenues),
–– Customer requestCustomer request (e.g., an electric utility authorizing a project to build a new(e.g., an electric utility authorizing a project to build a new
substation to serve a new industrial park),substation to serve a new industrial park),
–– Technological advanceTechnological advance (e.g., an electronics firm authorizing a new project to(e.g., an electronics firm authorizing a new project to
develop a faster, cheaper, and smaller laptop after advances in computer memorydevelop a faster, cheaper, and smaller laptop after advances in computer memory
and electronics technology)and electronics technology)
–– Legal requirementsLegal requirements (e.g., a chemical manufacturer authorizes a project to(e.g., a chemical manufacturer authorizes a project to
establish guidelines for the handling of a new toxic material).establish guidelines for the handling of a new toxic material).
16. • Project management office (PMO)
A (PMO) is an organizational body or entity assigned various responsibilitiesA (PMO) is an organizational body or entity assigned various responsibilities
related to the management of those projects under its domain.related to the management of those projects under its domain.
A primary function of a PMO is to support project managers in a variety ofA primary function of a PMO is to support project managers in a variety of
ways which may includeways which may include
١٦
–– Managing shared resources across all projects administered by the PMOManaging shared resources across all projects administered by the PMO
–– Identifying and developing project management methodology, best practices,Identifying and developing project management methodology, best practices,
and standards;and standards;
–– Coaching, mentoring, training, and oversight;Coaching, mentoring, training, and oversight;
–– Developing and managing project policies, procedures, templates, and otherDeveloping and managing project policies, procedures, templates, and other
shared documentation (organizational process assets); andshared documentation (organizational process assets); and
–– Coordinating communication across projects.Coordinating communication across projects.
17. • Program Management
A program is defined as a group of related projects managed in aA program is defined as a group of related projects managed in a
coordinated way to obtain benefits and control not available fromcoordinated way to obtain benefits and control not available from
managing them individually.managing them individually.
• Portfolio Management
١٧
• Portfolio Management
A portfolio is a collection of projects or programs and other work that areA portfolio is a collection of projects or programs and other work that are
grouped together to facilitate effective management of that work to meetgrouped together to facilitate effective management of that work to meet
strategic business objectives.strategic business objectives.
18. • Enterprise Environmental Factors
Refer to both internal and external environmental factors that surround or
influence a project’s success.
These factors may come from any or all of the enterprises involved in the project.
– Organizational culture, structure, and processes
– Government or industry standards
١٨
– Government or industry standards
– Infrastructure (e.g., existing facilities and capital equipment)
– Existing human resources
– Personnel administration (e.g. staffing guidelines, overtime policy)
– Company work authorization systems
– Marketplace conditions
– Stakeholder risk tolerances
– Political climate
– Organization’s established communications channels
19. The Project Life Cycle
A project life cycle is a collection of generally
sequential and sometimes overlapping project phases
whose name and number are determined by the
management and control needs of the organization or
١٩
management and control needs of the organization or
organizations involved in the project, the nature of
the project itself, and its area of application.
21. Characteristics of a Project Life CycleCharacteristics of a Project Life Cycle
٢١
22. StakeholdersStakeholders
Stakeholders are persons or organizations (e.g., customers, sponsors, theStakeholders are persons or organizations (e.g., customers, sponsors, the
performing organization, or the public), who are actively involved in the project orperforming organization, or the public), who are actively involved in the project or
whose interests may be positively or negatively affected by the performance orwhose interests may be positively or negatively affected by the performance or
completion of the project.completion of the project.
٢٢
23. Organizational InfluencesOrganizational Influences
Since projects are typically part of an organization that is larger
than the project, the project is influenced by a number of aspects
of the larger organizational structure:
Organizational process assetsOrganizational process assets
include any or all process related assets, from any or all of the organizations
involved in the project that can be used to influence the project’s success
٢٣
Organizational Cultures and StylesOrganizational Cultures and Styles
Most organizations have developed unique and describable cultures that often
have a direct influence on the project.
Organizational StructureOrganizational Structure
The structure of the performing organization often constrains the availability of
resources.
24. Organizational InfluencesOrganizational Influences
Organizational process assetsOrganizational process assets
Organizational process assets may be grouped into two categories:
Processes and ProceduresProcesses and Procedures
• Organizational standard processes such as standards, policies
• Organization communication requirements
٢٤
• Organization communication requirements
• Financial controls procedures
• Change control procedures,
Corporate Knowledge BaseCorporate Knowledge Base
• Process measurement databases
• Project files
• Historical information
• Lessons learned knowledge bases
27. Project Management Process Groups
•• A project consists of project management processes that are defined byA project consists of project management processes that are defined by
its inputs, tools and techniques, and outputsits inputs, tools and techniques, and outputs
•• The Project Manager and the project team are responsible forThe Project Manager and the project team are responsible for
determining what processes from the Process Groups will be employeddetermining what processes from the Process Groups will be employed
and the degree of rigor to be applied to the execution of the processes toand the degree of rigor to be applied to the execution of the processes to
achieve the objectives of the projectachieve the objectives of the project
٢٧
achieve the objectives of the projectachieve the objectives of the project
•• Project Management processes address the description andProject Management processes address the description and
organization of the work of the projectorganization of the work of the project
•• ProductProduct--Oriented processes address the specification and creation ofOriented processes address the specification and creation of
the project productthe project product
•• Project management processes and productProject management processes and product--oriented processes overlaporiented processes overlap
one another and interact throughout the project life cycleone another and interact throughout the project life cycle
28. Project Management Process Groups
•• Initiating process groupInitiating process group
Performed to define a new project or a new phase of an existing project byPerformed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.obtaining authorization to start the project or phase.
•• Planning processPlanning process groupgroup
Performed to establish the total scope of the effort, define and refine thePerformed to establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those objectives.objectives, and develop the course of action required to attain those objectives.
•• Executing processExecuting process groupgroup
٢٨
•• Executing processExecuting process groupgroup
Performed to complete the work defined in the project management plan toPerformed to complete the work defined in the project management plan to
satisfy the project specifications.satisfy the project specifications.
•• Monitoring and Controlling processMonitoring and Controlling process groupgroup
The processes required to track, review, and regulate the progress andThe processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the plan areperformance of the project; identify any areas in which changes to the plan are
required; and initiate the corresponding changes.required; and initiate the corresponding changes.
•• Closing processClosing process groupgroup
Performed to finalize all activities across all project management process groupsPerformed to finalize all activities across all project management process groups
to formally complete the project, phase, or contractual obligations.to formally complete the project, phase, or contractual obligations.
29. Mapped to the Plan-Do-Check-Act Cycle
Project Management Process Groups
٢٩Plan what you DO and Do what you PlanedPlan what you DO and Do what you Planed
31. Process Interactions
Project Management Process Groups are linked by the objectives theyProject Management Process Groups are linked by the objectives they
produce, with the results or outcomes of one generally becoming an input toproduce, with the results or outcomes of one generally becoming an input to
another or is a deliverable of the projectanother or is a deliverable of the project
٣١
Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management
processes appear in more than one of the Project Management Process Groups; many of these
will be addressed only once in the following Units unless additional information specific to a
Process Group needs to be addressed
39. 1 ) progressive elaboration means:
A ) Implementation of the project must progress strictly
according to the initial project management plan.
B ) Project processes are iterated as more detailed as more
information is uncovered throughout the project life
٣٩
information is uncovered throughout the project life
cycle.
C ) Project management plans must be elaborate in order to
be effective.
D ) Distinct processes are developed for each project.
40. 1 ) progressive elaboration means:
A ) Implementation of the project must progress strictly
according to the initial project management plan.
B ) Project processes are iterated as more detailed as more
information is uncovered throughout the project life
٤٠
information is uncovered throughout the project life
cycle.
C ) Project management plans must be elaborate in order to
be effective.
D ) Distinct processes are developed for each project.
41. 2 ) the project manager’s role during the executing
process group of the project can BEST be described as
a (an) :
A ) Director.
٤١
B ) Integrator.
C ) Coordinator.
D ) leader.
42. 2 ) the project manager’s role during the executing
process group of the project can BEST be described as
a (an) :
A ) Director.
٤٢
B ) Integrator.
C ) Coordinator.
D ) leader.
43. 3 ) Which of the following would be the MOST appropriate thing
to do during the planning process group?
A ) work with stakeholders to determine their
communication preferences.
٤٣
B ) Determine the initial project organization.
C ) refine control limits.
D ) complete scope verification.
44. A ) work with stakeholders to determine their
communication preferences.
3 ) Which of the following would be the MOST appropriate thing
to do during the planning process group?
٤٤
B ) Determine the initial project organization.
C ) refine control limits.
D ) complete scope verification.
45. 4 ) The high-level project schedule constraints have just been
determined. What project management process group are
you in?
A ) Initiating.
٤٥
B ) planning.
C ) Executing.
D ) Monitoring and controlling.
46. 4 ) The high-level project schedule constraints have just been
determined. What project management process group are
you in?
A ) Initiating.
٤٦
B ) planning.
C ) Executing.
D ) Monitoring and controlling.
47. 5 ) The project charter is created in which project
management process group?
A ) Executing.
٤٧
B ) Planning.
C ) Closing.
D ) Initiating.
48. 5 ) The project charter is created in which project
management process group?
A ) Executing.
٤٨
B ) Planning.
C ) Closing.
D ) Initiating.
49. 6 ) One of your team members informs you that he does not
know which of the many projects he is working on is the most
important. Who should determine the priorities among projects
in a company?
A ) Project manager.
٤٩
A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.
50. 6 ) One of your team members informs you that he does not
know which of the many projects he is working on is the most
important. Who should determine the priorities among projects
in a company?
A ) Project manager.
٥٠
A ) Project manager.
B ) Sponsor.
C ) PMO.
D ) Team.
51. 7 ) Which of the following BEST describes the
major constraints on a project?
A ) Scope, number of resources, and cost.
B ) Scope, cost, and time
٥١
B ) Scope, cost, and time
C ) Scope, time, cost, quality, risk, and customer
satisfaction.
D ) Time, cost, and number of changes.
52. 7 ) Which of the following BEST describes the
major constraints on a project?
A ) Scope, number of resources, and cost.
B ) Scope, cost, and time
٥٢
B ) Scope, cost, and time
C ) Scope, time, cost, quality, risk, and customer
satisfaction.
D ) Time, cost, and number of changes.
53. 8 )A frequent complaint about matrix
organizations is that communications are:
A ) Hard to automate.
٥٣
B ) Closed and inaccurate.
C ) Complex.
D ) Misleading.
54. 8 )A frequent complaint about matrix
organizations is that communications are:
A ) Hard to automate.
٥٤
B ) Closed and inaccurate.
C ) Complex.
D ) Misleading.
55. 9 ) To obtain support for the project throughout the
performing organization. It’s BEST if the project manager:
A ) Ensure there is a communication management plan.
B ) Correlates the need for the project to the organization’s
٥٥
B ) Correlates the need for the project to the organization’s
strategic plan.
C ) Connects the project to the personal objectives of the
sponsor.
D ) Ensures that the management plan includes the
management of the team members.
56. 9 ) To obtain support for the project throughout the
performing organization. It’s BEST if the project manager:
A ) Ensure there is a communication management plan.
B ) Correlates the need for the project to the organization’s
٥٦
B ) Correlates the need for the project to the organization’s
strategic plan.
C ) Connects the project to the personal objectives of the
sponsor.
D ) Ensures that the management plan includes the
management of the team members.
57. 10 ) Who has the MOST power in a projectized
organization?
A ) The project manager
٥٧
B ) the functional manager
C ) The team
D ) They all share power.
58. 10 ) Who has the MOST power in a projectized
organization?
A ) The project manager
٥٨
B ) the functional manager
C ) The team
D ) They all share power.
59. Key Messages for Unit 3
•Project Management Framework and Project Integration Management Study
Notes from the PMP® Exam Prep Study Guide
•The PMBOK® Framework (first three chapters): Introduction, The Project Life
Cycle and Organization; and The Standard for Project Management of a Project
•The mapping of the nine Knowledge Areas to the five Process Groups It's very
important for exam takers to understand this mapping! This is at the heart of the
٥٩
important for exam takers to understand this mapping! This is at the heart of the
PMI® exam
•Know the linkages between the five Project Management Process Groups
•Know the difference between a project and a program
•Know key definitions (refer to list in study notes or PMBOK® Guide Glossary)
•Know the phases of a generic life cycle
•Know what is entailed in each of the phases of a generic life cycle