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Flashcards in Adapting the Project Management Processes Deck (19)
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1

Closing

The period when a project or phase moves through formal acceptance to bring the project or phase to an orderly conclusion.

2

Controlling

Process in which the project is controlled and managed; the project manager controls the project scope and changes and monitors changes to the project budget, schedule and scope by comparing plans to actual results and taking corrective action as necessary.

3

Executing

Action in which the project plans are carried out or executed. The project manager coordinates people and other resources to complete the plan.

4

Facilitating Processes

These processes support the project management core processes. They are done as needed throughout the project. The facilitating processes are quality planning, communications planning, organizational planning, staff acquisition, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, procurement planning, and solicitation planning.

5

Initiating

This process group begins the project. The business needs are identified and a product description is created. The project charter is written, and the project manager is selected.

6

Planning

This process group is iterative. All planning throughout the project is handled within the planning process group.

7

Process Groups

The five process groups--initiation, planning, executing, controlling, and closing--comprise projects and project phases. These five process groups have sets of actions that move the project forward towards completion.

8

Project charter

The charter authorizes the project, the project manager, and the required resources to complete the project work.

9

Project Communications Management

A project communications plan determines who needs what information, how they need it, and when it will be delivered. The plan specifies team meetings, reports, expectations for reports, and expectations of communication among team members. The plan must account for all needed communications within the project.

10

Project Cost Management

Controlling the project's cost requires accurate estimates and then a check and balance against those estimates.

11

Project Human Resources Management

The project manager must use human resource and leadership skills to guide and lead the project team to project completion.

12

Project Integration Management

The day-to-day actions of the project manager to ensure that all parts of the project work together. Composed of project plan development, project plan execution, and integrated change control.

13

Project management Processes

Projects are comprised of processes. People, not things, complete processes; processes move the project or phase to completion.

14

Project Procurement Management

Part of the executing process is to find the best vendors to be involved with the project. Adequate timing is required for the procurement process to allow the vendors to provide adequate, appropriate information for the project--and to allow the project manager to make an educated decision on which should be selected.

15

Project Quality Management

Quality Control (QC) measures work results to determine if they are in alignment with quality standards.

16

Project Risk Management

The initial risk assessment allows the project manager and the project team to determine what high-level risks may influence the feasibility, resources, and requirements to complete the project. Risk assessment is an ongoing, active project management process.

17

Project Scope Management

Project scope management, according to the PMBOK, is "the processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully."

18

Project Time management

The project schedule is dependent on the creations of the WBS, the PND, and the availability of the resources. Based on when the resources, the project team, and other required resources, such as equipment and facilities, are available, the schedule can be determined.

19

Scope Statement

A document that describes the work, and only the required work, to meet the project objectives. The scope statement establishes a common vision among the project stakeholders to establish the point and purpose of the project work. It is used as a baseline against which all future project decisions are made to determine if proposed changes or work-results are aligned with expectations.