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Flashcards in PMBOK Chapter 3 Deck (47)
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1

The __________ plays a critical role in the leadership of a project team in order to achieve the project's objectives.

project manager

2

A project managers role is comparable to the ________ in a band.

Conductor

3

The _________ provides written communications (e.g., documented plans and schedules) and communicates in real time with the team using meetings and verbal or nonverbal cues.

project manager

4

Typically, the __________ focuses on providing management oversight for a functional or business unit.

functional manager

5

___________ are responsible for ensuring that business operations are efficient.

Operations managers

6

The __________ is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

project manager

7

The project manager uses ___________ to balance the conflicting and competing goals of the project stakeholders in order to achieve consensus.

soft skills (e.g., interpersonal skills and the ability to manage people)

8

The ability to communicate with stakeholders, including the team and sponsors applies across multiple aspects of the project including, but not limited to, the following:

Developing finely tuned skills using multiple methods (e.g., verbal, written, and nonverbal);
Creating, maintaining, and adhering to communications plans and schedules;
Communicating predictably and consistently;
Seeking to understand the project stakeholders’ communication needs (communication may be the only deliverable that some stakeholders received until the project's end product or service is completed);
Making communications concise, clear, complete, simple, relevant, and tailored;
Including important positive and negative news;
Incorporating feedback channels; and
Relationship skills involving the development of extensive networks of people throughout the project manager's spheres of influence.

9

The project manager proactively interacts with other project managers. Other independent projects or projects that are part of the same program may impact a project due to but not limited to the following:

Demands on the same resources,
Priorities of funding,
Receipt or distribution of deliverables, and
Alignment of project goals and objectives with those of the organization.

10

The __________ also works with the project sponsor to address internal political and strategic issues that may impact the team or the viability or quality of the project.

project manager

11

Depending on the organizational structure, a project manager may report to a ________

functional manager.

12

In other cases, a project manager may be one of several project managers who report to a _________ who is ultimately responsible for one or more organization-wide projects.

PMO or a portfolio or program manager

13

Industry trends the project manager should stay informed about are:

Product and technology development;
New and changing market niches;
Standards (e.g., project management, quality management, information security management);
Technical support tools;
Economic forces that impact the immediate project;
Influences affecting the project management discipline; and
Process improvement and sustainability strategies.

14

Continuing knowledge transfer and integration is very important for the project manager. This knowledge transfer and integration includes but is not limited to:

Contribution of knowledge and expertise to others within the profession at the local, national, and global levels (e.g., communities of practice, international organizations); and
Participation in training, continuing education, and development:
In the project management profession (e.g., universities, PMI);
In a related profession (e.g., systems engineering, configuration management); and
In other professions (e.g., information technology, aerospace).

15

“The ________ may serve as an informal ambassador by educating the organization as to the advantages of project management with regard to timeliness, quality, innovation, and resource management.

project manager

16

The talent triangle focuses on three key skill sets:

Technical project management.
Leadership.
Strategic and business management.

17

Technical project management is:

The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. The technical aspects of performing one's role.

18

Leadership is:

The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals.

19

Strategic and business management is:

The knowledge of and expertise in the industry and organization that enhances performance and better delivers business outcomes.

20

Project managers frequently rely on __________ to perform well.

expert judgment

21

Top project managers key skills:

Focus on the critical technical project management elements for each project they manage. This focus is as simple as having the right artifacts readily available. At the top of the list were the following:
Critical success factors for the project,
Schedule,
Selected financial reports, and
Issue log.
Tailor both traditional and agile tools, techniques, and methods for each project.
Make time to plan thoroughly and prioritize diligently.
Manage project elements, including, but not limited to, schedule, cost, resources, and risks.

22

Project managers should be knowledgeable enough about a business to be able to:

Explain to others the essential business aspects of a project;
Work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy; and
Implement that strategy in a way that maximizes the business value of the project.

23

In order to make the best decisions regarding the successful delivery of their projects, project managers should seek out and consider the expertise of the __________ who run the business in their organization.

operational managers

24

At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization:

Strategy;
Mission;
Goals and objectives;
Products and services;
Operations (e.g., location, type, technology);
The market and the market condition, such as customers, state of the market (i.e., growing or shrinking), and time-to-market factors, etc.; and
Competition (e.g., what, who, position in the market place).

25

The project manager should apply the following knowledge and information about the organization to the project to ensure alignment:

Strategy,
Mission,
Goals and objectives,
Priority,
Tactics, and
Products or services (e.g., deliverables).

26

The project manager determines how business and strategic factors could affect the project while understanding the interrelationship between the project and the organization. These factors include but are not limited to:

Risks and issues,
Financial implications,
Cost versus benefits analysis (e.g., net present value, return on investment), including the various options considered,
Business value,
Benefits realization expectations and strategies, and
Scope, budget, schedule, and quality.

27

Through the application of business knowledge, a project manager has the ability to make the appropriate decisions and recommendations for a project. As conditions change, the project manager should be continuously working with the ___________ to keep the business and the project strategies aligned.

project sponsor

28

A common denominator in all projects is _________.

people

29

A large part of the project manager's role involves dealing with ________.

people

30

Qualities and skills of a leader include but are not limited to:

Being a visionary (e.g., help to describe the products, goals, and objectives of the project; able to dream and translate those dreams for others);
Being optimistic and positive;
Being collaborative;
Managing relationships and conflict by:
Building trust;
Satisfying concerns;
Seeking consensus;
Balancing competing and opposing goals;
Applying persuasion, negotiation, compromise, and conflict resolution skills;
Developing and nurturing personal and professional networks;
Taking a long-term view that relationships are just as important as the project; and
Continuously developing and applying political acumen.
Communicating by:
Spending sufficient time communicating (research shows that top project managers spend about 90% of their time on a project in communicating);
Managing expectations;
Accepting feedback graciously;
Giving feedback constructively; and
Asking and listening.
Being respectful (helping others retain their autonomy), courteous, friendly, kind, honest, trustworthy, loyal, and ethical;
Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and decisive;
Giving credit to others where due;
Being a life-long learner who is results- and action-oriented;
Focusing on the important things, including:
Continuously prioritizing work by reviewing and adjusting as necessary;
Finding and using a prioritization method that works for them and the project;
Differentiating high-level strategic priorities, especially those related to critical success factors for the project;
Maintaining vigilance on primary project constraints;
Remaining flexible on tactical priorities; and
Being able to sift through massive amounts of information to obtain the most important information.
Having a holistic and systemic view of the project, taking into account internal and external factors equally;
Being able to apply critical thinking (e.g., application of analytical methods to reach decisions) and identify him or herself as a change agent.
Being able to build effective teams, be service-oriented, and have fun and share humor effectively with team members.