Hot Topics Flashcards for Passing the PMP and CAPM Exam 5th Edtion(Rita Mulcahy的教材).pdf

FlashcardsForPassingthePMfandCAPMExamsFifthEdition Copyright 2005Rita Mulcahy,PMPRMC Publications,Inc.AllRights Reserved.No partofthis publication may becopied or reproduced in any formwhatsoever,stored in a retrievalsystem,or transmitted in any formwithout the prior written permissionofthe author.ISBN 1-932735-01-1LibraryofCongress Control Number:2005905459Printed in the U.S.A.For more information see:E-mail:Web:Phone:952.846.44842WARNING:This is not astand-alone product!You will needother review materials in order to passthe PMP or CAPM exam.We make nowarranties or representations that useofthese materials will result inpassageofeither exam.This book isdesigned to work with the bookPMPExam Prep5th Edition by RitaMulcahy,PMP,available .Ifyou arestudying for the PMP exam,use thechapter references on each Hot Topicsflashcard to find further information inthe PMP Exam Prep Book.PMP,PMBOK and CAPM are marks of the ProjectManagement Institute,Inc.RMC Project Management,Inc.has been reviewed and approved as a provider ofproject management training by the Project ManagementInstitute(PMI).As a PMI Registered Education Provider(R.E.P.)RMC Project Management has agreed to abide byPMI-established quality assurance criteria.3TableofContentsIntroduction3How To Use This Book5About Us6RMCProducts7Framework9Integration43Scope87Time127Cost193Quality263Human Resources353Communications403Risk443Procurement517Professional and Social Responsibility6234HowTo Use This Book:Thisbook has been updated for thePMBOK Guide-Third Edition,designed as a portable reference to theHot Topics on the PMP and CAPMexams,to be used to improve testtaking speed and information recall.Note that the Professional and SocialResponsibility chapter is not coveredin the CAPM exam.Read the frontofeach page and see ifyou can recall the items on the backofthe page and know what they mean.Ifstudying for the PMP exam,HotTopics you are unfamiliar with shouldbe reviewed in the bookPMPExamPrep,5th Edition and thePMBOKGuide.An audio versionofHot Topicsis also available on CD-ROM.5About UsRita Mulcahy,PMP,is an internationallyrecognized expertin projectmanagement and asought afterspeaker,trainer and author.She hassix project management books andproducts to her credit,and was aContributor and Reviewer to thePMBOK Guide-Third Edition.Rita has spoken at PMIs annualproject management symposium tostanding room only crowds and hasbeen asked to present encores for anunheardoffour years!RMC Project Management,Inc.provides Tricksofthe Trade forproject management,PMP examprep and advanced projectmanagement training.See us .6SeetherestofourPMPandCAPMExamP.TheBookPM?ExamPrep,jhEditionThis is the onlyaccelerated guideto the PMP exam,and is currentlyused in more than40 countries.ThisCourse in a Bookcontains reviewmaterial,exercises,activities,games,and insider tips,andcan decrease study time to only about120 hours.7PM FASTrack ExamSimulation SoftwareBased on a psychometric review with morethan 1,300 questions in six testing modes.Take A Course:Project Management TricksoftheTrade-A three-day PM course coveringthe project management process using PMIterminology with real-world applications.ThePMPExam Prep CourseThis two-day accelerated learning course isdesigned to help you prepare for the PMPExam with the most understandingofprojectmanagement and the least amountofstudy!Study less than 40 hours after taking thecourse!This course includes the PMP ExamPrep System.8.What is the definitionofaproject?9 Temporary Unique ProgressivelyelaboratedSee the Framework Chapter10What is the definitionofaprogram?11A groupofinterrelatedprojects,managed in acoordinated waySee the Framework Chapter12What is a product lifecycle?13The cycleofa productslife from conception towithdrawalSee the Framework Chapter14What is a project lifecycle?15What you need to do toDOthe workIt varies by industry andtypeofprojectSee theFrameworkChapter16What is the projectmanagement process?17What you need to do toMANAGE the workInitiatingPlanningExecuting Monitoring andcontrollingClosingSee the Framework Chapter18What is a projectmanagement office?19A department thatcentralizes themanagementofprojectsThe PMO providestemplates and guidelines,shares lessons learnedbetween projects and isrepresented on the changecontrol boardSee the Framework Chapter20-What is a constraint?21Anything that limits theteams optionsThese include:Imposed milestone datesCash flow requirements Resources availableSee the Framework Chapter22What are the componentsofthe triple constraint?What is it used for?23CostTimeScopeQualityRiskCustomer satisfactionItis used to help evaluatecompeting demandsSee the Framework Chapter24Who are stakeholders?25Anyone whose interests maybe positively or negativelyimpacted by the project,including:Project managerCustomerSponsor Performing organization TeamFunding sourcesEnd userSocietyPMOSee the Framework Chapter26What should we do withstakeholders?27Identify all stakeholdersDetermine alloftheirrequirementsDetermine alloftheirexpectationsCommunicate with them Manage their influenceSee the Framework Chapter28-What are three primaryformsoforganization?29 FunctionalProjectizedMatrixSee the Framework Chapter30What is a functionalorganization?31The company isgrouped by areasofspecialization(e.g.,accounting,marketing)See the Framework Chapter32-.-.-.-.-.-What is a projectizedorganization?33The company is groupedby projectThe team has nodepartment to go to atproject endThe project manager hastotal controloftheresourcesSee the Framework Chapter34What is a matrixorganization?35A blendoffunctional andprojectized organizationwhere the team membershave two bossesSee theFrameworkChapter36-What is a strong matrixorganization?37A matrix organizationwhere the balanceofpower rests with theproject manager insteadofthe functional managerSee the Framework Chapter38What is a weak matrixorganization?39A matrix organizationwhere the balanceofpowerrests with the functionalmanager insteadoftheproject managerProject management rolesinclude:Project expediter Project coordinatorSee the Framework Chapter40Whatis a balanced matrixorganization?41An organization wherepower is equally balancedbetween project managersand functional managersThis is the preferred formofmatrixSee the Framework Chapter42What is the processofintegration management?43 Develop projectcharter Develop preliminaryproject scope statement Develop projectmanagement plan Direct and manageproject execution Monitor and controlproject work Integrated changecontrol Close projectSee the Integration Chapter44What are the methods toselect a project?45 Benefit measurement(comparative)Constrainedoptimization(mathematical)See the Integration Chapter46What is develop projectmanagement plan?What is its output?47The processofcreating aproject management planthat is bought into,approved,realistic andformalOutput:The projectmanagement planSee the Integration Chapter48What is the preliminaryproject scope statement?49Created with input from thesponsor,it is the firstattempt to determine theproject scopeWhat must be done toaccomplish the projectobjectivesSee the Integration Chapter50What are key outputsofdirect and manage projectexecution?51 Deliverables Requested changes Implemented changerequests,correctiveand preventive actionsand defect repairSee the Integration Chapter52What are key outputsofmonitor and controlproject work?53 Recommendedcorrective actions,preventive actions anddefect repair Requested changes ForecastsSee the Integration Chapter54What are key outputsofintegrated change control?55 Approved changerequests,correctiveactions,preventiveactions and defectrepair Rejected changerequests Validated defect repair DeliverablesSee the Integration Chapter56Whatarekeyoutputsofcloseproject?57 Administrative and contractclosure procedures Final product Formal acceptance Project files Project closure documents Organizational processassets updatesSee the Integration Chapter58Explain the projectmanagers role asintegrator.59Making sure all the piecesofthe project are properlycoordinated and puttogether into one cohesivewholeSee the Integration Chapter60What are baselines?61Partsofproject managementplan used to measureperformance againstIncludes:Schedule baseline Scope baseline Cost baseline Quality baseline Performance measurementbaselinesCan change with approvedchangesSee the Integration Chapter62What is the projectstatementofwork?63Describes need,productscope and how project fitsinto the strategic planCreated by thecustomer/sponsor prior to thebeginningofthe projectIs later refined into thepreliminary and project scopestatementsSee the Integration Chapter64What is a workauthorization system?65A formal procedure forsanctioning project workto ensure work is done atthe right time,and in theproper sequenceSee the Integration Chapter66-What is configurationmanagement?67Making sure everyoneknows what versionofthescope,schedule and othercomponentsofthe projectmanagement plan are thelatest versionsSee the Integration Chapter68-Whatis a change controlsystem?69A systemofformalprocedures,set up in advance,defining how projectdeliverables anddocumentation are controlled,changed and approvedSee the Integration Chapter70-What are enterpriseenvironmental factors?When are they used?71Company culture andexisting systems that theproject will have to dealwith or can make useofUsed throughout theproject managementprocessSee the Integration Chapter72What are organizationalprocess assets?When are they used?73 Company processes andprocedures Historical information Lessons learnedUsed throughout theproject managementprocessSee the Integration Chapter74What is historicalinformation?75Recordsofpast projectsused to plan and managefuture projectsRecordsofcurrent projectto become partoforganizational processassetsSee the Integration Chapter76What is a projectmanagement informationsystem?77The manual andautomated system tosubmit and track changes,and monitor and controlproject activitiesSee the Integration Chapter78-What is a change controlboard?Whomaybe on it?79A groupofpeople thatapproves or rejectschangesMayinclude:Project manager Customer Outside experts Sponsor OthersSee the Integration Chapter80What are change requests?When are they approved?81Fonnal requests to changepartsofthe project afterthe project managementplan is approvedThey are approved inintegrated change controlSee the Integration Chapter82-What are preventive actions?83Actions taken to deal withanticipated or possibledeviations from theperformance baselinesSee the Integration Chapter84-What are corrective actions?85Actions taken to bringexpected future projectperformance in line withthe project managementplanSee the Integration Chapter86-What is a project charter?How does it help the project?87A document issued by thesponsor during projectinitiating that:Formally recognizesthe existenceoftheproject Gives the projectmanager authority Documents thebusiness need,justification,customerrequirements and theproduct or service tosatisfy thoserequirementsSee the Scope Chapter88What is the processofscope management?89 Scope planning Scope definition Create WBS Scope verification Scope controlSee the Scope Chapter90-.-What is the key outputofscope planning?91Project scope managementplanSee the Scope Chapter92What are the key outputsofscope definition?93 Project scopestatement Requested changesSee the Scope Chapter94-.-.,-What are the key outputsofcreate WBS?95 Workbreakdown structure(WBS)WBS dictionary Scope baseline Requested changesSee the Scope Chapter96What are the key outputsofscope verification?97 Customer formalacceptanceofprojectdeliverables Requested changesSee the Scope Chapter98.-What are the key outputsofscope control?99 Accepted deliverables Requested changes Recommendedcorrective actionsSee the Scope Chapter100What is the definitionofscope management?101 Doing all the work,and only the work,included in the project Determiningifwork isincluded in the projector notSee the Scope Chapter102-What is a scopemanagement plan?103Partofthe projectmanagement planA plan for how scope willbe planned,executed andcontrolledSee the Scope Chapter104What is a project scopestatement?What are the key itemsincluded?105A written descriptionofthe project deliverablesand the work required tocreate those deliverablesItincludes:Project objectives Product scope Project requirements Project boundaries Project deliverables Product acceptancecriteria Project constraints andassumptionsSee the Scope Chapter106-Stakeholder analysis is partofwhich scope managementprocess?107Stakeholder analysis occursduring the processofscopedefinition.See the Scope Chapter108Product analysis ispartofwhich scopemanagement process?109Product analysis occursduring the processofscope definition.See the Scope Chapter110-What is a work breakdownstructure(WBS)?What is it used for inplanning?111Created during projectplanning by the team andused to define ordecompose the project intosmaller,more manageablepiecesUsedto help determineproject staffing,estimating,scheduling andrisk managementSee the Scope Chapter112What do work breakdownstructures show?113 Hierarchy Interrelationships Work packages Control account Numbering systemSee the Scope Chapter114-What is scopedecomposition?115Subdividing the majordeliverables into smaller,more manageablecomponentsSee the Scope Chapter116.-.-.-What is aWBSdictionary?117A descriptionofthe workto be done for each workpackageSee the Scope Chapter118-Howareworkpackagesdifferent from activities?119Activities are generatedfrom each work packageWork packages are shownin a WBSActivities are shown in anactivity list and networkdiagramSee the Scope Chapter120-What is scopeverification?When is it done?121The processofformalizingacceptanceofthe projectscope by thestakeholders/customerItis done during projectmonitoring and controllingand at the endofeachphaseofthe project lifecycleSee the Scope Chapter122-_.-What is the differencebetween product scopeand project scope?123Product scope isrequirementsProject scope is the projectmanagement work neededto accomplish the productscopeSee the Scope Chapter124._-What makes up the scopebaseline?125 Scope statement WBS WBS dictionarySee the Scope Chapter126What is the processoftime management?127 Schedule managementplanning Activity definition Activity sequencing Activity resourceestimating Activity durationestimating Schedule development Schedule controlSee theTimeChapter128What is the key outputofschedule managementplanning?129Aschedule managementplanSee the Time Chapter130What is the key outputofactivity definition?131Activity listSee the Time Chapter132-.-What is the key outputofactivity sequencing?133Network diagramSee the Time Chapter134-.-What is the key outputofactivity resourceestimating?135Activity resourcerequirementsSee the Time Chapter136-What is the key outputofactivity durationestimating?137Activity duration estimatesSee the Time Chapter138-What is scheduledevelopment?What are its key outputs?139The actions and toolsnecessary to create ab