Project Management Processes Quiz

The process of defining the specific tasks (activities) that must be completed to achieve the project objectives.

The process of arranging the order in which the project activities must be performed.

This process involves creating a comprehensive project schedule, including start and end dates for each activity, considering dependencies, and allocating resources.

The process of monitoring and controlling the project schedule to ensure it's being followed.

This process group involves defining and authorizing the project.

These are structured sessions with key stakeholders to gather detailed product requirements.

These are early working versions of a product, used to gather feedback on the requirements.

This occurs when one activity has to be completed before another can start, creating a delay in the successor activity.

This stage in team development is marked by potential conflict and the need for team members to collaborate effectively for success. If they fail to work together, performance may be negatively impacted.

This risk response strategy involves transferring the risk to another party, essentially making them responsible for managing it.

This visual tool shows the relationship between two variables, helping to identify potential causes or factors contributing to quality defects.

This contract type features a fixed price at the start, but allows for incentives based on meeting cost, schedule, or performance targets. Bonuses are given for exceeding objectives.

This process involves combining the costs of individual activities to create a comprehensive cost baseline for the project.

A document that outlines the project's scope and clarifies the boundaries between what's included and what's outside the project's deliverables.

Projects can be terminated early if a project is stopped prematurely or if the need for the project no longer exists, resulting in an early end to its lifecycle.

An input that is used to guide the planning and execution of quality-related activities, ensuring that quality standards are effectively incorporated into the project.

PMOs that provide guidance, templates, and best practices for project managers are known as Supportive PMOs. Their focus is to facilitate and support project execution.

Procurement management in agile projects emphasizes collaboration between buyers and sellers, including risk and reward sharing. Flexible teams and potentially extended teams are facilitated, often working virtually. Agile can be combined with traditional project management, depending on the project scope and requirements.

Large organizations often use the Predictive lifecycle for major enterprise-wide system deployments. These projects are typically well-defined with a clear scope and schedule.

In a RACI matrix, the 'Accountable' role represents the individual who ultimately owns the decision and bears responsibility for its outcome.

Plan Risk Management involves identifying potential risks, analyzing their probability and impact, and planning responses. Activities include brainstorming risk sources, analyzing stakeholders' risk tolerance, and exploring risk mitigation options, including risk transfer.

Plan Procurement Management is the process of defining the procurement approach, identifying potential sellers, and developing procurement documents. This involves outlining the project's needs and determining how to acquire the necessary goods and services effectively.

The 'Manage Quality' process involves ensuring that the project meets quality standards. It encompasses various tools and techniques such as benchmarking, checklists, testing, and inspection planning. This process helps achieve intended results and customer satisfaction.

Quantitative risk analysis helps prioritize risks based on their potential impact on project outcomes. Visualization tools like Tornado diagrams illustrate the impact of risk factors.

A cost of quality (COQ) category that represents the cost of evaluating whether products or services meet quality requirements.

A technique used in resource acquisition where team members are ranked based on their skills and suitability for a project.

A contract type where the final cost isn't fixed upfront. It is helpful when needing to bring in resources on an as-needed basis.

A process for identifying and managing potential problems or threats to a project's success. It aims to reduce risks and protect project objectives.

A knowledge area focused on engaging with project stakeholders, identifying their needs, and managing their expectations.

A cost of quality (COQ) category representing the cost of preventing defects from happening in the first place.

A process used to track, manage, and approve changes within a project.

The lowest level in the WBS, representing the smallest unit of work that can be scheduled and tracked.

A technique used in resource management where specific resources are assigned to specific tasks before the project starts.

This describes a task that must be completed before another task can begin. It's a dependency in the project schedule.

This refers to the features or functions of a product or service that meet business objectives in a project.

The process of establishing the logical order of tasks based on dependencies within the project.

This describes the process of identifying and managing all the resources needed to complete a project.

These are the documents that detail what the customer or sponsor needs. It includes various levels of detail.

This describes the process of identifying and classifying the various stakeholders involved in a project.

The Salience Model explains that decisions are made based on the relative importance or 'salience' of different factors, not all factors being equal. Each factor has their own weight based on the situation's context and individual's perception.

The Salience Model is a framework that helps to understand how people make decisions in complex scenarios. It helps to explain why someone might make a decision that seems illogical or irrational based on all the information available.

Factors are not created equal when making a decision. Some factors have a higher salience due to their relevance to the situation or individual needs. These factors are more likely to influence the decision, even if they are not objectively the most significant.

Salience can be influenced by various factors, such as personal experiences, cultural background, and emotional attachments. These factors influence how individuals perceive and prioritize information.

The Salience Model suggests that it is essential to identify and understand the factors that are most salient to an individual in specific situations to predict decision-making.

The Salience Model can be used to analyze various situations and understand the factors that drive decision-making. For example, a marketing agency might use the Salient Model to understand how consumers select particular brands based on key features, such as price, quality, or brand reputation.

The Salience Model works by weighting factors based on perceived importance. This weighting can change based on the situation's context. Factors that are important in one situation may be less important in another.

The Salience Model is a mental shortcut that allows people to make decisions in situations involving limited cognitive resources. It helps simplify the decision-making process by highlighting key factors.

The Salience Model provides a framework for understanding decisions influenced by emotions. Factors with emotional significance are more likely to have high salience than those without.

The Salience Model helps explain why biases can occur during decision-making. Individuals may overemphasize or underemphasize factors based on their personal beliefs, values, or experiences, leading to biased choices.