KCS Academy PMP Exam Prep Course Chapter 2 - Organizational Influences and Project Life Cycle

BEST IN CLASS PERFORMANCE

KCS ACADEMY

CAPM / PMP EXAM PREP COURSE

TRANSFORMING ORGANIZATIONS FROM WITHIN

KCS ACADEMY CAPM / PMP EXAM PREP COURSE

COURSE ADMINISTRATION

COURSE OBJECTIVES

CAPM & PMP TEST

PREPARATION

LEARNING THE:

INPUTS,

TOOLS & TECHNIQUES,

OUTPUTS

THAT ARE FOUND IN A

GUIDE TO THE PROJECT

MANAGEMENT BODY OF

KNOWLEDGE, (PMBOK)

5TH EDITION, PROJECT

MANAGEMENT

INSTITUTE, Inc., 2013

C

COURSE ATTENDEES

THIS COURSE IS

INTENDED FOR

EXPERIENCED AND

PRACTICING

CANDIDATES

2 YEARS OF PROJECT

MANAGEMENT

EXPERIENCE

PMP CANDIDATES

SHOULD HAVE 3 YEARS

OF DOCUMENTED WORK

EXPERIENCE

CANDIDATES MUST BE

PREPARED TO RECEIVE

35 HOURS OF DETAILED

INSTRUCTION

ABOUT THE

CURRICULUM

THIS CURRICULUM IS

INTENDED FOR USE

WITH THE PMBOK 5TH

EDITION

THE WORKBOOK AND

TRAINER SLIDE DECK

ARE INTEGRATED WITH

QUIZZES, EXERCISES,

HOMEWORK AND MOCK

EXAMS

EACH CANDIDATE WILL

RECEIVE A COPY OF THE

WORKBOOK, CHAPTER

QUIZZES, FLASH CARDS,

AND 2 PRACTICE EXAMS


DAY 1

FUNDAMENTALS

DAY 2

MATH SKILLS

DAY 3

SOFT SKILLS

COURSE AGENDA

INTRODUCTIONS

COURSE AGENDA

CHAPTER 1

CHAPTER 2

CHAPTER 3

LUNCH

CHAPTER 4

CHAPTER 5

QUIZ #1

QUIZ REVIEW

CHAPTER 6

CRITICAL PATH

CHAPTER 7

LUNCH

EVM EXERCISES

CHAPTER 8

HW OVERVIEW

QUIZ #2

QUIZ REVIEW

HW REVIEW

CHAPTER 9

CHAPTER 10

LUNCH

CHAPTER 12

CHAPTER 13

HW OVERVIEW

HW REVIEW

CHAPTER 11

MOCK EXAM

LUNCH

MOCK EXAM

REVIEW

PMI AND

PROMETRIC Q & A

COURSE CRITIQUE

DAY 4

RISK & MOCK EXAM


1.0 WHAT DO THESE (5) SUCCESS FACTORS SAY ABOUT THE KCS REQUIREMENTS FOR CLASS

PARTICIPATION?

2.0 WHAT DO THESE CLASSROOM REQUIREMENTS MEAN TO YOU?

3.0 WHY ARE THESE CLASSROOM REQUIREMENTS NECESSARY TO CREATE AN AWESOME TRAINING

EXPERIENCE?

THE PMP WHISPERER’S 5 POINTS OF LIGHT

PARTICIPATE SUPPORT COLLABORATE EXCHANGE CREATE


TELL US A LITTLE ABOUT YOU

NAMEROLE

COMPANYLOCATION

INDUSTRY


A LITTLE ABOUT YOUR INSTRUCTOR



1.0 THE INTRODUCTION

2.0 ORGANIZATIONAL

INFLUENCES AND PROJECT

LIFE CYCLE

3.0 PROJECT

MANAGEMENT PROCESSES

PROJECT MANAGEMENT – THE FRAMEWORK

ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLES OVERVIEW

2.1

ORGANIZATIONAL INFLUENCES ON PROJECT MANAGEMENT

2.2

PROJECT STAKEHOLDERS AND GOVERNANCE

2.3

PROJECT TEAM

2.4

PROJECT LIFE CYCLE

THE FOLLOWING ELEMENTS OF ORGANIZATIONS

CAN INFLUENCE PROJECTS:

CULTURE

STYLE

STRUCTURE

PROJECT MANAGEMENT MATURITY

PROJECT MANAGEMENT SYSTEMS

EXTERNAL ORGANIZATIONS

2.1 ORGANIZATIONAL INFLUENCES ON PROJECT MANAGEMENT


WHAT ARE EXAMPLES OF ORGANIZATIONAL

CULTURE?

PMI DESCRIBES THE 5 TYPES OF

ORGANIZATIONAL STRUCTURE AS?

WHAT ARE EXAMPLES OF ORGANIZATIONAL

LEADERSHIP STYLES?

HOW MIGHT THE LEVEL OF PROJECT

MANAGEMENT EXPERIENCE, KNOWLEDGE, AND

EXPERTISE IMPACT A PROJECT?

AN ORGANIZATION FULLY COMMITTED TO PMI’S

PROJECT MANAGEMENT METHODOLOGY MIGHT

HAVE WHAT TYPES OF SYSTEMS IN PLACE?

NOTES


ORGANIZATIONS ARE:

A SYSTEMATIC ARRANGEMENT OF ENTITIES WITH

A SHARED MISSION, VISION, AND STRATEGIC PLAN

CULTURE AND STYLE ARE ALSO KNOWN AS

CULTURAL NORMS AND DEVELOP OVER TIME

NORMS INCLUDE ESTABLISHED PROCEDURES,

ACCEPTABLE CONDUCT, AND A SYSTEM OF

RECOGNIZED AUTHORITY

COMMON EXPERIENCES MAY INCLUDE:

POLICIES & PROCEDURES

MOTIVATION & REWARDS

RISK TOLERANCES, APPETITES AND THRESHOLDS

2.1.1 ORGANIZATIONAL CULTURES AND STYLES


IDENTIFY ELEMENTS OF AN ORGANIZATION?

CULTURE AND STYLE ARE GROUP PHENOMENA

KNOWN AS?

CULTURAL NORMS REQUIRE ____________ TO

DEVELOP OVER TIME?

CULTURAL NORMS FOR PROJECT MANAGEMENT

MIGHT INCLUDE ESTABLISHED PROCEDURES,

ACCEPTABLE CONDUCT, AND _____________ ?

COMMON EXPERIENCES WITHIN ORGANIZATIONS

MAY INCLUDE?

NOTES


ORGANIZATIONAL COMMUNICATIONS

PROJECT MANAGEMENT SUCCESS IS HIGHLY

DEPENDENT ON AN EFFECTIVE

ORGANIZATIONAL COMMUNICATION STYLE

EFFECTIVE COMMUNICATION IS MORE

IMPORTANT THAN IT HAS EVER BEEN BECAUSE

OF THE EMERGENCE OF GLOBALIZATION

TECHNOLOGY HAS BEEN THE GAME CHANGER IN

THE AREA OF ACHIEVING EFFECTIVE

COMMUNICATIONS MANAGEMENT

ELECTRONIC COMMUNICIATIONS CAN BE USED

BY STAKEHOLDERS TO COMMUNICATE

FORMALLY OR INFORMALLY ABOUT THE

PROJECT

2.1.2 ORGANIZATIONAL COMMUNICATIONS


PROJECT MANAGEMENT SUCCESS IS HIGHLY

DEPENDENT ON EFFECTIVE _____________

_____________?

ORGANIZATIONS COMMUNICATIONS

CAPABILITIES HAVE A GREAT IMPACT ON HOW

PROJECTS ARE _______________?

_____________ HAS MADE IT EASIER FOR PROJECT

MANAGERS TO COMMUNICATE TO FOREIGN OR

DISTANT LOCATIONS?

______________ COMMUNICIATIONS CAN BE USED

BY STAKEHOLDERS TO COMMUNICATE

FORMALLY OR INFORMALLY ABOUT THE

PROJECT?

NOTES


ORGANIZATIONAL STRUCTURES

ORGANIZATIONAL STRUCTURES ARE CLASSIFIED

AS ENTERPRISE ENVIRONMENTAL FACTORS

ORGANIZATIONAL STRUCTURES EFFECT THE

AVAILABILITY OF RESOURCES AND INFLUENCE

PROJECT MANAGEMENT

THE (5) ORGANIZATIONAL STRUCTURES

IDENTIFIED IN THE PMBOK ARE:

FUNTIONAL

WEAK MATRIX

BALANCED MATRIX

STRONG MATRIX

PROJECTIZED

2.1.3 ORGANIZATIONAL STRUCTURES


FIGURE 2.1 INFLUENCE OF ORGANIZATIONAL STRUCTURES ON PROJECTS

NOTES

FIGURE 2.2 FUNCTIONAL ORGANIZATION

NOTES

FIGURE 2.3 WEAK MATRIX ORGANIZATION

NOTES

FIGURE 2.4 BALANCED MATRIX ORGANIZATION

NOTES

FIGURE 2.5 STRONG MATRIX ORGANIZATION

NOTES

FIGURE 2.6 PROJECTIZED ORGANIZATION

NOTES

WHAT ROLES FILL THE “PROJECT MANAGEMENT

“STAFFING REQUIREMENT” IN THE FUNCTIONAL

AND WEAK MATRIX STRUCTURES?

WHAT IS REFERRANT POWER?

WHAT HAPPENS TO THE COMPLEXITY AND SIZE

OF PROJECTS AS WE SHIFT FROM

ORGANIZATIONAL STRUCTURE TO

ORGANIZATIONAL STRUCTURE?

A PROJECTIZED STRUCTURE MUST ALWAYS HAVE

____________ IN THE _____________ IN ORDER TO

REMAIN A VIABLE STRUCTURE AND STRATEGY

FOR CONDUCTING BUSINESS?


NOTES

2.1.4 ORGANIZATIONAL PROCESS ASSETS (OPA’S)

ORGANIZATIONAL PROCESS ASSETS (OPA’S) ARE:

PLANS

PROCESSES

POLICIES

PROCEDURES

THE KNOWLEDGE BASE OF PERFORMING

ORGANIZATIONS (INCLUDES LESSONS LEARNED

AND HISTORICAL INFORMATION)

OPA’S INCLUDE:

ARTIFACTS

PRACTICE

KNOWLEDGE USED TO PERFORM AND GOVERN

THE PROJECT

UPDATES ARE MADE TO OPA’S AS REQUIRED

THROUGOUT THE PROJECT LIFE CYCLE

2.1.4 ORGANIZATIONAL PROCESS ASSETS

IDENTIFY ORGANIZATIONAL PROCESSES AND

PROCEDURES THAT ARE USED TO CONDUCT

PROJECT WORK?

THE ORGANIZATIONAL KNOWLEDGE BASE FOR

STORING AND RETRIEVING INFORMATION

INCLUDES:

______________________________________________ ,

______________________________________________ ,

______________________________________________ ,

______________________________________________ ?

NOTES

2.1.4 ORGANIZATIONAL PROCESS ASSETS

2.1.5 ENTERPRISE ENVIRONMENTAL PROCESSES (EEF’S)

ENTERPRISE ENVIRONMENTAL FACTORS (EEF’S)

REFER TO:

CONDITIONS THAT ARE NOT UNDER THE

CONTROL OF THE PROJECT TEAM

CONDITIONS WHICH INFLUENCE, CONSTRAIN, OR

DIRECT THE PROJECT

EEF’S ARE CONSIDERED INPUTS TO MOST

PLANNING PROCESSES AND ARE ALSO FOUND AS

OUTPUT UPDATES OF HR PROCESSES WITHIN THE

EXECUTION PROCESS GROUP?

EEF’S MAY ENHANCE OR CONSTRAIN PROJECT

MANAGEMENT OPTIONS

EEF’S MAY HAVE A POSITIVE OR NEGATIVE

IMPACT ON THE PROJECT OUTCOME


IDENTIFY SOME CONDITIONS THAT ARE NOT

UNDER THE CONTROL OF THE PROJECT TEAM?

EEF’S MAY INFLUENCE THE PROJECT

_____________, OR ______________ ?

EEF’S ARE CONSIDERED INPUTS TO MOST

______________ PROCESSES?

EEF’S MAY ______________ OR CONSTRAIN THE

PROJECT?

EEF’S MAY HAVE A ______________ OR A

______________ IMPACT ON THE PROJECT OUTCOME

EEF’S VARY WIDELY BY TYPE AND ______________?

NOTES


A STAKEHOLDER IS AN INDIVIDUAL, GROUP, OR

ORGANIZATION WHO MAY AFFECT, BE AFFECTED

BY, OR PERCEIVE ITSELF TO BE AFFECTED BY A

DECISION, ACTIVITY, OR OUTCOME OF A PROJECT

STAKEHOLDERS OFTEN HAVE COMPETING

EXPECTATIONS THAT GIVE RISE TO CONFLICT

STAKEHOLDERS MAY EXERT INFLUENCE OVER

THE PROJECT, PROJECT DELIVERABELS, AND THE

PROJECT TEAM IN ORDER TO ACHIEVE

OUTCOMES THAT SATISFY THEIR NEEDS

PROJECT GOVERNANCE IS CRITICAL TO THE

SUCCESSFUL MANAGEMENT OF STAKEHOLDER

ENGAGEMENT

PROJECT GOVERNANCE PROVIDES CONSISTENCY

IN PROJECT MANAGEMENT, MAXIMIZES PROJECT

VALUE AND ALIGNS THE PROJECT WITH

STRATEGIC PLANNING

2.2 PROJECT STAKEHOLDERS AND GOVERNANCE


WHAT IS THE PMBOK DEFINITION OF A

STAKEHOLDER?

IDENTIFY SOME COMMON ATTRIBUTES OF

PROJECT STAKEHOLDERS?

WHAT IS THE GOAL OF PROJECT GOVERNANCE?

PROJECT GOVERNANCE ALIGNS THE PROJECT

WITH STAKEHOLDER ___________ AND

________________?

PROJECT GOVERNANCE ENABLES

ORGANIZATIONS TO CONSISTENTLY PRODUCE?

NOTES


PROJECT STAKEHOLDERS:

PROJECT STAKEHOLDERS INCLUDE ALL

MEMBERS OF THE PROJECT TEAM AS WELL AS

ALL INTERESTED ENTITIES THAT ARE INTERNAL

OR EXTERNAL TO THE ORGANIZATION

THE PROJECT TEAM IDENTIFIES STAKEHOLDERS

THROUGHOUT THE PROJECT LIFE CYCLE

THE PROJECT MANAGER MANAGES THE

INFLUENCE OF THE IDENTIFIED STAKEHOLDERS

STAKEHOLDERS WILL HAVE VARYING INTERESTS

AND LEVELS OF RESPONSIBILITY AS WELL AS

AUTHORITY OVER THE PROJECT’S LIFE CYCLE

DISTRACTORS MUST BE MANAGED CLOSELY BY

THE PROJECT MANAGER

2.2.1 PROJECT STAKEHOLDERS


FIGURE 2.7 PROJECT STAKEHOLDERS

IDENTIFY CHARACTERISTICS OF THE

FOLLOWING STAKEHOLDERS:

SPONSOR

CUSTOMER

END USER

VENDORS

FUNCTIONAL MANAGERS

EXTERNAL STAKEHOLDERS

STAKEHOLDERS HAVE VARYING DEGREES OF

INTEREST, RESPONSIBILITY AND ______________?

NOTES


PROJECT GOVERNANCE:

PROJECT GOVERNANCE IS AN OVERSIGHT

FUNCTION THAT IS ALIGNED WITH THE

ORGANIZATIONS GOVERNANCE MODEL

ENCOMPASSES THE PROJECT LIFE CYCLE

PROJECT GOVERNANCE PROVIDES THE PROJECT

TEAM WITH STRUCTURE, PROCESSSES, DECISION

MAKING MODELS, AND TOOLS FOR MANAGING

THE PROJECT

PROJECT GOVERNANCE SUPPORTS AND

CONTROLS THE PROJECT TO ENSURE A

SUCCESSFUL PROJECT DELIVERY

PROJECT GOVERNANCE IS A CRITICAL ELEMENT

OF COMPLEX AND RISKY PROJECTS

2.2.2 PROJECT GOVERNANCE


PROJECT GOVERNANCE PROVIDES A ____________

AND ______________ METHOD OF CONTROLLING

THE PROJECT AND ENSURING ITS SUCCESS?

PROJECT GOVERNANCE INCLUDES A

FRAMEWORK FOR MAKING PROJECT ____________,

DEFINING _____________, ____________, AND

__________________?

THE PROJECT GOVERNANCE FRAMEWORK CAN

BE UTILIZED TO GAUGE THE EFFECTIVENESS AND

SUCCCESS OF THE PROJECT ____________?

A PROJECT’S GOVERNANCE IS DEFINED BY THE

PORTFOLIO, PROGRAM, OR ORGANIZATION

SPONSORING IT BUT IS SEPARATE FROM

____________________?

NOTES


PROJECT SUCCESS:

THE TEMPORARY NATURE OF PROJECTS MEANS

THE SUCCESS OF THE PROJECT MUST BE

MEASURED BY THE PERFORMANCE OF THE

PROJECT TEAM WITHIN THE FOLLOWING FINAL

AND AGREED UPON PARAMETERS:

COST

SCHEDULE

SCOPE

QUALITY

RISK

RESOURCE APPLICATION AND USAGE

THE PROJECT MANAGER IS RESPONSIBLE AND

ACCOUNTABLE FOR SETTING AND MEETING

REALISTIC AND ACHIEVABLE PROJECT

PARAMETERS

2.2.3 PROJECT SUCCESS


THE SIX PROJECT CONTRAINTS ARE:

___________________________________________ ,

___________________________________________ ,

___________________________________________ ,

___________________________________________ ,

___________________________________________ ,

___________________________________________ ?

THE PROJECT MANAGER IS

______________________ AND ______________________

FOR SETING _________________________________ AND

__________________________ PROJECT BOUNDARIES?

NOTES


THE PROJECT TEAM INCLUDES THE PROJECT

MANAGER AND THE FOLLOWING:

THE PROJECT MANAGEMENT STAFF

CONDUCTS PROJECT PLANNING, PROJECT

MONITORING & CONTROLLING, AND PROJECT

CLOSURE

THE PROJECT STAFF

EXECUTES THE WORK THAT PRODUCES THE

PROJECT DELIVERABLE

EXPERTS

CUSTOMER REPRESENTATIVES

VENDORS

BUSINESS PARTNER REPRESENTATIVES

2.3 PROJECT TEAM

2.3 PROJECT TEAM

THE RESPONSIBILITIES OF THE PROJECT

MANAGEMENT STAFF INCLUDE BUT ARE NOT

LIMITED TO?

THE PROJECT TEAM HAS A CUSTOMER AND IS

ITSELF THE CUSTOMER OF IT’S ________________?

THE RESPONSIBILITIES OF THE PROJECT STAFF

ARE?

EXPERTS PROVIDE _____________________

AND________________________ ?

NOTES

2.3 PROJECT TEAM

THE COMPOSITION OF THE PROJECT TEAM IS:

BASED ON MULTIPLE FACTORS WHICH INCLUDE,

BUT ARE NOT LIMITED TO, ORGANIZATIONAL

STRUCTURE, ORGANIZATIONAL CULTURE,

PROJECT SCOPE, AND PROJECT LOCATION

THE PROJECT STAFF MAY BE COMPOSED OF

DEDICATED AND PART-TIME MEMBERS

TEAMS MAY BE COMPOSED OF CO-LOCATED OR

VIRTUAL TEAM MEMBERS

PARTNERSHIP-BASED PROJECTS CAN OFFER

FLEXIBILITY AT LOWER COST

THE DOWNSIDE OF PARTNERSHIP-BASED TEAMS

IS A DIMINISHED DEGREE OF PROJECT MANAGER

CONTROL, A NEED FOR GREATER

COMMUNICATION, AND INCREASED

PERFORMANCE MONITORING

2.3.1 COMPOSITION OF PROJECT TEAM


PROJECT TEAMS MAY BE COMPOSED OF

________________ OR _________________

TEAM MEMBERS?

IDENTIFY AND LIST FACTORS THAT MAY EFFECT

TEAM COMPOSITION?

WHAT ARE SOME OF THE PERCEIVED BENEFITS

OF PARTNERSHIP-BASED PROJECTS?

PROJECT TEAMS MAY BE MADE UP OF CO-

LOCATED OR _________________ TEAM

MEMBERS?

NOTES


PROJECT LIFE CYCLE

A PROJECT LIFE CYCLE IS A LOGICAL SEQUENCE

OF PROCESS GROUPS AND/OR PHASES THAT A

PROJECT PROGRESSES THROUGH FROM

INCEPTION TO COMPLETION

EACH PHASE PASSES THROUGH THE FOLLOWING

PROCESS GROUPS:

INITIATION

PLANNING

EXECUTION

MONITORING & CONTROLLING

CLOSING

MULPTIPLE PHASE PROJECTS CAN BE BROKEN

DOWN BY FUNCTIONAL OR PARTIAL OBJECTIVES,

INTERMEDIATE DELIVERABLES, MILESTONES, OR

THE AVAILABILITY OF FINANCIAL RESOURCES

2.4 PROJECT LIFE CYCLE


EACH PHASE OF VERY LARGE PROJECTS

TYPICALLY PASSES THROUGH THE SAME (5)

PROCESS GROUPS, WHICH ARE?

LARGE COMPLEX PROJECTS CAN BE SUB-DIVIDED

INTO SMALLER EASIER TO CONTROL PHASES

WITH OUTPUTS THAT BECOME ______________ FOR

THE SUCCEEDING PHASE?

A PROJECT DRIVEN BY MILESTONE SPECIFIC

PHASES REQUIRE SPECIFIC __________________

__________________ ___________________ TO BE

ACCOMPLISHED AT EACH MILESTONE?

NOTES


PROJECT CHARACTERISTICS

ALL PROJECTS ARE UNIQUE (DIFFERENT) BY

NATURE AND YET THEY ALL CAN BE MAPPED TO

THE FOLLOWING GENERIC LIFE CYCLE

STRUCTURE:

STARTING THE PROJECT

ORGANIZING AND PREPARING

CARRYING OUT THE WORK

CLOSING THE PROJECT

THE PROJECT LIFE CYCLE IS THE REFERENCE

UTILIZED WHEN COMMUNICATING WITH SENIOR

LEADERSHIP OR LESS INFORMED ENTITIES

ABOUT PROJECT STATUS

THE PROJECT LIFE CYCLE IS DIFFERENT THAN

THE SPECIFIC ACTIVITIES DRIVEN PRODUCT LIFE

CYCLE

2.4.1 CHARACTERISTICS OF THE PROJECT LIFE CYCLE

FIGURE 2.8 COST AND STAFFING LEVELS

2.9 COST AND STAFFING LEVELS ACROSS THE PROJECT LIFE CYCLE

THE GENERIC PROJECT LIFE CYCLE EXHIBITS

THE FOLLOWING CHARACTERISTICS:

__________________________________________________

__________________________________________________

__________________________________________________

__________________________________________________

THE ADAPTIVE LIFE CYCLE IS:

DESIGNED TO KEEP _______________________________

HIGHER AND ____________________________ LOWER?

NOTES

2.4.1 CHARACTERISTICS OF THE PROJECT LIFE CYCLE

PROJECT PHASES

THERE ARE NO LIMITS TO THE NUMBER OF

PHASES A PROJECT CAN BE BROKEN INTO

PHASES ARE A COLLECTION OF LOGICALLY

RELATED ACTIVITIES THAT CULMINATE IN THE

COMPLETION OF A PROJECT DELIVERABLE

PHASES ARE USED WHEN THE NATURE OF THE

WORK WITHIN THE PHASE IS UNIQUE TO PORTION

OF THE DELIVERABLE

IT IS HIGHLY LIKELY THAT ALL FIVE PROCESS

GROUPS WILL BE PERFORMED WITHIN EACH

PHASE

PHASES ARE TYPICALLY COMPLETED

SEQUENTIALY YET CAN OVERLAP IN SOME

PROJECT SITUATIONS

2.4.2 PROJECT PHASES

PROJECT PHASES

IT IS HIGHLY LIKELY THAT ALL ____ PROCESS

GROUPS WILL BE PERFORMED IN EACH PHASE?

THE CULMINATION OF THE LOGICALLY

SEQUENCED PHASES IS THE ___________________?

PROJECT PHASES ARE TYPICALLY SEQUENTIAL

YET CAN ______________________ IN SOME PROJECT

SITUATIONS?

THE CLOSURE OF A PHASE IN A MULTI-PHASE

PROJECT LEADS TO THE _______________ OR

_______________ IT’S DELIVERABLE?

NOTES

2.4.2 PROJECT PHASES

PHASE-TO-PHASE RELATIONSHIPS:

WHEN PROJECTS REQUIRE MORE THAN ONE

PHASE THE PHASES ARE GENERALLY ARRANGED

SEQUENTIALLY TO ENSURE PROPER CONTROL OF

THE PROJECT AND THE SUCCESSFUL ATTAINMENT

OF THE PROJECT DELIVERABLE

THERE ARE SOME SITUATIONS WHERE A PROJECT

MAY BENEFIT FROM OVERLAPPING OR

CONCURRENT PHASES

THERE ARE (2) BASIC TYPES OF PHASE-TO-PHASE

RELATIONSHIPS AND THEY ARE:

SEQUENTIAL

OVERLAPPING

2.4.2.1 PHASE-TO-PHASE RELATIONSHIPS


THE TYPICAL PHASE TO PHASE RELATIONSHIP IS

ORGANIZED _____________________________________?

IN AN OVERLAPPING SITUATION THE

SUCCEEDING PHASE CAN ___________ BEFORE THE

SUCCESSOR PHASE IS ___________________________?

AT THE END OF A PHASE A _____________________ OR

______________ OCCURS TO THE PHASES OUTPUT?

A _____________________ OR ______________________

PHASE-TO-PHASE RELATIONSHIP MAY BENEFIT A

PROJECT IN CERTAIN SITUATIONS

NOTES


PREDICTIVE LIFE CYCLES:

THE PREDICTIVE LIFE CYCLE IS A FULLY-PLAN

DRIVEN LIFE CYCLE.

THE FULLY PLAN DRIVEN LIFE CYCLE REQUIRES

THE IDENTIFICATION OF COST, SCHEDULE, AND

SCOPE IN ORDER FOR THE PROJECT TO

PROGRESS

THE PROJECTS THAT ADHERE TO THE

PREDICTIVE MODEL TYPICALLY PASS THROUGH A

SERIES OF SEQUENTIAL OR OVERLAPPING

PHASES WHICH ARE CONCERNED WITH SUBSETS

OF THE OVERALL PROJECT DELIVERABLE

THE SKILL SET OF EACH PHASE GENERALLY

DIFFERS FROM ITS PREDECESSOR OR SUCCESSOR

PHASES

2.4.2.2 PREDICTIVE LIFE CYCLES

2.4.2.2 PREDICTIVE LIFE CYCLE

PREDICTIVE LIFE CYCLE

WHAT ARE CHARACTERISTICS OF A FULLY PLAN

DRIVEN LIFE CYCLE?

THE ___________ AND ____________ OF EACH PHASE

ARE TYPICALLY DIFFERENT?

THE PREDICTIVE LIFE CYCLE BEGINS WITH THE

PROJECT TEAM DEFINING THE ___________________

FOR THE PROJECT AND THE PRODUCT?

PREDICTIVE LIFE CYCLES ARE PREFERRED

WHEN?

NOTES

2.4.2.2 PREDICTIVE LIFE CYCLE

ITERATIVE & INCREMENTAL:

THE ITERATIVE AND INCREMENTAL LIFE CYCLE

UTILIZES PHASES THAT ARE REPETITIVE IN

NATURE, INCREASING IN EFFECTIVENESS, AS THE

PROJECT TEAMS UNDERSTAINDING OF THE

DELIVERABLE INCREASES

ITERATIONS ARE USED TO DEVELOP THE

DELIVERABLE BY INCREMENTALLY ADDING

MORE FEATURES AND FUNCTIONALITY WITH

EACH ITERATION, UTLIMATELY SATISFYING THE

EXIT CRITERIA FOR THE PHASE, AND AWAITING

FEEDBACK FROM THE PROJECT TEAM

ITERATIONS CAN OCCUR SEQUENTIALLY OR

THROUGH OVERLAPPING

DURING EACH ITERATION ELEMENTS OF THE (5)

PROCESS GROUPS ARE PERFORMED

2.4.2.3 ITERATIVE AND INCREMENTAL LIFE CYCLE


AN ITERATION IS CHARACTERIZED BY?

DURING EACH ITERATION MORE _________________

AND _______________ ARE ADDED TO THE

DELIVERABLE?

THE ITERATIVE AND INCREMENTAL LIFE CYCLE

BEGINS WITH A VISION YET THE SCOPE IS NOT SET

AND IS INSTEAD DEVELOPED THROUGH

____________________ ____________________________?

ITERTATIVE AND INCREMENTAL LIFE CYCLES

ARE PREFERRED WHEN AN ORGANIZATION NEEDS

TO

__________________________________________________ ,

__________________________________________________ ,

__________________________________________________ ?

NOTES


ADAPTIVE:

ADAPTIVE LIFE CYCLES ARE FULLY CHANGE

DRIVEN LIFE CYCLES AND MOST CLOSELY

ASSOCIATED WITH THE AGILE METHODOLOGY

AGILE STARTS WITH AN UNKNOWN SCOPE AND

UTILIZES SPRINTS IN CONJUNCTION WITH

CUSTOMER INTERACTION TO MAKE RAPID

CYCLICAL TURNS THAT ARE FIXED BY TIME AND

COST

THE SCOPE IS DECOMPOSED INTO A SET OF

REQUIREMENTS AND THE WORK TO BE

PERFORMED (COMMONLY REFERRED TO AS

BACKLOG)

THE PROJECT TEAM STARTS EACH ITERATION

WITH AN ASSESSMENT OF THE HIGHEST LEVEL

BACKLOG ITEMS, TO DETERMINE THE NUMBER

OF BACKLOG ITEMS THAT CAN BE

ACCOMPLISHED IN THE NEXT ITERATION

2.4.2.4 ADAPTIVE LIFE CYCLE


THE TYPICAL DURATION OF AN ADAPTIVE

ITERATION (SPRINT) IS?

THE TERM ITERATIVE AND INCREMENTAL

MEANS?

ADAPTIVE METHODS ARE SYNONYMOUS WITH

THE ____________ WHICH IS DRIVEN THROUGH

CUSTOMER INTERACTION AS WELL AS TIME TO

MARKET?

THE ADAPTIVE LIFE CYCLED IS FIXED BY

________________________ AND __________________?

ADAPTIVE METHODS ARE PREFERRED WHEN

DEALING WITH:

RAPID ___________________________________________ ,

UNDEFINED _____________________________________ ,

SMALL AND DEFINED ___________________________ ?

NOTES


CHAPTER 2 SUMMARY

Identify (3) types

of project life

cycles described in

the PMBOK?

Identify the two

staffs of the Project

Team?

Project team

members can be

dedicated or?

Project

Stakeholders wield

power and exert

influence which

can impact?

Culture, style,

communications

capabilities, and

structure are

examples of ?

What impact does

risk and

uncertainty and

the cost of change

have over time?

What are the (2)

types of phase

relationships that

are identified in

the PMBOK

Project

Governance

provides the

Project Manager

and Team with?

What are the (5)

types of

organizational

structures listed in

the PMBOK ?

KCS ACADEMY

Time!!

Business

KCS Academy PMP Exam Prep Course Chapter 2 - Organizational Influences and Project Life Cycle