WGU Project Management C722, top exam questions and answers, graded A+. verified.

Document Content and Description Below

WGU Project Management C722, top exam questions and answers, graded A+. verified. A Guide to Project Management Body of Knowledge (PMBOK Guide) - ✔✔-The project management standard develope ... d by the Project Management Institute. Benefit measurement methods - ✔✔-A type of decision model that compares the benefits obtained from a variety of new project requests by evaluating them using the same criteria and comparing the results. Co-located - ✔✔-When team members work together at the same physical location Constrained optimization models - ✔✔-Decision models that use complex principles of statistics and other mathematical concepts to assess a proposed project. Cost-benefit analysis - ✔✔-A commonly used benefit measurement method that calculates the cost of producing the product, service, or result of the project and compares this to the financial gain the project is expected to generate. Decision model - ✔✔-A formal method of project selection that helps managers make the best use of limited budgets and human resources. Includes benefit measurement methods and constrained optimization models. Discounted cash flow (DCF) - ✔✔-Compares the value of the future cash flows of the project to today's dollars. Economic model - ✔✔-A type of benefit measurement method. It is a series of financial calculations that provide data on the overall financials of the project and is generally used as a project selection technique. Expert judgment - ✔✔-A technique used in project selection, determining estimates, and determining other related project information that relies on the knowledge of those with expertise on the requested subject matter. Expert judgment can come from, stakeholders, other departments, consultants, team members, vendors, or industry groups. Feasibility study - ✔✔-Undertaken to determine whether the project is a viable project, the probability of project success, and the viability of the product of the project Functional organization - ✔✔-A form of organizational structure. Functional organizations are traditional organizations with hierarchical reporting structures. Internal rate of return (IRR) - ✔✔-The discount rate when the present value of the cash inflows equals the original investment. Projects with higher IRR values are generally considered better than projects with lower IRR values. Assumes that cash inflows are reinvested at the IRR value. Matrix organization - ✔✔-An organizational structure where employees report to one functional manager and at least on project manager. Functional managers assign employees to projects and carry out administrative duties, while project managers assign tasks associated with the project to team members and execute the project. Net present value - ✔✔-Evaluation of the cash inflows using the discounted cash flow technique, which is applied to each period the inflows are expected. NPV subtracts the initial project investment from the total cash flow in today's dollars. It is similar to discounted cash flows. Operations - ✔✔-Operations typically involve ongoing functions that support the production of goods or services. They don't have a beginning or an end. Payback period - ✔✔-The length of time it takes a company to recover the initial cost of producing the product or service of the project. Program - ✔✔-A grouping of related projects that are managed together to capitalize on benefits that couldn't be achieved if the projects were managed separately. Project - ✔✔-Temporary in nature, with a definite start and end date; creates a unique product, service, or result. It is completed when the goals and objectives of the project have been met and signed off on by the stakeholders. Project management - ✔✔-Applying skills, knowledge, and project management tools and techniques to fulfill the project requirements. Project Management Institute (PMI) - ✔✔-The world's leading professional project management association. Project management knowledge areas - ✔✔-The nine project management groupings, or Knowledge Areas, that bring together common or related processes. They are Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk & Procurement. Project management office (PMO) - ✔✔-Established by organizations to create and maintain procedures and standards for project management methodologies to be used throughout the organization. Project manager - ✔✔-The person responsible for applying the skills, knowledge, and project management tools and techniques to the project activities to successfully complete the project objectives. Project performance indicators - ✔✔-Measures that the project manager uses to determine whether the project is on track, such as any deviation from the baseline schedule or the baseline budget. Project plan - ✔✔-A document, or assortment of documents, that constitutes what the project is, what the project will deliver, and how all the processes will be managed. Used as the guideline throughout the project Executing and Controlling phases to track and measure project performance and to make future project decisions. Also used as a communication and information tool for stakeholders, team members, and management. Project selection - ✔✔-Used to determine which proposed projects are approved to move forward Project-based organization - ✔✔-An organizational structure focused on projects. Project managers generally have ultimate authority over the project, and sometimes supporting departments such as human resources and accounting might report to the project manager. Project managers are responsible for making project decisions and acquiring and assigning resources. Scoring model - ✔✔-One of the benefit measurement methods used for project selection. It contains a predefined list of criteria against which each project is ranked. Each criterion has a scoring range and a weighting factor. A scoring model can also be used as a tool to select from among competing vendors. Assumption - ✔✔-An event or action believed to be true for planning purposes. Project assumptions should always be documented. Business analyst - ✔✔-The person in charge of understanding the business unit's needs when assessing a project request. The business analyst might be assigned directly from the business unit itself or may be part of the IT organization. Business case - ✔✔-Formally documents components of the project assessment, including a description of the analysis method and the results. Business process reengineering - ✔✔-Applying changes to an IT system and putting those elements into place based on a project request and a business analyst's examination of the workflow--how people handle their work relative to the request. Business requirements - ✔✔-The requirements that describe how the business objectives of the project will be met Closing - ✔✔-A process that documents the final delivery and acceptance of the project and is where hand-off occurs to the operational unit. Lessons learned are performed during this process, and project team members are released. Commercial off-the-shelf (COTS) - ✔✔-Describes a software application that is purchased from a reseller, vendor, or manufacturer. Customer - ✔✔-The recipient of the product or service created by the project. In some organizations this stakeholder may also be referred to as the client Enterprise project - ✔✔-A project that will be used by users throughout the enterprise. Executing - ✔✔-This project process group is where the work of the project is performed. Fast-tracking - ✔✔-A schedule compression technique where two activities that were previously scheduled to start sequentially start at the same time. Fast-tracking reduces schedule duration. Functional requirements - ✔✔-These define what the product of the project will do by focusing on how the end user will interact with the product. High-level requirements - ✔✔-These explain the major characteristics of the product and describe the relationship between need and the product requested. This is also referred to as a product description. Initiating - ✔✔-The first process in a project life cycle and the first of the five project process groups. This is the formal acknowledgment that the project should begin. The primary result of this process is the project charter. Monitoring and Controlling - ✔✔-This project process group is where activities are performed to monitor the progress of the project and determine whether there are variances from the project plan. Corrective actions are taken during this process to get the project back on course. Multiple business unit project - ✔✔-A project that is initiated by multiple units. Planning - ✔✔-The process group where the project plans are developed that will be used throughout the project to direct, monitor, and control weak results. The primary result of this process is the project plan. Project champion - ✔✔-The person who fully understands, believe in, and espouses the benefits of the project to the organization. This is the cheerleader for the project. Project charter - ✔✔-An official, written acknowledgment and recognition that a project exists. It's signed by the project sponsor and gives the project manager authority to assign organizational resources to the work of the project. Project description - ✔✔-Documents the key characteristics of the project or service that will be created by the project. Project life cycle - ✔✔-The grouping of project phases in a sequential order from the beginning of the project to the close. Request for proposal (RFP) - ✔✔-A document that is sent out to potential vendors requesting them to provide a proposal on a product or service. Sponsor - ✔✔-An executive in the organization with authority to allocate funds, assign resources, and enforce decisions regarding the project. Stakeholder - ✔✔-A person or an organization that has something to gain or lose as a result of the project. Most stakeholders have a vested interest in the outcomes of the project. Statement of work (SOW) - ✔✔-Contains the details of a procurement item in clear, concise terms and includes the project objectives, a description of the work of the project, and concise specifications of the project or services required. Technical requirements - ✔✔-Also known as nonfunctional requirements, the product characteristics needed for the product to perform the functional requirements. Technical requirements typically refer to information technology-related projects. They are typically the elements and functions that happen behind the scenes of a program to meet the client's request. Triple constraint - ✔✔-According to Comp TIA, time, cost, and quality. Other sources cite scope rather than quality in their definitions of the triple constraints. Acceptance criteria - ✔✔-The process and the criteria that will be used to determine whether the deliverables are acceptable and satisfactory. Critical success factor - ✔✔-Elements that must be completed in order for the project to be considered complete. Critical success factors that are not satisfactory can lead to project failure. Decomposition - ✔✔-The process of breaking project deliverables down into smaller, manageable components of work so that work packages can be planned and estimated. Key performance indicators (KPI's) - ✔✔-Help you determine whether the project is on track and progressing as planned by monitoring the project against predetermined criteria. Order of magnitude - ✔✔-A high-level estimate of the time and cost of a project based on the actual cost and duration of a similar project. Product description - ✔✔-Explains the major characteristics of the product and describes the relationship between the business need and the product. This is also referred to as high-level requirements. Project justification - ✔✔-Documentation in the project charter that included the reason the project is being undertaken and the business need the project will address. Scope creep - ✔✔-The minor changes or small additions that are made to the project outside of a formal scope change process that cause project scope to grow and change. Scope definition - ✔✔-Per the PMBOK Guide, the process of breaking down the major deliverables from the scope statement to create the WBS. For purposes of the Comp TIA objectives and exam, scope definition is used in a much broader sense to cover several scope planning elements, including the scope statement and the scope management plan. Scope management plan - ✔✔-Defines the process for preparing the scope statement and the WBS. This also documents the process that manages project scope and changes to project scope. Scope planning - ✔✔-The process of defining the scope management plan, the scope statement, and the WBS and WBS dictionary. Scope statement - ✔✔-Documents the product description, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints. The scope statement is used as a baseline for future project decisions. Status date - ✔✔-The date when the project manager measures how much has been spent on a specific task. Work breakdown - ✔✔- Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, Work breakdown structure (WBS) dictionary - ✔✔- Work breakdown structure (WBS) - ✔✔-A deliverable-oriented hierarchy that defines that defines the total work of the project. Each level has more detailed information than the previous lever Work breakdown structure (WBS) dictionary - ✔✔-A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables. Activity definition - ✔✔-Indentifying the activities of the project that need to be performed to produce the product or service of the project. Activity duration - ✔✔-Assessing the number of work periods needed to complete he project activities. Work periods are usually expressed in hours and days. Large projects might express duration in weeks or months. Activity list - ✔✔-A list of all the activities required to complete the work of the project that also includes an identifier code and the WBS code it's associated with. Activities are broken down from the work package level of the WBS. Activity sequencing - ✔✔-Sequencing activities in logical order and determining whether dependencies exist among the activitie [Show More]

Last updated: 2 years ago

Preview 1 out of 26 pages