1This is the application of knowledge, skills, tools, and techniques to plan, execute, and monitor work to achieve specific project goals and objectives.
Project Management
2These are the primary constraints that project managers must balance.
Scope, Time, and Budget
3This refers to the temporary undertaking with a defined beginning and end, created to deliver a unique product, service, or result.
Project
4This is the art and science of turning ideas into tangible results.
Project Management
5These are examples of projects mentioned in the presentation.
Building a skyscraper, developing software, and planning a major event
6These are the three major activities described in the definition of Project Management.
Plan, Execute, and Monitor Work
7These are the five phases of the Project Life Cycle.
Initiation, Planning, Execution, Monitoring & Control, and Closure
8This is the first phase of the Project Life Cycle where the business case and feasibility are defined and stakeholder buy-in is obtained.
Initiation
9This is the phase where the project charter is created.
Initiation
10This phase involves defining the business case, determining feasibility, getting stakeholder buy-in, and creating the project charter.
Initiation
11This is the phase that creates a detailed roadmap outlining goals, scope, deliverables, timeline, budget, resources, and risks.
Planning
12This phase involves creating a detailed roadmap for the project.
Planning
13This phase outlines the project's goals, scope, deliverables, timeline, budget, resources, and risks.
Planning
14This is the phase where planned tasks are carried out, resources are coordinated, stakeholder expectations are managed, and progress is overseen.
Execution
15This phase involves carrying out planned tasks and coordinating resources.
Execution
16This is the phase where progress is tracked and performance is measured against the plan.
Monitoring & Control
17This phase involves taking corrective action when deviations occur.
Monitoring & Control
18This phase involves tracking progress, measuring performance against the plan, and taking corrective action when deviations occur.
Monitoring & Control
19This is the final phase where deliverables are finalized, sign-off is obtained, resources are released, and lessons learned are documented.
Closure
20This phase involves finalizing deliverables, getting sign-off, releasing resources, and documenting lessons learned.
Closure
21This is the document created during the Initiation phase.
Project Charter
22These are the items outlined in the Planning phase.
Goals, scope, deliverables, timeline, budget, resources, and risks
23This is what is tracked during Monitoring & Control.
Progress
24This is what performance is measured against during Monitoring & Control.
The Plan
25This is what is taken when deviations occur during Monitoring & Control.
Corrective Action
26These are documented during Closure.
Lessons Learned
27These are the three Project Management methodologies presented.
Traditional (Waterfall), Agile, and Hybrid
28This methodology is sequential and linear, with each phase completed and signed off before the next phase begins.
Traditional (Waterfall)
29This methodology has a rigid structure, extensive upfront planning, and limited flexibility for changes.
Traditional (Waterfall)
30These are the characteristics of Traditional (Waterfall).
Rigid structure, extensive upfront planning, and limited flexibility for changes
31This methodology requires each phase to be completed and signed off before the next phase begins.
Traditional (Waterfall)
32This methodology is iterative and incremental and prioritizes flexibility, collaboration, and customer feedback.
Agile
33These are the priorities of Agile.
Flexibility, collaboration, and customer feedback
34This methodology breaks work into "sprints" or "iterations."
Agile
35This methodology adapts to changing requirements.
Agile
36This methodology focuses on continuous improvement.
Agile
37These are the characteristics of Agile presented in the presentation.
Iterative and incremental, flexibility, collaboration, customer feedback, adaptation to changing requirements, and continuous improvement
38This methodology combines Waterfall and Agile to create a custom-tailored process for specific project needs.
Hybrid
39This methodology leverages the strengths of both Waterfall and Agile.
Hybrid
40This methodology mitigates the weaknesses of both Waterfall and Agile.
Hybrid
41This methodology is adaptable to project requirements.
Hybrid
42These are the characteristics of Hybrid Project Management.
Combines Waterfall and Agile, leverages strengths of both, mitigates weaknesses, and adapts to project requirements
43This person is responsible for planning, execution, and closing of projects and leads the team to ensure goals are met on time and within budget.
Project Manager
44These are the major responsibilities of a Project Manager.
Planning, Execution, Monitoring and Control, Communication, Risk Management, and Stakeholder Management
45This responsibility involves defining project scope, objectives, and deliverables.
Planning
46This responsibility involves overseeing daily activities and ensuring tasks are completed according to plan.
Execution
47This responsibility involves tracking progress, measuring KPIs, and identifying risks and issues.
Monitoring and Control
48This responsibility involves liaising between the team, stakeholders, and clients.
Communication
49This responsibility involves identifying, assessing, and mitigating potential project risks.
Risk Management
50This responsibility involves engaging with stakeholders and understanding their needs and expectations.
Stakeholder Management
51These are the three actions involved in Risk Management.
Identify, assess, and mitigate potential project risks
52These are measured by the Project Manager during Monitoring and Control.
KPIs
53These are the groups between whom the Project Manager liaises.
The team, stakeholders, and clients
54These are the essential Project Manager skills.
Leadership, Communication, Time Management, Problem-Solving, Technical Knowledge, and Adaptability
55This skill is the ability to inspire, motivate, and guide a team effectively.
Leadership
56This skill involves clear and effective written and verbal communication.
Communication
57This skill involves prioritizing tasks and managing deadlines efficiently.
Time Management
58This skill involves identifying issues and developing creative solutions.
Problem-Solving
59This skill involves a solid understanding of the project's technical aspects.
Technical Knowledge
60This skill involves adjusting to changes and unexpected challenges.
Adaptability
61These are the four Project Management career levels.
Entry-Level, Mid-Level, Senior-Level, and Leadership & Executive
62These are the Entry-Level Project Management positions.
Project Coordinator, Project Administrator, and Junior Project Manager
63These are foundation roles supporting experienced managers on smaller-scale projects.
Entry-Level
64These are the Mid-Level Project Management positions.
Project Manager, Technical Project Manager, and IT Project Manager
65This level is responsible for the entire project life cycle from initiation to closure.
Mid-Level
66These are the Senior-Level Project Management positions.
Senior Project Manager and Lead Project Manager
67This level handles larger, more complex projects or leads multiple projects simultaneously.
Senior-Level
68These are the Leadership & Executive Project Management positions.
Program Manager, Portfolio Manager, Director of Project Management, and Chief Project Officer
69These roles oversee departments, programs, or the organization's entire portfolio of projects.
Leadership & Executive
70This career level includes Project Coordinator, Project Administrator, and Junior Project Manager.
Entry-Level
71This career level includes Project Manager, Technical Project Manager, and IT Project Manager.
Mid-Level
72This career level includes Senior Project Manager and Lead Project Manager.
Senior-Level
73This career level includes Program Manager, Portfolio Manager, Director of Project Management, and Chief Project Officer.
Leadership & Executive
74This manager has direct management authority over an organizational unit, such as a department, and focuses on long-term effectiveness and efficiency.
Functional Manager
75These are the responsibilities of a Functional Manager.
Personnel Management, Resource Management, Technical Expertise, and Operational Oversight
76This responsibility involves hiring, training, mentoring, and evaluating team performance.
Personnel Management
77This responsibility involves controlling the budget and resources allocated to the department.
Resource Management
78This refers to serving as a subject-matter expert within the function.
Technical Expertise
79This responsibility involves overseeing day-to-day operations aligned with strategic goals.
Operational Oversight
80This is the long-term, strategic focus on ongoing operations of a specific department.
Functional Manager
81This is the short-term, tactical focus on a specific temporary project.
Project Manager
82This type of authority gives a manager hierarchical authority over department personnel and resources.
Functional Manager
83This type of authority is project-specific and relies on influence and negotiation.
Project Manager
84These are the goals of a Functional Manager: optimize departmental performance and develop a skilled workforce.
Functional Manager
85These are the goals of a Project Manager: achieve project-specific deliverables on time and within budget.
Project Manager
86These are the four areas that distinguish Functional Managers from Project Managers.
Focus, Authority, Goals, and Accountability
87This manager focuses on long-term, strategic, ongoing operations of a specific department.
Functional Manager
88This manager focuses on short-term, tactical, specific temporary projects.
Project Manager
89This manager has hierarchical authority over department personnel and resources.
Functional Manager
90This manager relies on influence and negotiation for project-specific authority.
Project Manager
91These are the four main takeaways from the presentation.
Project Management is Both Art and Science; Project Life Cycle Provides Structure; Methodology Choice Matters; Project and Functional Managers Have Distinct Roles
92This refers to Project Management balancing scope, time, and budget constraints to deliver unique results through a structured process.
Project Management is Both Art and Science
93This provides structure through five phases for successful project delivery.
Project Life Cycle
94These are the five phases that provide a framework for successful delivery.
Initiation, Planning, Execution, Monitoring, and Closure
95This refers to selecting Waterfall, Agile, or Hybrid based on project requirements and constraints.
Methodology Choice Matters
96This refers to the importance of understanding the differences in focus, authority, goals, and accountability between Project and Functional Managers.
Project and Functional Managers Have Distinct Roles