PMP Roles and Responsibilities – Flashcards
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Project Sponsor
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Has requirements that must be met
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Project Sponsor
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Is a project stakeholder
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Project Sponsor
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Advocates for or champions the project, especially project concept is being put together
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Project Sponsor
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Serves as a voice of project or spokeperson to those who do not know what about the project, including upper management
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Project Sponsor
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Gathers the appropriate support the project
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Project Sponsor
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ensure buy-in throughtout the organization
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Project Sponsor
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provides funding
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Project Sponsor
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Provides the statement of work if not done by the customer
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Project Sponsor
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Provides information regarding the initial scope of the project
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Project Sponsor
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May dictate milestones, key events, or the project end date (as long with customer)
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Project Sponsor
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Determines the priorities between the contrains if not done by customer
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Project Sponsor
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Provides information that helps develop the project charter
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Project Sponsor
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Give the project manager authority as outlined in the project charter
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Project Sponsor
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Help organize work into appropriate projects
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Project Sponsor
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Set priorities between projects
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Project Sponsor
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Encourages the finalization of requirements and scope by stakeholders
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Project Sponsor
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Guide the process to get the project approved and formalized, assisted by the project manager as necessary
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Project Sponsor
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Provides the project team with time to plan
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Project Sponsor
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May review the WBS
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Project Sponsor
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Supplies list of risks
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Project Sponsor
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Determines the reports needed by management to oversee the project
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Project Sponsor
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Provides expert judgement
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Project Sponsor
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Help evaluate trade-offs during crashing, fast tracking, and reestimating
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Project Sponsor
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Approves the final project management plan
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Project Sponsor
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Protect the project from outside influences and changes
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Project Sponsor
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Enforces quality policies
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Project Sponsor
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Resolves conflict that extend beyond the project manager's control
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Project Sponsor
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Approves or rejects changes or authorizes someone representing him or her to do so (change control board)
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Project Sponsor
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May direct that a quality assurrance review be performed
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Project Sponsor
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Clarifies scope questions
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Project Sponsor
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Works with project manager to monitor progress
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Project Sponsor
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Provives formal acceptance of the deliverables (if she or he is the customer)
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Project Sponsor
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Supports the collection of historical records from past projects
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The Team
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Identify and involve stakeholders
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The Team
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Identify requirements
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The Team
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Identify constraints and assumptions
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The Team
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Create the WBS
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The Team
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Decompose work packages they are responsible for into schedule activities
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The Team
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Help identify dependencies between activities
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The Team
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Provide time and cost estimates
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The Team
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Participage in risk management process
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The Team
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Comply with quanlity and commucations plan
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The Team
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Enforce ground rules
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The Team
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Execute the project management plan to accomplish work defined in the project scope statement
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The Team
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Attend project team meeting
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The Team
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Conduct process improvement
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The Team
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Recommend change to the project, including corrective actions
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Stakeholders
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May be involved in the creation of the project charter and the project scope statement
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Stakeholders
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May be involved in Project management plan development
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Stakeholders
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May be involved in approving project changes and being on the change control board
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Stakeholders
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May be involved in verifying scope verification
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Stakeholders
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May be involved in identifying contraints
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Stakeholders
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May be involved in requirements
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Stakeholders
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May be involved in risk management
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Stakeholders
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May be risk response ownvers
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Functional Manager
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Assign specific individuals to the team, and negotiate with the project manager regarding resources
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Functional Manager
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Let the project manager know of other project may impact the project
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Functional Manager
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Participate in the initial planning until work packages or activities assigned
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Functional Manager
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Provide subject matter expertise
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Functional Manager
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Approve the final schedule during schedule development
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Functional Manager
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Approve the final project management plan during project management plan development
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Functional Manager
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Recommend change to the project, including corrective actions
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Functional Manager
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Manage activities that happen within their functional area
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Functional Manager
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Assist with problems related to team member performance
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Functional Manager
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Improve staff utilization
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Project Manager
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Is assigned to the project no later than project initiating
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Project Manager
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May help write the project charter
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Project Manager
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Is in charge or the project, but necessarily the resources
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Project Manager
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Does not have to be a technical expert
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Project Manager
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Influences the project team and the atmosphere in which the team works by promoting good communication
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Project Manager
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Influences the project team and the atmosphere in which the team works by insulating the team from having to deal with politics (both internal and external to the project)
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Project Manager
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Influences the project team and the atmosphere in which the team works by enhancing positive aspects of culture differences and resolving team issues
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Project Manager
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Ensures professional interactions between the project team and other stakeholders
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Project Manager
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Coordinate interactions between project and key stakeholders
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Project Manager
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Select appropriate processes for the project
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Project Manager
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Identifies and analyzes contraints and assumptions
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Project Manager
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Leads and directs the project plan efforts
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Project Manager
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Identifies dependencies between activities
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Project Manager
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Must realize that an unrealistic schedule is his or her fault and know how to handle those situations
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Project Manager
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Understand and enforces professional and social responsibility
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Project Manager
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Determines and delivers required level of quality
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Project Manager
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Assist the team and other stakeholders during project executing
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Project Manager
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Defines the project change management plan
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Project Manager
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Determines the need of change request, including recommended corrective and preventive actions and defect repair, and either approves or rejects changes as authorized or submit the change requests to the CCB
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Project Manager
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Maintains control over the project by measuring the performance and determining if changes are needed
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Project Manager
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Uses metrics to see variances and trends in project work
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Project Manager
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Works with team member to resolve variances from the project management plan
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Project Manager
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Keeps the team members focused on risk management and possible responses to risks
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Project Manager
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Develop time and cost reserves for the project
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Project Manager
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Must have responsibility and accountability neccesary to accomplish the project management work
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Project Manager
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Must say "No" when neccesary
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Project Manager
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Is the only one can integrate the project components into cohesive whole that meets the customer's need
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Project Manager
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Spend more time being proactive than dealing with problems (reacting)
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Project Manager
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Is accountable for project success or failure
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Project Manager
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Performs project closing at the end at each phase and for the project as a whole
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Project Manager
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Performs or delegates most of the activities outlined in this book
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Project Manager
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Overall, applies project management knowledge and use personal and leadership skill to achieve project success
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Portfolio Manager
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Managing various projects or programs that may be largely unrelated to each other
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Portfolio Manager
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Ensure selected project provide value to the organization
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Portfolio Manager
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Working with senior executives to gather support for individual project
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Portfolio Manager
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Getting better return from resources invested
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Program Manager
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Managing related project to achieve results not obtainable by managing each project separately
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Program Manager
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Ensure selected project support the strategic goals of the organization
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Program Manager
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Providing oversight to adjust projects for program's benefit
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Program Manager
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Guiding and supporting individual project manager's efforts
