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PMP Certification > Day 1 > Flashcards

Day 1 Flashcards

1
Q

What does project resource management include?

A

Includes the processes to identify, acquire, and manage the human resources needed to successfully complete a project

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2
Q

How do you assemble a high-performing project team?

A

Estimate, acquire, and manage teams of people as well as human resources required outside of the team - special skills.

Create an effective team environment with excellent communication and talent development capabilities.

Track team performance, create and execute improvements based on feedback, resolve issues, and manage team personnel changes

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3
Q

What are the Project Team Member Requirements?

A

Ensure relevant skill sets to perform work and produce the desired results; Avoid single-points-of-failure

Leverage core competencies and skills of general specialists to support other areas of the project.

Adequate physical resources (e.g. equipment); Other requirements (e.g. access rights)

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4
Q

Who can be the project stakeholders?

A

EXTERNAL/INTERNAL
Customers
Suppliers
End users
Community
Government
Employees
Managers
Sponsors

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5
Q

How do you first identify stakeholders?

A
  1. Identify the people– Usually done during project charter development; Analyze and document stakeholder interest, involvement, interdependencies, influence, and potential impact on project success; Look for additional
    stakeholders in change logs, issue logs, or requirement documents as work progresses.
  2. Create the register– The stakeholder register may be affected by organizational environment factors; Project plans should describe stakeholders and the planned engagement model; Refer to stakeholder registers from previous projects.
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6
Q

What are some tools and techniques for stakeholder identification?

A
  1. Expert judgment
  2. Data gathering (Questionnaires and surveys; Brainstorming)
  3. Data analysis (Stakeholder analysis, Document analysis)
  4. Stakeholder mapping (Two-dimensional grids-Power/interest, Power/influence, Impact/influence)
  5. Stakeholder cube
  6. Directions of influence
  7. Meetings
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7
Q

What are some attributes of the stakeholder analysis that you need to consider?

A

Keep satisfied, manage closely, monitor, keep informed based on level of influence/power and level of interest/involvement

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8
Q

The Stakeholder Register…

A
  1. Is a living document
  2. Can be updated regularly
  3. Stakeholder engagement can change
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9
Q

What is a Stakeholder Issue Log?

A

It is where you can track stakeholder issues and concerns; document status of issues and actions taken

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10
Q

What does RACI stand for?

A

Responsible (individuals performing tasks)
Accountable (person whose neck is on the line if it doesn’t get done)
Consulted
Informed

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11
Q

What is a Team Skills Appraisal?

A

Appraisals enable the team to holistically identify its strengths and weaknesses, assess opportunities for improvement, build trust, and establish effective communication.

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12
Q

What might a Team Skills Appraisal identify?

A

Team preferences
Aspirations
Information processing and organization
Decision making processes
Interactions with other team members

**Assess candidates before assigning and confirming team roles.

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13
Q

What are some Pre-Assignment Tools?

A

Attitudinal surveys
Specific assessments
Structured interviews
Ability tests
Focus groups

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14
Q

What does Diversity, Equity and Inclusion mean in a project?

A

Project teams are global and diverse in culture, gender, physical ability, language, etc.

Create an environment that optimizes the team’s diversity and builds climate of mutual trust.

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15
Q

What should team development objectives include?

A
  1. Improve trust to raise team morale, reduce conflict, and support teamwork.
  2. Create a collaborative culture to improve individual and team performance and facilitate cross- training and mentoring.
  3. Empower the team to participate in decision making and own the solutions they create.
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16
Q

What are the Roles and Responsibilities in a Resource Management Plan?

A

Role – A person’s function in a project

Authority - Rights to use resources, make decisions, accept deliverables.

Responsibility - Assigned duties

Competence - Skills and capacities required

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17
Q

What is included in the Resource Management Plan?

A
  1. Project Organization Chart – visualization of team and reporting relationships
  2. Project team resource management - Team resource guidance – How to define, staff, manage, and release.
  3. Training strategies and requirements
  4. Team development methods
  5. Resource controls – To manage physical resources
  6. Recognition Plan - To reward/recognize team members
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18
Q

What is a Virtual Team?

A

Team members share goals but spend little or no time meeting face-to-face.

Addressing their needs takes some different skills.

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19
Q

What are Virtual Team Considerations?

A

Can find ideal skill sets; Lowers workplace costs; Avoids Relocation expenses

Managing communications; Enabling effective team performance; Bonding and team dynamic may be difficult to develop

Trial communications technology for discussion; Focus on calendar management, Kanban boards and other information radiators

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20
Q

What are the three ways to assign project responsibilities?

A
  1. Tailor according to team, needs, project.
    Consider technical and “soft” factors:
    -Experience, knowledge, skills
    -Attitude, global/regional representation
  2. Agile - Self-organizing teams assess work requirements and determine who will do the work.
  3. Traditional – You assign work to team members with a work breakdown structure (WBS).
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21
Q

Who is responsible for considering resource cost factors?

A

Project manager

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22
Q

The project manager is responsible for considering resource cost factors and they meet resource requirements cost-effectively based on what?

A
  1. Project needs
  2. Suitability of the Resource
    -Availability
    -Experience
    -Knowledge
    -Skills
    -Attitude
    -Regional or linguistic representation
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23
Q

What should a Project Management Plan include?

A
  1. Team members assigned to the project
  2. Their roles and responsibilities
  3. Project team directory
  4. Project organization charts
  5. Project schedules
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24
Q

How do you nurture team performance?

A

Ensure the team has the knowledge, skills, attributes, and experience required to produce positive project outcomes.

Gain a better understanding of customer needs and team capabilities to identify gaps in the team’s skill set.

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25
Q

If you find gaps in team performance, what can you try?

A
  1. New or better resources
  2. Training to enable the team to develop missing skills
  3. Additional customer engagement to gather data
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26
Q

How do you transfer knowledge in and between teams?

A
  1. Facilitate collaboration and promote visibility of work; Manage knowledge sharing among team members, especially on virtual teams.
  2. Check the team charter for knowledge sharing methods, including: Frequency of updates, Version control, Supporting tools and agreed approach to their use
  3. Use information radiators to provide seamless visibility into project status across the stakeholder community.
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27
Q

How do you establish team norms?

A

Establish expected team behaviors at the beginning of the project.

Enable teams to handle challenges as the project progresses.

Include guidelines and techniques for:
Meetings
Communications
Conflict management
Shared values
Decision-making

Align with PMI’s Code of Ethics and Professional Conduct

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28
Q

What are the PMI Code of Ethics and Professional Conduct?

A

Responsibility

Respect

Fairness

Honesty

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29
Q

What is included in the Team Charter?

A
  1. Shared values
  2. Guidelines for communications and use of tools
  3. Decision-making guidelines
  4. Conflict resolution measures
  5. Meeting time, frequency, and channel
  6. Other team agreements e.g. shared hours, improvement activities
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30
Q

What is included in the Ground Rules?

A

Includes what’s acceptable and unacceptable for team behavior.

Benefits:
Sets performance and communication expectations
Decreases risk of confusion
Improves team performance

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31
Q

What are negotiation skills?

A

Includes internal and external conversations towards reaching agreements.

Determine reliable methods to ensure communication is aimed at reaching consensus. This keeps the team culture healthy.

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32
Q

What might Team Members negotiate?

A

Roles and responsibilities

Priorities

Assignments

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33
Q

What are some considerations for Internal and External Team Member Communication?

A
  1. Communicate regularly
  2. Collaborate between team and external teams or stakeholders
  3. Manage expectations effectively among stakeholders
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34
Q

What are the communication protocols included in the
Team Charter?

A

Internal: team meetings, shared calendars, etc.

External: stakeholder feedback, dependency management, alignment with goals or expectations

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35
Q

What should you do in conflict management?

A

Apply strategies or resolution methods to deal with disagreements; Leads to improved understanding, performance, and productivity

Ineffective conflict management leads to:
Destructive behavior
Animosity
Poor performance
Reduced productivity

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36
Q

How do you Manage and Rectify Ground Rule Violations?

A

Establish ground rules in the Team Charter. Focus on core values including accountability, shared expectations, and transparency

Team and project manager respond to violations of the ground rules.

For serious violations, you may need to remove or replace the offending team member.

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37
Q

What are the Project Agreement Objectives?

A

Reporting and verification criteria for objectives are an important part of the project agreement.

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38
Q

What are the traditional Project Agreement Objectives?

A

Traditional – Identify each deliverable and objective acceptance criteria for each.

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39
Q

What are the Agile Project Agreement Objectives?

A

Agile – Deliverables will vary as the product backlog is added to, reprioritized, and so forth.

Each story needs to have clearly defined acceptance criteria approved by the customer.

The project may also specify a Definition of Done for the project, releases, iterations, and user stories.

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40
Q

What are agreements in projects?

A

Agreements define initial intentions for a project.

These can be:
Contracts - used for external customers
Memorandums of understanding (MOUs)
Service level agreements (SLA)
Letters of agreement or intent
Verbal agreements
Email

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41
Q

What is the aim (or purpose) of a negotiation?

A

Always aim to reach an agreement during negotiations.

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42
Q

What is negotiation strategy?

A

Procurement manager drives negotiations for the exact parameters of a contract.

Project manager and project teams engage in negotiations.

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43
Q

What is Agile negotiation strategy?

A

Agile - Exact deliverables will vary as the customer modifies, adds, and reprioritizes items in the product backlog.
Therefore, define clearly delineated ways to ensure agreed performance levels.

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44
Q

What is a Traditional negotiation strategy?

A

Traditional – An important objective clearly designates the project’s intended deliverables and how they will be measured and compensated.

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45
Q

What documents are used either in reaching an agreement or produced as the result of an agreement?

A
  1. A statement of work or major deliverables
  2. A schedule with milestones and dates
  3. Performance reporting expectations
  4. Pricing and payment terms
  5. Inspection, quality requirements, and acceptance criteria
  6. Warranty and future support
  7. Incentives or penalties
  8. Insurance and performance bonds
  9. Subcontractor approvals
  10. Terms and conditions
  11. Change request handling
  12. Termination clauses and dispute resolution
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46
Q

What is a Performance Report used for?

A
  1. Percentage of work completed
  2. Quality and technical performance metrics
  3. Start and finish of scheduled activities
  4. Change requests
  5. Defects
  6. Actual costs and durations
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47
Q

Work performance data is integrated and contextualized in order to….

A
  1. Generate decisions
  2. Raise issues, actions, and awareness
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48
Q

What must agile projects include when it comes to performance?

A
  1. Completed and accepted stories
  2. Product backlog progress
  3. Comparison of stories delivered and iteration plans
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49
Q

Who is considered an “expert” that can provide judgement?

A
  1. People from other areas of the organization
  2. Consultants
  3. Stakeholders
  4. Professional and technical associations
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50
Q

What is a resource calendar and what is it used for?

A
  1. Determine available resources (people, equipment, material, etc.) during a planned activity period.
  2. Use when estimating project activities.
  3. Identify key resource attributes (skills and experience levels) to ensure that appropriate and required resources will be available for different aspects of the project.
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51
Q

What are some techniques that a project manager can use to appraise the skills of a potential team member?

A

Ability tests and focus groups

52
Q

What does it mean if you are identified as an “R” in a RACI chart?

A

You are responsible for the activity’s execution.

53
Q

Which of the following are components of a Resource Calendar?

A

Working days and availability of physical resources

54
Q

Which of the following are part of an effective team charter?

A

Shared values and conflict resolution

55
Q

What is the purpose of lessons learned?

A

Identify specific improvements that will improve the team’s overall efficiency and effectiveness.

Agile teams hold a retrospective at the end of each iteration to identify potential issues, identify potential solutions, and improve the processes the team uses to improve its overall performance.

56
Q

What is a special interval?

A

Projects may require scheduled “down” time from work for various reasons. Negotiate how and when these will take place according to project and team needs.

EXAMPLE:
Black-Out times when deliverables are handed over for implementation. (Suspends changes, Reduces risks as the solution is released to customers, May be negotiated in advance based on the overall project schedule and timeline.)

57
Q

When does “Go Live” occur?

A

“Go Live” occurs at the end of the project timeline.

58
Q

What are special intervals in an agile project?

A

Agile – Uses iterations, or numerous releases of aspects of the solution over the project’s timeline, and black-out times, if needed, will be negotiated as the project approaches a release threshold.

59
Q

What should you do with team strengths?

A

When forming teams, it’s critical to understand the skills and
competencies needed to perform project work and produce deliverables.

Identify team strengths and weaknesses to organize around team
strengths.

As teams progress, leverage team members’ skills to improve team
performance.

60
Q

What are Team Decision-Making Tools?

A

Deciding how you will work together is important. While the Team Charter
addresses decision-making and conflict resolution criteria, the team
will establish their own norms.

For example, seeking consensus may be highly desirable, but decide how to
respond when consensus can’t be reached.

The team can decide in advance to take the highest estimate in case of
persistent disagreements. Any project team should establish its own Way of Working (WoW).

61
Q

What is Brainstorming?

A

An ideation technique for teams.

A facilitator works with the team to identify potential solutions to a given
problem.

Team performs various types of analysis to select the most appropriate
alternatives.

62
Q

People doing the work should be estimating tasks because they know what?

A

✓ the risks
✓ the level of effort
✓ the potential pitfalls

63
Q

What are traditional estimates?

A

Traditional - Use hours of effort.
✓ Three-point estimating asks the estimators to provide the most likely (tM); optimistic (tO); and pessimistic (tP) estimates then divide by
three:
tE = (tO + tM + tP) / 3

✓ Other methods include analogous, parametric,
bottom-up estimating

64
Q

What are agile estimates?

A

Agile - Avoid using absolute time estimates.
Story Point technique uses points, not time
units, to estimate the difficulty of implementing
a user story. It’s an abstract measure of effort
required to implement work.

65
Q

How do you create team task accountability?

A

Encourage team members to self-organize in determining:
✓ What work needs to be done
✓ How to perform the work
✓ Who should perform it

Use Gantt charts and Kanban boards to promote visibility and collaboration.

66
Q

How do you create team task accountability in Agile?

A

Agile - Team commits to performing work in an iteration.

67
Q

How do you Evaluate Demonstration of Task Accountability?

A
  • Determine how to track and manage task accountability.
  • Use a Work Breakdown Structure (WBS) to identify the tasks needed to
    produce the deliverables.
  • Identify, track, and manage relevant tasks and assignees with a WBS
    dictionary (or work package).
  • Agile – The team handles task identification and tracking as part of
    iteration planning.
68
Q

How do you determine and Bestow Levels of Decision-Making Authority?

A
  • Team members should identify, plan, and manage tasks
  • Teams performing work should also perform estimates for the work
  • Empower teams to drive their own improvement
69
Q

What is the definition of training?

A

Training focuses on building individual skills for use in the present.

70
Q

What is the definition of coaching?

A

Coaching helps develop well-rounded individuals through long-term
professional relationships between novice and experienced employees.

More long-term

71
Q

What are some of the attributes of a training and coaching plan?

A
  1. Schedule training close to the time of solution implementation; This is critical to avoid delaying the overall solution deployment.
  2. Perform a gap analysis to identify required knowledge, skills, or attributes.
  3. Consider upskilling or certification for team members. This ultimately
    benefits the project.
  4. Plan for a suitable diversity of training and coaching offerings.
72
Q

When do you identify required competencies?

A

✓ Identify required competencies prior to developing and executing
a training plan.

✓ Competencies include knowledge, skills, and other attributes.

✓ Stakeholders have unique training needs.

✓ Train team members on the customer’s business, culture, desired outcomes, and project context.

73
Q

What are some delivery models of training?

A

Provided to teams, small groups, and individuals

Covers management, technical, or administrative topics

Delivery models:
✓ Instructor-led classroom
✓ Virtual classroom
✓ Self-paced e-learning
✓ Document reviews
✓ Interactive simulations
✓ On-the-job training

74
Q

What is meant by Virtual Instructor-led training?

A
  • Live, online, instructor-led training through a virtual meeting or virtual training environment.
  • Simulated hands-on labs are possible.
75
Q

What is meant by Self-paced eLearning?

A
  • Content available to students online. This can include rich-media video, simulated lab exercises, etc.
  • This solution is scalable to a large number of students.
76
Q

What is meant by document review training?

A
  • For simple knowledge transfer, sharing relevant
    documents may be sufficient.
77
Q

Why do you need a training cost and schedule?

A

Consider the costs of training the project team and customer stakeholders as part of the project budget.

Use a training calendar to:
✓ Publish and support a specific calendar of training dates and locations.
✓ Publish schedule to customer stakeholders.
✓ Create a mechanism for registration and sending confirmation messages.
✓ Provide class rosters and a way to capture signatures of attendees.
✓ Manage the training schedule to avoid delaying the project delivery timeline.

78
Q

What are the benefits of pairing and coaching?

A

Pairing customer stakeholders together reinforces the learning through collaboration.

Coaching enables an experienced team member to coach a less-experienced team member:
✓ Fosters team building and a collaborative environment.
✓ Relationships can be informal or ad-hoc, created by the individuals themselves or formally established by the organization.

79
Q

Why is it important to review certifications?

A

Demonstrate that knowledge and skills have been gained during training.

Industry credentials are portable and valuable to individuals and future
employers.

80
Q

Why is it important to have Baseline and Post-Training Assessments?

A

Baselining is a technique for measuring the efficacy of training.
✓ Attendees complete a pre-assessment before training.
✓ After training, use an assessment to demonstrate the newly
acquired levels of competence.

Prove to our stakeholders that the training was worth it.

81
Q

What are some other considerations to make about training?

A
  • Create awareness among stakeholders about available training.
  • Invite people to attend training.
  • Engage with customer to ensure commitment to employee training
    programs on the solution.
  • Include confirmation of registration, a notification, and reminder before the
    training.
  • Use rosters and capture signatures to confirm attendance and participation.
82
Q

What are the benefits of collaboration technology?

A

Enables teams to plan, collaborate, and communicate.

Not a substitute for team planning activities.

Consider transparency requirements when selecting collaboration technology.

Collaboration tools might include:
✓ Shared task boards - To promote visibility
✓ Messaging and chat boards - To enable communication
✓ Knowledge repositories - To store shared documents
✓ Video-conferencing tools - For face-toface communication

83
Q

What do virtual team members need?

A

Facilitate and ensure collaboration as a priority.

Basic needs of a virtual team:
✓ Shared goals
✓ Clear purpose
✓ Clarity on roles and expectations

84
Q

How to do you manage Virtual Team Member Engagement?

A

Manage engagement by focusing on:
✓ Team dynamics
✓ Transparency
✓ Accountability
✓ Attention to effective communication

Use videoconferencing tools to facilitate active participation and the ability to
assess body language and tone.

Enable visibility of work and work status with tools e.g. Kanban-style boards.

85
Q

What is the main key to a successful team?

A

Effective communication is the key to successful teams.

Include communication expectations and details in the team charter.

Use retrospectives to learn ways of improving communication, collaboration, and use of visibility tools.

86
Q

Why should you use a Stakeholder Engagement Assessment Matrix?

A

Compares current and desired stakeholder engagement levels.

87
Q

What are some components of a communication plan?

A

Components include:
✓ Team meeting times
✓ Tools to track work status
✓ Frequency of work status updates
✓ Shared team hours
✓ Preferred communication approaches

Encourage the team to adopt its own practices and drive iterative
improvements to communication approaches.

Aim for effective collaboration and broad, accurate visibility across
stakeholders.

88
Q

What are some other things to keep in mind for Virtual Team Member
Engagement?

A
  • Focus on collaboration and team norms before focusing on tools.
  • Recognize that team formation in a virtual environment is difficult, so
    reinforce the teams’ mutual commitments, achievements, and
    opportunities.
  • Virtual teams require a significant amount of feedback and reinforcement
    of team goals and objectives.
  • Provide opportunities for members of a virtual team to meet in person to
    build relationships that nurture their shared commitment to project goals.
89
Q

What do shared calendars help with?

A

Shared calendars help virtual teams plan meetings, coordinate feedback,
and improve visibility to goals and activity status.

90
Q

What are the benefits of timeboxed meetings?

A

Timeboxed meetings:
✓ Improve focus
✓ Encourage team to set clear agendas and objectives
✓ Help keep the work on track

91
Q

What is a variance analysis?

A

✓ Accuracy of team estimates
✓ Delivery in a sprint or by an established
milestone
✓ Team performance against targets

92
Q

Results of a variance analysis may be shared as part of a retrospective to serve as what?

A

✓ A basis for problem solving
✓ Identification of lessons learned
✓ Proposed improvement experiments for subsequent iterations

93
Q

What are some virtual team best practices?

A

Manage inherent risk of individual team members becoming isolated.

Focus on shared commitments vs. individual accomplishments for tasks.

Instill a sense of shared commitments in the team:
✓ Start with the team charter
✓ Then adopt behaviors to reinforce collaboration and promote visibility

Prioritize team goals over individual performance.

Enable teams to self-organize and be accountable for deliverables.

94
Q

What is a project vision?

A

At the start of a project, you need a clear vision of the desired objectives. You also need to understand and appreciate how the project vision aligns with the organization’s strategic goals.

You are the steward of this vision, and it’s up to you as the project manager to ensure the project delivers.

95
Q

What might a vision statement include?

A

A vision statement might include:
✓ Product or solution description
✓ Intended users or consumers of the solution
✓ Key desired objectives
✓ Differentiators from competitive approaches
✓ Key features and benefits

96
Q

What must be in a project charter?

A

✓ Assigned project manager and responsibility / authority level

✓ Name and authority of project sponsor

97
Q

What optional content can a project charter have?

A

✓ Other optional content:
– Measurable project objectives and related success criteria
– High-level requirements
– High-level project description, boundaries, and key deliverables
– Overall project risk
– Summary of milestone schedules
– Pre-approved financial resources
– Key stakeholders register
– Project approval requirements
– Project exit criteria

98
Q

What is the purpose of the Project Overview Statement?

A

Communicates enterprise-wide the intent and vision of the project; Written with brevity and clarity.

Captures the project’s objective, problem or opportunity, and criteria for success.

Authorization via the project charter or approved project overview statement
enables kickoff activities of project planning.

99
Q

After you have captured the project vision and understand the types and
conditions around the deliverables, what is the next thing you need to decide?

A

you need to decide how you will run the project.

Choose from traditional, agile, and hybrid approaches and methods.

100
Q

What are kickoff meeting goals?

A

Meeting goals:
✓ Establish project context
✓ Assist in team formation
✓ Ensure team alignment to the overall project vision

101
Q

What are some of the activities that can take place during a kickoff meeting?

A

Activities during kickoff may include:
✓ Defining a vision statement
✓ Defining a team charter
✓ Assisting the customer/Product Owner with:
- User story writing
- Estimation of effort
- Prioritization planning
- Initial product backlog

102
Q

What is Iteration Planning?

A

Iteration planning is a collaborative agile ceremony, sometimes called Sprint planning, for the team and the customer representative (or Product Owner) to do the following:
✓ Review the highest prioritized user stories, or key outcomes.
✓ Ask questions.
✓ Agree on forecasts for story completion in the current iteration.

After agreement, the team determines the activities required to deliver
iteration objectives.

103
Q

What is the Fist of Five Method?

A

Best for expression of range of agreement

Closed fist = complete disagreement
Fist of 5 – complete agreement

104
Q

What is the Roman Voting method?

A

Best for a simple yes or no

Thumbs down or thumbs up

105
Q

What is the Polling method?

A

Consider independent points of view

Hear opinions and then vote

106
Q

What is the Dot Voting method?

A

Select several options from a list

Distribute dots equally, then each person allocates dots according to
highest preference

107
Q

Team charters can help specify what?

A
  • Team charter can specify how team chooses to handle certain scenarios
    and disagreements when they arise:
    e.g. if team members disagree about the number of story points to
    estimate for a user story, the team charter may designate use of the higher
    estimate or that majority vote rules.
  • Seek consensus among the team where possible and recognize that
    sometimes it will not be possible.
108
Q

What is a business case?

A

Business case:
✓ Documented economic feasibility study
✓ Establishes benefits of project components
✓ Provides a basis for authorization of further project activities

109
Q

What are business needs documents?

A

Business needs documents:
✓ Provide high-level deliverables
✓ Prerequisite of formal business case
✓ Describe requirements - what needs creating and / or performing

110
Q

What is the Project Implementation Plan?

A

Consider all stakeholders, schedules, risks, budgets, and quality standards.

Identify deliverables - due at the end of the project.

Identify project outputs - delivered throughout the project.

When delivering outputs, are we:
✓ Implementing them in a new or existing business environment?
✓ Transitioning them into a live environment?
✓ Decommissioning or removing old systems, processes, or materials?
✓ Ensuring training and knowledge transfer is complete / satisfactory?

111
Q

What is Rolling Wave Planning?

A

✓ Used in agile or predictive approaches
✓ A form of progressive elaboration applied to work packages, planning packages, and release planning
✓ Decompose work down to the known level of detail during strategic
planning
✓ Decompose work packages into activities as work progresses

112
Q

What is the basic overview of an Agile method?

A
  • Team works collaboratively with the customer to determine the project needs.
  • The coordination of the customer and the team drives the project forward.
113
Q

What is the basic overview of the Predictive / Plan-Driven method?

A
  • Project needs, requirements, and constraints are understood, and plans are developed accordingly.
  • Plans drive the project forward.
114
Q

What is the basic overview of a hybrid method?

A
  • Combines strategies from agile or predictive as required.
  • Can switch approaches based on need, changing work requirements, or
    circumstances.

Great for projects:
✓ Seeking or willing to learn new methods or techniques.
✓ With a mix of resources and experience levels
✓ With shorter, iterative time frames.
✓ With high stakeholder involvement
✓ With in-depth requirements

115
Q

What are the different types of life cycles?

A
  1. Predictive
  2. Hybrid
  3. Adaptive
116
Q

What is the predictive life cycle?

A

Also known as Traditional or Waterfall approach:
✓ Requirements are typically fixed, but can be changed using the change
control process
✓ Activities and work culminate in final output, always a deliverable

117
Q

When should you use adaptive and hybrid life cycles?

A

Use these methods in dynamic and complex environments, where
change is a constant.

118
Q

What are the three adaptive life cycles?

A
  1. Iterative
    * Dynamic requirements
    * Activities repeated until correct
    * Single delivery
  2. Incremental
    * Dynamic requirements
    * Activities performed once per increment
    * Frequent small deliveries
  3. Agile
    * Iterative or incremental -change-driven/adaptive.
    * Dynamic requirements
    * Combines iterative repetition of activities with incremental deliveries
119
Q

When would you use the agile method?

A
  • Software projects
  • Intellectual property projects
  • Research projects
120
Q

When would you use the predictive/plan driven method?

A
  • Construction projects
  • Projects with many physical assets
  • “Repeats” of similar, completed projects
121
Q

When would you use the iterative method?

A

Projects where learning and correction is expected to eventually reach
the ideal solution.

122
Q

When would you use the Incremental method?

A

Customers or business wants or expects to see outputs or partial
outputs early and often.

123
Q

When would you use the hybrid method?

A
  • Mix of resources and experience levels
  • Those seeking or willing to learn new methods or techniques.
124
Q

Which of the following should be included in a Communications plan?

A
  1. How and when team meetings are run
  2. Preferred communications approaches with external stakeholders
125
Q

Which of the following are examples of virtual team collaboration tools?

A
  1. Shared task boards
  2. Team chat boards
126
Q

Which of the following is a good practice for the use of collaboration tools?

A
  1. Define team goals and practices before consideration of
    what tools the team will need.

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