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PMP > Lesson 7 > Flashcards

Lesson 7 Flashcards

1
Q

Project Team Leadership Objectives

A

• communicate the project objective
• ensure fluid knowledge- sharing, a continued healthy dynamic on the team, welcome new team members, realign the team
• focus the team on delivering value

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2
Q

Manage with Objectives

A

• use clear and effective communication with clear objectives throughout the life cycle for a more productive and driven team

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3
Q

Manage with Tolerances and Thresholds

A

• know the thresholds and tolerance levels that enable you to effectively manage a variation without needing to escalate

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4
Q

What does managing with Objectives, Tolerances and Tresholds apply to

A

• Budget
• Schedule
• Quality
• Nonfunctional requirements

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5
Q

Project Manager’s Role

A

• ensure alignment of due dates— project, deliverables, project, lifecycle, and benefits realization plan
• provides a project management plan
• ensures creation and use of appropriate knowledge to/from the project
• manages project performance and changes to project activities
• makes integrated decisions about key changes the impact of the project
• measures and monitors progress, and takes appropriate action
• Collects, analyzes, and communicate project information to relevant stakeholders
• ensures completion of all project work and formerly closes each phase, contract in the project as a whole
• manage phase transitions when necessary

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6
Q

Can the Project Manager’s tasks be delegated to someone else?

A

No

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7
Q

Optimize Communication

A

• use retrospectives purposefully
~ discuss how to to improve ways of working
• communicate in both groups and face to face settings
~ especially important for remote or virtual teams
• make communication positive and regular with internal and external team members and stakeholders
• use technology and tools; get feedback about them and tailor for optimization

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8
Q

Where does the team record expectations about communication?

A

• team charter

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9
Q

Kanban Board

A

• displays flow of work over time

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10
Q

Responsibility assignment matrix (RAM)

A

• describes participation by various project roles in completing work or deliverables
• clarifies roles and responsibilities

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11
Q

Responsible, Accountable, Consult, Inform RACI)

A

• responsible- does the work
~ who is going to die the work
• accountable- approves completion
~ only 1 person can be accountable
• consult- gives expert opinion
~ not responsible for work only gives recommendations
• inform- kept up to date
~ not doing work just wants to be kept in the loop

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12
Q

Knowledge Management Three Levels

A

• individual
• project
• organization

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13
Q

Knowledge Management Level 1

A

• individual- what do team members need to know to perform project work
~ acquire required knowledge through research and collaboration with other team members

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14
Q

Knowledge Management Level 2

A

• project- what’s required to achieve project goals
~ transfer knowledge from other projects and consult the project management office (PMO)

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15
Q

Knowledge Management Level 3

A

• organization- what’s required to manage programs or portfolios
~ adapt knowledge from other programs/ portfolios and tailor

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16
Q

Guidelines to Measuring Performance

A

• only measure what matters

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17
Q

Guidelines to Measuring Performance- Scope

A

• percentage of work completed
• change request

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18
Q

Guidelines to Measuring Performance-Schedule

A

• actual duration of work against projected start to finish dates

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19
Q

Guidelines to Measuring Performance- Budget

A

• actual cost
• check procurements are sufficient for needs

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20
Q

Guidelines to Measuring Performance- Resources

A

• team allocation/availability/procurement
• performance appraisals— team, including vendors
• contract management

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21
Q

Guidelines to Measuring Performance- Quality

A

• technical performance
• defects

22
Q

Guidelines to Measuring Performance- Risk

A

• risk register

23
Q

Report on performance - Milestone Schedule

A

• high level visualization of progress on work against planned dates

24
Q

Report on performance - Quality Reports

A

• charts and reports based on the quality meatrics collected

25
Q

Report on performance - Earned Value Management (EVM) report

A

• graphs and values based on EVM equations

26
Q

Report on performance - Variance analysis reports

A

• graphs and their analysis, comparing actual results to expected results

27
Q

Report on performance - Work Performance Reports

A

• physical or electronic representation of work performance information complied in project documents, intended to generate decisions, actions, or awareness

28
Q

Report on performance - Dashboards

A

• physical or electronic progress, summaries usually with visuals or graphics to represent the larger data set

29
Q

Predictive- Scope Description/ Method

A

• Scope baseline
~ approved version of the project scope statement
~ work breakdown structure ( WBS)
~ associated WBS Dictionary

• Method
~ measure completion of project scope against the scope baseline

30
Q

Adaptive- Scope Description/ Method

A

• Scope evolves from
~ initial product roadmap to
~ release back logs to
~ iteration backlogs
~ backlogs (including product features and functions and user stories) reflect identified, updated and reprioritized product needs

• Method
~ check user stories and DOD against customer feedback, and product requirements

31
Q

Hybrid- Scope Description/ Method

A

• any combination of adaptive or predictive

32
Q

Measuring Schedule Performance Method - Predictive

A

• Gnatt Charts
~ schedule performance tracking overtime

33
Q

Measuring Schedule Performance Method - Predictive, Adaptive, Hybrid

A

• Earned Value
~ cost and effort performance tracking against planned value (PV)
• Quality Metrics
~ track quality deliverables, defects and acceptable output
• Variance Analysis
~ shows where the project is against where it should be

34
Q

Measuring Schedule Performance Method - Adaptive & Hybrid

A

• compare work delivered and accepted to estimations for the current iteration/ sprint
• review completed work in regular sprint demos
• determine production, validation and acceptance rates for deliverables in restrospectives
• conduct scheduled reviews to record retrospective discoveries

35
Q

Visualize Performance- Predictive & Hybrid

A

• display visuals or graphics on team dashboards ( electronic or physical)
• show product backlog progress on burndown and burnup charts
• display project data and progress on graphic information radiators in prominent places
• measure performance with lead and cycle times with a cumulative flow diagram

• All agile approaches use Kanban boards
• Continuous flow approaches include throughput, cycle time and lead time
• Timeboxed approaches include velocity

36
Q

Burn Charts Per Burndown (Iteration)

A

• tracks the work to be completed in the iteration
• used to analyze variance to ideal burndown of work committed to during planning
~ below line is favorable for burndown
~ above line unfavorable- not burning it down

37
Q

Burn Charts per Burnup (Release)

A

• snow accumulated progress of completed work
• update after each iteration

38
Q

Velocity

A

• is a unique metric to a project; it can’t be used to compare the performance of teams

39
Q

Continuous Flow Diagram Measures

A

• Throughout
• Lead
• Cycle time

40
Q

WIP- Work In Process

A

• measure of work in progress but not completed

41
Q

Lead Time

A

• length of time work item goes through entire process

42
Q

Cycle Time

A

• length of time work item is being worked on

43
Q

Throughput

A

• number of items entering or existing they system

44
Q

Budget Challenges

A

• new/changed project requirements
• new risks, or changes to the probabilities or impacts of existing risks
• changes to cost estimates

45
Q

Earned Value Management (EVM)

A

• measure project progress by comparing actual schedule and cost performance against planned performance, per the schedule and cost baselines
• evaluate progress of schedule and budget
• prevent further degradation of budget or schedule

46
Q

Earned Value Managment (EVM) Variables

A

• Planned Value- PV (Estimated)
• Earned Value- EV (Completed/ Executed)
• Actual Cost - AC

47
Q

Cost Performance Index (CPI) or Schedule Performance Index (SPI)

A

• anything below 1 is bad
~ this means you are over budget

48
Q

Schedule Variance Measure Performance By:- Progression on Schedule

A

• calculating the difference between EV and PV

49
Q

Schedule Performance Index Measure Efficiency By:- Progression on Schedule

A

• calculating the ratio of EV to PV

50
Q

Cost Variance

A

PMP (11 decks)

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