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Project Management Certificate > Course 1 > Flashcards

Course 1 Flashcards

1
Q

Define a project:

A

a series of UNIQUE tasks that need to be completed to reach a UNIQUE outcome/deliverable.

temporary

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2
Q

Why is Project Management valuable to businesses?

A

Ensures that a project delivers the expected outcomes, both on time and within budget.

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3
Q

Project Managers generally do 4 things:

A

Planning/Organizing, Managing Tasks, Budgeting, Controlling costs and other factors

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4
Q

Three ways project Managers add value to their teams:

A

Prioritization,
delegation, communication

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5
Q

What is prioritization?

A

identifying and breaking down large tasks into simple steps, then choosing which tasks are most important based on stakeholder data/input

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6
Q

who are stakeholders?

A

people who are interested in and affected by the project’s completion and success, i.e. leaders of organization

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7
Q

what is delegation?

A

matching tasks to individuals who can best complete the work

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8
Q

what is effective communication?

A

being transparent and making information readily available with both team and key stakeholders. Regular contact is key. Helps to identify where a teammate might need more support.

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9
Q

5 ways project managers add value to projects and impact organizations:

A
  1. focus on the customer
  2. building a great team
  3. fostering relationships and communication
  4. managing the project
  5. breaking down barriers
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10
Q

Define “customer” in the frame of project management (3)

A

A person or
organization that
- defines the requirements of the project
- sets important guidelines (budget and deadlines)
- can be internal (stakeholders within organization i.e. management) or external (clients, suppliers, etc)

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11
Q

explain external vs internal customers

A

External customers are the people outside of your formal organization, like the suppliers and the consumers.

internal customers are those within your organization, like the management, the project team members, etc.

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12
Q

4 Questions to ask customers:

A

1) whats the problem
2) how does the problem effect your organization
3) why ask for help now?
4) whats your hope for the outcome?

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13
Q

What (5) interpersonal skills are involved in project management and why?

A

1) Teaching and Mentoring because explaining well eliminates rework, confusion and frustration.
2) Building Relationships because getting to know someone means you can be informed on the most effective way of interacting with them.
3) Controlling Change because you can protect your team from constant change and rework.
4) Empowering Your Team because by delegating or even giving your team the ability to work directly with stakeholders and their teams lets them know you trust and believe in their skills. This leads to passionate motivated employees.
5) Communicating Status and Concerns because that’s how you find solutions and build trust.

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14
Q

Managing Cross Functional Teams effectively requires the PM to (4):

A

1) Clarify Goals
2) Get Team Members w the right skills
3) Measure Progress
4) Recognize Efforts

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15
Q

Core Skills for successful Project Management (4):

A

1) Enabling Decision Making (via data collection from various stakeholders and TEAM DECISION MAKING)
2) Communicating and Escalating (to team and management. Escalate + propose solution)
3) Flexibility
4) Strong Organizational Skills (Using scheduling software, collaboration tools, QA tools, documentation).

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16
Q

Flexible Planning involves:

A

Assessing EXTERNAL constraints: i.e. leaving extra time in schedule for holidays and sick days.
Planning for Risks and Challenges
Calculating FLOAT into your schedule (slack).

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17
Q

How to handle Ambiguity?

A

Keep Calm,
Express Empathy to your team,
Communicate what you know clearly,
Make decisions and stick to them,
Trust the team’s Expertise

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18
Q

“Influencing Without Authority” is a set of interpersonal skills including:

A
  1. communication (checkins to see progress and give feedback)
  2. negotiation (i.e. new deadlines if a team mate can’t make the original)
  3. Conflict Mediation (squashing tension and conflict within the team)
  4. Understanding Motivations (getting to know team mates including HOW they prefer feedback and HOW they like to receive recognition)
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19
Q

4 basic phases of a Project Life Cycle

A

1) Initiate project
2) Make a plan
3) Execute and complete tasks
4) close project

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20
Q

Initiating the Project involves (3):

A
  • Defining Project Goal
  • Determine Resources (people, software, vendors, physical locations, etc) needed for the success of the project
  • Get Project Approval
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21
Q

Making a Plan involves (6):

A

1) Creating a budget
2) Setting a schedule
3) Establishing Team
4) Determining team roles and responsibilities
5) Plan for risk and change
6) Establish communication to the team and stakeholders

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22
Q

Executing and Completing involves (3):

A

1) Manage Progress
2) Communicate (and remove obstacles as needed)
3) Make Adjustments as needed

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23
Q

Closing the Project involves (6):

A

1) Check to make sure all tasks have been completed
2) Confirm acceptance of project outcome
3) Retrospective - note the best practices and learn how to manage a project more effectively the next time
4) Communicate results w stakeholders
5) Celebrate the team for completion
6) Formally move on from the project

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24
Q

Define a Retrospective:

A

Seeing what worked and didn’t work. A chance to note best practices and learn how to manage a project more effectively next time.

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25
Q

Initiating the Project involves questions such as (8):

A

Who are the stakeholders?

What are the client’s or customer’s goals?

What is the purpose and mission of the project?

What are the measurable objectives for the team?

What is the project trying to improve?

When does this project need to be completed?

What skills and resources will the project require?

What will the project cost? What are the benefits?

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26
Q

Making a Plan involves questions such as (3):

A

What are the major milestones?

What tasks or deliverables make up each milestone?

What is the schedule that’ll allow you to properly manage the resources, budget, materials, and timeline?
- Here, you will create an itemized budget.

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27
Q

What does an Iterative Approach mean?

A

A more flexible approach where some of the phases in tasks will overlap or happen at the same time

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28
Q

What does a Linear Approach mean?

A

An approach where the previous phase or task has to be completed before the next can start.

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29
Q

Describe the Waterfall Methodology:

A

An ordered set of steps that are directly linked to clearly defined expectations, resources, and goals that are not likely to change.

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30
Q

When is it best to use the Waterfall methodology (3)?

A

1) when the phases of the project are clearly defined
2) when there are tasks to complete before another can begin
3) when changes to the project are very expensive to implement once it’s started

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31
Q

Describe the Agile methodology (3):

A

1) able to move quickly and easily
2) willing to change and adapt
3) done in pieces
4).Phases Overlap, Tasks are Completed in Iterations, which in Scrum are called Sprints

32
Q

What is a Sprint?

A

Short chunks of time within scrum, where teams complete a task in iterations.

33
Q

Projects that are best suited for an Agile approach are the kind where (3)

A

1) no clear final product - the client has an idea of what they want but doesn’t have a concrete picture in mind
2) no defined final product - client has a set of qualities they’d like to see in the end result, but aren’t as concerned with exactly what it looks like.
3) project has a high level of uncertainty and risk involved with the project

34
Q

Describe a PMs role in Waterfall vs Agile methodology:

A

W: active leader prioritizing and assigning tasks
A: facilitator removing barriers. Teams are more responsible managing their own work.

35
Q

Describe scope in both waterfall and agile methodologies

A

W: Project deliverables and plans are well-established and documented in the early stages of initiating and planning.
Changes go through a formal change request process.

A: Planning happens in shorter iterations and focuses on delivering value quickly.
Subsequent iterations are adjusted in response to feedback or unforeseen issues.

36
Q

Describe schedule in both waterfall and agile methodologies

A

W: Follows a mostly linear path through the initiating, planning, executing, and closing phases of the project.
A: Time is organized into phases called Sprints. Each Sprint has a defined duration, with a set list of deliverables planned at the start of the Sprint.

37
Q

Describe cost in both waterfall and agile methodologies

A

W: Costs are kept under control by careful estimation up front and close monitoring throughout the life cycle of the project.

A: Costs and schedule could change with each iteration.

38
Q

Describe quality in both waterfall and agile methodologies

A

W: Project manager makes plans and clearly defines criteria to measure quality at the beginning of the project.

A: Team solicits ongoing stakeholder input and user feedback by testing products in the field and regularly implementing improvements.

39
Q

Describe communication in both waterfall and agile methodologies

A

W: Project manager continually communicates progress toward milestones and other key indicators to stakeholders, ensuring that the project is on track to meet the customer’s expectations.

A: Team is customer-focused, with consistent communication between users and the project team.

40
Q

Describe Stakeholders in both waterfall and agile methodologies

A

W: Project manager continually manages and monitors stakeholder engagement to ensure the project is on track.

A: Team frequently provides deliverables to stakeholders throughout the project. Progress toward milestones is dependent upon stakeholder feedback.

41
Q

What are the benefits of Lean Six Sigma? (5)

A

1) Save Money
2) Improve Quality
3) Move Quickly through process
4) Team Collaboration
5) Positive Work Environment

42
Q

What are the 5 phases of Lean Six Sigma?

A

1) Define
2) Measure
3) Analyze
4) Improve
5) Control

43
Q

What is the over arching goal of Lean Six Sigma?

A

Process Improvement.
Ideal for when the project goal includes improving the current process to fix complex or high risk problems like improving sales, conversions, or eliminating a bottleneck,

44
Q

Explain how Lean Six Sigma’s steps are inter connected

A

Defining tells you what to measure.
Measuring tells you what to analyze.
Analyzing tells you what to improve.
Improving tells you what to control!

45
Q

Explain each step of Lean Six Sigma:

A

1) Define - define the project goal
2) Measure - measure how the current process is performing via data. Locate where the problems are and how they effect the process. Set a plan to measure data at given times.
3) Analyze - identify the gaps and issues.
4) Improve - present findings and gear up for changes and modifications
5) Control - learning from the work youve done to continue monitoring so the company doesn’t rever back to inefficency

46
Q

What is the main principle of Lean methodology?

A

The main principle in Lean methodology is the removal of waste within an operation.

47
Q

What are 8 types of waste within an operation according to Lean methodology?

A

1) defects 2) excess processing
3) overproduction
4) waiting
5) inventory 6) transportation
7) motion
8) non-utilized talent

48
Q

What are reasons for waste in Lean Methodology? (7)

A

Lack of proper documentation

Lack of process standards

Not understanding the customers’ needs

Lack of effective communication

Lack of process control

Inefficient process design

Failures of management

49
Q

When do you implement Lean methodology (3)?

A

when you want to use limited resources, reduce waste, and streamline processes to gain maximum benefits.

50
Q

What is the 5S quality tool in Lean methodology?

A

five pillars that are required for good housekeeping:

Sort: Remove all items not needed for current production operations and leave only the bare essentials.

Set in order: Arrange needed items so that they are easy to use. Label items so that anyone can find them or put them away.

Shine: Keep everything in the correct place. Clean your workspace every day.

Standardize: Perform the process in the same way every time.

Sustain: Make a habit of maintaining correct procedures and instill this discipline in your team.

51
Q

What is a Kanban Scheduling System?

A

A visualization tool that enables the optimal flow of work. Gives a visual display to identify what needs to be done and when. Cards move from left to right between 4 categories (To do, In Progress, Testing, Done) to show progress and help w coordination.

52
Q

What is the overarching goal of the Six Sigma methodology?

A

To reduce variations by ensuring that quality processes are followed every time.

53
Q

What are the 7 Key Principles of Six Sigma?

A

1) Focus on the Customer
2) ID and understand how work gets done, particularly through MEASUREABLE aspects like time cost, or quantity.
3) make processes flow smoothly
4) reduce waste and concentrate on value
5) stop defects by removing variations
6) involve and collaborate with your team
7) approach improvement activity in a SYSTEMATIC way

54
Q

What is the biggest difference between Lean methodology and Six Sigma?

A

Lean streamlines processes while Six Sigma reduces variation in products by building in quality from the beginning and inspecting products to ensure quality standards are met.

55
Q

Summarize Waterfall (mention phases, what the PM is responsible for, and criteria used to measure quality)

A

Waterfall is a traditional methodology in which tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins. The project manager is responsible for prioritizing and assigning tasks to team members. In Waterfall, the criteria used to measure quality is clearly defined at the beginning of the project.

56
Q

Summarize Waterfall (mention phases, what the PM is responsible for, and 2 Agile Frameworks)

A

Agile involves short phases of collaborative, iterative work with frequent testing and regularly-implemented improvements. Some phases and tasks happen at the same time as others. In Agile projects, teams share responsibility for managing their own work. Scrum and Kanban are examples of Agile frameworks, which are specific development approaches based on the Agile philosophy.

57
Q

Summarize Scrum (whats the focus, teams, timeline and deliverables)

A

Scrum is an Agile framework that focuses on developing, delivering, and sustaining complex projects and products through collaboration, accountability, and an iterative process. Work is completed by small, cross-functional teams led by a Scrum Master and is divided into short Sprints with a set list of deliverables.

58
Q

Summarize Kanban (mention status of work and categories)

A

Kanban is a tool used in both Agile and Lean approaches that provides visual feedback about the status of the work in progress through the use of Kanban boards or charts. With Kanban, project managers use sticky notes or note cards on a physical or digital Kanban board to represent the team’s tasks with categories like “To do,” “In progress,” and “Done.”

59
Q

Summarize Lean (mention the quality tool, overarching goal, and scheduling system)

A

Lean uses the 5S quality tool to eliminate eight areas of waste, save money, improve quality, and streamline processes. Lean’s principles state that you can do more with less by addressing dysfunctions that create waste. Lean implements a Kanban scheduling system to manage production.

60
Q

Summarize Six Sigma (include overarching goal, and the 5 main steps)

A

Six Sigma involves reducing variations by ensuring that quality processes are followed every time. The Six Sigma method follows a process-improvement approach called DMAIC, which stands for define, measure, analyze, improve, and control.

61
Q

Summarize Lean Six Sigma (mention project type to use it, the Lean organization framework, the Six Sigma approach steps, and the use of Kanban)

A

Lean Six Sigma is a combination of Lean and Six Sigma approaches. It is often used in projects that aim to save money, improve quality, and move through processes quickly. Lean Six Sigma is also ideal for solving complex or high-risk problems. The 5S organization framework, the DMAIC process, and the use of Kanban boards are all components of this approach.

62
Q

What is Organizational Structure?

A

Who Reports to Who! This structure also tells you how job tasks are divided and coordinated and how all the different members of the organization relate to one another. Esp who to communicate to and how often.

63
Q

Classical ( or Functional) Organizational Structure means as a PM you communicate with:

A

The person above you and sometimes to the team members on your specific branch.

TRADITIONAL TOP DOWN SYSTEM OF REPORTING

64
Q

Matrix Organizational Structure means as a PM you communicate with:

A

The person above you and also people in adjacent departments who aren’t your bosses but are still expecting updates and can impact your projects.

DIRECT HIGHER-UPS AND STAKEHOLDERS FROM OTHER DEPARTMENTS OR PROGRAMS.

65
Q

Define Authority

A

ability to make decisions that impact the organization

66
Q

Define Resource Availability

A

Knowing how to access people, equipment, and budget needed for a project

67
Q

How can Organizational Structure impact project management?

A

Project Manager Authority + Resource Availability

68
Q

Project Management Offices are responsible for (5):

A

Strategic Planning and Governance, implementing Best Practices,
setting Common Project Culture,
managing Resources,
create Project Documentation/Archives

69
Q

Questions about Culture you should ask (5):

A

1) how does communication happen?
2) how are decisions made?
3) what kind of rituals are in place when someone new comes to the facility?
4) How are projects typically run?
5) What kinds of practices, behaviors and values are reflected by the people in the organization?

70
Q

define Change Management:

A

The process of delivering your completed project and getting people to adopt it

71
Q

3 Core Concepts of Change Management:

A

1) Create a sense of ownership and urgency
2) Figure out the right combination of skills and personalities
3) Effectively Communicate

72
Q

define Governance:

A

the management framework within which DECISIONS are made and ACCOUNTABILITY and RESPONSIBILITY are determined

73
Q

Define Corporate Governance:

A

The set of standards and practices that direct and control an organization’s actions

74
Q

What is a Steering Committee?

A

A committee that decides on the priorities of an organization and manages the general course of its operations.

75
Q

What is Project Governance?

A

The framework for how project decisions are made.
Covers policies, regulations, functions, processes, procedures, and responsibilities.

Project Management Certificate (3 decks)

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