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PMP Simplified > 2nd 250 Cards > Flashcards

2nd 250 Cards Flashcards

1
Q

What is the “Estimate Activity Durations” process?

A

This is analyzing each activity to determine how long each will take to accomplish.

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2
Q

What are the inputs of the “Estimate Activity Durations” process?

A

1) Project Management Plan
2) Project Documents:
a) activity List
b) activity attributes
c) assumption log
d) milestone list
e) resources calendars
f) risk register
g) resource break down structure
h) lessons learned register
i) project team assignments
j) resource requirements
3) Enterprise Environmental Factors
4) Organizational Process Assets

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3
Q

What are the tools and techniques of the “Estimate Activity Durations” process?

A

1) Expert judgment
2) analogous estimating
3) Parametric estimating
4) 3-Point estimating
i) optimistic
ii) realistic
iii) pessimistic
a) beta distributing
b) standard deviation
c) triangular distribution
5) Bottom-up estimating
6) Data analysis
7) Decision making
8) Meetings

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4
Q

What are the outputs of the “Estimate Activity Durations” process?

A

1) Duration estimates
2) Basis of Estimates
3) Project Documents Updates

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5
Q

What is an “activity list”?

A

This is the list of all the activities on the project. This list will be needed to estimate the duration of each activity.

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6
Q

What are “activity attributes”?

A

These provide more information about each activity This can include information that could affect the duration, such as location, leads, lags, and cost.

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7
Q

What is an “assumption log”?

A

This will keep track of any assumptions that are made during the project. Assumptions and constraints could affect how the schedule is built and may impact the lead and lag between activities.

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8
Q

What is a “milestone list”?

A

This is added to the sequence of activities.

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9
Q

What are “resource calendars”?

A

These show the availability of resources, which significantly affect the duration of each activity. If no resources are available, this negatively impacts the duration.

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10
Q

What is a “risk register”?

A

This lists all the identified project risks, as well as their impact and response. Risk response can lead to adding reserve time to activities.

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11
Q

What is a “resource break down structure”?

A

This the hierarchal breakdown of resources by their categories and types.

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12
Q

What is the “lessons learned register”?

A

The listing of all the lessons learned so far on the project. Previous lessons learned on the project can help to increase the accuracy of the duration estimates.

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13
Q

What is a “project team assignment”?

A

This is the listing of the project team that will be assigned to complete the work. The project manager needs to know what everyone is doing and for what duration.

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14
Q

What are “resource requirements”?

A

These are resources needed to complete each activity which affects the duration of each activity.

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15
Q

What is “analogous estimating”?

A

Aka top-down estimating. This relies on historical information to assign a current duration to the activities. It is based on a limited amount of information. It is a quick method, but considered less accurate.

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16
Q

What is “parametric estimating”?

A

This uses a mathematical algorithm to calculate cost or duration. The algorithm is based on historical data and variables. This type can be very accuate.

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17
Q

What is “3-point estimating”? What are the 3 different types of this estimation process?

A

Utilizing 3 different valuables to calculate the duration or cost of an activity.
1) Optimistic
2) Realistic
3) Pessimistic

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18
Q

What is “PERT”?

A

Program Evaluation and Review Technique

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19
Q

What is the formula for “PERT Beta Distribution”?

A

This is adding ( optimistic + 4 * realistic + pessimistic ) / 6 variables. aka weighted average.

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20
Q

What is the formula for “Standard Deviation”?

A

( Pessimistic - Optimistic ) / 6

This is used to offer a range of a project.

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21
Q

What is “triangular distribution”?

A

This is the average of 3 variables.

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22
Q

What is “bottom-up estimating”?

A

Usually the most accurate method. It is breaking down the work of the project to the most basic level and then aggregating the work back up to determine the duration.

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23
Q

What is “reserve analysis”?

A

This is adding extra time to duration for risks.

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24
Q

What are “duration estimates”?

A

This is an estimate of how long something takes to complete.

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25
Q

What is a “basis of estimates”?

A

This document details how the estimates were developed and their ranges.

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26
Q

What is the “develop schedule process”?

A

This process creates the schedule baseline and the project schedule. Be aware this is an iterative process and is done throughout the project.

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27
Q

What are the inputs of the “Develop Schedule Process”?

A

1) Project Management Plan
2) A bunch of project documents
3) Agreements
4) Enterprise Environmental Factors
5) Organizational Process Assets

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28
Q

What are the tools and techniques of the “Develop Schedule Process”?

A

1) Schedule Network Analysis
2) Critical Path Method
3) Resources Optimization Techniques.
1) Resource Leveling
2) Resource Smoothing
4) Data Analysis
5) Leads and Lags
6) Schedule Compression
i) Crashing
ii) Fast-tracking
7) Project Management Information System
8) Agile Release Planning

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29
Q

What is the “critical path method”?

A

This is the longest path through a network diagram.

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30
Q

What is “resource leveling”?

A

This is a technique where the PM extends the activity dates or resequencing activities to accommodate the resource constraints. This often increase the length of the critical path.

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31
Q

What is “resources smoothing”?

A

This allows activities to change if there is a float. This does not change critical path.

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32
Q

What is “crashing a schedule”?

A

This is adding more resources to activities to complete them faster.

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33
Q

What is “fast-tracking a schedule”?

A

This is changing the order of the activities so that some are done in parallel instead of sequentially.

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34
Q

What is “agile release planning”?

A

This is releasing a project in smaller iterations.

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35
Q

What are the outputs of the “Develop Schedule Process”?

A

1) Schedule baseline
2) Project Schedule
i) Gantt (bar) chart
ii) Milestone chart
iii) Project Schedule Network Diagrams
3) Schedule data
4) Project calendars
5) Change requests
6) Project Management Plan Updates.

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36
Q

What is a “Gantt Chart”?

A

It is a time-phased graphical display of activity start dates, end dates, and durations. The bars depicting duration make it easy to read.

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37
Q

What is a “Milestone Chart”?

A

These only show the major deliverables. Durations in time do not have duration connected with the milestones.

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38
Q

What is the “Control Schedule Process”

A

This is controlling the project work to ensure it will be completed by the deadline. This is the daily task of keeping the project on schedule.

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39
Q

What are the outputs of the “control schedule” process?

A

1) Project Management Plan
2) Project Documents including
i) project schedule
ii) Schedule Data
iii) Resource Diagrams
iv) lessons learned register
v) project calendars
3) Work performance data
4) Organizational Process Assets

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40
Q

What are the tools and techniques of the “control schedule” process?

A

1) Data analysis
i) Earned value analysis
ii) Iteration burndown chart
iii) Performance reviews
iv) what-if scenario
2) Critical path method
3) Project management information systems
4) Leads and Lags
5) schedule compression

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41
Q

What are the “outputs” of the Control Schedule process?

A

1) Work Performance Information
2) Schedule forecasts
3) change requests
4) Project Management plan updates
5) project document updates

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42
Q

What are “schedule forecasts”?

A

This is the forecast of when work could be done.

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43
Q

What is “T-Shirt Sizing”?

A

An Agile planning high-level relative estimation where a T-shirt size is assigned to different stories on the project. The size basically corresponds to the amount of work that needs to be completed.

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44
Q

What is “Planning poker”?

A

An Agile planning tool used to assign a Fibonacci number to a poker card based on how much work needs to get done on the project.

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45
Q

What is a “Cumulative Flow Diagram (CFD)”?

A

It is a diagram able to track how much work is getting done on a project while seeling the number of points “piling up” in a cumulative total on the diagram

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46
Q

What is “team velocity”?

A

A diagram that shows how many pots or things can be done in an interation.

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47
Q

What is a “burn chart”?

A

It is an agile chart that showcases how much work has been done on a project. One line shows the total amount and one line shows the amount done on each project as a cumulative total. Charts can be “burn-up” or “burn-down”.

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48
Q

What is “lead time”?

A

This is how long it takes to go through an entire process.

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49
Q

What is “cycle time”?

A

This is how long it takes to go through a part of the process. Aka work in progress.

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50
Q

What is the formula for cycle time?

A

Cycle time = (work in progress) / throughput

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51
Q

What is the “critical path method”?

A

It is figuring out the slowest time (or longest path) frame to finish a project.

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52
Q

Do the activities on the critical path have any slack?

A

No

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53
Q

In the critical path method, what is “ES”?

A

Early Start. The earliest you can start an activity without delaying the project end date.

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54
Q

In the critical path method, what is “LS”?

A

Late Start. The latest you can start a n activity without delaying the project end date.

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55
Q

In the critical path method, what is “EF”?

A

Early Finish. The earliest you can finish an activity without delaying the project end date.

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56
Q

In the critical path method, what is “LF?

A

Late Finish. The latest you can finish the activity without delaying the project end date.

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57
Q

How to calculate the slack for ES & LS, or LF & EF?

A

LS - ES = Slack
LF - EF = Slack

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58
Q

In the calculation of the late start or finish, what is the #1 thing to remember?

A

That we need to subtract or add one depending on the formula because we don’t actually work on the first day.

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59
Q

What is an easy formula when calculating the critical path, and the latest and earliest finish

A

Just subtract 1 from the duration and work the math backward.

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60
Q

Which way does one start calculating the earliest start or latest finish in critical path calculations?

A

First backward from the finish for the earliest start. Then forward through the diagram for the latest finish.

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61
Q

What is “cost management” about?

A

It is about creating the cost baseline (project budget) and ensuring the project stays on budget.

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62
Q

What is a “variable cost”?

A

This changes as the project progresses.

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63
Q

What is “fixed cost”?

A

This cost stays the same as the project progresses.

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64
Q

What is “direct cost”?

A

This cost in included in the cost baseline.

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65
Q

What is “indirect cost”?

A

This is a cost not included specifically in the baseline.

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66
Q

What is a “sunk cost”?

A

The is the amount of money that has already been spent on a project.

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67
Q

What is “value engineering” or “value analysis”?

A

This is the analysis performed to find a less costly way of completing work.

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68
Q

How is budgeting done on an Agile project versus a traditional project?

A

On an Agile project, funding is done incrementally, while on a traditional project, it is done upfront.

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69
Q

What is “Plan Cost Management”?

A

This is the process to create the cost management plan.

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70
Q

What are the inputs of “Plan Cost Management” process?

A

1) Project management plan
2) Project charter
3) Enterprise environmental factors
4) Organizational process assets.

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71
Q

What are the tools utilized to create the “Plan Cost Management” process?

A

1) Expert judgment
2) Data analysis
3) Meetings

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72
Q

What are the outputs of the “Plan Cost Management” process?

A

1) Cost management plan.

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73
Q

What is a “cost management plan”?

A

This is a plan to direct us how to estimate the cost of each activity, create the project budget, and monitor and control the cost of the project.

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74
Q

What is the “Estimate Costs” process?

A

This is an analysis of each individual activity and to assign a cost to each activity.

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75
Q

What should the estimated cost of each activity include?

A

This should include labor, material, equipment, services, and facilities. If it is over a length of time, it should include inflation.

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76
Q

What is ROM?

A

Rough Order of Magnitude

This is very inaccurate. Has a rance of -25% to +75% variance.

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77
Q

What is a “budget estimate”?

A

Better than ROM, has a variance of approximately -10% to +25% of budget or phase.

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78
Q

What is a “definitive estimate”?

A

This is often the best estimate that you can get, ranging -5% to +10%. Considered very accurate.

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79
Q

What are the inputs of the “Estimating Costs” Process?

A

1) Project Management Plan
a) Cost management plan
b) quality management plan
c) scope baseline.
2) Project Documents
a) Project schedule
b) risk register
c) lessons learned register
d) resource requirements
e) enterprise environmental factors
f) organizational process assets

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80
Q

What are the tools to create the “Estimating Costs” Process?

A

1) Expert judgment.
2) Analogous estimating
3) Parametric estimating
4) Bottom-up estimating
5) 3-point estimating
6) Data analysis
a) Reserve analysis
b) Cost of quality
7) Project management information system
8) Decision making

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81
Q

What is “reserve analysis”?

A

This is the reserved time added to cover work risks.

All project work has some kind of risk unknown, and this accounts for that risk.

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82
Q

What is “cost of quality”?

A

This is the amount of money spent to ensure quality requirements are met on a project.

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83
Q

What are the outputs of the “Estimating Costs” Process?

A

1) Cost estimates
2) Basis of estimates
3) Project Documents Updates

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84
Q

What is the “Determine Budget” process?

A

This process is where we take all the activity cost estimates and aggregate the cost into the project cost baseline (budget).

The project performance is measured against the cost baseline when the project is executed.

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85
Q

What are the inputs of the “Determine Budget” process?

A

1) Project Management Plan
a) cost management plan
b) resource management plan
c) scope baseline.
2) Project documents
a) Activity cost estimates
b) basis of estimates
c) project schedule
d) risk register
3) Business documents
4) Agreements
5) Enterprise environmental factors
6) Organizational process assets

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86
Q

What are the tools to create the “Determine Budget” process?

A

1) Cost aggregation
2) Expert judgement
3) Historical information review
4) Funding limit reconciliation
5) Financing
6) Data analysis

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87
Q

What are the tools to create the “Determine Budget” process?

A

1) Cost baseline
2) Project funding requirements
3) Project document updates

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88
Q

What does the “cost baseline” include?

A

This represents the project cost, which includes the contingency reserves.

The total budget of the project is the cost baseline + the management reserves.

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89
Q

What is the “Control Costs” process?

A

This process is a monitoring and controlling process where we try to keep the project on budget.

In this process, we look for variances to investigate and determine the best course of action.

Almost all phases have cost control in them.

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90
Q

What are the inputs of the “Control Cost” process?

A

1) Project management plan
2) Project documents
3) Project funding requirements
4) Work performance data
5) Organizational process assets

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91
Q

What are the tools to create the “Control Cost” process?

A

1) Expert judgment
2) Data Analysis
a) earned value analysis
b) reserve analysis
c) variance analysis
d) trend analysis
3) To-Complete Performance Index (TCPI)
4) Project management information system

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92
Q

What is “To-Complete Performance Index (TCPI)”?

A

This is how we measure the level of work that needs to be done to finish the project within the budget.

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93
Q

What are the outputs of the “Control costs” process?

A

1) Work performance information
2) Cost forecasts
3) Change requests
4) Project Management Plan Updates
5) Project Documents Updates
6) Organizational Process Assets Updates

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94
Q

What is “Agile and Hybrid Cost Management”?

A

Agile budgeting is linked to different iterations, the more iterations, the higher the budget of the project.
Possible outcomes:
1) Burn rate = average cost per hour per person.
2) Cost per feature
3) hybrid between traditional & hybrid.

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95
Q

What is “EVM”?

A

Earned Value Management.

It is a methodology that combines scope, schedule, and resource measurements to assess project performance.

96
Q

What is “BAC”?

A

Budget at Completion

97
Q

What is “PV”?
What is the formula for it?

A

Planned value.

This is the amount of money worth of work that should have been done on the project.

PV = (Planned % Complete) * BAC

98
Q

What is “EV”?
What is the formula for it?

A

Earned Value

The is the amount of money worth of work someone actually did on a project.

EV = (Actual % complete) * BAC

99
Q

What is “AC”?
What is the formula for it?

A

Actual Cost

This is the amount of money already spent on the project.

No formula, just a sum total.

100
Q

What is “CV”?
What is the formula to calculate?

A

Cost variance.

This is the difference between the work done and the work spent. This value should be positive to be under budget (it is backward). Negative values = over budget.

CV = EV - AC

101
Q

What is “CPI”?
What is the formula to calculate?

A

Cost Performance Index

This is the rate of how we are spending to actually earning on the project. This value should be 1 or more for projects under budget (backward).

CPI = EV / AC

102
Q

What is “SV”?
What is the formula to calculate?

A

Schedule Variance

This is the difference between the amount of work we should have done versus the amount of work we actually did. This should be positive for ahead of schedule (backward). Negative values indicate behind schedule.

SV = EV - PV

103
Q

What is “SPI”?
What is the formula to calculate?

A

Schedule Performance Index

This is the rate of how we are meeting the project schedule. This value should be 1(+), for a project to be ahead of schedule.

SPI = EV / PV

104
Q

What is “EAC”?
What is the formula to calculate?

A

Estimate At Completion

Forecasting the total cost of the project at the end based on the current spending rate of the project.

EAC = BAC / CPI

105
Q

What is “ETC”?
What is the formula to calculate?

A

Estimate To Completion

Forecasting the amount that will be needed to complete the current project based on the current performance.

ETC = EAC - AC

106
Q

What is “VAC”?
What is the formula to calculate?

A

Variance At Completion

The difference between the original budget and new forecasted budget. This value should be positive for projects that may end at or under budget.

VAC = BAC - EAC

107
Q

What is “TCPI”?
What is the formula to calculate?

A

To-Complete Performance Index

The performance that needs to be met to finish the project within the budget.

TCPI = (BAC - EV) / (BAC - AC)

108
Q

What is the “Project Quality Management” process?

A

The process is the degree to which a set of inherent characteristics fulfill requirements.

109
Q

What is the “grade” of a project?

A

This is the design intent, a category assigned to deliverables having the same functional use, but different technical characteristics.

Grade of a project can be low or high, while quality must always be high.

110
Q

What is “Just-in-Time”?

A

A practice in which a product-based company should have very low or no inventory.

This usually means the “latest” inventory and a lower total inventory cost.

111
Q

What is “Plan-Do-Check-Act”?

A

Business processes should be scrutinized and measured to detect sources of variations that cause projects to deviate from customer requirements.

Plan: Design or revise business processes.
Do: Implement the plan and measure its performance.
Check: Access the measurements and report the results to decision-makers.
Act: Decide on changes needed to improve the process.

112
Q

What is “Continuous Improvement” (aka Kaizen)?

A

The theory of making small changes to improve a product or service. If a product does not continually improve, it will become obsolete and outdated.

More updated products usually = better qualify.

113
Q

What is “Total Quality Management” (TQM)?

A

The theory is sthat all employees are responsible for the quality of their products and services. Everyone in the company needs to be doing a quality job to ensure that they are providing a quality product or service.

If you have a great product and poor customer service, most customers will perceive the company as poor quality.

114
Q

What is “Customer Satisfaction”?

A

The ultimate test of quality. Meeting customer’s expectations by collecting, understanding, and managing project requirements.

115
Q

What is “Prevention Over Inspection”?

A

Since defects cost more after a deliverable is made, it is better to ensure quality is planned, designed, and built into the product first. More prevention = fewer defects.

116
Q

What is “Six Sigma”?

A

This is a quality theory that looks to improve the processes followed to reduce defects. It is based on standard deviation and the bell curve.

117
Q

What is “Statistical Independence”?

A

Used in probability that means one event cannot affect another event.

118
Q

What is “Mutual Exclusivity”?

A

This means that two events cannot happen at the same time.

ex. cannot role a die and get a two and six at the same time.

119
Q

What is “Attribute Sharing”?

A

It is a measuring quality method that consists of observing the presence )or absence) of some characteristic or attribute. The sample is binary, either good or bad, no middle ground.

120
Q

What is “Variable Sharing”?

A

A method of measuring quality that consists of how well something meets the requirements. Possible values can be okay, good, very good, bad, or very bad, and can have a middle ground.

121
Q

What is the “Plan Quality Management” process?

A

Where we identify the quality requirements and or standards for the project and then document how the project will meet them.

122
Q

What are the inputs of “Plan Quality Management” process?

A

1) Project Charter
2) Project Management Plan
3) Project Documents
a) Assumption log
b) Stakeholder registry
c) Risk register
d) Requirements documentation
e) Requirement traceability matrix
4) Enterprise Environmental Factors
5) Organizational Process Assets

123
Q

What are the tools of processing “Plan Quality Management”?

A

1) Expert judgment
2) Data Gathering
3) Data Analysis
a) Cost-benefit analysis
b) cost of quality
4) Decision making
5) Data representation
a) Logical data model
b) Matrix diagram
c) Mind mapping
d) Flowcharts
6) Testing and inspection planning
7) Meetings

124
Q

What is a “requirements traceability matrix”?

A

This document shows where the requirements come from, such as which stakeholder requested them.

125
Q

What is “cost-benefit analysis”?

A

It is the analysis of the benefits of meeting quality requirements. Higher quality can include less work, higher productivity, lower cost, increased stakeholder satisfaction, and increases profitability. The cost of meeting the quality requirements should NEVER exceed its benefits.

126
Q

What is “cost of quality”?

A

This is the amount we will spend to ensure we meet quality requirements. These include the cost of conformance and the cost of nonconfomance.

127
Q

What is the “cost of conformance”?

A

This includes all costs associated with meeting the quality requirements. This includes prevention costs like training, materials, and equipment. Also includes appraisal costs like inspection, measurement and analysis, maintenance and calibration, field testing, and procedure checking.

128
Q

What is the “cost of nonconformance”?

A

This includes the internal and external costs of defects and failures including rework and scrap.

129
Q

What is the “logical data model”?

A

Is a method used to organize a company’s data with a visual representation of data that can be used to identify the best methods to sort and organize.

130
Q

What is a “matrix diagram”?

A

This shows the relationship between two or more groups along with processes between those groups.

131
Q

What is “mind mapping”?

A

This is a way to visually organize data by selecting a topic and then branching off subtopics that are related to the main topic.

132
Q

What are “flowcharts”?

A

These are a graphical representation of a process along with decisions that get to be made.

133
Q

What are the outputs of “Plan Quality Management”?

A

1) Quality management plan.
2) Quality metrics
3) Project document updates.

134
Q

What is the process of “Manage Quality”?

A

This is the process of executing the activities in the quality management plan.

135
Q

What are the inputs to the “Manage Quality” process?

A

1) Project management plan
2) Project documents
a) quality metrics
b) quality control measures
c) risk register
d) lessons learned register
3) Organization process assets.

136
Q

What are the tools of the “Manage Quality” process?

A

1) Data gathering
2) Data analysis
3) Decision making
4) Data representation
a) affinity diagrams
b) matrix diagrams
c) cause and effect diagrams like fishbone
d) flowcharts
e) histograms
5) Audits
6) Design for X
7) Problem solving
8) quality improvement methods

137
Q

What are “affinity diagrams”?

A

These are used to put large amounts of data into categories (often built with columns and points under each header)

138
Q

What are “matrix diagrams”?

A

These show the relationship and processes between two or more groups

139
Q

What is “mind mapping”?

A

A way to visually organize data.

Select one topic and then branch off to other topics.

140
Q

What is a “flowchart”?

A

A graphical representation of a process with arrows leading to through processes.

141
Q

What is the process of “Manage Quality”?

A

It is executing the activities in the quality management plan; this includes quality assurance. This process is all about process analysis and improvement.

142
Q

What are the inputs of “Manager Quality”?

A

1) Project management plan.
2) Project documents
a) quality metrics
b) quality control measurements
c) risk register
d) lessons learned register
3) Organizational process assets

143
Q

What are the tools and techniques of “Manage Quality”?

A

1) Data gathering
2) Data analysis.
3) Decision making
4) Data representation
a) affinity diagrams
b) matrix diagrams
c) cause-and-effect diagrams
d) flowcharts
e) histograms
5) Audits
6) Desing for X (DfX)
7) Problem-solving
8) quality improvement methods

144
Q

What are 5 ways data can be represented to identify trends?

A

a) affinity diagrams
b) matrix diagrams
c) cause-and-effect diagrams
d) flowcharts
e) histograms

145
Q

What is an “affinity diagram”?

A

When a large amount of data is put into categories.

146
Q

What is a “matrix diagram”?

A

This shows the relationship between two or more groups, or the relationships between the processes.

147
Q

What are “cause and effect” diagrams?

A

These are also called Ishikawa and Fishbone diagrams. They tell the causes of defects (like fins or bones of the spine). This is a nice tool to find root causes of current or potential defects.

148
Q

What is a “flowchart”?

A

It is a graphical representation of the process including shapes and arrows. Often times this helps a lot with process improvement.

149
Q

What is a “histogram”?

A

These are bar charts that show the distribution of numerical data and are used to show frequency. This can be used to show the frequency of defects of a project also.

150
Q

What are “audits”?

A

This is analysis to ensure that the organization is following the organizations quality policies.

151
Q

What is “DfX”?

A

Often used by engineers in order to design or improve a particular product.

152
Q

What are the outputs of the “Manage Quality” process?

A

1) Quality reports
2) Test and evaluation documents
3) Change requests
4) Project management plan updates.
5) Project Document updates.

153
Q

What is “Control Quality” process?

A

This is evaluating deliverables and seeing if they meet quality standards.

154
Q

What are the inputs of “Control quality” process?

A

1) Project management plan
2) Project documents
a) Quality metrics
b) Test and Evaluation documents
c) Lessons learned register
3) Work performance data
4) Approved changes Requests
5) Deliverables
6) Enterprise environmental factors
7) Organizational process assets

155
Q

What are the tools and techniques of the “Control Quality” process?

A

1) Data gathering
a) Checklists
b) Check sheets
c) Statistical sampling
d) Questionnaires and surveys
2) Data analysis
3) Testing and product evaluations
4) Data representation
a) Cause-and-effect diagrams
b) control charts
c) scatter diagrams
d) historgram
5) Meeting

156
Q

What is a “check sheet”?

A

These are used to gather defects and keep a running total. Like tick sheets.

157
Q

What is a “control chart”?

A

This is a chart that creates data limits for defects vs the desired results, these limits are usually within 3 data points of the means. If the value being checked is at 4th or more spot, then it is out of control”.

158
Q

What are “scatter diagrams”?

A

These show trends in relation to different variables on an x and y axis; meant to show a relationship between two variables.

159
Q

What is a “histogram”?

A

This is a chart that shows the frequency of something, like a moral chart, and it oftentimes is put together with the greatest something first.

160
Q

What are “Quality Control Measurements”?

A

These inspect the results of the activities done in “Contraol Quality” processes to determine if the quality standards or policies were met.

161
Q

What are “verified deliverables”?

A

These are deliverables that have been inspected by the project manager or team and have met the quality requirements.

162
Q

What is “Plan Resource Management”?

A

This is the process of identifying who will be doing which project role and their responsibilities, reporting, and creating the resources management plan. This plan will express project roles and responsibilities, reporting relationships, and how we will hire, manage, and release the project team. This will also document how to acquire, manage, and use physical resources.

163
Q

What is a “Project Schedule”?

A

This shows the activities and resources needed over teh project timeline.

164
Q

What are “Requirements documentation”?

A

This shows what resources are needed for each activity.

165
Q

What is the “risk register”?

A

This is a listing of all the positive and negative risks on the project. This may include resources that may be needed to respond to some risks.

166
Q

What is a “stakeholder register”?

A

This is a list of all the stakeholders on the project and how they may impact the project.

167
Q

What is a “heirarchal-type chart”?

A

This shows the reporting relationship on a project, kind of like an organizational breakdown structure.

168
Q

What are “matrix-based charts”?
What are the results of “A, C, R, I”

A

The responsibility assignment matrix (RAM) shows the resources assigned to the work packages.
A = Accountable
C = Consulted
R = Responsible
I = Informed

169
Q

What is “organizational theory”?

A

This is how the organization manages its resources.

170
Q

What is a “resource management plan”?

A

This is part of the project management plan and is used to manage both physical and staff resources. This plan also describes how to acquire, develop, manage, control, and release the project team.

171
Q

What is “staff acquisition”?

A

This is how and where of getting the project staff, and that could be internal or external.

172
Q

What is a “staff release plan”?

A

This is when and how a PM is going to release the project team after the project is over.

173
Q

What are “training needs”?

A

This is training that will be required to ensure the team has the right skills to complete the project work.

174
Q

What are “recognition and rewards”?

A

How are we going to recognize the project team members for the work that was done.

175
Q

What is “compliance”?

A

This is how we will manage the team to ensure we meet all regulations from the company and government.

176
Q

What is “safety”?

A

Addressing safety fo the team.

177
Q

What is a “team charter”?

A

This is a document that outlines what will be acceptable behavior within the project. It should include
general rules of conduct for
+ meetings
+ decision-making
+ and 1:1 conversations.

178
Q

What are the inputs of the “project resource management” process?

A

+ project charter
+ project management plan
+ Project documents
a) project schedule
b) requirements documentation
c) risk register
d) stakeholder register
+ enterprise environmental factors
+ organizatioinal process assets

179
Q

What are the processes used in “project resource management”?

A

1) Expert judgment
2) Data in different forms or representation
3) Organizational theory
4) Meetings

180
Q

What is “organizational theory”?

A

This is how the organization manages its resources.

181
Q

What are “text-oriented formats” for charts?

A

This document shows the roles and responsibilities in written format instead of a chart like a matrix.

182
Q

What are the outputs of the “Plan Resource Management”?

A

1) Resource management plan
2) Team charter
3) Project document updates.

183
Q

What is “Estimate Activity Resources” process?

A

This is where we look at individual activity to determine what and how many resources are needed to accomplish that activity.

184
Q

What are “resources”?

A

They are both people and equipment, machines, and different types of supplies needed to finish an activity.

185
Q

What are the inputs of the “estimate activity resources” process?

A

1) Project management plan
2) Project documents
a) activity list
b) activity attributes
c) assumption log
d) resource calendars
e) risk register
f) cost estimate
3) enterprise environmental plan
4) organizational process assets

186
Q

What are the tools and techniques we use in the process of “estimate activity resources”?

A

1) expert judgment
2) bottom-up estimating
3) analogous estimating
4) parametric estimating
5) data analysis
6) project management information system
7) Meetings

187
Q

What is “bottom-up estimating”?

A

When we breakdown the work into such detail that we can build the estimate from the ground up.

188
Q

What is “analogous estimating”?

A

This is all aka stop-down estimating, which can be found to be inaccurate.

189
Q

What is “parametric estimating”?

A

This is using a mathematical algorithm to calculate cost or duration.

190
Q

What are the outputs of the “estimating activity resources” process?

A

1) Resource requirements
2) Basis of estimates
3) Resource Breakdown Structure (RBS)
4) Project Document Updates

191
Q

What is the process to “Acquire Resources”?

A

This is the process to getting the staff and physical resources needed to build the deliverables on the project. Usually one of the first processes done when starting a project.

192
Q

What are the inputs of the “acquire resources” process?

A

1) Project management plan
2) Project documents
a) resource calendars
b) resource requirements
c) project schedule
d) stakeholder register
3) Enterprise environmental factors
4) Stakeholder register.

193
Q

What are the tools and techniques in the process of “acquiring resources”?

A

1) Decision making
2) Interpersonal and team skills
3) pre-assignment
4) virtual teams

194
Q

What are the outputs of the “acquire resources” process?

A

1) Physical resource assignments
2) Project team assignments
3) resource calendars
4) change requests
5) project management plan updates
6) Project document updates
7) Enterprise environmental factors updates
8) Organizational process assets updates

195
Q

What is the process of “Develop Teams”?

A

This is assembling the ream so that it is not dysfunctional.

196
Q

What is “Tuckman’s ladder”?

A

This is a develop team theory that includes 5 stages a team goes thr. That team is:
a) forming
b) storming
c) norming
d) performing
e) adjourning

197
Q

What is “forming” in Tuckman’s Ladder?

A

This is where the team comes together to get to know each other.

198
Q

What is “storming” in Tuckman’s Ladder?

A

This is when teams start to have conflict with each other.

199
Q

What is “norming” in Tuckman’s Ladder?

A

This is when team members begin to agree with each other on the best methods to build the best methods to building deliverables. This is where everyone is coming to a consensus.

200
Q

What are the inputs in a “develop team” process?

A

1) Project management plan
2) Project documents:
a) resource calendars
b) resource requirements
c) project schedule
d) lessons learned register
e) project team factors
f) organizational process assets
3) Enterprise environmental factors
4) Organizatioinal process assets

201
Q

What are the tools and techniques in the “Develop team” process?

A

1) Colocation
2) Virtual teams
3) Communication technology
4) interpersonal and team skills
5) recognition and rewards.
a) Maslov’s heirarchy of needs
b) McGregor’s Trhory of X and Theiry Y
c) Theory Z
d) David McClelland’s theory of needs.
e) Herzberg’s theory
f) expectancy theory
g) forms of powers
i. Reward power (best)
ii. Expert power (best)
iii. Formal (legitimate) power
iv. referent power
v. penalty (coercive) power.
6) training
7) individual and team assessments
8) meetings.

202
Q

What are the outputs of the “Develop Team” process?

A

1) Team performance assessments
2) Change requests
3) project management plan updates
4) project document updates
5) enterprise environmental factors updates
6) organizational process assets updates

203
Q

What is “Maslov’s Hierarchy of Needs”?

A

The theory created by Maslov shows the human needs required for motivation. Lowest to highest is 1) psychological needs (food, water, warmth, rest.
2) Safety needs (security, safety)
3) Belongingness and love needs (intimate relationships, friends)
4) Esteem (prestige and feeling of accomplishment)
5) Self-actualization (achieving one’s full potential, including creative activities).

204
Q

What is “McGregor’s Theory X and Theory Y”

A

Theory X is that most people don’t like to work and need micromanagement.

Theory Y is that most people like to work and are willing to get the job done. These people tend to be liked by their co-workers more.

205
Q

What is “Ouchi’s Theory Z”?

A

This is for building loyalty to an organization. It emphasizes the well-being of the employees both at work and outside of work. It encourages steady employment, leads to high employee satisfaction and morale, and overall, results in increased productivity and support for the organization.

206
Q

What is “David McClelland’s theory of needs”?

A

This is also known as the achievement theory or 3-needs theory, basically, for workers to be motivated, they need to have 3 things:
1) achievement
2) power
3) affiliation

207
Q

What is “acheivement”?

A

When we have a strong need to set and accomplish challenging goals

208
Q

What is “affiliation”?

A

Involves wanting to be a part of a group and wanting to be liked.

209
Q

What is “power”?

A

This is wanting control to influence others, and wanting to win.

210
Q

What is “Herzberg’s theory”?

A

This is aka 2-factor theory. It states, for people to be motivated, hygiene factors and motivation factors are important.

211
Q

What are “hygiene factors”?

A

These are job security, safety, work conditions, good pay, paid insurance, and PTO.

212
Q

What are “motivation factors”?

A

These are achievement, responsibility, an opportunity to expand, and decision-making, and can only be achieved if hygiene factors are in place.

213
Q

What is “reward power”?

A

This is the power that allows a project manager to give rewards for the work that was done. This can include pay raises or time off.

214
Q

What is “expert power”?

A

This is when a project manager is an expert on the subject. With this power, more people tend to listen to you. This can include having experience, certifications, or licenses.

215
Q

What is “formal (legitimate) power”?

A

This is the power when you use the position to control the project team. Like, in a dictatorship.

216
Q

What is “referent power”?

A

This is power based on someone’s personality or charisma. Like with Donald Trump.

217
Q

What is “penalty (coercive) power”?

A

This involves using punishment in order to manage the team and tends to lead to more conflict.

218
Q

What is the “Manage Team” process?

A

This is the process of managing the project team as the project is progressing. This is done throughout the execution process group and involves day-to-day management of the project team, which can include solving conflicts and coaching the team.

219
Q

What are the inputs of the “Manage Team process”?

A

1) Project management plan
2) project documents
a) issue log
b) lessons learned together
c) project team assignments
d) team charter
3) team performance assessments
4) work performance reports
5) Enterprise environmental factors
6) Organizational process assets

220
Q

What are a few techniques to work with conflicts in the “manage team” process?

A

1) interpersonal and team skills
a) problem-solving/collaborate
b) compromising/reconcile
c) force/direct
d) smooth/accommodate
e) withdrawal/avoid
2) project management information system.

221
Q

What is the exam problem-solving technique?

A

1) define the cause (not just the symptoms
2) analyze the problem
3) identify solutions
4) implement the selected solution
5) review the solution
6) confirm that the solution solved the problem

222
Q

What is “emotional intelligence (EQ)?

A

The ability to understand and manage personal emotions and those of the individuals around you.

223
Q

What are 5 components of emotional intelligence as defined by Daniel Goldman?

A

1) Self-awareness
2) self-regulation
3) motivation
4) empathy
5) social skills.

224
Q

What are the outputs of the “manage team” process?

A

1) Change requests
2) Project management plan updates
3) enterprise environmental factors updates
4) organizational process assets updates.

225
Q

What is “problem-solving/collaboration” conflict resolution?

A

Stakeholders come together and come up with a solution that makes both side happy. it is a win-win scenario.

226
Q

What is “compromise/reconcile” conflict resolution?

A

This is where both sides give up a little bit to come to a consensus on how to solve a problem. This is known as lose-lose, since both sides lose something.

227
Q

What is “force/direct” conflict resolution?

A

In this technique, one side gets everything they want and the other side gets nothing. This often leads to more conflict.

228
Q

What is “smooth/accommodate” conflict resolution?

A

In this scenario, stakeholders downplay conflict. They say things like “don’t worry about it.” This is lose-lose because the problem is not solved and may still exist.

229
Q

What is “withdrawal/avoid” conflict resolution?

A

in this scenario, one person walks away from the problem. The problem may still exist even if one walks away.

230
Q

What is “emotional intelligence”?

A

This is the ability to understand and manage personal emotions and those of the individuals around you. This is imperative for leaders and project managers.

231
Q

What are the 5 key elements of emotional intelligence by Daniel Goleman?

A

1) Self-awareness
2) Self-regulation
3) Motivation
4) Empathy
5) Social Skills

232
Q

What is the process of “Control Resources”?

A

A process that looks at how to correctly manage the physical resources on the project as the project is progressing.

233
Q

What is an “issue log”?

A

This is a listing of all issues on a project. It is more related to dealing with physical resources versus non-tangible resources.

234
Q

What are “physical resource assignments”?

A

This is a list of what physical resources are being used on the project.

235
Q
A

PMP Simplified (2 decks)

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