CAPM Flashcards
(196 cards)
1
Q
What is a RACI Chart?
A
Responsible, Accountable, Consult, Inform
2
Q
Pareto Analysis
A
It is based largely on the “80-20 rule.” As a decision-making technique, Pareto analysis statistically separates a limited number of input factors—either desirable or undesirable—which have the greatest impact on an outcome. A pareto chart will show errors (ie. dose missed, wrong calculation)
The 80-20 rule, also known as the Pareto Principle, is a familiar saying that asserts that 80% of outcomes (or outputs) result from 20% of all causes (or inputs) for any given event.
3
Q
SMART Goals
A
Specific, Measurable, Achievable, Relevant, Time-Bound
4
Q
What are ways to perform root cause analysis?
A
1) The Five Whys: ask for the cause of a problem up to five times or five levels deep to truly understand it.
2) Cause and Effect Diagrams: Cause-and-effect diagrams decompose a problem or opportunity to help trace an undesirable effect back to its root cause.
5
Q
What are two types of cause and effect diagrams?
A
Fishbone diagrams are snapshots of the current situation and high-level causes of why a problem is occurring. Identifies root cause of problem.
An Interrelationship Diagram shows graphically the cause-and-effect relationships that exist among a group of items, issues, problems, or .
6
Q
What is the range in a control chart?
A
-3 or +3 sigma
7
Q
Reserve Analysis
A
Analytical technique evaluates amount of risk on a project and amt. of budget and schedule reserve.
8
Q
Earned Value Analysis
A
Measures the amount of work that is actually performed against what cost and schedule reports show
Assess the cost/schedule variance and performance of seller
9
Q
Predictive Approach
A
Used when project can be defined, collected and analyzed at the beginning High level of risk may require reviews, change control mechanisms. Scope, schedule, cost and resources are defined at beginning of project.
10
Q
Hybrid Approach
A
Uses both adaptive and predictive approaches. High risk or uncertainty. Uses Iterative or Incremental approaches.
11
Q
Iterative Appproach
A
Scope determined early, time cost may change. Increments dad functionality. Clarifies requirements and explores options. Trial + error, Project gets better due to changes.
Iterative is about repeating process cycles to evolve, refine, clarify.
12
Q
Incremental Approach
A
Deliverables are created through iterations, only complete after final iteration. Produces deliverable throughout series of iterations
13
Q
Adaptive Approach/ Agile
A
High level of uncertainty or volatility. Reuiqrements likely to change and will likely be refined, or changed as a result of ongoing feedback. SCOPE IS NOT UNDERSTOOD AT START
14
Q
What are the types of PMO’s?
A
Supportive: Consultative role, supply training, access to info. Provide project repository.
Controlling: Provide support and require compliance. Adaptation to frameworks and methodologies.
Directive: Directly manage projects.
15
Q
Cost Performance Index
A
tells you how much you are earning for each dollar spent on project. Divide Earned Value by Actual Cost
EV / AC
16
Q
Types of powers of project manager
A
- Referent: Comes from another person respecting you
- Expert: power of PM for being technical expert
- Reward is the pwoer of PM based on ability to provide rewards
- Formal is the power of PM that is based on position within organization
also positional, informational, referent, situational. personal, relational expert, reward oriented, punitive, ingratiating, guilt based persuasive
17
Q
Examples of OPA’s
A
templates, guidelines, criteria
18
Q
Stakeholder Mapping
A
High Interest, Low Influence: Inform completely, monitor closely
High Interest, High Influence: Regularly engage, keep satisfied
Low Interest, Low Influence:
Essential information, Minimal contact
Low Interest, High Influence:
Monitor, anticipate needs
19
Q
3 types of communication menthods
A
Interactive: face to face, phone, meetings
Push: Push communication on the other hand entails sending information to the recipient while not expecting a response immediately. Emails, newsletters.
Pull: Pull communication is a method of allowing stakeholders to access information at their leisure. Pull communication can provide a sense of trust between stakeholders and the project manager, as it provides transparency. Project website. knowledge base.
20
Q
Process Groups
A
Initiating
Planning
Executing
Monitor + Control
Closing
21
Q
Project Phase
A
Start Project
Organize
Carry out Work
End Project
22
Q
Phase Gate
A
Review at end of phase where decision is made to continue modify or end project
23
Q
What is included in risk management plan?
A
Risk Identification
Risk Assessment
Risk Mitigation
24
Q
Done Drift
A
The longer a project takes to complete the further the project goal of doneis likely to move.
25
Delivery Cadence
Frequency of deliverables.
Single Delivery
Multiple Deliveries
Periodic Deliveries
26
Project vs. Product
Project is temporary endeavor w/ specific scope. Product is tangible or intangible object as a result of project. Longer lifespan, broader scope.
27
5 C's of Written Communicationq
Correct Grammar
Concise Expression
Clear purpose
coherent ideas
control flow words/ideas
28
WBS
Hierarchical decomposition of project scope. Organize work into manageable. components. Based on deliverables.
29
Requirements Criteria
Clear
Concise
Verifiable
Consistent
Complete
Traceable
30
Epics
BIG user story. Split up into user stories.
31
Critical Path
Longest sequence of dependent tasks that determine project duration
32
Project vs Plan vs Portfolio
Project - temporary endeavor
Program - group of related projects
Portfolio - collection of programs, projects
33
Issues vs. Risks vs. Assumptions
Issues - Positive or negative
Risks - uncertain events, may be negative
Assumptions - without proof
34
Project Charter
Part of initiating process group. Can be developed by sponsor or PM. Acts as north star for project: purpose, objectives, requirements, resources
Authorizes project
35
Analagous Estimating
Uses past data from similar activity. Used to estimate project duration when there is limited detail.
36
Operations
Ongoing, repetitive activities that are performed to sustain business deliver products
37
Assumption
True + certain w/o proof of demonstration
38
Ways to optimize process for environment?
1. Lean Production Methods: remove waste, measure value, add activities
2. Retrospective: Review, suggest changes improve process
3. Where is the next best funding spent?
39
Timebox
A timebox is a time limit placed on a task or activity. A timebox in Agile determines when a team must do something, minimizing risk by implementing careful estimation techniques and project planning to achieve successful outcomes.
40
Initiating Process Group
Includes process to define a new project or new phase of an existing project.
1. Stakeholders identified
2. Project charter developed
INPUT = Business case, contract, EAP and OPA
START OF PROJECT. OUTPUT = PROJECT CHARTER
41
Stewardship
integrity
care
kindness
42
Areas of Emotional Intelligence
1. Self Awareness
2. Self Management
CALM
1 Social Aareness
2. Social Skill
BETTER BONDS
43
PM Processes
Inputs
Tools & Techniques
Outputs
44
Risk Response (negative)
Escalate
Avoidance
Transferring
Mitigating
Accepting
45
Risk Response (positive)
Escalate
Exploit
Share
Enhance
Accept
46
Strategies for Opportunities
Escalate
Expoloit
Share
Enhance Accept
47
Functional Manager
Ensures project receives best resources. The functional manager is the person who has management authority within a business unit/department with direct supervision over one or more resources on the project/program team, and/or direct responsibility for the functions affected by or that affect the project/program deliverable(s).
48
Budget at Completion (BAC)
total budget allocated to project
49
Brainstorming
Brainstorming is a process where team members can pool together their ideas to find solutions to business problems.
50
Scrum of Scrums
meeting for coordinating multiple scrum teams.
51
Retrospective Meeting
Conducted at end of iteration or sprint. Team reflects on performance.
52
Cost Baseline
Approved version of project budget
53
Negative risks are called ___ and positive risks are called
threats and opportunities
54
Explicit vs Tacit Knowledge
Explicit: knowledge codified using words number's pics,
Tacit: knowledge such as beliefs, experience insights in yourhead.
55
Procurement
vendors, obtaining supplies
56
leadership vs management
leaders - influence motivate and listen
management: focus on means of meeting project objectives
57
Development Approach
method used to create product (predictive, iterative, incremental, adaptive, hybrid)
58
Contingency and Management Reserves
1. contingency: identifies as part of baseline
management: unidentified risks, part of budget.
59
Burnup vs Burndown Chart
Burndown: shows how much work is yet to be completed
Burnup: shows how much work has been completed
shows team velocity or productivity
60
Information Radiators
aka BIG visible charts. Physical displays that provide info to organization. Posted in place where info can be seen easily. Manually maintained.
61
Forecasts can be ____ and ___
qualitative (ask for expert judgement) and quantitative (use past into to estimate future)
62
Leadership Styles
Laissez Faire: hands off
Transactional: goals focus to determine reward
Servant
Transformational
Charismatic
Interactional
63
Sources of complexity
human behavior
uncertainty/ambiguity
system behavior
technological innovation
64
Single delivery
projects that deliver at end of project
65
Multiple deliveries
project components delivered at different times
66
Periodic Deliveries
Project components delivered at diff times but they are on fixed schedule (monthly, weekly)
67
Continuous Delivery
Deliver project in increments immediately to customers through batches of work.
68
Milestone vs. task
milestone: timeless markers that signal progress
task: work required to reach milestone
list of tasks: WBS, scope, list detailing
69
Servant Leadership
focuses on understanding needs/developments of team members. Are they growing? are team members wiser? self organized teams
70
What is in Project Charter?
project title, description, PM, business case, stakeholder
NOT DETAILED
71
Hawthorne Effect
act of measuring something influences behavior
72
Crashing
method used to shorten duration for the least incremental cost by adding resources (ie. work overtime,expedite). Includes increased cost.
73
Strategies for Threats
Escalate
Avoid
Transfer
Mitigate
Accept
74
Definition of Done
Checklist of all criteria required to be met so deliverable can be considered ready for customer use.
What is acceptance criteria. Depends on users.
75
Fast tracking
Activities or phases normally done in sequence are done simultaneously. Increased risk.
76
What are examples of schedule compression?
Fast tracking and crashing
77
What are contingency and management reserves?
Contingency reserve: a planned amount of money or time which is added to an estimate to address a specific risk. Known unknown
Management reserve: a planned amount of money or time which is added to an estimate to address unforeseeable situations. PM no authority over this. Part of budget.
78
What are tools & techniques?
Data gathering tech
data analysis tech
data representation
decision making
communication skills
interpersonal/team skills
ungrouped tools + techniques
stakeholder mapping
earned value management
Cost benefit analysis
Agile
project reports
timesheets
Risk matrix
kanban boards
WBS
Gantt Chart
79
Project Network Diagram
Project network diagrams are graphical representations of a project. They look like a series of arrows that connect to boxes and they show how activities interact in a project.
80
Kanban Board
Kanban boards are a visual task management tool that consists of a board and moving cards that represent activities.
81
Project Reports
Project reports are simply documentation that detail either an overview or details of a project. There are many different types of project reports, each serving a different purpose, but all give a project manager data on the progress and performance of their project.
82
EVM
Earned value management (EVM) is used in project management to integrate schedules, costs and scope as a way to measure project performance.
83
Stakeholder Mapping
It’s a visual process that lays out the project stakeholders and lets the project manager know how to deal with the stakeholders and which ones need to know what and when.
84
Scope creep
Additional scope or requirements are accepted without adjusting schedule. Use in change control system to combat this.
85
Types of Project Documents
Change log
Lessons Learned
Milestone List
Project Schedule
Risk Register
Risk Report
86
Contracting with external vendors
PM's do not have the authority. Work with contracting officers of RFP's and SOW (statement of work)
87
Schedule Network Diagram
a graphical representation of the logical relationships among the project schedule activities. Use this diagram to identify the critical path and float within the project schedule.
88
Spike
A spike is a user story for which the team cannot estimate the effort needed. In such a case, it is better to run time-boxed research, exploration to learn about the issue or the possible solutions. As a result of the spike, the team can break down the features into stories and estimate them.
89
Change Control Board
Centerd group responsible for evaluating approving or rejecting changes to project
90
Story Points
Story points are units of measure for expressing an estimate of the overall effort required to fully implement a product backlog item or any other piece of work.
What you need to deliver a user story.
91
Competencies
Project management competencies are qualifications that great project managers possess. Project management competencies can include skills, knowledge, experience, traits and more.
92
Project Sponsor
Individual accountable for project (executive or manager). Produces business case. Identifies project.
93
How many PM principles are there?
12
94
Projects initiated based on business case. A business case contains...
1. Business need(why?
2. Project justification
3. Business strategy
95
How are requirements evolved?
use prototypes, demos, mock ups
96
Aspects that influence team...
1. Environment
2. Location of team
3. Communication + cultures
97
Change management is when...
changes are made to baseline
98
The stakeholder cube is a three-dimensional analysis. The cube accounts for the power, interest and attitude of the stakeholder. They may hold either influential or insignificant power and have active or passive interest.How can threats be dealt with?
Avoid
Escalate
Transfer
Mitigate
Accept
99
Factors that cause project to start
1. Meet legal or social requirements
2. Satisfy stakeholder need
3. impement change business strategy
4. create imrpove or fix product
100
Iterative Life Cycle
An approach that allows feedback for unfinished work or improve and modify that work
101
Stakeholder Cube
The stakeholder cube is a three-dimensional analysis. The cube accounts for the power, interest and attitude of the stakeholder. They may hold either influential or insignificant power and have active or passive interest.
102
stakeholder Engagement
Unaware, resistant, neutral, supportive, leading
103
PMI Talent Triangle
Tech project management, leadership, strategic business management
104
Project Cost Management Processes
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
105
4 types of dependencies
Mandatory
Discretionary
External
Internal
106
Salience Model
Describes classes of stakeholders based on power, urgency legitimacy, 3D Model.
107
Iron Triangles
Schedule, Cost, Scope
108
What measures business value?
Cost-Benefit Ratio
ROI
Net Present Value: the difference between the present value of cash inflows and the present value of cash outflows over a period of time.
109
Source Selection
Process of choosing best vendor. Negotiations, experience, price, timely delivery. Vendor selected becomes project stakeholder.
110
Project management plan
Describes how the proejct will be executed, monitored controlled and closed.
111
How is stakeholder satisfaction measured?
Net Promoted Score: Degree tow hich customer wants to recommend service to others -100 to +100
Mood Chart: Tracks reactions of impt. stakeholders
Morale - Surveys
Turnover
112
User Story
Product description describes requirements that customer expects project to deliver. Documented on usery story cards (title, est, description, tasks)
113
Methods of Stakeholder Categorization
Power/Interest Grid
Power/Influence Grid
Impact/Influence Grid
114
What are two types of KPI's?
Leading Indicator: Predict changes or trends in project. Negative value.
Lagging Indicator: Measure project deliverables or events after the fact.
115
Lead vs. Lag
Leads are the predicted measurement of how long it will take to do something while lags measure how far behind a task or project phase is after it has started.
Lead - amt of time the successof activity can be advanced
Lag - the amt of time a successor activity will be delayed
116
Scrum Framework (353)
One piece at a time is tackled. 3 roles in scrum.
3 Roles: Product Owner (goal/vision, creates to do list), Scrum Master (coaches/supports team), Development Team (
- They gather for daily scrum. States what was done yesterday and what will be done today.
5 Meetings (Events): Daily Scrum, Sprint Review, Sprint Retrospective,
3 Artifacts: Sprint backlog, potentially shippable product increment, sprint
Sprint Review
Sprint Retrospective
117
OPA (Organization Process Assets)
Things that have been created for you that you can use as PM. Historical info, forms, software, artifact,.
118
EEF
Rules and policies that must be followed. Originate from outside the project. Law or regulation that must be adhered.
Organizational culture.
119
Requirements Traceability Matrix
Connects product requirements from the start with deliverables to understand what satisfies them. Adds business value by connecting the business and project objectives.
120
What are the three supporting elements of a business case?
business need, project justification and business strategy
121
Sphere of Influence
Areas where PM has impact.
1) Project
2) Organization
2) Industry
4) Professional Discipline
122
Project Integration Management
Helps combine other PM processes.
123
Project Decompositon
Project > Deliverable > Work Package > Activity
124
Mind Mapping
Consolidating ideas from brainstorming sessions
125
Facilitation
Focused workshops with key stakeholders
126
Precedence Diagramming Method
Finisht o Start
Finish to Finish
Start to Start
Start to Finish
127
Schedule Network Analysis
Identifying early and late start/finish dates
128
Develop Schedule Outputs
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
129
Bottom Up Estimating
Aggregating estimates of lower level components of the WBS
130
Analogous Estimating
Using historical data from similar project or activity
131
Parametric Estmating (METRIC - MATH - USING MATH TO ESTIMATE)
Using algorithm build on historical data to generate an estimate
132
Three Point Estimating
Averaging optimisitc, pessimistic and most likely estimates
133
Cost of Conformance
Money spent to avoid failures during project
134
Cost of Non-Conformance
Money spent to fix failures
135
Design for X
Optimizing a specific aspect of products design
136
Tuckman Ladder
STAGES OF TEAM DEVELOPMENT
Forming - Team members are introduced to project and roles
Norming - Team begins tow ork together and trust each other
Storming - Team ambers begin to encounter conflict
Performing - Function at high level and work collaboratively to address issues
Adjourning - team finishes current project and mvoes on to another
137
What are some conflict resolution techniques?
Withdraw / Avoid
Smooth / Accommodate
Compromise / Reconcile
Force / Direct
Collaborate / Problem Solve
138
Communication Dimensions
Internal
Formal
Vertical (with management)
Official
Written
External
Informal
Horizontal (with peers)
Unofficial
Nonverbal - body language
139
Communication Channels Calculation
n(n-1)/2
n = # of stakeholders
140
Negative Risk Responses (Threats)
Avoid
Transfer
Mitigate
Accept
Escalate
141
Positive Risk Responses (Oppoortunities)
Exploit
Enhance
Share
Accept
Escalate
142
Plan Procurement
Conduct Procurement
Control Procuruement
Plan - Document, identify sellers
Conduct - Collecting seller responses, choosing seller
Control - Managing procurement relationships
143
Procurement Statement of Work
The portion of scope baseline to include in a contract
144
What are ways to select vendor?
Advertising
Bidder conferences
data analysis
Interpersoanl skills
145
Trend Analysis
Forecasting the estimated cost at completion (EAC_
146
What is in a stakeholder Register?
Identification (name, organization, role)
Assessment info (requirements, expectations, influence)
Classification (power/interest, influence)
147
Types of prototypes
Feasability
Low Fidelity
high Fidelity prototype
Live Data Prototype
148
__ Knowledge area
--- process groups
---- processes
10 knowledge area
5 process groups
49 processes
149
Integration management
Holds everything together. Glue of everything.
- Develop project charter
- Develop PMP
- Direct and manage project work
- Monitor & Control
- Integrated Change control
- Close project
150
Scope Management
Plan scope management
Collect requirements
Define Scope
Create WBS
Validate Scope
Control Scope
151
152
Four values of PM
Responsibility
Respect
Fairness
Honesty
153
What does stewardship include?
Integrity
Care
Trustowthiness
Compliance
154
What does a business case need?
Business need
Project justification
Business strategy
155
How many project performance domains are there?
8
156
Examples of life cycle phases
Feasibility
Design
Build
Test
Deploy
Close
157
Flow based agile
Does not use life cycle or phases
158
Projects phase in life cycle impacts...
Range
Accuracy
Precision
Confidence
159
Make or buy analysis
Identifying services that will be developed in house and those that will be purchased externally
160
Examples of Cost of Quality
Prevention
Appraisal
Internal failure
External failure
161
Examples of tailored leadership models
Situational leadership ii: measures team development using competence and commitment.
162
Oscar model
Coaching and mentoring leadership model.
Outcome
Situation
Choices
Actions
Review
163
Situational leadership
Adapt your leadership to the situation
164
OSCAR Model
Outcome
Situation
Choices
Actions
Review
Solution focused.
165
Gulf of evaluation and execution
Donald Norman.
Evaluation: distance between users current state.
Execution: how do I use system. When expectations are not met.
166
Intrinsic vs extrinsic motivation
Autonomy
Mastery
Purpose
167
Theory of Needs
David McCllelan
Achievement
Power
Affiliation
168
Theory X, Y, Z
Theories of motivation. McGregor
Theory X: pessimistic view of employee. Assume they are unmotivated. Control is centralized.
Theory Y: people are intrinsically motivated to do good work. Optimistic opinion of ppl.
Theory Z: individuals motivated by values and higher calling. Focus is on well being of employees.
169
Adkar model
Change
170
Virginia satir change model
Helps people cope with change. Feelings. Therapist.
171
Transition model
Transition is response to change
Ending and letting go
Neutral zone
New beginning
172
Stacey Matrix
Approach to decision making.
Certainty and agreement.
173
Conflict model
6 ways of addressing conflict.
Confronting problem solving
Collaborating
Compromising
Smoothing accommodating
Forcing
Withdrawing avoiding
174
Win win perspective found when following perspectives are present:
Character
Trust
Approach
175
Method
Means of achieving outcome, output, result or project deliverable
176
Crashing
Adding resources to reduce project duration
177
Free float
Amt of time activity can be delayed without delaying next activity's start date
178
Earned value analysis
Uses formulas to understand where you are in project. Determines cost and schedule performance compares it to baseline.
Actual cost
Expected cost
179
Influence diagram
Graphical representation of situations showing casual influences, time ordering and other relationships
180
Make or buy analysis
Figure out whether you should contract the work or do it yourself.
181
Monte Carlo Simulation
Method of identifying impacts of risk and uncertainty using iterations of a computer model to develop probability of different outcomes.
182
Variance analysis
Degree of difference between baseline and actual performance
183
Parametric estimating
Use a parameter to estimate per item.
184
Bottom up estimating
Estimate project based on lower level aspects of WBS.
185
Multipoint estimating
Apply average of optimistic pessimistic estimates.
186
Steering committee
Meeting where stakeholders provide direction to project team and make decisions outside of PM's authority.
EXECUTIVES
187
Types of dependencies
Mandatory - can't change
Discretionary _ can change
External
Internal
188
Rolling wave planning
Far away - high level idea
Near term detailed plan
189
Oscar
Coaching model
190
Herzberg
Hygiene factors (wellness)
Motivational factors (growth)
191
Theory of Needs
People are driven by achievement power or affiliation
192
Adkar
Awareness and desire to change
193
Transition Model
Ending
Losing letting
Neutral
New beginning
194
Cynefin Framework
Complex relationships
195
Stacey Matrix
Simple
Complicated
Complex
Chaotic
196
Negotiation
Win win needs character maturity and trust
Win win lose
Lose lose
