Chapter 1 - Other Flashcards
(28 cards)
Active Listening
The message receiver restates what’s been said to understand fully and confirm the message; this provides an opportunity for the sender to clarify the message if needed.
Active Problem-Solving
The ability to understand the problem, identify a viable solution, and then implement a solution. Active problem-solving begins with problem definition. Problem definition is the ability to discern the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions.
Communications Management Plan
A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality in which to provide the information.
Emotional Intelligence (EI)
The ability to recognize and manage your emotions, other people’s emotions, and the emotions of groups involved in the project. Emotional intelligence recognizes that emotions are real, can affect the project success, and can affect relationships with the project team, stakeholders, and the project manager.
Governance Framework
Describes the rules, policies, and procedures that people within an organization abide by. This framework addresses the organization, but it also addresses portfolios, programs, and projects. Regarding portfolios, programs, and projects, the governance framework addresses alignment with organizational vision, risk management, performance factors, and communications.
Kanban Board
The primary characteristic of Kanban is the Kanban board, which is where its name comes from; Kanban means visual signal. The Kanban board shows the flow of work through the system so that you can visualize where the team is in the process, how the team delivers work, what work exists, and any limits to the work in progress (WIP). Requirements are written on sticky notes or cards and are moved from the backlog to the different phases of the project to represent where the requirement currently is in the project life cycle.
Leadership
Aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and challenge the status quo.
Management
Utilizing positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.
Media Selection
Choosing media based on the audience and the message being sent.
Meeting Management
A form of communication that involves how the meeting is led, managed, and controlled to influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.
Presentation
In formal presentations, the presenter’s oral and body language, visual aids, and handouts, all of which influence the message being delivered.
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches (e.g., predictive, hybrid, and adaptive).
Project Management Office (PMO)
A management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies, and techniques. Its primary goal is to create a uniform approach to how projects operate within the organization. PMOs can be supportive, controlling, or directive.
Project Manager
The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives. Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes.
Project Team
A set of individuals performing the work of the project to achieve its objectives. The team is typically led by a project manager, who is responsible for ensuring that the project is completed on schedule, within budget, delivers the functions/features, and to the required quality and value standards.
Sender-Receiver Model
Model of communication in which multiple avenues exist to complete the flow of communication from sender to receiver, but barriers to effective communication may be present as well.
Sponsor
In the predictive approach, the person who provides financial and political support for the project, appoints the project manager, and authorizes the project charter. In agile, the sponsor is the most senior and critical role. The sponsor provides expertise and knowledge to the project manager and the team when needed.
Sprint Retrospective
A meeting held at the end of each sprint to reflect on what went well, what could be improved, and to make plans for the next sprint. It is a core part of the Scrum framework, and it is an opportunity for the team to learn from their experiences and to improve their process. The sprint retrospective is typically held after the sprint review, and before the sprint planning meeting for the next sprint. This allows the team to reflect on the work that was done in the sprint, and to make plans for the next sprint based on what they learned.
Sprint Review
A scrum ceremony at the end of the sprint during which the development team demonstrates for the product owner, the scrum master, and other key stakeholders what has been completed in the sprint. This is a four-hour meeting for a four-week sprint. Shorter sprints will have shorter sprint review sessions. Only completed items are demonstrated in the sprint review. This review is an opportunity for the product owner to offer feedback on whether the work has reached the definition of done, specify what, if anything, is missing, and elaborate on corrections or modifications for the increment of work created.
Sprint/Iteration
A predefined time period for the product owner, scrum master, and development team to complete a cycle of scrum activities, including planning, execution, reviewing, and improvement. The sprint duration is usually two to four weeks, though it can be as little as one week.
Work Package
A unit of work within a project that can be assigned to a single person or team. It is the smallest unit of work that can be estimated, tracked, and controlled in a project. The lowest level of the WBS.
XP Coach
XP role that is similar to a project manager, a mentor, or a facilitator. The coach coaches people on the project team, helps get things done, and serves as the hub of communications for the project stakeholders.
Work in Progress (WIP)
The current focus of the project team, the tasks that are currently being undertaken. In Kanban environments, WIP is frequently employed to limit the number of work items that can be introduced into the workflow, preventing the team from being overwhelmed or creating impediments. This limit on work items entering the system aims to avoid bottlenecks and maintain a manageable workload for the team.
Conscientiousness
The quality of a project management professional who makes all reasonable efforts to be reliable, thoughtful, prepared, and informed.
