Exam questions Flashcards
(166 cards)
1
Q
Project charter
A
The team charter can be altered by team member at any time, Project Charter contains Pre-approved financial resources, can be approved by the sponsor or an authorized representative who can take financial decisions as well as provide financial resources for the project. Since Project Sponsor falls under the Upward bracket when stakeholders are classified based on direction of influence
The Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. This process has four T&T: Expert Judgement, Data Gathering, Interpersonal and Team skills (Conflict management, facilitation, etc.), Meetings.
The project charter includes the Project exit criteria which states the conditions to be met to close or cancel the project or phase. states the conditions to be met to close or cancel the project or phase.
2
Q
Appraisal
A
It gets carried out in the Executing processes group, In a Project Performance Appraisal team members get feedback from project work supervisors.
3
Q
Burndown and burnup charts
A
A burndown chart shows how much work is remaining to be done, whereas a burnup chart shows how much work has been completed, and the total amount of work. The burnup charts can also show the changes in project scope, making the impact of those changes visible.
They are examples of Data Analysis technique.
4
Q
The total estimated Project Cost is
A
EAC (Estimate At Completion).
5
Q
Risk avoidance
A
If the project team is trying to get rid of a possible threat by changing the Project Management Plan, is an example of Risk avoidance
6
Q
Residual and secondary risks
A
Residual risks are those risks which are expected to remain after the planned response of risk has been taken, as well as those that have been deliberately accepted. Secondary risks are those risks which arise as a direct outcome of implementing a risk response.
7
Q
Prevention and inspection
A
Prevention is keeping errors out of the process. Prevention over Inspection is the biggest slogan of Modern Quality Management.
8
Q
Affinity Diagrams
A
Tool to organize and group the results of Root Cause Analysis, are decomposed and organize ideas creatively
9
Q
Change request
A
The ultimate authority to approve the change request is always the sponsor.
All Change Requests are recorded in the Change log as a part of project document update. Change Log is also an example for a project document that maintains the status of all change request.
Approved Change Requests generated by Perform Integrated Change Control process becomes input to Direct and Manage Project Work, Control Quality and Control Procurements processes.
A change request must be submitted to update any baseline or Project Management Plans. The standards outlined in the Configuration Management plan determines whether any of the Project documents are subject to the change control procedures.
The Project Manager and Team should analyze the impact of change on other constraints (Schedule, Cost, Quality, Risk, etc.) first, in order assess the reasonableness of the requested change before sharing the same to the CCB.
Though there can be many reasons for a high amount of change requests, If project stakeholders are not identified in the early stage of the project, their project requirements will not be included in the project scope leading to an increased number of Change requests.
10
Q
Variability risk
A
Is performed as a part of Perform Quantitative Risk Analysis process.
11
Q
Active Risk acceptance
A
When a no response plan has been initiated, and a contingency reserve has been kept to handle the risk if it occurs.
12
Q
CCB
A
Change control board, does not approve change request, they are approved be the sponsor.
Does not exist in agile
13
Q
Kick off meeting
A
Is part of the Manage Stakeholder Engagement process
If the project is small, the kickoff meeting occurs shortly after the initiation process (in the planning process group). The meeting includes all team members, as the same team is involved with the planning and execution
14
Q
Risk mitigation
A
Mitigation is to reduce the impact of the threat.
15
Q
Control charts
A
Are established as a part of the Manage Quality processes
The Control chart is an example of Data Representation technique used to Control Quality process to determine its stability.
16
Q
Confirmation of formal acceptance
A
The Confirmation of formal acceptance of sellers’ work happens during closing (close Project/phase process).
But formal acceptance of project deliverables is done as part of the validate scope activities.
17
Q
Perform Quantitative Risk Analysis
A
Ensures risks are quantified and provides a numerical estimate of the overall effect of risk on the objectives of the project.
Availability of budget and time is a key factor that determines the need for the Perform Quantitative Risk Analysis process. A small project with a limited budget may decide to do away with this process if the project management team decides that quantitative statements about risk and impacts are not needed.
It helps determine the areas of maximum uncertainty on over all project objectives.
18
Q
Fast tracking and Crashing
A
Fast tracking involves the performance of activities in parallel, whereas crashing involves the addition of resources to a project. In fast tracking, there is increased risk, whereas in crashing there is increased cost.
19
Q
Scope baseline
A
Is the output of the Create WBS process.
Whereas Scope baseline is not an input for Planning Cost Management, and developing initial Cost Management Plan. It is later referred for cost estimation which is a part of Estimate Cost process and cost budgeting, part of Determine Budget process.
20
Q
Resource leveling
A
Is a resource optimization technique in which start and finish dates are adjusted based on resource constraints.
21
Q
Work Performance Information
A
Work performance information works as an output of control quality and as an input for Monitor and Control Project Work.
includes information about project progress, such as which deliverables have been accepted and which have not been accepted, along with the reasons behind acceptance and non-acceptance.
22
Q
Contingency and management reserve
A
Contingency reserve is a part of Cost baseline, and it gets created before baseline gets finalized. If additional funds are required for implementing risk response plan created post planning, management reserve needs to be used. For accessing management reserve, a formal change request should be in place.
Management reserve is NOT part of Cost baseline.
23
Q
Product owner
A
Product owner is also ultimately responsible and accountable for the end product that is built, ensures the product vision and is accountable for managing the product backlog.
Product owner is responsible for maximizing the value of the product, and only he has authority to cancel the sprint, although he or she may do under the influence from key stakeholders, sponsor, project manager or any other stakeholders.
The Product Owner cannot update the Sprint Backlog; but can cancel a sprint.
The Product Owner is accountable for ordering the Product Backlog items, whereas the team manages the sprint backlog and the task execution.
Cannot Update the business case.
24
Q
Retrospectives meetings
A
Retrospectives are conducted during Control Schedule, Control Quality, Monitor Stakeholder Engagement processes, and all are part of Monitoring and Controlling process group.
Retrospective allow the team to learn, improve, and adapt it process. One of the principles behind the Agile Manifesto: “At regular intervals; the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Supports this concept.
25
Working software
Working software is used to measure the progress of the completed work. After completion of work included in the current iteration, the potentially shippable product increment of the current iteration is demonstrated to customer for approval and formal feedback of the delivered product. All these happen as a part of Iteration review meeting.
26
What if the the product owner requests an additional feature.
Ask the product owner to raise a formal change request is for predictive, for agile project the request should be added to the product backlog.
27
Product roadmap
Where the PM can see what new features would be introduced in next release and the timeline of the release.
28
What is the primary goal for doing project work using agile?
Providing customer value via frequent deliveries and feedback
29
Osmotic communication
Osmotic communication means that information flows into the background hearing of members of the team, so that they pick up relevant information as though by osmosis.
30
RACI charts
Do not apply for agile projects.
A responsibility assignment matrix is also known as RACI matrix. It shows project resources assigned to each work package. At high level it defines the responsibilities of the project team.
A RACI analysis is useful for:
· Workload Analysis: when used against individuals or departments, the overloads can be quickly identified.
· Re-organization: to ensure that key functions and processes are not overlooked.
· Employee Turnover: newcomers can quickly identify their roles and responsibilities.
· Work Assignment: allows duties to be redistributed effectively between groups and individuals.
· Project Management: allows for flexibility in matrix management situations.
· Conflict Resolution: provides a forum for discussion and resolving inter-departmental conflict.
31
Key requirement for agile
The key requirement for any agile projects are 100 percent dedicated team members for increased focus and productivity.
32
Scrum artifacts
Sprint backlog, product backlog, increments.
33
Manage quality for agile project
Agile methods involve frequent quality review steps that are built into the project. They focus on small batch systems in order to uncover the inconsistencies and the quality issues as early in the project as possible when the overall life cycle costs are low.
34
Agile principles
Maximizing the amount of work not done means maximizing the amount of unnecessary work not done. Agile methods stress the importance of prioritizing all work, including changes, based on business value.
35
Scope creep
Refers to changes, continuous or uncontrolled growth in a project’s scope, at any point after the project begins. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.
36
EEF (Enterprise Environmental Factors)
Enterprise Environmental Factors. (EEF) can help in the selection process of the most suitable development approach to select between waterfall/predictive or agile.
Is NOT an input to the Close Project or Phase process.
Resource location availability is an example of EEF (enterprise environmental factors) which is used as input for Estimate Activity Resources process and can work for estimating the type and quantities of materials, and suppliers necessary to perform project work.
Market conditions and industry standards are examples of the External Enterprise Environmental factors, because they are outside the control of the Project Team.
The organization Vision and the Mission are examples for Enterprise Environment Factors Internal to the Organization.
37
Agile manifesto
Individuals and iterations over process and tools.
Responding to change over following a plan.
Customer collaboration over contract negotiation.
Working software over comprehensive documentation.
38
Lightweight estimates
Can be used to generate a high-level cost of project labor costs, which can be adjusted when changes are made.
Is the best approach for the preparation of an initial cost estimate
39
LeSS (Large Scale Scrum)
For very large projects LeSS (Large Scale Scrum) is a framework that extends scrum with scaling guidelines while preserving the original purposes of scrum. It maintains many of the practices and ideas of one-team Scrum like a single product owner and one product backlog, one Definition of Done for all teams, one Potentially Shippable Product Increment at the end of each Sprint. Its most applicable for many teams (cross functional) working together on one product.
40
Potentially Releasable Product Increment
The output of every Sprint is called a Potentially Releasable Product Increment. It is the sum of the Product Backlog Items completed during a Sprint.
41
Backlog grooming
Backlog grooming is a regular session where backlog items are discussed, reviewed, and prioritized by product managers, product owners, and the rest of the team. The primary goal of backlog grooming is to keep the backlog up-to-date and ensure that backlog items are prepared for upcoming sprints.
42
User story
User story is a brief description of deliverable value for specific user, A user story is a tool used in Agile software development to capture a description of a software feature from an end-user perspective. A user story describes the type of user, what they want and why. A user story helps to create a simplified description of a requirement.
43
Definition of Done (DOD)
Build the thing right (Deliverables). An increment is born when a product backlog item meets the definition of done, the DOD is the formal description of the state of the increment when it meets the quality measures required for the product.
44
Acceptance Criteria
Building the right thing. It reflects to functionality.
45
The Five Whys
Is a team exercise used to get to the root cause of a given problem.
46
Contractual agreement most suitable for agile
A separate Fixed price contract for each of the user stories.
47
Swarming
It’s a technique in which multiple team members focus collectively in resolving a specific impediment.
48
Cross-functional team
Means that team members haver all the skills necessary to create value each sprint, Agile teams are cross-functional.
49
Closing
During closing, the project manager reviews the Project Management Plan to ensure all project work is completed and the project has met its objectives.
50
OPA
OPA gets updated as an output of Manage Project Knowledge. Other processes where OPA gets updated as an output are: - Manage Communication, Acquire Resources, Develop Team, Monitor Risks, Plan Procurement Management, Control Procurements, Close project/phase.
Policies and procedures relating to supplies and equipment is an example for OPA.
The OPA, which is also an input for the Manage Quality process, stores the results from previous audits.
51
Networking
Is an example of tool and technique used in processes like Manage Project Knowledge, Manage Communications, Monitor Stakeholder Engagement , that creates the condition to share tacit and explicit knowledge for stakeholders in an informal fashion.
52
Development approach
Is the additional component for Project Management Plan that defines whether predictive, Iterative, agile, or a hybrid model or development approach or model should be used.
Enterprise Environmental Factors. (EEF) can help in the selection process of the most suitable development approach
53
Benefit Management Plan
Benefit Management Plan is a type of Business document that describes how and when the benefits of the project will be delivered, and describes the mechanism that should be in place to measure those benefits. During Closing, its reviewed to measure whether the benefits of the project were achieved as planned.
54
Verified deliverable
QC team checks the correctness of the deliverable implemented in recent Direct and Mange Project work process, and marks them as Verified deliverable(s) if all conditions are satisfied. This Verified deliverable(s) acts as an input for Validate Scope process for customer inspection, followed by formal acceptance by customer.
55
Voting
Voting is a decision making technique that is applied, to reach a consensus. Other than Validate scope process, it’s also used in Collect Requirement and Perform Integrated Change Control processes.
56
Completion
The completion of the project scope is measured against the components of the project management plan, i.e. scope baseline. Completion of the product scope is measured against the product requirements documentation, which also serves as an input to the validate scope process.
57
Meetings
Meetings are not use in define scope.
58
QFD Quality Function Deployment
QFD Quality Function Deployment (despliegue) that falls under Facilitation technique category is an example of Interpersonal and Team Skills technique used during Collect Requirements process.
59
Performance Measurement
Baseline is an additional component for the Project Management Plan. Its returned as an output for Develop Project Management Plan process Performance Measurement Baseline acts as a valid input for Control Scope process. In Control Scope process, when Earned Value analysis is used, Performance Measurement Baseline is compared to actual results to determine if a change, corrective action or preventive action is necessary.
60
Nominal group technique
Nominal group technique is part of the Interpersonal and team skills category of technique. It is a technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.
61
Rolling Wave planning
Is a technique where work to be done in near term is planned in detail, whereas the work to be done in future is planned at higher level. Further this technique is effectively used in Define Activities process for planning the work to be accomplished.
62
T&T for Estimate Costs process
Cost of Quality and Analogous estimating this techniques are used in Estimate Costs process, NOT Plan Cost Management process.
63
Earned Value Analysis
Earned Value Analysis technique it’s used as technique for Control Costs process.
64
Alternative Analysis
Alternative Analysis is a valid technique used in Plan Cost management process to review strategic funding options and consideration of ways to acquire project resources such as making, purchasing, renting, or leasing
65
Determine Budget process
The major output for the process is cost baseline, which is not there in option. Other than cost baseline, project funding requirements, project document updates (cost estimates, project schedule, risk register) are other outputs.
66
A quality metric
A quality metric specifically describes a project or product attribute and how the Control Quality process will verify compliance to it. Quality metrics are outputs from the Plan Quality Management process NOT a tool or technique.
67
Checklists
Checklists are examples of data gathering technique that is generally used to check if a list of requirements has been satisfied.
68
Design for X
Design for X is technique used in Manage Quality Processes
69
T&T used Control quality process.
Histograms, questionaries and surveys and Scatter Diagrams are tools and techniques used in Control quality process.
70
Quality Control Measurements
Further Quality Control Measurements is a valid output for Control Quality process that represents documented results of Control Quality activities. It acts as a valid input for Manage Quality process to analyze and evaluate the quality of the processes and deliverables of the project against the standards of the performing organization or the requirements specified.
71
Ground rules
The Ground rules are defined in the Team Charter which is an output for Plan Resource Management Process.
72
Expert Judgement
Expert Judgement is used in Conduct Procurements to evaluate proposals. In Identify Stakeholder process, it is used to ensure all stakeholders have been identified, listed, and assessed appropriately, it is NOT used in Manage Communications
73
Political awareness
Political awareness is used in both Plan Communication Management as well as Monitor Stakeholder Engagement processes. Political awareness helps the project manager to develop communication strategies to connect with stakeholders by understanding who wields power and influence in the required field.
74
T&T for Data Analysis
Simulation and Stakeholder Analysis are a Data Analysis technique that explores the impact of variances on deliverables or outcomes during a given project. Variances constitute a wide variety of unforeseen and unexpected events that may delay or impact the timeliness of deliverables.
75
Implement Risk responses
Implement Risk responses are for Known-Unknown risks. Workaround is planned when an unknown risk occurs in the project. They are identified as a part of Monitor Risks process, where the project team, post identification raises a change request and ultimately when approved gets implemented as a part of the Direct and Manage Project Work process.
76
Risk Register
Risk Register gets updated as a valid output for Plan Risk Response process with information like agreed-upon response strategies, triggers, warning signs of risk occurrence, residual risks that are expected to remain because they are deliberately accepted, etc.
77
Work performance data
Work performance data, generated by Direct and Manage Project Work process contains information related to activity duration, delivery status, start and end dates of scheduled activities which may act as an important input for the Control Procurements process.
78
Source Selection Criteria (Procurement Documentation)
Describe how bidder proposals will be evaluated. It’s an input to the Conduct Procurement process, and does not belong to Tools and Techniques category.
79
Inputs for Identify Stakeholder
In the first iteration of the Identify Stakeholder process, Business case and the Benefit Management Plan are sources of information about project’s stakeholders. The project charter may help in the identification of key stakeholder list, this information is in the project charter and is received from the Business case.
80
Earned Value Analysis
It’s used as technique for Control Costs process.
81
Milestone chart
A milestone chart is used to represent group of activities or significant events or commitments in the project.
82
Ambiguity risk
Ambiguity risk, also known as “epistemic uncertainty.” The Greek word episteme means knowledge since they describe uncertainties arising from lack of knowledge or understanding. Areas of the project where imperfect knowledge might affect our ability to achieve project objectives include Elements of the requirement or technical solution, Use of new technology, Market conditions, Competitor capability or intentions, etc. Ambiguity risks are addressed through exploration and experimentation.
83
Control Procurements process
Where the customer has provided the formal written notice of the Contract Completion to the seller.
84
Final report vs. Work Performance report
While doing Project Closure activities, the PM have prepared the Final Report to measure project success and stakeholder satisfaction.
Work Performance Reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. Examples include Progress report, Status report, Stoplight chart, Earned value graph etc. And above all, the Work Performance Report is not an input or output for closing. They are shared in the Manage Communication process
85
Scope validation
In adaptive environment two processes (Validate Scope and Control Scope) are repeated for each iteration to confirm Scope Validation.
86
Procurement Management plan
Legal jurisdiction and currency that will be used for payment are recorded in the Procurement Management plan.
The Bid (licitacion) documents are one of the key outputs for the Plan Procurement Management process. They generally include: - RFI (Request for information), RFQ (Request for quote), RFP (Request for Proposal).
87
Decomposition
Is a technique that will breakdown project scope in to more manageable parts, i.e. Decomposition. Decomposition helps to create WBS
88
Facilitated workshops
Facilitated workshops can be used to quickly define and confirm the Cross-Functional requirements and reconcile Stakeholder differences.
89
Ceremonies in Scrum
In Scrum, all the ceremonies are time-boxed. The events - Sprint Review, Daily Scrum, Sprint Retrospective, cannot be extended. Product Backlog Refinement is one such meeting that is not time-boxed; instead is a continuous process and can be conducted whenever the team wants.
90
Work packages and control accounts
A control account can have more than one work packages. But each work package is associated to only one Control Account.
91
Indirect cost
Cost estimates provide work package level estimates and additional information or any supporting details in relation to cost estimates are recorded in Basis of Estimates. Basis of estimates specify any basic assumptions dealing with the inclusion or exclusion of indirect or other costs in the project budget.
92
Stakeholder Register
Stakeholder Register contains stakeholder details, expectations, roles and contribution and their influence in the project. It also states at what phase of the Project Life cycle; they will have maximum influence or impact on the project.
93
Root cause Analysis
Root cause Analysis Identifies underlying reasons for the level of support of project stakeholders in order to select an appropriate strategy to improve their level of engagement.
94
Check sheet
A Check sheet is a type of checklist used to keep track of data, such as Quality problems uncovered during the inspection, and document how often a particular defect occurs. The question implies that the Project Manager is doing the Control Quality process and using a check sheet as a tool to detect how many times the invoice processing speed is below the expected value.
95
Flow chart
Flowchart, one of the Seven QC tools used in all Quality management processes. It is a useful tool for the determination of the Cost of Quality.
96
MVP (Minimum Viable Product)
The MVP helps to collect the maximum amount of validated learning about customers with the least amount of effort. The primary benefit of an MVP is that you can understand your customers’ interest in your product without fully developing the product. On the other hand, learning gained from customer feedback greatly helps in final product development.
97
Control Resources
Control Resources process is concerned with physical resources such as equipment, materials, facilities, and infrastructure. Team members are addressed in Manage team process.
98
Parametric estimating
Parametric estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as cost, budget and duration.
99
Manage Stakeholder Engagement
This process help to ensure that stakeholders clearly understand the project goals, objectives, benefits and risks for the project, as well as how their contribution will enhance project success
100
No of Communication channels
We have identified 8 important stakeholders for the project. The number of communication channels on this project are:-
Total number of stakeholders in the project -: 8+1(Project Manager).
No of Communication channels = N(N-1)/2 = 9*8/2=36.
101
Decision tree analysis
Decision Tree Analysis is a graphic representation of various alternative solutions that are available to solve a problem. Is a data analysis tool used in the Perform Quantitative Risk Analysis process
102
Purchase Orders
Is a type of contract which are normally Unilateral (signed by one party). Usually used for simple commodity procurement. (adquisición de productos básicos.)
103
Change Management Plan
The Change Management Plan is a component of the project management plan and is developed as part of the Develop Project Management Plan process.
104
If new stakeholder with Hight Interest and High power joins the team the PM should...
First update the stakeholder register, Project Management Plan components that may be updated as a result of the addition of the new Stakeholder (Identify Stakeholder Process) described by the scenario may include the Requirements Management Plan, Communications Management plan, Risk Management plan, and Stakeholder Engagement Plan.
105
Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all Change Requests; approving changes and managing changes to deliverables, Project Documents, and the Project Management Plan; and communicating the decisions.
106
Time and Material Contract
The Time and Material contracts are a hybrid type of contractual agreement with aspects of both cost-reimbursable and fixed-price contracts.
When to use the Time and Material Contract: -
a. Staff augmentation
b. Acquisition of experts
c. SOW is not available in the current state or cannot be prescribed quickly.
Graduated Time and Materials is a shared financial risk approach. Suppliers are rewarded with a higher hourly rate when the delivery is earlier than the contracted deadline. Conversely, there will be a rate reduction for late delivery.
107
Schedule Performance Index(SPI)
The Project budget is $88,000. Halfway through the project, at the point where it was planned that half the budget would have been spent, only $41,000 has been spent, and 45% of the work has been completed.
SPI = EV / PV = 45% / 50% = 90% = 0.90.
108
Agile Release Planning
Agile Release Planning provides a high-level summary timeline of the release schedule as well as the number of iterations in a release.
Characteristics: -
Helps the Product Owner and the Team to decide: -
a. The percentage of work needs to be completed for each iteration.
b. Duration that may take to have a releasable product based on business goals, dependencies, and impediments.
109
Procurement SOW
Significant differences in estimation can be an indication that the Procurement SOW was deficient or ambiguous or that the preferred sellers misunderstood the SOW.
The Procurement SOW clearly states the process of determination of the Independent cost estimate (An ICE is an independent assessment of what you would expect to pay for goods or services, based on a reliable sources, such as paid historical prices, industry standard, or market survey). If we analyze the question, we can assume that the project manager is unhappy because the cost estimates submitted by 4 different vendors are not matching with the Independent cost estimate.
110
Types of organization structure
The role of Project Manager is mostly part time in Organic and function org structure.
In Strong-Matrix organization, the project manager is required full time, but at the same time it’s generally the project manager who takes care of the budget.
The roles are mixed in hybrid organization, here Practice Head is playing role of Functional Manager who is taking care of project budget.
111
Emergent risks
Emergent risks can be tackled through by developing project resilience. This requires each project to have right level of budget and schedule contingencies, flexible project processes, empowered project team and frequent review of early warning signs.
112
Milestone list
If the project manager is trying to determine the final dates on which the project milestones has been accomplished so far. For this, the Milestone list needs to be reviewed which is also a valid input for the Closing process.
113
Lessons Learned register
Lessons Learned register is updated as key output for Close Project or Phase process. It includes final information on phase or project closure. The accuracy of the business case is also documented in the Lessons Learned Register as a part of the process.
Lessons learned from previous projects need assessment often precedes the business case. It involves understanding the business goals and objectives, issues and opportunities and recommending proposals to address them. The results of it may be summarized in the business case document.
114
Cost Estimates
Cost estimates, which is the main output for the Estimate Costs process generally include management reserve to cover unplanned work.
115
Interviews
Interviews, an example of a data-gathering technique of the Develop Project Charter process, can be used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking to them directly. Although the question has never stated that you have already started the development of the project charter, in this situation, since you know nearly nothing about the project, to better understand the essence of the project, interviewing the director of new business development is the best course of action among all the given choices.
116
RCA (Root cause analysis)
The scenario states that the project team is doing RCA for identifying the reasons in relation to poor stakeholder engagement. The results of the RCA needs can be represented by using a data representation tool.
RCA is a data analysis technique. On a few occasions as stated in the above scenario, findings of the RCA can be represented by using Fishbone diagrams, also known as Why-Why diagram or Cause and Effect diagrams. This type of diagram breaks down the causes of the problem statement identified into discrete branches, helping to identify the main or root cause of the problem.
117
Perform Qualitative Risk analysis
Risk owners for individual project risks may be nominated in Identify risks process and confirmed in Perform Qualitative Risk analysis process. The process is performed throughout the life cycle of the project, as defined in Risk Management Plan. Often in project with adaptive development approach, its being conducted before the iteration begins.
118
Phase gate
Phase gate is held at the end of a phase. During Phase Gate, the project performance and progress are compared to project and business documents that include: - Business Case, Benefit Management Plan, Project Charter, Project Management Plan NOT in Procurement Documentation.
119
Schedule data
The Schedule data for the project schedule model is the collection of information for describing and controlling the schedule. It contains resource requirements by time periods, often displayed in the form of a resource histogram. It also contains alternative schedules like Best-Case or Worst-Case scenarios.
120
Benchmarking
Benchmarking is a data gathering tool used in quality planning and requirement gathering. It involves comparing actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
121
Critical path
Tasks on Critical path should be addressed first, else it may impact the project schedule.
122
Historical information
Historical information review is a technique used in Budget determination can assist in developing parametric or analogous estimates. It may include project characteristics(parameters) to develop mathematical model to predict total project costs.
123
Prevention costs
The Prevention costs are one of the classic examples for the Cost of Conformance and it helps to build a quality product. The examples for Prevention costs include, training, document processes, equipment, Time to do it right.
124
Acquire Resources process
The Project management team is engaged in reviewing the Resource and the Procurement Management Plan so that resources can be onboarded to complete the project work. Both the Resource Management Plan and the Procurement Management plans are input to the Acquire Resources process, which is being reviewed in the given scenario.
125
Influence diagram
Influence diagram is an example of Risk Diagramming technique that’s been used as a tool in the Perform Quantitative Risk Analysis process to address similar situations as stated above. Influence diagrams are graphical aids to decision making under uncertainty. It represents project or situations within a project as a set of entities, outcomes, and influences, together with relationships and effects between them. Is an S curve
126
Exploit risk strategy
The exploit strategy may be selected for high priority opportunities where the organization wants to ensure that the opportunity gets realized. As per the scenario, moving the work package to a date when the more experienced resource is available, thereby increasing the probability of occurrence to 100 percent, is an example of the Exploit strategy.
127
Control limits vs. specification limits
Control limits represent the performing organizations standards for quality, while specification limits represent customer’s expectations or the contractual requirements for the performance or the quality on the project. In general, most of the projects keep Control limits lower than customer specified limits for meeting customer need. As per the question, the process is stable as per quality standard of the performing organization. But it’s not acceptable from customer point of expectations. So among all options provided, C (Do not present the deliverable for customer inspection as the process is outside limits specified by customer) is the best answer.
128
Resource Management Plan
The Resource Management Plan can contain information regarding roles and responsibilities of the team members and other stakeholders listed in the stakeholder register.
129
Histograms
The histogram is the tool used in the Manage Quality process for graphical representation of numeric data. It can show the number of defects per deliverable and the number of times each process became non-compliant.
130
Exercise
BAC = $50,000, EV= $22,500, AC= $24,000
CPI = EV/AC = $22,500 / $24,000 = 0.94
EAC = BAC/CPI = $50,000 / 0.94 = $53,191.48
VAC = BAC - EAC = $50,000 - $53,191.48 = -$3,191.48( negative value)
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Large projects
A very large project may be referred to as megaproject. As per guideline, Megaprojects cost US$1 billion or more, affect 1 million or more people, and run for years. So, among all options provided C is the best answer.
For a very large project with large team size, one should consider scaled agile or lean framework such as Disciplined Agile (DA), Large Scale Scrum (LeSS), SAFe, etc
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Proof Of Concept (PoC)
A prototype can be used to demonstrate the product increment and gather feedback from the stakeholders.
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Approaches
Predictive - Manage Cost
Incremental - Speed
Iterative - Correctness of the solution
Agile - Customer value via frequent deliveries and feedback
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Spikes (ampliar)
The Spikes are helpful when the team needs to learn some critical technical or functional element.
Here, as per the scenario stated in the question, since the new story requires thorough research and analysis, the best approach for the Product Owner will be to request the team to spike the story's features and come up with a detailed analysis report.
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Quality improvement tools
Plan-do-check-act and Six Sigma are two of the most common quality improvement tools used to analyze and evaluate opportunities for improvement.
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Measurements in agile
Lead time, cycle time, response time are examples of measurements used in the Flow-based agile.
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Scrum master
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. He/She helps in scrum implementation within the organization.
Here, as per the scenario stated in the question, the Scrum Master should coach the Senior Management, every role in a Scrum team is unique, having one person for both roles creates a conflict of interests. The best approach would be to look for a new Product Owner, as a dedicated person is required for the position.
Acts like a Servant Leader. His job is ensuring the process, not the project.
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Change in agile
One of the 12 Agile Principles states that - " The best architectures, requirements, and designs emerge from self-organizing teams "
The Development team has the best insight on task execution. They should evaluate and work on the change.
Since the team is responsible for creating the architecture, they should assess the change. The team should also consult the Product owner to help them for defining the direction
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Lean thinking
Reduce wastes and focus on essentials
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Sprint Review meeting
During the Sprint Review meeting, the Scrum Team (Product Owner, Development Team, Scrum Master) and Stakeholders review what was accomplished in the Sprint and what has changed their environment.
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Kanban
The Kanban allows for a continuous flow of work and value to the customer. In Kanban, there are no fixed length sprints. Instead, the team pulls tasks from a prioritized backlog of things that need to be done. Releases occur frequently or whenever a shippable product gets created.
Kanban is well suited when the work arrives unpredictably and variability in workload. The Kanban allows for a continuous flow of work and value to the customer, Scrum or other timeboxed iterations may not work.
EN SCRUM SI HAY SPRINTS
The Kanban method may be best used where there is a need of the following conditions:
a. Flexibility – Not bound by time boxes.
b. Focus on continuous delivery – Focus on workflow.
c. Increased productivity and quality – Productivity and quality are increased by limiting work in progress,
d. Increased efficiency – Checking all possible tasks and removing non-value adding activities.
e. Team member focus – Limited work in progress allows team to focus on the current work.
f. Variability in the workload – Work arrives in an unpredictable way.
g. Reduction of waste – Transparency makes waste visible so it can be removed.
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Test and Evaluation
Test and Evaluation documents describe the activities used to determine if the product meets the quality objectives stated in the quality management plan.
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Sprint
The Sprints are fixed length events of one month or less to create consistency and cannot be updated by the product owner the Development team is empowered to revise the Sprint backlog.
All development team members from each team to find their way and ensure that their outputs will create an integrated Increment that is potentially releasable.
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Information radiator
Use the information radiator and place it in a prominent location of the office, an information radiator is a comprehensive display of key team information, openly shared with all team members and other stakeholders and continuously updated. It is something similar to a big visual chart placed in a prominent location. It includes information such as the task board, the count of automated tests, the team velocity, incident reports, continuous integration status, the state of work packages, or the progress of the team.
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Type of risk
Technical risk - Estimates, assumptions and constraints
Management risk - Resourcing and communication
External risk - Competition
Commercial risk - Suppliers and vendors
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Crystal methodology
The common properties for the Crystal methodology include frequent delivery and osmotic communication.
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Plurality
Plurality or relative majority is a decision making technique that is reached whereby the largest block in a group decides, even if the majority is not achieved.
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Scrum team
Entire Scrum Team (Scrum Master, Product Owner, and the Development Team) participate in release planning to derive a product roadmap.
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Conflict
The level of conflict is the highest in the Storming phase. At this phase, the team begins to address the project work. If team members are not open to different ideas and perspectives, the environment can become counterproductive.
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Team charter
The Team Charter generally includes.
a. Team values.
b. Communication guidelines.
c. Decision making criteria and process.
d. Meeting guidelines.
e. Conflict-resolution process.
f. Team agreements.
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Matrix organitzation
In a matrix organization, Functional Manager acts as the resource manager y se encarga entender si se necesitan recursos adicionales o no.
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Velocity
Each team’s velocity is unique. If team A has a velocity of 50 and team B has a velocity of 75, it doesn't mean that team B has higher throughput (rendimiento). Since each team's estimation culture is unique, their velocity will be as well. Resist the temptation to compare velocity across teams. Measure the level of effort and output of work based on each team's unique interpretation of story points.
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Context diagram
Is a scope model that will visually depict the product scope by showing a business system.
The context diagram is used to establish the context and boundaries of the system to be modelled.
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Technical performance analysis
Technical performance analysis compares technical accomplishments during project execution to the schedule of technical achievements. Deviation, such as less functionality than planned at a key milestone, can help to forecast the degree of success in achieving the project scope.
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Project reporting
The project reporting helps to track the current progress of the project. It’s the act of collecting and distributing project information to the relevant stakeholders. It’s a valid tool for the Manage Communication process, and the project reporting happens during execution as a part of Manage Communication process.
A few may get confused with option A - Monitor and Control Project Work, as the Work Performance Reports are output for the process. But one should remember that, the Work Performance Reports are developed as part of the Monitor and Control Project Work process, but are distributed or presented during the Manage communication process.
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Mind maping
Mind mapping consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and generate new ideas.
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Backlog refinement meeting
If a a new story has arrived in the middle of a sprint. The Product Owner presents the overall story concepts to the team in the Backlog refinement meeting. The team discusses and refines it into as many stories as required.
If new features should be added the Product Owner should rank the work based on its business value. He should determine the ROI of each feature independently to conclude.
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Agile Project Management Office (PMO)
If scrum development team is looking for templates for user stories the Scrum Team should approach the Agile PMO responsible for developing and implementing standards by sharing templates for user stories, test cases, Cumulative flow diagrams, etc. Agile PMO also provides training on Agile tools and concepts.
An Agile PMO is multidisciplinary. They provide services like product owner training, coordination of Agile training courses, mentoring to help people transition to an Agile mindset and upgrade their skills.
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Type of risks
An unidentified risk occurs in the middle of a project - Update the issue log and plan a workaround
A new risk is discovered during project execution - Update risk register
An identifies risk gets triggered - Update the Contingency plan
An identified risk occurs, and the primary response strategy is not effective - Update the issue log and implement the fallback plan
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Business case
High-level strategic and operational assumptions and constraints are normally identified in the Business Case before the project gets initiated and will flow into the Project Charter. The Assumptions Log is used to record all assumptions and constraints throughout the project life cycle.
This document formally authorizes the project's existence
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DSDM (Dynamic System Development Method)
Eight Principles that guide the use of the DSDM framework include: -
1. Focus on the Business need.
2. Deliver on time.
3. Collaborate.
4. Never compromise Quality.
5. Build incrementally from firm foundations.
6. Develop iteratively.
7. Communicate continuously and clearly.
8. Demonstrate control (use appropriate techniques).
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CD3
The value model, CDT, can prioritize the Product Backlog. Cost of Delay Divided by Duration is a prioritization method that maximizes the value delivered in a given period. The CD3 uses the "Weighted Shortest Job First" queuing method to rank items in the Product Backlog based on business value.
It's impossible to compare radically different stories because their values are expressed in incomparable measure units. To get around this problem, the product owner can convert everything to money using the cost of delay. And then can divide the cost of delay by duration to calculate the CD3. The higher the CD3 score, the higher the story should be in the backlog.
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Ryan and his high-performance team are developing an Innovated IT product that will serve modern-day infrastructure needs. The product is 75% ready. Being overwhelmed with Ryan’s new technology solution, the Senior Management wanted to demonstrate the same to a prospective customer.
What should Ryan do?
Ryan should meet the customer and understand their need. Giving a product demo or sharing the MMF may not be apt, as customer problems may differ.
The best approach is meeting the customer, understanding their problem statement, and review how his IT product can solve the customer's problem.
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SAFe
Apply Systems Thinking
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AgileUP
Focus on high-value activities
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Servant Leadership
The following characteristics of Servant Leadership enable project leaders to become more agile and facilitate the team’s success: -
1. Promoting self-awareness.
2. Listening.
3. Serving those on the team.
4. Helping people grow.
5. Coaching Vs. controlling.
6. Promoting safety, respect, trust.
7. Promoting the energy and intelligence of others.
Management is Doing the thing right vs. Leadership is Doing the right things
