ITTOs Flashcards
(123 cards)
1
Q
What is the OUTPUT of the process PLAN RISK MANAGEMENT that describes risk strategy, risk categories, methodology for mitigation, protocols for mobilizing contingency/management reserves etc. ?
A
The Risk Management Plan describes risk strateggy, risk categories, methodology for mitigation, protocols for mobilizing contingency/management reserves etc.
2
Q
What is the INPUT to the process IDENTIFY RISKS that assesses probability of a risk occurring due to budget insufficiency?
A
Cost Estimates provide quantitative assessments of project costs and a structured review of these documents may indicate any gap in the current estimates that may pose a risk to the project
3
Q
What is the T&T used during IDENTIFY RISKS which examines the project from angles of strength, weakness, opportunities and threats to assess risks?
A
SWOT Analysis : SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to identify risks in a project. SWOT analysis assesses internal and external factors, as well as current and future potential factors to identity risks.
4
Q
What is the T&T used during IDENTIFY RISK process which uses frameworks such as PESTLE, TECOP, VUCA to find sources of overall project risk?
A
Prompt Lists
A prompt list is a predetermined list of risk categories that might give risk to individual project risks. Some common strategic frameworks for this include PESTILE (political, economic, social, technological, legal, environmental), TECOP (technical, environmental, commercial, operational, political) and VUCA (volatility, uncertainty, complexity, ambiguity)
5
Q
What is the OUTPUT of the process IDENITFY RISKS that captures the list of identified risks with potential owners?
A
Risk Register
The risk register captures details of identified individual project risks. The results of perform qualitative risk analysis, plan risk responses, implement risk responses and monitor risks are recorded in the risk register as those processes are conducted throughout the project.
6
Q
What is the T&T used during the process PERFORM QUALITATIVE RISK ANALYSIS that evaluates the degree of reliability of the data about individual project risks?
A
Risk Data Quality Assessment
This evaluates the degree of reliability of the data about individual project risks and forms a primary basis of doing qualitative risk assessment. The use of low quality data will lead to poor risk response strategy
7
Q
What is the T&T used during the process PERFORM QUALITATIVE RISK ANALYSIS that assesses how likely it is for a risk to occur during the project and what impact would have as a result
A
Risk Probability Impact Assessment
This is the process of assessing the probabilities and consequences of risk events if they are realized to ascertain a RPN (Risk Priority Number). The results of this assessment are then used to prioritize risks to establish a most-to-least-critical importance ranking.
8
Q
What is the T&T used during the processPERFORM QUANTITATIVE RISK ANALYSIS that assesses the combined effect of individual project risks to ascertain a probabilistic distribution of the potential impact on achieving project objectives?
A
Data Analysis: Monte Carlo Simulation
Monte Carlo Analysis seeks to ascertain that if a risk occurs, how will it affect the schedule or the cost of the project? MOnte Carlo gives the PM a range of possible outcomes and probabilities to allow you to consider the likelihood of different scenarios
9
Q
What is the T&T used during the process Perform Quantitative Risk Analysis that assesses the impact of a risk through a statistical model by determining how target variables are affected based on changes in other input variables?
A
Sensitivity Analysis / Tornado Diagram
Sensitivity Analysis is a tool used in risk modelling to analyze how the different values of a set of independent variables (risk factors) affect a specific dependent variable (occurrence of risk) under certain specific conditions. It is especially useful in the study and analysis of a “Black Box Process” (viz. quantitative assessment of risks) where the output is an opaque function of several inputs. A typical of Sensitivity Analysis is the Tornado Diagram
10
Q
What is the T&T used during the process Perform Quantitative Risk Analysis that assesses the impact of a risk by selecting the best expected probability of occurrence of several alternative courses of action?
A
Decision Tree Analysis
Decision tree analysis involves visually outlining the potential outcomes, costs, and consequences of a complex decision by assigning probability and expected outcomes for each course of action. Final decision is made based on the highest/lowest ‘expected value’ of all outcomes.
11
Q
What is the T&T used during the process Perform Quantitative Risk Analysis that represents risks as a set of entities, outcomes and influences, together with the relationships and effects between them?
A
Influence Diagrams
Influence diagram is a helpful visual model showing how the risk events of a project influence each other and in combination, how they affect the overall project delivery
12
Q
What are the T&Ts used during the process Plan Risk Responses which delineates different strategies which can be used to manage threats and opportunities?
A
Strategies for Threats used during Plan Risk Response: ESCALATE, AVOID, TRANSFER, MITIGATE, ACCEPT
Strategies for Opportunities used during Plan Risk Response: ESCALATE, EXPLOIT, SHARE, ENHANCE, ACCEPT
13
Q
What is a key OUTPUT of the process Plan Risk Responses which may result in the update of cost or schedule baseline of the project?
A
Change Requests
Planned risk responses may result in a change request to the cost and schedule baselines or other components of the project mgmt plan. Change requests are processed for review and disposition through the PICC Framework
14
Q
What is the key T&T used in the Monitor Risk process which compares the technical deliverables/KPI of the project with baseline to assess how well risks in the project have been managed?
A
Technical Performance Analysis
This requires the definition of objective, quantifiable measures of technical performance, which can be used to compare against the baseline. This provides the PM a good understanding of how well risks have been managed during the project and also helps to plan corrective actions if any. e.g. # of defects delivered, # of cost baseline revisions etc.
15
Q
What is the T&T used in the Monitor Risk process which monitors the amount of contingency reserves left for the project and manages contingency & reserve funds accordingly?
A
Reserve Analysis
This monitors the amount of contingency reserves left for the project and manages contingency & reserve funds accordingly. Note that the PM is only allowed to use contingency reserves for risk mitigation. Use of management reserve is treated as an escalation and needs a PICC process to be triggered in order to mobilize
16
Q
What is the T&T in the process Plan Resource Management which a level-by-level breakdown of resources with an increasingly detailed description of the resource which can be used in conjunction with WBS to plan resources?
A
Resource Breakdown Structure
The resource breakdown structure is a hierarchical list of team and physical resources related by category and resource type that is used for planning, managing, and controlling project work.
Note that the creation of this document STARTS during this stage to classify the categories of resources in the project
17
Q
What is the T&T in the process Plan Resource Management which shows the project resources assigned to each work package?
A
Responsibility Assignment Matrix - RAM shows the preoject resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members
18
Q
Provide an example of a text-oriented format T&T in the process Plan Resource Management that is used to document the roles & responsibilities of team members?
A
RACI Chart
The RACI chart is an example of a text oriented T&T that is used during Plan Resource Mgmgt
19
Q
What is the OUTPUT of the process Plan Resource Management that establishes the team values, agreements, and operating guidelines for the team?
A
Team Charter - The team charter is a document that establishes the team values, agreements, and operating guidelines for the team. It may include team values, communication guidelines, decision making criteria, conflict resolution process, meeting guidelines etc.
20
Q
What is the INPUT of the process Estimate Activity Resources that documents the working days, shifts and availability pattern of resources considered in the project?
A
Resource Calendar
The resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available. Informaiton on which resources are potentially available during a planned activity period is used for estimating resource utilization.
21
Q
What are the types of resource estimation techniques in the T&Ts of the process Estimate Activity Resources
A
- Expert Judgement - brings in SMEs
- Analogous Estimating: a top-down approach. it doesn’t use ‘detailed’ historical task breakdowns. It is a high-level comparison
- Parametric Estimating: an algorithm is used to calculate cost or duration based on historical data and project parameters. Uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters such as cost, budget and duration.
- Bottom-up Estimating
- Three point estimating - helps define an approximate range for an activity’s duration: Most Likely (tM), Optimistic (tO), Pessimistic (tP)
22
Q
What is the Output of the process Estimate Activity Resources is a hierarchical representation of resources by category and type?
A
Resource breakdown structure
The RBS is a hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work .
In Plan Resource Mgmt the RBS was used to guide the categorization for the project. In this process it is a completed document that will be used to acquire and monitor resources
23
Q
What is the Output of the process Estimate Activity Resources which provides the quantities of resources required for each work package?
A
Resource Requirements
Resource requirements identify the types of quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole.
24
Q
What is the T&T of the process Acquire Resources which uses communication technologies such as email, audio conferencing, social media, web-based meetings, and video conferencing?
A
Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face
25
What is the **OUTPUT** of the process **Acquire Resources** which actually assigns physical team members into pre-defined roles & responsibilities
**Physcial Resource Assignment & Project Team Assignments**
This is where the names of individuals are assigned to RAMs and project organization charts
26
What is the **OUTPUT** of the process **Acquire Resources** that documents the working days, shifts and availability pattern of resources considered in the project?
**Resource Calendar**
The resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available. Informaiton on which resources are potentially available during a planned activity period is used for estimating resource utilization.
27
What is the **T&T** of the process **Develop Team** that focuses on activities that enhance the team's social relations and build a collaborative cooperative working environment?
**Team Building**
The team building is conducting activities that enhance the team's social relations and build a collaborative and cooperative working environment. Team building activities can vary from a 5-minute agenda item in a status review meeting to an offsite professionally facilitated event designed to improve interpersonal relationships
28
What is the **Output** of the process **Develop Team** that provides an analysis/assessment of the developmental opportunities for a team?
**Team Performance Assessments** - As a result of conducting an evaluation of the team's overall performance, the project mgmt team can identify the specific training, coaching, mentoring, assistance, or changes required to improve the team's performance
29
What is the **T&T** of the process **Manage Team** wich uses 5 different techniques as below to drive synergy between team members?
- Withdraw/Avoid
- Smooth/Accomodate
- Compromise/Reconcile
- Force/Direct
- Collaborate/Problem Solve
**Conflict Management** - Successful conflict Management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. The success of project managers in managing their project teams often depends on their ability to resolve conflict.
30
What is the **Output** of the process **Control Resources** which provides a comparison that can show gaps in resource availability that needs to be addressed?
**Work Performance Information**
Includes info on how the project work is progressing by comparing resource requirements and resource allocation to resource utilization across the project activities. This comparison can show gaps in resource availability that need to be addressed.
31
What is the **Primary Input** to the process **Plan Scope Management** which talks about the project purpose and high level project description
**Project Charter**
The Project Charter documents the project purpose, high-level project description, assumptions, constraints, and high-level requirements that the project is intended to satisfy
32
What is the **INPUT** to the process **Plan Scope Management** which delineates the series of phases that a project is designed to pass through?
**Project Life Cycle Description**
The Project life cycle description determines the series of phases that a project passes through from its inception to the end of the project. It forms a major input for plan scope management
33
What is the **INPUT** to the process **Plan Scope Management** which talks about the way the project will be performed - hybrid, agile, or waterfall method?
**Development Approach**
Defines whether waterfall, iterative adaptive, agile or a hybrid development approach will be used. It forms a major part of scope management plan
34
What is the **OUTPUT** of the process **Plan Scope Management** which describes how project and product requirements will be analyzed, documented and managed?
**Requirments Management Plan**
Some organizations refer to it as a business analysis plan. Components of the requirements mgmt plan can include but are not limited to:
- How requirements will be analyzed, documented, and managed
- Configuration mgmt plan
- Plan of requirements traceability matrix
35
What is the **T&T** in the process **Collect Requirments** which helps classify large number of ideas into specific groups for review?
**Affinity Diagram**
An affinity diagram is a tool that gathers large amounts of language data (ideas, opinions, issues) and organizes them into groupings based on their natural relationships. The Affinity process is often used to group ideas generated by brainstorming
36
What is the **T&T** in the process **Collect Requirements** which enhances brainstorming with a voting process to rank the most useful ideas?
**Nominal Group Technique**
The nominal group technique enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming for a prioritization using a scale of 1-5
37
What is the **T&T** in the process **Collect Requirments** which focuses to bring key stakeholders together to define product requirements?
**Facilitation**
Facilitation is used with focus sessions that bring key stakeholders together to define product requirements. Workshops can be used to quickly define cross-functional requirements and reconcile stakeholder differences.
Types of facilition process:
- Joint Application Design
- Quality Function Deployment (QFD) / Voice of Customer (VoC)
- **User Stories **** Very Important for PMP Exam!!**
38
What is the **T&T** in the process **Collect Requirments** which collects the requirements from stakeholders in form of short textual descriptions (role, goal & motivation)
**User Stories**
User stories, which are short, textual descriptions of required functionality, are often developed during a requirements workshop. User stories describe the stakeholder role, who benefits from the feature (role), what the stakeholder needs to accomplish (goal), and the benefit to the stakeholder (motivation)
39
What is the **T&T** in the process **Collect Requirments** which visually depict a product scope by showing interactions between business and other systems?
**Context Diagram**
The context diagram is an example of a scope model. Context diagrams visually depict the product scope by showing a business system (process, equipment, computer system, etc), and how people and other systems (actors) interact with it. Context diagrams show inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.
40
What is the **PRIMARY OUTPUT** of the process **collect requirments** which links product scope with business and project objectives?
**Requirments Traceability Matrix**
The RTM is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements tracibility matrix helps ensure that each requirement adds business value by linking it to the business and project objectives.
41
What is the **PRIMARY OUTPUT** in the process **Define Scope** which is the description of project scope, key milestones, assumptions, and constraints?
**Project Scope Statement**
The scope statement documents the entire scope, including project and product scope. It describes the project's deliverables in detail. It also provides a common understanding of the project scope among the project stakeholders.
42
What are the **3 Key INPUTS** in the process **Create WBS** which are primary outputs of the previous processes?
*Tip: These are the **Most important inputs** you need to remember in your PMP exam for **Create WBS** process*
1) Scope Management Plan
2) Project Scope Statement
3) Requirments Documentation / Requirments Traceability Matrix
*Tip: These are the **Most important inputs** you need to remember in your PMP exam for **Create WBS** process*
43
What is the **T&T** in the process **Create WBS** which divides and subdivides project scope into smaller manageable parts?
**Decomposition**
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed
44
What is the primary **OUTPUT** in the process **Create WBS** which = scope statement + WBS + WBS Dictionary?
**Scope Baseline**
The scope baseline is the approved version of a scope statement, WBS and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan
45
What is the **INPUT** in the process **Validate Scope** which is an output of the process Control Quality where deliverables are checked internally for correctness?
*Tip: This is very important in the context of PMP exam*
**Verified Deliverables**
Verified deliverables are project deliverables that are completed and checked for correctness through the Control Quality process
46
What is the **main T&T** in the process **Validate Scope**
**Inspection**
Inspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. Inspections are sometimes called reviews, product reviews, and walkthroughs
47
What is the **Primary OUTPUT** in the process **Validate Scope** where the customer / sponsor formally signs off on acceptance criteria of requirements?
**Accepted Deliverables**
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation received from the customer or sponsor acknowledging formal stakeholder acceptance of the project's deliverables if forwarded to the Close Project or Phase process
48
What are the 2 **OUTPUTS** of the process **Validate Scope** which provides information about which deliverables have been accepted, which are not accepted, etc. and initiate necessary changes?
**Work Performance Information**
Work Performance Information includes info about project progress, such as which deliverables have been accepted and which have not been accepted and the reasons why. This information is documented and communicated to stakeholders.
**Change Requests** - Self explanatory
49
What are the key **T&Ts** in the process **Control Scope**
**Data Analysis**
- Variance Analysis: used to compare the baseline to the actual results and determine if the variance is within the threshold amount
- Trend Analysis: examines project performance over time to determine if performance is improving or deteriorating
50
What is the **INPUT** to the process **Develop Project Charter** which talks about economic feasibility study to establish validity of the benefits of a selected component as part of the project?
**Project Business Case**
A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
51
What is the **OUTPUT** to the process **Develop Project Charter** which talks about high-level and strategic constraints and assumptions as identified in the business case?
**Assumptions Log**
High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter.
52
What is the **INPUT** to the process **Develop Project Charter** which talks about different alignments in forms of contracts, MOUs, SLAs, and LOAs?
**Agreements**
Used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOAs), service level agreements (SLAs), letter of agreement (LOA), letters of intent, verbal agreements, email, or other written agreements
53
What is the **T&T** in the process **Develop Project Charter** which takes into account processes vis. conflict management, facilitating and meeting management?
**Interpersonal and Team Skills**
- Conflict Management
- Facilitation
- Meeting Management
54
What is the **INPUT** in the process **Develop Project Charter** which is a documented explanation for creating, maximizing & sustaining the advantages of a project?
**Benefits Management Plan**
The documented explanation defining the process for creating, maximizing, and sustaining the benefits provided by a project
55
What is the **INPUT** in the process **Develop Project Management Plan** which formally authorizes existence of the project?
**Project Charter**
document issued bye the project sponsor that formally authorizes the existence of a project and provides the PM with the authority to apply organizational resources to project activities
56
What is the **INPUT** in the process **Develop Project Management Plan** which takes into account external factors such as Govt. regulations, legal norms, infrastructure, etc?
**Enterprise Environmental Factors**
EEFs refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. These condiditions can be internal and/or external to the organization
57
What is the **T&T** in the process **Develop Project Management Plan** which takes into account activities such as brainstorming, focus groups, and interviews?
**Data Gathering**
- Brainstorming
- Focus Groups
- Interviews
58
What is the **INPUT** in the process **Direct & Manage Project Work** which directs implementing any corrective action, preventive action or a defect repair?
**Approved change requests**
They are an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the project manager or by the CCB when applicable. **They go as an input to D&M project work**
59
What is the primary **T&T** in the process **Direct and Manage Project Work** which provides access to IT software tools, configuration management systems, knowledge repositories, etc. to manage project work?
**PMIS**
The project mgmt information systems provide access to IT software tools such as scheduling software tools work authorization systems, configuration mgmt systems, information collection and distribution systems. **It is the primary T&T for D&M project work**
60
What is the **OUTPUT** in the process **Direct and Manage Project Work** which are the raw observations and measurements identified during activities being performed?
**Work Performance Data**
They are the raw observations and measurements identified during activities being performed to carry out the project work. Data are often viewed as the lowest level of detail from which info is derived by other processes.
61
What is the **OUTPUT** in the process **Direct & Manage Project Work** which are unique and verifiable products, results or services required to complete a project?
**Deliverables**
They are any unique or verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables are typically outcomes of the project and can include components of the project management plan
62
What is the **OUTPUT** in the process **Direct and Manage Project Work** which captures actions plans and issues occurring during a project and **created for the first time in this process&& and revised subsequently?
**Issue Log**
The issue log will help the PM effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is updated as a result of the monitoring and control activities throughout the project's life cycle.
63
What is the primary **OUTPUT** in the process **Manage Project Knowledge** which captures the challenges faced, realized risks and opportunities during a project and documents the same as learnings for future projects?
**Lessons Learned Register**
The lessons learned register records challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation
64
What is the **T&T** in the process **Manage project knowledge** which enables people to share tacit knowledge and integrate knowledge of diverse team members?
**Knowledge Management**
The Knowledge Management tools and techniques connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members
65
What is the **INPUT** in the process **Monitor & Control Project Work** which is derived after baseline comparison of work performance data and is a health check on how the project is performing?
**Work Performance Information**
Work Performance Data is gathered through the work execution and passed to the controlling process. To become **work performance information** the work performance data are compared with the project management plan components, project documents, and other project variables. This comparison indicates how the project is performing
66
What is the primary **OUTPUT** in the process **M&C Project Work** which includes items like status reports, baseline comparison, progress updates, etc?
*Hint: it is a direct output of the input WORK PERFORMANCE INFORMATION*
**Work Performance Reports**
Work performance reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. They are circulated to the project stakeholders through the communication processes as defined in the project communications management plan
67
What are the **2 primary OUTPUTS** in the process **Perform Integrated Change Control**
*Hint: these are **the most important outputs** you need to remember for the ICC process
**Approved Change Requests**
Change requests are processed according to the change management plan by the project manager, CCB, or an assigned team member. As a result, changes may be approved, deferred, or rejected
**Change Logs**
A repository of ALL changes raised during a project classified into "approved", "hold", and "rejected" buckets
68
What are the **T&Ts** in the process *Perform Integrated Change Control**
**Change Control Tools**
**Data Analysis**
- Alternative Analysis
- Cost Benefit Analysis
**Decision Making**
- Voting
- Multicriteria decision analysis
69
What is the **Primary OUTPUT** in the process **Close Project of Phase** which authorizes a formal handover and a summary level description of the project results?
**Final Report + Final Product or Service**
These two documents formally closes a project after a proper handover to the concerning department
70
What are the **Primary INPUTS** to the process **Plan Schedule Management** from Project Management Plan which actually decides the basis of creating schedule?
**Scope Management Plan** - The scope mgmt plan describes how the scope will be defined and developed, which will provide info on how the schedule will be developed
**Development Approach** - the product development approach will help define the scheduling approach, estimating techniques, scheduling tools, and techniques for controlling the schedule
71
What is the **primary OUTPUT** of the process **Plan schedule management**
**Schedule Mgmt Plan** - the schedule mgmt plan is a component of the PMP that establishes the criteria and the activities for developing, monitoring, and controlling the schedule
72
What are the **2 key INPUTS** from Project Mgmt Plan to the process **Define Activities** which defines the scheduling methodology, WBS deliverables, constraints etc. ?
**Schedule Mgmt Plan** - the schedule mgmt plan defines the schedule methodology, the duration of waves for rolling wave planning, and the level of detail necessary to manage the work
**Scope Baseline** - the project wbs, deliverables, constraints, and assumptions documented in the scope baseline are considered explicitly while defining activities
73
What are the **2 T&Ts** in the process **Define Activities** which describe how the scope baseline should be broken down in greater detail for near term and at a high level for long term?
**Decomposition** - a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts
**Rolling Wave Planning** - iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level
74
What are the **OUTPUTS** in the process **Define Activities** which provides (1) the list of scheduled activities in the project and (2) details (descriptions, predecessor, successor, etc) against each?
**Activity List** - includes the schedule activities required on the project. For projects that use rolling wave planning or agile techniques, the activity list will be updated periodically as the project progresses
**Activity Attribute** - extend the description of the activity by identifying multiple components associated with each activity
75
What is the **OUTPUT** in the process **Define Activities** which has zero duration and signifies an important event in a project
**Milestone List** - significant point or event in a project. A milestone list identifies all project milestones and indicates whether the milestone is mandatory or optional
76
What are the **INPUTS** in the process **Sequence activities** which provides details on the activities to be sequenced (description, dependencies, etc)
**Activity List** - includes the schedule activities required on the project. For projects that use rolling wave planning or agile techniques, the activity list will be updated periodically as the project progresses
**Activity Attribute** - extend the description of the activity by identifying multiple components associated with each activity
**Milestone List** - significant point or event in a project. A milestone list identifies all project milestones and indicates whether the milestone is mandatory or optional
77
What is the **T&T** in the process **Sequence Activities** which used AON (activity-on-node) method to establish dependencies of FS, FF, SF SS?
**Precedence Diagramming Method** - The PDM is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships (FF, FS, SS, SF) to show the sequence in which the activities are to be performed
78
What is the **T&T** in the process **Sequence Activities** which uses activity attributes to identify dependencies between activities?
**Dependency Determination & Integration** - Dependency has four attributes, but two can be applicable at the same time in the following ways: mandatory external dependencies, mandatory internal, discretionary external, discretionary internal
79
What is the **T&T** in the process **Sequence Activities** which provides (1) the time a successor activity can be advanced w.r.t. a predecessor activity (2) the time a successor activity will be delayed w.r.t. a predecessor activity?
**Lead and Lag** - the project mgmt team determines the dependencies that may require a lead or a lag to accurately define the logical relationship. The use of leads and lags should not replace schedule logic. Also, duration estimates do not include any leads or lags
80
What is the **T&T** in the process **Sequence Activities** which uses the scheduling software of the company to build the network diagram?
PMIS
81
What is the **Key OUTPUT** of the process **Sequence Activities**
**Project Schedule Network Diagram** - A project schedule network diagram is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.
82
What are the 5 types of estimating **T&Ts** used in the process **Estimate Activity Durations** which provides different frameworks to calculate activity durations?
- Expert Judgment
- Analogous Estimating
- Parametric Estimating
- Three-Point Estimating
- Bottom-Up Estimating
83
What is the **Output** in the process **Estimate Activity Durations** that provides quantitative assessments of the likely number of time periods that are required to complete an activity?
**Duration Estimates, Basis of Estimates** - Duration estimates are quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. Basis of estimates are the amount and type of additional details supporting the duration estimate vary by application area.
84
What are the different forms of **T&T** in the process **Develop Schedule** which are a part of schedule network analysis?
- Critical Path Method (used to estimate the minimum project duration; used to calculate the amount of total and free float or schedule flexibility on the logical network paths within the schedule model)
- Resource Optimization (resource leveling: start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply; resource smoothing: adjusts activities of a schedule such that the requirements for resources on the project do not exceed certain predefined resource limits)
- Data Analysis (what-if scenarios, monte carlo, etc)
- Schedule compression (crashing, fast tracking)
- Agile release planning: determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.
85
What is the **main OUTPUT** in the process **Develop Schedule** which formally documents the schedule of a project to be signed off by all stakeholders
*Schedule Baseline, Project Schedule**
- A **schedule baseline** is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for the comparison to actual results
- a **project schedule** is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. At a minimum, the project schedule includes a planned start date and planned finish date for each activity
86
What is the **INPUT** in the process **Control Schedule** contains data on project status such as which activities have started, their progress, etc?
**Work Performance Data** - contains data on project status such as which activities have started, t heir progress (e.g. actual duration, remaining duration, and physical percent complete) and which activities have finished
87
What is the **T&T** of the process **Control Schedule** which uses metrics such as SV, EV, SPI to manage schedule
**Earned Value Analysis**
used to assess the magnitude of variation to the original schedule baseline
88
What is the **T&T** in the process **Control Schedule** which tracks the schedule using iteration days as the basis?
**Iteration Burndown Chart** - this chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning
89
What is the **key OUTPUTs** of the process **Control schedule** which enables course corrections to schedule in case of a risk
- **Work Performance Information** - includes info on how the project work is performing compared to the schedule baseline
- **Schedule Forecast** - schedule updates are forecasts of estimates or predictions of conditions and events in the project's future based on info and knowledge available at the time of the forecast
- **Change Requests** - schedule variance analysis, as well as reviews of progress reports, results of performance measures, and modifications to the project scope or project schedule, may result in change requests
90
What is the **INPUT** in the process **Plan Quality Mgmt** which provides the acceptance criteria for the deliverables in terms of quality?
**Scope Baseline** - The WBS along with the deliverables documented in the project scope statement are considered while determining which quality standards and objectives are suitable for the project, and which project deliverables and processes will be subjected to quality review. The scope statement includes the acceptance criteria for the deliverables.
91
What is the **T&T** in the process **Plan Quality Mgmt** which associates costs in buckets such as prevention costs, appraisal costs, and failure costs?
**Cost of Quality** - the optimal COQ is one that reflects the appropriate balance for investing in the cost of prevention and appraisal to avoid failure costs. Models show that there is an optimal quality cost for projects, where investing in additional prevention/appraisal costs is neither beneficial nor cost effective
92
What is the **OUTPUT** in the process **Plan Quality Mgmt** which describes a project or product attribute and how the Control Quality process will verify compliance to it?
**Quality Metrics** - some examples of quality metrics include percentage of tasks completed on time, cost performance measured by CPI, failure rate, number of defects identified per day, total downtime per month, errors found per line of code, etc.
93
What is the **OUTPUT** in the process **Plan Quality Mgmt** which describes the quality tools that will be used in the project?
**Quality Mgmt Plan** - describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. this includes the use of quality tools as well
94
What is the **T&T** in the process **Manage Quality** which is used for root cause analysis
**Cause and Effect Diagram** - aka fishbone diagrams, why-why diagrams, or Ishikawa 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
95
What is the **T&T** in the process **Manage Quality** which is used to organize potential causes of defects into groups showing areas that should be focused on the most
**Affinity Diagram** - they can organize potential causes of defects into groups showing areas that should be focused on the most.
96
What is the **OUTPUT** of the process **Manage Quality** which provides info to processes and departments to take corrective actions in order to achieve the project quality expectations?
**Quality Reports** - the quality reports can be graphical, numerical, or qualitative. The info provided can be used by other processes and departments to take corrective actions in order to achieve the project quality expectations
97
What is the **T&T** in the process **Control Quality** which checks whether a process is stable or has predictable performance over time
**Control Charts / Run Charts** - these are used to determine whether or not a process is stable or has predictable performance. Control charts come with USLs and LSLs for a particular variable
98
What is the **OUTPUT** in the process **Control Quality** which documents the results of this process in the format specified by Quality Mgmt Plan?
**Quality Control Measurements** - These are the actual data along with the baseline comparisons which is one of the key outputs of Control Quality process. They should be captured in the format that was specified in the quality Management Plan
99
What is the **Most Important OUTPUT** in the process **Control Quality** which determines the correctness of deliverables?
**Verified Deliverables** - A goal of the Control Quality process is to determine the correctness of deliverables. The results of performing the Control Quality process are verified deliverables that become an input to the Validate Scope process for formalized acceptance
100
What are the **two critical inputs** to the process **Plan Cost Mgmt** from Project Mgmt Plan which impact the cost of the project significantly?
**Schedule Mgmt Plan** - The schedule management plan provides processes and controls that will impact cost estimation and management
**Risk Management Plan** - the risk mgmt plan provides processes and controls that will impact cost estimation and mgmt
101
What is the **OUTPUT** of the process **Plan Cost Mgmt**
**Cost Mgmt Plan** - The cost mgmt plan is a component of the project mgmt plan and describes how the project costs will be planned, structured, and controlled. The cost management processes and their associated tools and techniques are documented in the cost mgmt plan
102
What are the **Types of Cost Estimation Techniques** in the T&Ts of the process **Estimate Costs**
- Expert Judgment
- Analogous Estimating
- Parametric Estimating
- Three-Point Estimating
- Bottom-Up Estimating
103
What are the **2 primary OUTPUTS** in the process **Estimate Costs** which provides the expected costs to complete the work + any contingencies + assumptions / constraints?
**Cost Estimates** - include quantitative assessments of the probable costs required to complete project work, as well as contingency amounts to account for identified risks, and management reserve to cover unplanned work.
**Basis of Estimates** - The amount and type of additional details supporting the cost estimate vary by application area. Regardless of the level of detail, the supporting documentation should provide a clear and complete understanding of how the cost estimate was derived
104
Which is the 'business document' **INPUT** in the process **Determine Budget** which provides the critical success factors for the project including financial success factors?
**Business Case** - the business case is a business document that identifies the critical success factors for the project, including financial success factors
105
Which is the 'business document' **INPUT** in the process **Determine Budget** which provides the target benefits, NPV calculations, timeframe for realizing the benefits etc.
**Benefits Mgmt Plan** - includes the target beneftis, such as npv calculations, timeframe for realizing benefits, and the metrics associated with the benefits
106
What is the **T&T** in the process **Determine Budget** which provides a bottoms-up aggregation at a WBS level / control account level to provide the total budget for the project?
**Cost Aggregation** - cost estimates are aggregated by work packages in accordance with the WBS. The work package cost estimates are then aggregated for the higher component levels of the WBS (such as control accounts) and, ultimately, for the entire project
107
What is the **T&T** in the process **Determine Budget** which reconciles any funding limits for a project as provided by leadership?
**Funding Limit Reconciliation** - The expenditure of funds should be reconciled with any funding limits on the commitment of funds for the project. A variance between the funding limits and the planned expenditures will sometimes necessitate the rescheduling of work to level out the rate of expenditures
108
What is the key **OUTPUT** of the process **Determine Budget** Which provides a time-phased project budget which an only be changed through formal change mgmt procedures?
**Cost Baseline** - The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results. The cost baseline is developed as a summation of the approved budgets for the different schedule activities
109
What is the **T&T** of the process **Control Costs** which controls the costs of the project w.r.t. performance mgmt baseline?
**Earned Value Analysis** - compares the performance measurement baseline to the actual schedule and cost performance. EVM integrates the scope baseline with the cost baseline and schedule baseline to form the performance measurement baseline budgets for the different schedule activities
110
What is the **T&T** of the process **Control Costs** which controls the costs of the project w.r.t variances (CV/SV/SPI/CPI)
**Variance Analysis** - Cost and schedule variances are the most frequently analyzed measurements. For projects not using formal earned value analysis, similar variance analysis can be performed by comparing planned cost against actual cost to identify variances between the cost baseline and the actual project performance.
111
What is the **T&T** of the process **Control Costs** which controls the costs of the project using spending curves (S-Curves)
**Trend Analysis** examines project performance over time to determine if performance is improving or deteriorating
112
What is the **T&T** of the process **Control Costs** which monitors the status of contingency and management reserves and mobilizes the same during need?
**Reserve Analysis** - during cost control, reserve analysis is used to monitor the status of contingency and mgmt reserves for the project to determine if these reserves are still needed or if additional reserves need to be requested. Note that mobilizing the mgmt reserves need to go through ICC
113
What is the **T&T** of the process **Control Costs** which monitors cost performance in terms of the remaining resources in order to meet specified mgmt goal?
**To Complete Performance Index (TCPI)** is a measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget
114
Which **OUTPUT** of the process **Control Costs** includes information on how the project work is performing compared to cost baseline?
**Work Performance Information** - includes information on how the project work is performing compared to the cost baseline. Varainces in the work performed and the cost of the work are evaluated at the work package level and control account level
115
Which **OUTPUT** of the process **Control Costs** is the ONLY metric of the EVM exercise that is communicated to key stakeholders as per PMBOK 6th ed?
*this is an important one!!*
**EAC** - or bottom-up EAC is the ONLY **output** of the control costs process which is documented and communicated mandatorily to key stakeholders
116
What are the **Two key INPUTS** from Project Management Plan in the process **Plan Communications Management** which provides the basis of establishing effective communication channels
**Resource Management Plan** - Provides guidance on how team resources will be categorized, allocated, managed, and released. Team members and groups may have communication requirements that should be identified in the communications mgmt plan
**Stakeholder Engagement Plan** - identifies the mgmt strategies required to effectively engage stakeholders. These strategies are often fulfilled via communications.
117
What is the **T&T** in the process **Plan Communications Management** which shows the complexity of communication and in a cross-cultural scenario, thereby helping to eliminate 'noise' in communication?
**Communications Model for Cross Cultural Communications**
This communications model incorporates the idea that the message itself and how it is transmitted are influenced by the sender's current emotional state, knowledge, background, personality, culture, and biases
118
What is the **OUTPUT** of the proces **Plan Communications Management** that describes how project communications will be planned, structured, implemented, and monitored for effectiveness?
**Communications Mgmt Plan**
119
What is the **T&T** of the process **Manage Communications** that ensure that stakeholders can easily retrieve the information they need in a timely way?
PMIS - can ensure stakeholders retrieve the information they need in a timely way. Project info is managed and distributed using a variety of tools, including Electronic PM tools, electronic communication mgmt and social media management
120
What is the **OUTPUT** of the process **Manage Communications** that establishes performance reports, deliverable status, schedule progress, and other information required by stakeholders?
**Project Communications** - project communicaitons artifacts may include but are not limited to: performance reports, deliverable status, schedule progress, cost incurred, presentation, and other information required by stakeholders.
121
What is the **INPUT** of the process **Monitor Communications** that considers organizational culture, political climate and governance framework to influence the communication management process?
EEFs
122
What is the **INPUT** of the process **Monitor Communications** that considers corporate policies and procedures for social media, ethics, and security to influence the communication management process?
OPAs
123
What is the **OUTPUT** of the process **Monitor Communications** that includes information on how project communications are being performed vs. baseline plan?
**Work Performance Information** - includes info on how the project communications is performed by comparing the communications that were implemented compared to those that were planned. It also considered feedback on communications, such as survey results on communication effectiveness
