PgMP. Quick List Flashcards
1
Q
PERT/CPM
A
Program Evaluation and Review Technique
https://en.wikipedia.org/wiki/Program_evaluation_and_review_technique
or Critical Path Method
2
Q
governance is a key issue when the program has high …
A
complexity
3
Q
the critical chain method aims to reduce project duration and avoid resource conflicts by using … and …
A
buffers
resource-leveling strategies
https://acqnotes.com/acqnote/tasks/critical-chain-method
4
Q
in a CR contract, the seller has no… to …
A
incentive to control costs
CR - cost reimbursable
5
Q
p33 / Table 1-1
A
6
Q
2 approaches for the estimation of programs
A
top down
bottom up
7
Q
6 Domains BLSS-GC
A
Benefits Management
Life Cycle Management
Strategic Alignment
Stakeholder Engagement
Governance Framework
Collaboration
8
Q
The CCM is a project management technique that focuses on… availability and … rather than on task dependencies
A
resource
constraints
9
Q
breakdown kaizen
A
Kai - change, revision
Zen - virtue, goodness with the inherent meaning of continuous or philosphy
10
Q
the first step in the sequence of activities for a program
A
assign a program manager
11
Q
A depends on B. B is delayed, then you…
A
analyze the impact of the delay on the ability of the program to deliver benefits
12
Q
ther program roadmap is a …representation of the incremental benefits and provides a vsiual aid when the ROI may help fund the future program benefits and outcomes
A
graphical
13
Q
senior tech architect changes spec on deliverable, who will solve the rework problem
A
Program Manager, concerned project managers, and technical experts
14
Q
is ‘other work’ included in the PWBS?
A
yes, all work but at a high level
15
Q
scope, cost, and time cannot all be … at the same time
A
fixed
16
Q
secondary risks arise from the … … employed from an existing risk
A
arise from the reponse plans employed from an existing risk
17
Q
a delay in a project that is inline with the program but requires fudning from the orgnaization, that decision can be taken by
A
Program Governance Board
18
Q
Dependencies x4 (2 and 2)
A
Mandatory
Discretionary (Preferential)
External
Internal
*project dependecies are schedule dependencies
Mandatory: Hard Logic, req by law or contract
Preferential: Soft Logic - more suitable order by nature of work
External: non project activity
Internal: between two project activities
19
Q
programs and projects create deliverables, but programs create…
A
benefits
20
Q
PDCA is also known as the … cycle or the … cycle
A
Plan Do Check Act
Shewart
Deming
21
Q
project scope is the …. performed to deliver a product, service, or result with the specified … and …
A
work
features
functions
22
Q
quality is owned by
A
management
23
Q
who signs off the closure document of a project?
A
sponsor
24
Q
when you cancel a program project because it is no longer needed
A
scope verfication
25
when do you escalate a positive risk?
outside scope
exceed PM's authority
26
program lessons learned, who? x4
Program Manager, project managers, PMO representatative, select stakeholders
27
scope statement x5 DDAE
Description, Deliverables, Acceptance Criteria, Exclusions
28
JIT
Just in time
supply and dispose of materials for production on demand
29
CCM
use to perform... network analysis
to prepare the project schedule when ... or ... resources are available
critical chain method
schedule
limited or restricted
30
WBS, RAM, RACI, LRC
Work Breakdown Structure
Responsiblity Assignment Matrix
Responsible, Accountable, Consuted, Informed
Linear Responsibility Chart
31
the components of a program are related through ... goals
complimentary
32
cost of conformance quality is the money spent durin the proejct ...
to avoid failures
33
Definitive accuracy range
-5% to +10%
34
8 Wastes - DOWN TIME
Defects
Overproduction
Waiting
Not used Talent
Transporation
Inventory
Motion
Extra Processing
35
cost of noncoformance quality is teh money spent during or after because of ...
failure
36
Muda
Futility
uselessness
wastefulness
37
usually the starting point in all the planning processes on a program or project
scope planning
38
the difference between Enhance and Exploit Risk Reponses
Exploit seek to remove the ... related with risk response by ensuring that it happens
Enhance increases the ... and/or the ... impact of an opportunity
uncertainty
probability
positive
39
the three forms of waste
Muda
Mura
Muri
Waste
Deviations
Overloading
40
zero base budgeting is where each item of the budget has to be ... afresh
has to be justified afresh
41
when a program manager has a new idea and wants to seek a charter, what is the first step?
identify a sponsor
42
product scope is the ... and ... that characterize a product, service, or result
features and functions
43
programs create ... benefits
incremental
44
reviewing business cases, look for organization...
feasability
45
projects themselves do not create ... ...
incremental benefits
46
zero defects
when lifesaving
47
ISO
International Standards Development
48
scope cannot be baselined independent of ... and ... requirements
schedule
financial
49
new market, first move
business case for business justification
50
if activities are not being managed in a ***coordinated way to achieve benefits***, then it is not a
program
51
after program scope is finalized, work distributed, PWBS created...
determine schedule, cost and resources
---
Scope is first / work is first
then schedule cost resources
scope>sched, cost, res
52
the scope management plan does not contain.... rather, it explains... the overall socpe wil be managed
the actual scope
how
53
The Program Scope Management Plan, how is it used by proejct managers? To determine...
how the sope of the overall program will be managed
54
the uncontrolled expansion t prodcut or project scope without adjustmend to time, cost, and resources
scope creep
55
5.5 Validate Scope T&T x2
Inspection - measuring, examining, and comparing the characteristics of the deliverables to see that they fulfill the requirements and product acceptance criteria developed at the beginning of the project.
Decision Making - deciding on the acceptance criteria, it is also important to agree ahead of time on how the decision will be made
56
program manager does not create benefits, he...(I,P,E)
identifies, plans and ensures
57
kaizen invovles proactively improving the ...
organization
58
Father of Quality Management
W. Edwards Deming
59
Deming TQM 3 points
being ...
utilizing ... and leadership
.... as a company
being proactive
utilizing accountability and leadership
continuously improving as a company
60
Where is the information to understand the likely cash inflows and outflows on the programs in coming years x2
program financial management plan
benefits register
61
the working realationship between the program manager and the ... team is criical
operations
62
benefits are not realized until the program is
completed
63
figure out: 3 point estimation techniques
using standard deviation
variablity of project compared to the mean
Answer: b)The variability of project B as compared to the mean (σ/μ) is the highest, so there seems to be maximum uncertainty about it. In the absence of any other information, the program manager needs to keep a closer eye on Project B.
mu is the mean (average)
sigma is the standar variation
64
a contract is good only if...
it helps seller and buyer
65
backward integration is a type of ... that involves taking control of the ... side of the buisness by ... the input supplies for production internally or ... the supplier company
vertical integration
supply chain
producing
acquiring
66
a program steering committee may assume the responsiblities of ...
program sonsor
67
study differences between a project and a program
68
any changes to the schedule or cost baselines can only be approved through the
integrated change control process
69
matrix org is where team members reprot to ... leaders
report to multiple leaders
70
Program Managers job with resources
optimization
71
change requests are processed through review and disposition through the
integrated change control process
72
portfolios are not constituted with a...
timeframe in mind
73
Resource Leveling: Resolving ... or ... to ensure a project can be completed with the available resources
overallocation or scheduling conflicts
74
As far as the project is concerned, the risk (resource leaving) has already occurred, so it has to be logged in the project's ... log. For the program this gives rise to an interface related risk (since it involves an uncertainty), so it needs to go into the program risk registe
Issue
75
what do you not transfer
Program Personnel
76
Positive Risk Responses
Escalate
Enhance
Exploit
Accept
Share
77
zero defects is a term coined by Phillip ... in the book "... of Quality Management"
Crosby
Aboslutes
78
FP contracts do not guarantee...
on time delivery
79
who prepares SOW for external projects
customer
80
What phase is the Program Manager defined in?
Defintion
81
CPM
a strategy for scheduling project activities and identifying the ... path of tasks
critical path method
longest
based on tasks not resources
82
a document that provides detailed deliverable, activity, and scheduling information, about each component in the WBS
WBS Dictionary
83
see section 2 and 3.8
84
PERT
Program/Project evaluation and review technique
by USN in 1957 for Polaris Project
85
risk tolerance and appettite drive program ...
risk
86
Free Float vs Total Float
FF is the time it can be late in finishing without affecting the following activity
TF is the time it can be late without impacting the end date of the project
87
Beneifts Identification Costs is done during...
business case analysis
88
normal order of closure processes on a program (5) CPBFP
component closure
procurement closure
benefits tranistion and sustainment
financial closure
program closure
89
who authorizes and/or funds a component within a program?
the sponsor
90
Monte Carlo simulation allows you to forecast the varation in target values based on a mathematical model and ...
probability distirubtions
91
smoothing refers to trying to ... to buy time so that a better solution may be found
reduce the temperature of the
92
3 point estimating techniques
Triangular 3 divided by 3
Beta Distribution 3 divided by 6 weight Most likely by 4
Optimistic
Pessimistic
Most Likely
93
depricate
made obsolete
94
the governance board is not a ... committee
consensus
95
How can the Program Scope Management Plan be used by the project managers?
to determine how the scope of the overall program will be managed
96
wihtout information about how the work is linked to strategic business objectives, it cannot be a...
portfolio
97
ROM accuracy range
-25% to +75%
98
EAC
(Actual Expenditure Till Date) + (Estimated Future Expenditure)
or
EAC=AC+ETC
99
according to the principle of total quality management, who is responsible for quality?
the management
100
resource intensive means
a lot of resources
101
a centralized reporting system to capture, communicate and record program work, risks, changes, benefits mgmt, and other aspects of
PMIS
102
Benefit: .... and ... realized by the organization and stakeholders as a result of outcomes delivered
gains & assets
103
team member makes a mistake, what do you do next
Defect repair validation
104
matrix org resources are owned by ...
functions
105
what document mandates a certain timeline , presents milestone for delivery and/or incremental benefits
timeline
milestones
incremental benefits
program charter
106
p35 / Table 1-2
107
when the program is not working or finger pointing
collocate
108
Six Sigma standard is ... DPMO
3.4 defects per million opportunities
109
resource optimization is more important than
right skill right time
110
Delphi Technique / ETE
Estimate Talk Estimate
Systematic, Interactive forecasting from panel of experts
111
refusing to speak to each other is what in the communications model
barrier
112
with contingency reserves established at the program level, how frequently should the program manager review the project level risks during the program
Only as requested by the project manager
113
benefits are ... and linked to the ... of the proejct, portfolio, or strategy
measurable
outcome
114
a large construction project:
1) if no info on link to strategic business objectives
2) if not time bound
3) if no info on being mapped to benefits
if no info on work linked to strategic business objectives then not a portfolio
time bound since it is construction so not an operation
no info on how being mapped to benefits so not a program
115
program level quality is to provide... and ... to set up governance frameworks around quality
guidelines and policies
116
a bar chart that illustrates a project schedule
Gantt Chart
Henry Gantt in 1910 to 1915
117
Owns quality
Management
118
Benefits will not be realized until the tranistion into ...
transition into operations
119
determines if the project should be allowed to continue
kill point
120
Program 6 domains
BCGLSS
or
1,2,3
Benefits Mangement
Lifecycle Management
Strategic Alignment
Stakeholder Engagement
Governance Framework
Collaboration
A-Z
BCGLSS
in 2s
1, 2, 3
Collaboration
Benefits and Lifecycle Management
Strategic Alignment
Stakeholder Engagement
Governance Framework
121
if a change affects operations, get...
operations buy in
122
PWBS based on
deliverables
123
a document that will capture stakeholders concerns, perceived threats, and specific objectives about the program and its projects
Scope Statement
124
resource management at the program level is when resources are...
shared by multiple projects
125
critical path: longest ... of tasks and milestones with no ... ... between them
time delay
126
Program 8 prinicples
bless / tragic
BLSS / TRGC
2,2,4
Stakeholders
Benefits Realization
Synergy
Team of Teams
Change
Leadership
Risk
Governance
BLSS TRGC
---
BR
TofT
SS
GRCL
127
integrated change control review the impact on...
all knowledge areas
128
when there is a time gap between two activities
lag
129
KPIs are not part of the Governance plan, they are more likely a part of the
benefits register or benefits realization plan
130
new improvement projects are linked to prgram...
goals
131
projects provide... to programs
programs provide ... to portfolios
portfolios...
deliverables
benefits
strategic importance
132
IRR vs Cost of Capital is better than (3)
NPV, BCR less than one, PBP
133
critical path reveals the ... date the project can finish
earliest
134
in a T&M contract, the buyer is in control of ...
the resources
135
who makes the PWBS (3)
Program manager, PMs, and the teams
136
what plan defines how you will transfer benefits
Program transition plan
137
conducting training before a thing happens is
preventative action
138
how to respond to an RFP (2)
... proposal
.... based on requirements
detailed proposal
feasibility based on requirements
139
the process of delivering Program benefits is...
Direct and Manage Program Execution
140
the difference between scope control and scope verfication
validation scope verifies deliverables meet acceptance criteria
scope veri
141
to terminate a vendor's contract, what two tings must be documented?
complete work
uncomplete work
142
5 Performance Domains BLSSG
Benefits Mgmt
Life Cycle Mgmt
Strategy Alignment
Stake Eng
Governance
BLSSG - Bless G
143
Program closure - 5
CT&S
LL
AP&PR
CC
CA
component transition & sustainment
lessons learned
archive project and program records
close contracts
customer acceptance
144
PM suggests adding a marketing campaign during OPS training, who handles this
Change Request to program board
145
3 Phases
Definition
Delivery
Closure
146
Negative Risk Responses
Escalate
Mitigate
Transfer
Avoid
Accept
147
Program Management Principles x8 (BLSS TRGC)
Benefits Realization
Leadership
Synergy
Stakeholders
Team of Teams
Risk
Governance
Change
148
Y theory give maximum authority to the
team
149
Program's role in quality is to determine... and... that can be applicable to multiple components
policies
standards
150
if the group is not providing resources, then they are not ...
sponsors
151
programs are conducted primarily to deliver ... to their target ...
benefits
stakeholders
152
near the end of a program closure process
CT
CC
FC
TB
BS
CLL
closure
component transition
close contracts
financial closure
transition benefits
benefits sustainment
create lessons learned
benfits transtion and sustaiment
financial and contract closure
lessons learned
153
in adaptive lifecycles, what three processes are repeated
collect requirements
define scope
create WBS
154
the PMO establishes consistent... x3
policies
standards
traiing
155
management style is driven by the ... at any given time
needs
156
fixed formula progress reporting uses...
a partial credit approach
for when the duration of most activies is equal to or less than two reporting periods
157
the program baseline represents the... between the program and its staekholders about what the program will deliver
agreement
158
building confidence that a future output will be completed in a manner that meets the specified requirements and expectations through tools and techniques such as audits and failure analysis
quality assurance
159
.. corrects the process itself, not just special defects
quality assurance
160
management horizon
payback period
161
the three T&T of Close Project or Phase
Expert Judgement
Data Analysis
Meetings
162
What is the output of close project or phase
Lessons Learned
Final PSR
Final Report
Template & Checklist updates
163
What is the most dangerous contract type for the buyer
cost plus percentage of cost
164
what is the most risky contract for the seller
Fixed Price
165
which compression techniqe adds more risk
fast-tracking
166
PWBS encompasses all ... to be delivered by the program
167
PWBS is a ... hierarchical decomposition encompassing the ... scope of the program and includes the deliverables to be produces by the constituent ...
deliverable-oriented
total
components
168
kickoff meeting is associated with the end of planning and the start of execution
and may occur at the beginning of each phase
169
in control scope, what does not help you?
change requests
170
monte carlo is a ... technique used to estimate the possible ... of an ... event
mathematical
outcomes
uncertain
171
what is the most common simulation technique
monte carlo
172
Roadmap: a chronological representation of a program's intended ... that graphically depicts the ... between major .... and ... and reflects the ... between the business ... and the program work
direction
dependencies
milestones
decision points
linkage
strategy
173
Financial Managment: activities related to identifying the program's ... sources and resources, integrating the ... of the program components, developing the overall .., and controlling ...
financial
budgets
budget
costs
174
portfolio components can be ...
independent
175
program components should be ... to achieve teh full intended benefits
related
176
3 Environmental Analysis Techniqes
Porter's Five Forces
PESTLE Analysis
SWOT Analysis
177
Porter's Five Forces
Threat of Substitutes
Threat of New Entrants
Buyer's Bargaining Power
Supplier's Bargaining Power
Rivalry Among Competition
178
PESTLE Anlaysis
Political
Economic
Social
Technological
Legal
Environment
179
2 stakeholder variables
importance and influence
180
difference between stakeholder importance and influence
importance is the degree with which the project cannot be successful if needs are not met
influence indicates relative power
181
you can be important and not involved
182
risk
probablilty and impact
183
Scope Mgmt / Planning
Plan
Collect Requirements
Analyze Requirements
Create WBS
184
construction assumption
weather
185
A project assumption is used in project planning to define a factor that’s true, real or certain, even if there isn’t ... You have to presume that there are certain truths to proceed with planning your project.
proof
186
The ... is a process in project management for calculating the late start and late finish dates for uncompleted activities by working backwards through the project schedule from the project’s end date.
Backward Pass
187
project is complete but overbudget, what do you do?
file in lessons learned
188
Issue a current condition or situation that may have an impact on project deliverables
189
