PMBOK, Agile & PMI Standard Foundations Flashcards
1
Q
Value Delivery
A
There are components such as portfolios, projects, programs, and
operations to name a few that when used either individually or
collectively help create value for an organization to meet its strategic
goals and objectives
2
Q
Information Flow
A
The value delivery system is at its best when there is open and constant
flow of information and feedback that is being shared by the key
components within the system.
3
Q
Organizational Governance
A
is a structured approach to provide the
needed direction and control through the use of policies and processes
so that meet defined strategic and operational goals.
• Enforce legal, regulatory standards and compliance requirements
• Define operational, risk, and legal polices.
4
Q
Project Governance
A
is the framework, functions, and processes that give
the project the needed guidance and control to execute the activities
needed by the project to achieve the organizational, strategic, and
operational goals.
• Guiding and overseeing the project work by evaluating changes, issues and
risks
• Enforcement of polices, standards, and guidelines.
5
Q
Cost of Quality
A
Cost of quality (COQ) methodology, which identifies four categories of cost, is used to find the appropriate balance of investing in quality
prevention and appraisal to avoid defect or product failure.
• Prevention.
• Appraisal.
• Internal failure.
• External failure.
6
Q
Measurement Performance Domain
A
The performance domain that addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
7
Q
Effective Measures
A
KPIs (Key performance indicators): leading and lagging indicators
SMART: specific, meaningful/measurable/achievable/relevant, realistic, reasonable/timely,time bound
8
Q
What to measure?
A
deliverable metrics, delivery, baseline performance, resources, business value, stakeholders, forecasts
9
Q
Measurement Pitfalls
A
• Hawthorne effect. The Hawthorne Effect is used to describe a change in the behavior of an individual that results from their awareness of being observed..
• Vanity metric. The Vanity metric is a measure that shows data but does not provide any useful information for making a decision
• Demoralization. If goals are set that are not achievable team morale will fall as they continually fail to meet their targets.
• Misusing the metrics. One definition is that data that is misunderstood is then misused. Another is that data can be distorted to focus on the wrong thing.
• Confirmation bias. The tendency to search for, interpret, favor, and recall information in a way that confirms or supports one’s prior beliefs or values.
• Correlation versus causation. Correlation simply means that there is a statistical association or pattern between two variables, while causation not only implies a specific kind of relationship, known as
a cause-and-effect relationship. This means that a change in one variable is causing a change in the
other.
10
Q
Uncertainty Performance Domain
A
The Uncertainty Performance Domain addresses activities and functions associated with risk and uncertainty.
11
Q
Effective execution of this performance domain results in the
following desired outcomes:
A
An awareness of the environment in which projects occur, including, but not limited to, the technical, social, political, market, and economic environments.
Proactively exploring and responding to uncertainty.
An awareness of the interdependence of multiple variables on the project.
The capacity to anticipate threats and opportunities and understand the consequences of issues.
Project delivery with little or no negative impact from unforeseen events or conditions.
Opportunities are realized to improve project performance and outcomes.
Cost and schedule reserves are utilized effectively to maintain alignment with project objectives
12
Q
Risk Strategies
A
Threats/negatives: avoid, escalate. transfer, mitigate, accept
Opportunities/positives: exploit, escalate, share, enhance, accept
Risk Review: Establishing a constant cadence of review and feedback on risks be it in a daily stand up or weekly status meeting to ensure that the effort of risk management remains relevant to the current state of the project.
13
Q
Tailoring
A
is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand
The goal of tailoring is to increase the commitment of the team to the
project, be more focused on the needs of the customer and to be
efficient with the use of the project resources.
14
Q
Tailoring Steps
A
- select approach
- tailor for the org
- tailor for the project
- implement ongoing improvement
15
Q
Tailoring Steps
A
- select approach
- tailor for the org
- tailor for the project
- implement ongoing improvement
16
Q
Model
A
is a thinking strategy to explain a process, framework, or phenomenon.
17
Q
Method
A
is the means for achieving an outcome, output, result, or project deliverable.
18
Q
Artifact
A
can be a template, document, or project deliverable.
19
Q
Motivation Models
A
- Hygiene and Motivational Factors.
- Intrinsic vs Extrinsic Motivation.
- Autonomy.
- Mastery.
- Purpose.
- Theory of Needs.
- Achievement.
- Power.
- Affiliation.
- Theory X, Y and Z.
20
Q
Change Models
A
Managing Change in Organizations: • Formulate change. • Plan change. • Implement change. • Manage transition. • Sustain change.
ADKAR Model:
- Awareness.
- Desire.
- Knowledge.
- Ability.
- Reinforcement.
Kotter’s 8 Step Process for Leading Change: 1. Create urgency. 2. Form a powerful coalition. 3. Create a vision for change. 4. Communicate the vision. 5. Remove obstacles. 6. Create short-term wins. 7. Build on the change. 8. Anchor the changes in corporate culture.
21
Q
Change & Complexity Models
A
Virginia Satir Change Model: • Late status quo. • The foreign element. • Chaos. • The transforming idea. • Practice and integration. • New status quo.
Transition Model:
• Ending, losing and letting go.
• The neutral zone.
• The new beginning
Cynefin Framework. • a problem-solving tool defined by cause-and-effect relationships in a variety of situations to categorize a problem or decision and respond accordingly
Stacey Matrix. • designed to help understand the factors that contribute to complexity and choose the best management actions to address different degrees of complexity.
22
Q
Project Team Development Models
A
Tuckman Ladder • Forming. • Storming. • Norming. • Performing. • Adjourning.
Drexler/Sibbet Team Performance Model
- Orientation.
- Trust building.
- Goal clarification.
- Commitment.
- Implementation.
- High performance.
- Renewal.
23
Q
Conflict Models
A
- Confronting/problem solving.
- Collaborating.
- Compromising.
- Smoothing/accommodating.
- Forcing.
- Withdrawal/avoiding.
24
Q
Negotiation Models
A
- Win-win.
- Win-lose / Lose-win.
- Lose-lose.
25
Process Groups Models
* Initiating.
* Planning.
* Executing.
* Monitoring and Controlling.
* Closing.
26
Strategy Artifacts
* Business case.
* Business model canvas.
* Project brief.
* Project charter.
* Project vision statement.
* Roadmap.
27
Logs & Registers Artifacts
* Assumption log.
* Backlog.
* Change log.
* Issue log.
* Lessons learned register.
* Risk-adjusted backlog.
* Risk register.
* Stakeholder register.
28
Plans Artifacts
* Change control plan.
* Communication management plan.
* Cost management plan.
* Iteration plan.
* Procurement management plan.
* Project management plan.
* Quality management plan.
* Release plan.
* Requirements management plan.
* Resource management plan.
* Risk management plan.
* Scope management plan.
* Schedule management plan.
* Stakeholder management plan.
* Stakeholder engagement plan.
* Test plan.
29
Hierarchy Charts Artifacts
* Organizational breakdown structure.
* Product breakdown structure.
* Resource breakdown structure.
* Risk breakdown structure.
* Work breakdown structure.
30
Baseline Artifacts
* Budget.
* Milestone schedule.
* Performance measurement baseline.
* Project baseline.
* Scope baseline.
31
Visual Data and Information Artifacts
```
• Affinity diagram.
• Burndown / burnup charts.
• Cause-and-effect diagram.
• Cumulative flow diagram (CFD).
• Cycle time chart.
• Dashboards.
• Flowchart.
• Gantt chart.
• Histogram.
• Information radiator.
• Lead time chart.
• Prioritization matrix.
• Project schedule network diagram.
• Requirements traceability matrix.
• Responsibility assignment matrix (RAM)
• Scatter diagram.
• S-curve.
• Stakeholder engagement assessment
matrix
• Story map.
• Throughput chart.
• Use case.
• Value stream map.
• Velocity chart.
```
32
Reports Artifacts
* Quality report.
* Risk report.
* Status report.
33
Agreements and Contracts Artifacts
* Fixed-price contracts.
* Cost-reimbursable contracts.
* Time and materials (T&M).
* Indefinite delivery indefinite quantity (IDIQ)
* Memorandum of understanding
* Memorandum of agreement
* Service level agreement
* Basic ordering agreement
34
Other Artifacts
* Activity list.
* Bid documents.
* Request for information (RFI).
* Request for quotation (RFQ).
* Request for proposal (RFP).
* Metrics.
* Project calendar.
* Requirements documentation.
* Project team charter.
* User story.
35
A System for Value Delivery
```
Creating Value.
Organizational Governance Systems.
Functions Associated with Projects.
Project Environment.
Product Management Considerations.
```
36
Functions Associated With Projects
```
Provide oversight and coordination.
Present objectives and feedback.
Facilitate and support.
Perform work and contribute insights.
Apply expertise.
Provide business direction and insight.
Provide resources and direction.
Maintain governance.
```
37
Projects are influenced by both internal and external environments to varying degrees.
The influence can be positive, challenging, or neutral to the project objective, stakeholders, and team members
38
Internal Environment
* Process assets.
* Governance documentation.
* Data assets.
* Knowledge assets.
* Security and safety.
* Organizational culture, structure, and governance.
* Geographic distribution of facilities and resources.
* Infrastructure.
* Information technology software.
* Resource availability.
* Employee capability.
39
External Environment
* Marketplace conditions.
* Social and cultural influences and issues.
* Regulatory environment.
* Commercial databases.
* Academic research.
* Industry standards.
* Financial considerations.
* Physical environment.
40
Product
Product is an artifact that is produced, is quantifiable, and can be either an end item itself or a component item.
41
Product management
Product management involves the integration of people, data, processes and business systems to create, maintain, and develop a product or service throughout its lifecycle.
42
True or False: Product lifecycle is the same regardless of industry or product. Project lifecycle, on the other hand, can vary across both
True
43
What are the 12 principles of project management which are in full alignment and complementary with the PMI Code of Ethics and Professional Conduct?
1. Be a diligent, respectful, and caring steward.
2. Create a collaborative project team environment.
3. Effectively engage with stakeholders.
4. Focus on value.
5. Recognize, evaluate and respond to system interactions.
6. Demonstrate leadership behaviors.
7. Tailor based on context.
8. Build quality into processes and deliverables.
9. Navigate complexity.
10. Optimize risk response.
11. Embrace adaptability and resiliency.
12. Enable change to achieve the envisioned future state.
44
One PM principles is Be a Diligent, Respectful, and Caring Steward. What is stewardship?
Stewards act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines. They demonstrate a broad commitment to financial, social, and environmental impacts of the projects they support.
45
One PM principles is Create a Collaborative Project Team Environment. What is a project team?
Project teams are made up of individuals who wield diverse skills, knowledge, and experience. Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own.
46
One PM principles is Effectively Engage with Stakeholders. What is need to effectively engage with a stakeholder?
The identification, analysis, prioritization, and engagement of stakeholders happens from start to end of the project to ensure success.
Engagement of stakeholders involves awareness of others and their perspectives, building and maintaining of relationships which relies on interpersonal skills.
The purpose of engagement of stakeholders helps project detect, collect, and evaluate information, data, and opinions.
Strong stakeholder engagement throughout the project increases positive impacts, performance, and outcomes for the project.
47
One PM principles is Focus on Value. What is needed for this?
Continually evaluate and adjust project alignment to business objectives and intended benefits and value.
48
One approach to initiate a project is to detail the intended value contribution of the project outcome in a business case. The business case should include the following elements:
Business need: provides the rationale for the project, explaining why the project is undertaken. reflected
in the project charter or other authorizing document. It provides details about the business goals and objectives
Project justification: connected to business need. It explains why the business need is worth the investment and why it should be addressed at this time. The project justification is accompanied by a cost-benefit analysis and assumptions
Business strategy. the reason for the project and all needs are related to the strategy to achieve the value
49
One PM principles is Recognize, Evaluate, & Respond to System Interactions. What is needed for this?
Systems Thinking- Recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in a holistic way to positively affect project performance.
50
One PM principles is Demonstrate Leadership Behaviors. What is needed for this?
Demonstrate and adapt leadership behaviors to support individual and team needs.
51
One PM principles is Tailor Based on Context. What is needed for this?
Design the project development approach based on the context of the project, its objectives, stakeholders, governance, and the environment using “just enough” process to achieve the desired outcome while maximizing value, managing cost, and enhancing speed.
52
What are some benefits of Tailoring?
Organization Benefits.
• Deeper commitment from project team members.
• Being more efficient with the use of project resources.
Positive Outcomes of Tailoring.
• Increased team efficiency, innovation and productivity.
• Continuous improvement of the organization’s practices, methods and methodolgy.
• Increased flexibility for the organization long-term.
53
One PM principles is Build Quality into Processes and Deliverables. What is needed for this?
Maintain a focus on quality that produces deliverables that meet project objectives and align to the needs, uses, and acceptance requirements set forth by relevant stakeholders.
54
What are the dimensions of quality?
```
Performance.
Conformity.
Reliability.
Resilience.
Satisfaction.
Uniformity.
Efficiency.
Sustainability.
```
55
One PM principles is Navigate Complexity. What is needed for this?
Continually evaluate and navigate project complexity so that approaches and plans enable the project team to successfully navigate the project life cycle.
56
What are some Common Sources of Complexity?
HUMAN BEHAVIOR.
SYSTEM BEHAVIOR.
UNCERTAINTY AND AMBIGUITY.
TECHNOLOGICAL INNOVATION
57
One PM principles is Optimize Risk Responses. What is needed for this?
Continually evaluate exposure to risk, both opportunities and threats, to maximize positive impacts and minimize negative impacts to the project and its outcomes.
58
One PM principles is Embrace Adaptability and Resiliency. What is needed for this?
Build adaptability and resiliency into the organization's and project team’s approaches to help the project accommodate change, recover from setbacks, and advance the work of the project.
59
What are some Capabilities That Support Adaptability & Resilience
Tight feedback loops to adapt as needed.
Continuous improvement through inspection and adaptation of project work.
Transparent planning that engages both internal and external stakeholders.
Leverage new ways of thinking and working.
Act on learnings from past similar projects.
60
One PM principles is Enable Change to Achieve the Envisioned Future State. What is needed for this?
Prepare those impacted for the adoption and sustainment of new and different behaviors and processes required for the transition from the current state to the intended future state created by the project outcomes.
61
What are the 8 Project Performance Domains?
1. STAKEHOLDERS.
2. TEAM.
3. DEVELOPMENT APPROACH AND LIFE CYCLE.
4. PLANNING.
5. PROJECT WORK.
6. DELIVERY.
7. MEASUREMENT.
8. UNCERTAINTY.
62
What are the 4 project life cycles?
- Predictive
- Iterative
- Incremental
- Agile
63
Servant leaders approach projects in this order
Purpose, People, Process
64
In agile, 3 different roles are used
Cross functional team member,
Product owner,
Team facilitator
65
Definable vs. High Uncertainty Work
• Definable projects have clear and well understood procedures and
processes that have a proven track record of success on similar projects.
• High uncertainty projects have high rates of change, complexity, and risk.
66
Agile Manifesto
- Individual and Interaction Over Process and Tools
- Working Product Over Comprehensive Documentation
- Customer Collaboration Over Contract Negotiation
- Responding to Change Over Following the Plan
67
12 Agile Principles Behind Agile Manifesto
(insert screenshot)
68
Uncertainty and Life Cycle Selection is derived from the Stacey Complexity Model. True or false?
True- insert screenshot
69
Agile approaches and Agile methods / practices are umbrella terms that cover a variety and methods in the Agile guide. True or false?
True
70
Role of project manager in Agile
* With an Agile project the role is somewhat of an unknown as most frameworks do not address the role.
* Project managers shift from being the center to serving the team and management.
* We are servant leaders, changing the focus to coaching people, fostering greater collaboration on the team and keep aligning the needs of stakeholders.
71
Characteristics of predictive life cycle
* Take advantage of high certainty around requirements, a stable team, and low risk.
* The team requires detailed plans to know what to deliver and when.
* Team leaders try to minimize change.
72
Characteristics of iterative life cycle
* Improve the product or result through successive prototypes or proofs of concepts which provides new stakeholder feedback.
* Teams may use timeboxing on a given iteration.
* Benefits projects when complexity is high, have frequent changes, or when the scope is subject to differing stakeholder views.
73
Characteristics of incremental life cycle
* Optimize work for delivering value to sponsors or customers more often than a single final product.
* Teams plan initial deliverables before beginning their work.
* The degree of change and variation is less important than ensuring customers get value as soon as possible.
74
Characteristics of agile life cycle
* Team expects requirements to change.
* Iterative and Incremental approaches provide feedback to better plan the next project.
* Incremental uncovers hidden or misunderstood requirements.
* Agile life cycles fulfill the principals of the Agile Manifesto.
75
What is the scrum framework?
• Single team process framework used to manage product development.
• Framework consists of Scrum roles, events, artifacts, and rules, and uses an iterative approach to deliver working product.
• Based on concepts on industrial process theory
• Self organization
• Emergence - progressive elaboration - change
as we learn
76
What are sprints and iterations?
Slotted time in scrum framework
77
What are the Agile roles?
Agile Team(s), Product Owner, Scrum Master (Servant Leader)
78
What is the product owner in Agile?
• The Product Owner is also accountable for
effective Product Backlog management,
which includes:
• Developing and explicitly communicating the Product Goal and Business Value;
• Creating and clearly communicating Product Backlog items;
• Ordering Product Backlog items based on the business value communicated
by stakeholders; and,
• Ensuring that the Product Backlog is
transparent, visible and understood.
• For Product Owners to succeed, the entire
organization must respect their decisions.
• The Product Owner is one person, not a
committee.
79
What is the scrum master in Agile?
• The Scrum Master serves the Scrum Team in several ways, including:
• Coaching the team members in self-management and cross functionality;
• Helping the Scrum Team focus on
creating high-value Increments that meet the Definition of Done;
• Causing the removal of
impediments to the Scrum Team’s progress; and,
• Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.
80
What are themes?
are long-term strategic objectives with a broader scope.
• They provide context for decision-making and help navigate the product strategy within the organization.
• Agile themes sit on top of the work breakdown hierarchy and drive the
81
What are epics?
are collections of tasks or user stories.
• Epics break down development work into shippable components while keeping the daily work connected to the larger theme.
• Epics are more specific than themes and can be measured so that PMs can observe their contribution to the organization’s overall goal.
82
What are user stories?
are the smallest piece of work in the agile framework.
• A user story is a brief explanation of a product feature written from the end user’s perspective that articulates how the user will experience value.
• Some organizations may classify larger user stories (stories that can’t be delivered within a single sprint) as epics.
• Alternatively, larger stories could be broken down into sub-tasks.
Consist of role, goal, benefit
83
What is Scrum – Product Backlog?
* Prioritized list of items to be delivered
* Relatively independent of each other
* Items = User Stories
* Backlog may be reprioritized at any time
* New requirements are prioritized by your project stakeholders and added to the stack
* Product Owner (PO) is responsible for representing all stakeholders - One voice for the team
84
What is Scrum – Release Planning?
Release Planning Meeting
• Team, Scum Master, Product Owner get together to review Vision and Backlog
• Break backlog down to the user stories
• No user story is larger than a sprit -must be broken-down
• Need to determine how long a Sprint will be
85
What is Scrum – Daily Scrum?
• 10 to 15 minute for the team to
report to the team
• Focus on answering the key questions
• What did we get accomplished yesterday?
• What are we going to get done today?
• Do you have any blockers?
• Held same time every day - never gets skipped
• Stand up to update Team Board -Visual artifact
• Scrum Master is the facilitator of meeting
86
What is Scrum – Retrospective?
Key meeting results:
• Discussing what worked in the current sprint.
• Identifying challenge areas.
• Suggesting process improvements.
• Establishing best practices to be implemented in the next sprint.
87
What is a Sprint Review?
• Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
• The Developers demonstrate the work that it has “Done” and answers questions about the Increment;
• The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed);
• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to
subsequent Sprint Planning;
• The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint.
88
What are the Agile estimating techniques?
Story Point, Planning Poker, Buckets Theory, Dot Voting, T-shirt Size Method
89
What is a story point?
Story points are a unit of measure for expressing an estimate of the overall effort that will be required to fully implement a product backlog item or any other piece of work.
• When we estimate with story points, we assign a point value to each item.
• The raw values we assign are unimportant. What matters are the relative values.
• A story that is assigned a 2 should be twice as much as a story that is assigned a 1. It should also be two-thirds of a story that is estimated as 3 story points.
• Because story points represent the effort to develop a story, a team’s estimate must
include everything that can affect the effort. That could include:
• The amount of work to do
• The complexity of the work
• Any risk or uncertainty in doing the work
90
What is planning poker?
Planning poker is an agile estimation technique that makes use of story points to estimate the difficulty of the task at hand.
• It is based on the Fibonacci sequence; the story point values that can be assigned either following the Fibonacci or a modified Febonacci numbering sequence.
• Each of these represent a different level of complexity for the overall project.
91
What is buckets theory?
Similar to planning poker, the bucket technique aims for consensus through discussion, and by assigning
values to each task.
• This method relies on placing different values on a table. We call the placements ‘buckets’, but you can just use cards. The values are generally
0,1,2,3,4,5,8,13,20,30,50,100 and 200
• Discussion is key to make sure everyone agrees before the final estimates are set.
92
What is dot voting?
* This one is fairly simple: each person gets a number of dots and uses them to vote on which projects are big and small.
* More dots mean more time and effort is required. Fewer dots indicate a fairly straightforward and quick item.
93
What is the T-shirt Size Method?
* The items are estimated in standard tshirt sizes (i.e., XS, S, M, L, and XL).
* It can give a quick and rough estimate for how much work is expected for a project. The sizes can be converted into numbers at a later stage – when the team assigns a relative size to the project on hand.
* If estimators propose sizes that do not match up, then the team voices their opinions on the topic and must eventually reach a consensus.
* This is a pretty informal method that is great to use for a large number of items.
94
What are some agile information radiators?
Task board, Product and Sprint Backlog, Backlog Grooming, Burndown & Burnup Charts, Velocity
95
What is velocity?
• At the end of each iteration, the team adds up
effort estimates associated with user stories that were completed during that iteration. This total is called velocity.
• Knowing velocity, the team can compute (or revise) an estimate of how long the project will take to complete, based on the estimates associated
with remaining user stories and assuming that velocity over the remaining iterations will remain approximately the same.
96
What is disciplined agile?
• Disciplined Agile — a tool kit that harnesses hundreds of Agile practices to guide you to the best way of working for your team or organization. More of a hybrid approach
• The Disciplined Agile (DA) tool kit provides straightforward guidance to help organizations streamline their processes in a context-sensitive
manner, providing a solid foundation for business
agility.
97
What is extreme programming- XP?
98
What is Kanban?
• Kanban is a lean method to manage work.
• This approach aims to manage work by balancing demands with available capacity, and by
improving the handling of systemlevel bottlenecks.
• Work items are visualized to give participants a view of progress and process, from start to finish.
• Work is pulled as capacity permits, rather than work being pushed into the process when requested.
99
What is needed to assemble a project team?
- estimate, aquire and manage teams of people as well as human resources required outside of the team
100
What is a stakeholder?
An individual group or org that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, programs, or portfolio
101
What is a stakeholder register?
a list of individuals or orgs who are actively involved in the project, whose interests may be negatively or positively affected by the performance or completion of the project and whose needs or expectations need to be considered
102
What is a resource management plan?
Project doc that identifies resources and how to acquire, allocate, monitor and control them
Contains:
Role/responsibilities: Defines roles, authority, responsibility, competence
whats in the plan: project org chart, resource mgmt, training strategies, team devt methods, resource controls, recognition plan
103
What is a RACI chart?
A common type of responsibility assignment matrix (RAM)
Responsible, Accountable, Consulted and Informed statuses define the involvement of stakeholders in project activities- outlaid in table with R A C or I assigning to roles and tasks
104
What is a team skills appraisal?
Enable the team to holistically identify its strengths and weaknesses, assess opportunities for improvement, build trust, and establish effective communication
105
What are the pre-assignment tools?
Helps assess candidates before assigning and confirming team roles
Attitudinal surveys, specific assessments, structured interviews, ability tests, focus groups
106
What is a team charter?
A document that enables the team to establish its values, agreements, and its practices as it performs its work together
107
A team charter includes:
shared values, guidelines for communication, decision making guidelines, conflict resolution measures, meeting time/frequency and channel
108
What are ground rules?
clear expectations regarding the code of conduct for team members
109
What is conflict managment?
Apply strategies or resolutions methods to deal with disagreements
110
What are some conflict management approaches?
```
Withdrawal/avoid:
smooth/accommodate:
compromise/reconcile:
force/direct:
collaborate/problem solve:
```
111
Project agreement objectives
Reporting and verification criteria for objectives are an important part of the project agreement. the project mat also specify a Definition of Done
Traditional: identify each deliverable and objective acceptance criteria for each
Agile: deliverable will vary as the product backlog is added to, reprioritized and so forth
112
What is an agile negotiation strategy?
Exact deliverables will vary as the customer modifies, adds, and reprioritizes items in the product backlog
113
What is an traditional negotiation strategy?
An important objective clearly designates the project's intended deliverables and how they will be measured and compensated
114
Prioritization techniques to determine objectives
Can include: review product backlog, kano model, MoSCoW (MSCW) analysis, paired comparison analysis, 100 points method
115
Resource calendars
Identify working days, shisfts and when specific resources are made available to the project
116
Lessons learned register
A project document used to record knowledge gained during a project so that it can be used in the current project and entered in the lessons learned repository
117
Special intervals when projects may require scheduled down time for various reasons
Examples:
Black out times when deliverables are handed over for implementation
Go Live- occurs at end of project timeline
Agile- uses iterations or numerous releases of aspects of the solution over the projects timeline
118
What are the methods to reach consensus?
Fist of five: closed fist disagreement, fist of 5 complete agreement
Roman voting: thumbs up or down (sometimes sideways for neutral)
Polling: hear opinions then vote
Dot voting: distribute dots equally, then each person allocates dots according to highest preference
119
What is consensus?
A collaborative process to reach a decision that everyone can support
120
What is the formula for 3 point estimating?
Asks the estimators to provide most likely (tM); optimistic (tO); and pessimistic (tP) estimates then divide by 3
tE= (tO + tM + tP) / 3
time estimated= (optimistic + most likely + pessimistic) / 3
121
Should you avoid using absolute time estimates in an agile approach?
Yes, Story Point techniques uses points, NOT time units, to estimate the difficulty of implmenting a user story. It's an abstract measure of effort required to implment work
122
What's another term for standard deviation?
One sigma
123
What is retrospective?
- A regular check on the effectiveness of quality processes
- look for the root cause of issues then suggest trials of new approaches to improve quality
- evaluate any trial processes to determine if they are working and should be continued, need adjusting or discontinued
124
What are the 5 phases of retrospective?
1. set the stage
2. gather and share data
3. generate insights
4. make decisions
5. close
125
What are T shaped skills?
measured off of breadth of knowledge and depth of knowledge
T- Generalist
I- Specialist
126
What is the project vision?
A clear vision of the desired objectives and how it aligns with the orgs strategic goals. Might include:
- key desired objectives
- key features/benefis
- differentiators
127
Formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
Project charter
128
What are the project charter contents?
- Assigned PM and responsibility / authority level
- name and authority of project sponsor
- requirements, objectives, risk, etc
129
What is the project overview statement?
Communicates enterprise -wide the intent and vision of the project
- written with brevity and clarity
- captures objective, problem of oppty, criteria for success
130
What does the kickoff meeting consist of?
Meeting goals:
- establish project context, assist in team formation, ensure team alignment to the overall project vision
Activities:
- define vision statement, estimation of effort, prioritization, product backlog
131
What is iteration planning?
A collaborative agile ceremony, sometimes called sprint planning, for the team and the customer to:
- review the highest prioritized user stories or key outcomes
- ask questions
- agree on forecasts for story completion in the current iteration
132
What are some Agile Ceremonies?
```
Scrum
Sprint planning meeting
Sprint
Daily standups
Sprint review
Print retrospective
```
133
what are sprint boards?
help to visualize work and enable the team and stakeholders to track progress as work is performed
promote visibility and maximize efficiency and accountability
134
What is a product box collaboration game?
Techniques used to explain an overarching solution. Helps to understand:
- different types of users of a solution
- their priorities and likes/dislikes
- key aspects of a solution that drive the most critical value aspects
135
What is a business case?
- documented economic feasibility
- establishes benefits of project components
- provide a basis for authorization of further project activities
136
Business needs document contain
- provide high-level deliverables
- prerequisite of formal business cases
- describe requirements- what needs creating and or performing
137
Project implementation plan
- consider all stakeholders, schedules, risks, budgets, quality standards
- identify deliverables- due at end of project
- identify project outputs- delivered throughout the project
138
Rolling wave plan
an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the the future is planned at a higher level
139
Rolling wave planning is
- used in agile or predictive approaches
- a form of progressive elaboration applied to work packages, planning packages, and release planning
- decompose work down to the known level of detail during strategic planning
- decompose work packages into activities as work progresses
140
Progressive elaboration
The iterative process of increasing the level of detail in a project mgmt plan as greater amounts of info and more accurate estimates become available
141
What is the agile PM methodology?
- team works collaboratively with the customer to determine the project needs
- the coordination of the customer and the team drives the project
142
What is the predictive / plan driven PM methodology?
- project needs, requirements and constraints are understood and plans are developed accordingly
- plans drive the project forward
143
What is the hybrid driven PM methodology?
- combines strategies from the agile or predictive as required
- can switch approaches based on need, changing work requirements or circumstances
144
Insert details on life cycles
145
Scope management plan is..
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled and validated
146
Scope management plan contains..
- should include processes to prepare a project scope requirement
- enables the creation of WBS from the detailed project scope statement
- establishes how the scope baseline will be approved and maintained
- specifies how formal acceptance of the completed project deliverable will be obtained
- can be formal or informal, broadly framed or highly detailed
147
What are the scope management tools and techniques
- expert judgement
- alternative analysis
- meetings
148
Project requirements
The actions, processed, or other conditions the project needs to meet e.g. milestone dates, contractual obligations, contraints, etc.
149
Product requirements
The agreed upon conditions or capabilities of a product, service, or outcome that the project is designed to satisfy
150
Project scope
The work performed to deliver a product, service, or result with the specified features and functions
151
Product scope
The features and functions that characterize a product, service or result
152
Project and product scope contain..
- Predictive: the scope baseline for the project is the approved version of the project scope statement, WBS, and associated WBS dictionary
- Agile-Backlogs: including product requirements and user stories, reflect current project needs
- Measure completion of project scope against the project mgmt plan
- measure completion of the product scope against product requirements
153
Tolerances...
154
Enterprise environmental factors (EEFs)
Conditions (internal or external) not under the control of the project team, that influence, constrain, or direct the project at organizational, portfolio, program or project level
155
Organizational process assets (OPAs)
Plans, processes, policies, procedures and knowledge bases specific to and used by the performing org. these assets influence the mgmt of the project
156
EEFs and OPAs..
- projects exist and operate in environments that may influence them, favorably or unfavorably
- are two major categories of project influences
157
What are some internal and external Enterprise environmental factors (EEFs)
158
What are some assets for Organizational process assets (OPAs)
159
Document analysis
Technique used to gain project requirements from current documentation evaluation
160
Focus groups
An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result
161
Questionnaires and surveys
162
Benchmarking
Comparison of actual or planned products, processed, and practices to those of comparable orgs to identify best practices, generate ideas for improvement and provide a basis for measuring performance
163
Benefits of benchmarking
- Evaluates and compares a business or project's practices with others
- Identifies best practices in order to meet or exceed them
164
Interviews
A formal or informal approach to elicit info from stakeholders by talking with them directly
165
Benefits of interviews
- Helps to identify a stakeholder's reqs, goals, or expectations for a project
- use to identify/define features and functions of desired projects deliverables
166
What are some group decision making techniques?
Voting:
Autocratic decision making:
Multicriteria decision analysis:
167
Types of voting
Unanimity:
Majority:
Plurality:
Agile methods:
168
What are 2 types of data representation?
Mind Mapping
| Affinity Diagram
169
What does mind mapping do for data representation?
Consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate ideas
170
What does an affinity diagram do for data representation?
Allows large numbers of ideas to be classified into groups for review and analysis
171
Observations
A technique used to gain knowledge of a specific job role, task, or function in order to understand and determine project reqs
172
Facilitated workshops
Organized working sessions led by qualified facilitators to determine project requirements and to get all stakeholders together to agree on project outcomes
173
Context diagrams
Visual depiction of product scope, showing a business system (process, equipment, computer system, etc.) and how people and other systems interact with it
174
Storyboarding
a prototyping method using visuals or images to illustrate a process or represent a project outcome
175
Prototyping
Assists in the process of obtaining early feedback on reqs by providing a working model of the expected product before building
176
Requirements documentation
- describes how individual reqs meet prject business needs
177
Types of requirements
- business
- stakeholder
- transition and readiness
- quality
- project
- solutions (functional and non-functional)
178
What are 4 types of nonfunctional requirements?
- availability
- capacity
- continuity
- security
179
Requirements management plan
A component of the project or program mgmt plan that describes how requirements will be analyzed documented and managed
180
Requirements Traceability Matrix (RTM)
Links product requirements from their origin to the deliverables that satisfy them
181
What is involved in collecting project requirements?
Review
- scope mgmt plan
- reqs mgmt plan
- stakeholder engagement plan
- project charter
- stakeholder register
182
Project scope statement
The description of the project scope, major deliverables, assumptions and constraints
183
What are some scope tools and techniques?
- Expert judgement:
- Facilitation:
- Product analysis:
- Multi criteria decision analysis
- Alternatives analysis
184
Product Analysis
Tool to define scope by asking questions about a product and forming answers to describe the use, characteristics and other relevant aspects of the product
185
Product analysis consists of..
```
Product breakdown:
Requirement analysis:
Value analysis:
Value engineering:
Systems engineering:
Systems analysis:
```
186
Work breakdown structure (WBS)
A hierarchical decomposition of a project's total scope of work to accomplish project objectives and create the required deliverables
187
Code of accounts
Numbering system that uniquely identifies each component of WBS
188
WBS dictionary
Provides detailed deliverable, activity, and scheduling info about each component in the WBS
189
Decomposition
A technique of dividing and subdividing the project scope and deliverables into smaller more manageable parts
190
Control account
A mgmt control point where scope, budget, actual cost and schedule are integrated and compared to earned value for performance measurement
191
Planning package
A WBS component below with the control account with known work content but without detailed schedule activities
192
Work package
the work defined at the lowest level of the WBS for which cost and duration are estimated and managed
193
Scope baseline
Approved version of a scope statement, WBS and its associated WBS dictionary, that can be changes using formal change control procedures and is used as a basis for comparison to actual results
194
Scope baseline components include
Project scope statement, WBS, work packages, planning packages, WBS dictionary
195
Product backlog
A list of the expected work to deliver the product
196
Iteration backlog
include items from the prodcut backlog that can conceivably be completed within the time period based on the team's capability
197
User stories
Short descriptions of required functionality; told from user's POV
198
User stories do what?
- Help teams fopcus on that value provided to the user
- suggest who will benefit from the work and how
- driven by description instead of technical specifications to give holistic view
199
Tools and techniques for verifying scope are..
- Definition of done
- Definition of ready
- Acceptance criteria
- Iteration reviews
- Variance analysis
- Trend analysis
200
Definition of done
checklist of required critera for a deliverable to be considered ready for customer use
201
Definition of ready
checklist for a user-centric requirement with all required info to begin work
202
Acceptance criteria
a set of conditions to meet before acceptance of deliverables
203
Iteration reviews
interval at or near the conclusion of a timeboxed iteration when the project team shares and demonstrates the work produced during the iteration with stakeholders
204
Variance analysis
technique for determining the cause and degree of difference between the baseline and actual performance
205
Trend analysis
an analytical technique that uses the mathematical models to forecast future outcomes based on historical results
206
Schedule management plan
A component of the project or program mgmt plan that establishes the criteria and activities for developing, monitoring, and controlling the schedule
207
Benefits of schedule management plan are
- describes how activities will be defined and elaborated
- identifies a scheduling method and scheduling tool to be used
- determines the format of the schedule
- establishes criteria for developing and controlling the project schedule
208
Components of the schedule management plan
- accuracy of activity duration estimates
- project schedule model used
- organizational procedure links used with the WBS
- units of measure to be used
- rules of performance measurements to be used
- process descriptions to explain how schedule mgmt processes are to be documented throughout project
- reporting formats to be used
- control thresholds to be used for monitoring schedule performance
209
Iterative scheduling with backlog benefits
- delivers business value early and incrementally
- allow changes during the entire project
- does not work well with projects featuring complex dependency relationships
210
Iterative scheduling with backlog process
- use progressive elaboration (rolling wave) to schedule activities
- use a specific time window
- define reqs in user stories
- prioritize stores
- select based on priority and time box
- add remaining stories to backlog
- construct later based on their priority
211
On demand scheduling
- does not use traditional schedules
- team members "pull" work from a queue when available
based on Kanban and lean methodologies
- provides incremental business value
- levels out work of team members
- works best when activities can be divided into equal amounts
- does not work well with projects comprised of complex dependency relationships
212
Project activity
a distinct, schedule portion of work performed during a project
213
A work package is the lowest level of the WBS. True or false?
True
214
A task refers to the project mgmt software. True or false?
True
215
Feature
a set of related requirements that allows the user to satisfy a business objective or need
216
Epic
a very large collection of user stories. Epics can be spread across many sprints
217
Features and epics
- usually described as short phase
| - includes activities and efforts such as documentation, bug fixes, testing, and quality/defect repairs
218
Benefits of working with features
- scheduling aligned to features ensure associated work is coordinated
- estimating features offers visibility to when blocks of functionality can be released to the business and end users
- progress can be measured by drawing a ration of accepted to remaining features
219
Milestones
a significant point or event in a project, program or portfolio
220
Milestone chart
- provides the summary level view of project milestones
- uses icons or symbols
- useful for upper mgmt who only require an overview
221
Milestone list
identifies all project milestones and indicates whether the milestone is mandatory, such as those are optional or required by contract
222
Activity Dependency
a logical relationship that exists between two project activities
determine the precedence relationships
223
Types of activity dependencies
- Mandatory
- Discretionary
- External
- Internal
224
Mandatory activity dependency
a relationship that is contractually required or inherent in the nature of the work
225
Discretionary activity dependency
a relationship that is established based on knowledge of best practices with a particular application area or an aspect of the project where a specific sequence is desired
226
External activity dependency
a relationship between activities and non-project activities
227
Internal activity dependency
contingent on inputs within the project team's control
228
Precedence Relationship
- express a logical dependency in precedence diagramming methods
- it is a logical relationship between activities that describes what the activity sequence should look like
- always assigned to activities bases on the dependencies of each activity: predecessor activity drives the relationship, successor activity is driven by the relationship
229
Activity Duration Estimates Types
- Activity duration
- Elapsed time
- Effort
230
Activity duration estimate
The quantitative assessment of the likely numver of time periods that are required to complete an activity
231
Elapsed time
The actual calendar time required for an activity from start to finish
232
Effort estimate
The number of labor units required to complete a scheduled activity or WBS component, often expressed n hours, days, or weeks. Contrast with duration
233
Gantt Chart
A bar chart of schedule inof where activities are listed on the vertical axis, dates are shown on the horizontal axis, and the activity durations are shown as horizontal bars placed accordingl to start and finsih dates
234
Gantt chart useful for
- start and end dates, duration and order
- precedence relationships
- % completion and actual progress
- presentation of project status to team and mgmt
235
Critical path method
Estimates the minimum project duration and determines the amount of schedule flexibility on the logical network paths with the schedule model
236
critical path activity
Any activity on the critical path in a project schedule
237
Use the critical path method..
- sequence activities to represent the longest path through the project
- goal is to determine the shortest possible project duration
- use early start (ES); early finish (EF); late start (LS); and late finish (LF) dates for all activities
- Do not factor in resource limitation
238
Forward path math always takes the highest # / input
True
239
Backwards path math always takes the smallest number
True
240
What are the different types of float?
- Float
- Total Float
- Free Float
241
What is float?
The amount of time an activity can be delayed from its early date without delaying the project finish date or consecutive activities
242
What is total float?
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint
243
What is free float?
The amount of time that a scheduled activity can be delayed without delaying the early start date of any successor or violating a schedule constraint
244
What is agile release planning?
High-level timeline of the release schedule based on product roadmap and vision for the product's evolution
245
What does agile release planning do?
- Determines the number of iterations or sprints in the release
- Allows product owner and team to decide how much needs to be developed and how long it will take to have a releasable product
246
Ongoing progress based on traditional methodology
Measure progress according to schedule by:
- Monitoring project status to update the schedule
- Managing changes to schedule baseline
247
Ongoing progress based on agile methodology
Evaluate progress by:
- Comparing the total amount of work delivered and accepted to the amount estimated for the current time period
- Reviewing work in regular spring demos
- Conducting scheduled reviews to record lessons learned (or retrospectives)
- Determine the rate at which deliverables are produced, validated and accepted
248
Smoothing techniques
- Adjusts the activities of a schedule model to keep resource reqs within the predefined resource limits and within free and total floats
- Does not change the critical path or delay the completion date
- May not optimized all resources
249
Levelling techniques
- Adjusts start and finish dates based on resource constraints
- Goal is to balance demand for resources with available supply
- Use when shared or critically required resources have limited availability or are overallocated
- Can change the critical path
250
Levelling and Smoothing techniques help
use resource optimization to adjust the start and finish dates
251
What are some schedule compression techniques?
- Crashing
| - Fast-tracking
252
What does crashing technique do?
Shortens schedule duration for the least incremental cost by adding resources *overtime, addl resources
- works only for activities on critical path
- does not always produce a viable alternative and may result in increased risk and cost
253
What does fast-tracking do?
Perform activities in parallel to reduce time
| - May result in rework, increased risk, and cost
254
Cost estimates
- Develop an approximation of the cost for each activity in project
- Use logical estimates to provide a basis for making sound decisions and they establish baselines
255
What are some cost / estimating techniques?
- Analogous estimating
- Parametric estimating
- Bottom up estimating
256
What are some advantages and disadvantages for analogous estimating?
Adv: can ensure no work is inadvertently omitted from work estimates
Dis: can sometimes be difficult for lower-level managers to apportion cost estimates
257
What are some advantages and disadvantages for parametric estimating?
Adv: is not time consuming
Dis: may be inaccurate depending on the integrity of the historical info
258
What are some advantages and disadvantages for bottom-up estimating?
Adv: is very accurate and gives lower-level mgrs for responsibility
Dis: may be very time consuming. Can be used only after the WBS has been well-defined
259
Project compliance plan is
A sub-plan of the project management plan to classify compliance categories, determine potential threats to compliance, analyze the consequences of noncompliance and determine the necessary approach and action to address compliance needs
260
Lessons learned register
- is used during and after projects
- starts with budgets from previous, similar projects
- contain valuable cost-estimating info, both successes and shortcomings
261
Cost baseline
Is the approved version of the time-phased project budget, excluding any mgmt reserves.
It can only be changes though a formal change control and is basis for comparison to actual results
262
Cost baseline helps
- monitor and measure cost performance
- includes budget contingency
- is tailored for each project
263
Funding limit reconciliation
Is the process of comparing the planned expenditure of project funds against and limits of the commitment funds for the project to identify and variances between the funding limits and the planned expenditures
- balance the check book (look at how much spent)
264
Quality
Is the degree to which a set of inherent characteristics fulfill requirements
265
Standards are
Documents established as a model by an authority, customer or by general consent
266
Regulations are
Reqs that can establish product, process or service characteristics including applicable administrative provisions that have govt-mandated compliance
267
De facto regulations
regulations that are widely accepted and adopted through use
268
De jure regulations
regulations that are mandated by law or have been approved by a recognized body of experts
269
ISO 9000 Series
is a quality system standard that can be applies to any product, service or process in the world
270
Quality mgmt plan
is a component of the project mgmt plan that describes how applicable policies, procedures and guidelines will be implemented to achieve the quality objectives
271
What are benefits of a quality mgmt plan?
- decisions based on accurate info
- sharper focus on projects value prop
- cost reductions
- mitigate schedule overruns from rework
272
Cost of quality (CoQ)
is all costs incurred over the life of the product by investment in preventing nonconformance to reqs, appraisal of the products or service for conformance to reqs and failure to meet reqs
273
Quality metrics
A description of a project ort product attribute and how to measure it
274
Tolerance
quantified description of acceptable variation for a quality req
275
Quality audit
a structured , independent process to determine if project activities comply with organizational and project policies, process and procedures
276
What are some control quality tools?
- data gathering
- data analysis
- data representation
277
What are types of data gathering?
- questionnaires and surveys
- checklists
- statistical sampling
278
What are types of data analysis?
- performance reviews
| - root cause analysis
279
Performance reviews
technique that is used to measure, compare, and analyze actual performance of work in progress on the project against the baseline
280
Root cause analysis
Analytical technique used to determine the basis underlying reason that causes a variance, defect or a risk
- FMEA (failure mode and effect analysis)
281
What are 4 types of data representation for quality?
- cause and effect diagram
- scatter diagram
- control chart
- pareto chart
282
Cause and effect diagram
Breaks down the causes of the problem statemen identified into discrete branches, helping to identify the main or root cause of the problem
- also called (ishikawa or fishbone diagram)
283
Cause and effect diagram is also called
Fishbone diagram, why why diagrams. or Ishikawa diagrams
284
Scatter diagram
Graph that shows the relationship between 2 variables
- demonstrated a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis
285
Control chart
A tool used to determine the predictability, behavior and stability of a process over time. A graphic display of project data against established control limits to reflect both the ma and min values
- rule of 7 means frequency outside of mean (below or above) where it is 7 in a row: possibility of it going back to above or below mean is not likely
286
what are some benefits of a control chart?
- gives visibility to where corrective actions can prevent further problems
- ideal for repetitive processes with predictable results
287
Pareto chart
a histogram used to rank causes of problems in a hierarchical format that is used to help determine the most frequent defects, complains, or other factors that affect quality
- reflects back to 80/20 rule
288
What are some characteristics of a pareto chart?
- demonstrates the frequency of occurrence
- analyzes data sets related to a specific problem or issue
- does not define the root cause of a problem
289
Integration management
assessment and coordination of all plans and activates that are built, maintained, and executed throughout a project that helps get an integrated view of all the plans and can identify and correct gaps or conflicts
290
Project management information system (PMIS)
an information system consisting of tools and techniques used to gather, integrate, and disseminate the outputs of project mgmt processes (ex. Microsoft project)
291
Configuration mgmt plan
identify and account for project artifacts under configuration control and how to record and reprt changes to the,
- identification, maintenance, status, reporting and verification of configurable items
292
Change mgmt plan
provided direction for managing the change control process and documents the roles and responsibilities of the change control board (CCB)
- identification, impact analysis, documentation and approving or rejecting of change requests
293
What are some approaches for managing change?
- disciplined agile (DA)
- scrum of scrums
- scaled agile framework (SAFe)
294
Disciplined agile (DA)
a hybrid tool kit that harnesses hundreds of agile practices to devise the best "way of working" (WoW) for your team or organization
295
Scrum of scrums
a technique for operation of scrum at scale for multiple team working on the same product, coordination discussions of progress on interdependencies, and focusing on how to integrate the delivery of software
296
Scaled agile framework (SAFe)
a knowledge base of integrated patterns for enterprise-scale, lean-agile development
297
Procurement strategy
The approach by the buyer to determine the project delivery method and the type of legally binding agreements that should be used to deliver the desired results
298
Delivery solution
Planning and analysis--> detailed design--> implementation or installation--> testing--> training--> handover--> support an maintenance
299
Make or buy analysis
the process of gather and organizing data about product reqs and analyzing them against available alternatives including the purchase or internal manufacture of the product
300
Make or buy decisions
decisions made regarding the external purchase or internal manufacture of a product
301
Statement of work (SOW)
a narrative description of products, services, or results to be delivered by the project
302
Procurement SOW
describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services or results
303
Procurement mgmt plan
a component of the project or program mgmt plan that describes how a project team will acquire goods and services from outside of the performing org
304
What are some benefits of a procurement mgmt plan?
- specifies the type of contracts that will be used
- describes the process of obtaining and evaluating bids
- mandates standardized procurement docs
- describes how providers will be managed
305
Source selection criteria
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract
306
Bidder conferences
meeting with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement
307
What are some different types of traditional contracts?
- fixed price
- cost reimbursable
- time and material
308
Fixed price contract
sets the fee will be paid for a defined scope of work regardless of the cost or effort to deliver it
- also known as lump sum contract
- provides a max protection o buyer but requires a lengthy prep
- for projects with a high degree of certainty about parameters
309
Cost-reimbursable contract
involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit
- includes incentives for meeting certain objectives, such as costs, schedule, targets
- suited for projects when parameters are uncertain
310
Time and material (T&M) contract
hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price. combined a negotiated hourly rate and full reimbursement for materials
- suite for projects when a precise statement of work cannot be prescribed
311
What are some agile contract types?
- capped time and materials contract
- target cost contracts
- incremental delivery contracts
312
Capped time and material contract
works like a traditional T&M contractt however has an upper limit set on customer payment
- customer pay up front for the capped cost limit
- suppliers benefit in case of early time-frame changes
313
Target cost contract
supplier and customer agree on final price during project cost negotiation
- primarily for mutual cost savings if runs below budget
- may allow both parties to face addl costs if budget exceeds
314
Incremental delivery contracts
customers review contracts during the contract life cycles at pre-negotiated designated points of the contract lifecycle
- customers can make required chances, continue to terminate the project at these points
315
Control procurements process
Process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate and closing out contracts
316
Project governance
the framework, functions and processes that guide project mgmt activities in order to create a unique product, service, or result to meet organizational, strategic and operational goals
317
Phase gates
a review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project/program
- also called gate, tollgate. kill point
318
What are some types of phase-to-phase relationships?
- sequential relationships
| - overlapping relationships
319
Sequential relationship
contain consecutive phases that start only when the previous phase is complete
- reduces the level of uncertainty
320
Overlapping relationship
contain phases that start prior to the previous phase ending
| - increases the level of risk and may cause rework if something from the previous phase directly affects the next phase
321
Knowledge mgmt
a store of historical information about lessons learned in projects
322
Risk
An uncertain event or condition that if it occurs, has a positive or negative effect on one or more project objectives
323
Trigger condition
An event or situation that indicates that a risk is about to occur
324
Project risk mgmt
Includes the processes if conducting risk mgmt planning, identification, analysis, response planning, response implementation, and monitoring risk on a project
325
Risk mgmt plan
A component of the project, program, or portfolio mgmt plan that describes how risk mgmt activities will be structured and performed
326
What are some risk identification techniques?
- expert judgement
- data gathering
- data analysis
- interpersonal and team skills
- prompt lists
- meetings
327
What are some risk classification approaches?
- effect-based risk classification
| - source-based risk classification
328
What are the components of effect-based risk classification approach?
Schedule, cost, quality, scope
329
What are the components of source-based risk classification approach?
Internal. external, technical, non-technical, industry-specific, generic
330
What are the 4 types of risk classification?
- known known: info that is fully studied and well understood
- known unknown: info that is understood to exist but is not in the possession of the person seeking it
- unknown unknown: something unforeseeable
- unknown known: info that an individual or org has in its possession but whose existence, relevance or value has not been realized
331
Risk threshold
The max amount of risk, and the potential impact of that risk occurring, that a project manager or key stakeholder is willing to accept
332
Risk appetite
The degree of uncertainty an organization or individual is willing to accepting anticipation of a reward
333
Risk tolerance
The level of risk exposure above which risks are addressed and below which risks may be accepted
334
Qualitative risk analysis
Process of prioritizing individual project risks for further analysis or action by assessing their profitability of occurrence and impact as well as other characteristics
335
What are some benefits of qualitative risk analysis?
- focuses on high priority risks
- subjective based on team's perception of risks
- provides the list of prioritized risks for further actions
336
Probability and impact matrix
A grid of mapping the probability of each risk occurrence and its potential impact on project objectives (x and y axis with probability and impact)
337
Quantitative risk analysis
Process of numerically analyzing the combines effect of identified individual project risks and other sources of uncertainty on overall project objectives
-
338
What are some characteristics / benefits of quantitative risk analysis?
- provides addl quantitative risk info to support risk response planning
- best for large/complex projects, strategically important projects, when required by contract or key stakeholder
339
Contingency response strategies
Responses which may be used in the event that a specific trigger occurs. also known as contingency plan or fallback plan
340
Business value
Net quantifiable benefit derived from a business endeavor. Benefit may be tangible, intangible or both
341
Product roadmap
Strategic doc and plan which guides why the product will be delivered and how the product will meet objectives and the product vision
- mostly used in agile approaches
342
What are benefits of incremental delivery?
- enables value delivery sooner
- get higher customer value and increased market share
- allows partial delivery to customers
- enables early feedback for the project team allowing for adjustments to the direction, priorities, and quality
343
Minimum viable product (MVP)
Smallest collection of features that can be included in a product for customers to consider it functional
- "bare bones" or "no frills" functionality in Lean
344
What are some benefits of minimum viable product (MVP)?
- allows stakeholders to see and experience project outcomes
- channel feedback and idea generation
- provides inspiration to team and models urgency
345
Minimum business increment (MBI)
In disciplined agile- the smallest amount of value that can be added to a product or service that benefits the business
- all releases that are after the MVP
346
What are advantages of minimum business increment (MBI)?
- enable project team to deliver value sooner
- help team validate improvements
- enables team to incrementally build on success or pivot as needed
347
What are benefits of cycles and timeboxes?
- timeboxes allow for better telemetry over time
- timeboxes create a sense of urgency
- cycling the project through similar timeboxes provides progress measurement from one timebox to the next
- more predictable measurements
348
Communications mgmt plan
A component of the project, program, or portfolio mgmt plan that describes how, when and by whom info about the project will be administered and disseminated
349
Communication models
A description, analogy, or schematic used to represent how the communication process will be performed for the project
350
Communication methods
A systematic procedure, technique, or process used to transfer info among project stakeholders
351
What are 2 communication methods?
- push, pull: Push communication method is suitable when the urgent response is not required. However, the recipient takes some action on receipt of the message. Pull communication is an informational type of communication. Senders convey the message through websites, bulletins, etc.
- interactive: most efficient method of communication to ensure a common understanding as it is real time. Interactive communication should be used when an immediate response is required and when the communication is sensitive or likely to be misinterpreted
352
What are the stakeholder categories?
Sponsors, customers and users, sellers, functional managers, organizational groups, business partners, other stakeholders
353
Stakeholder register
Includes but is not limited to: identification info, assessment info, and stakeholder classification
354
Stakeholder engagement assessment matrix
A matrix that compares current and desired stakeholder engagement levels
355
Project artifacts examples to agile projects
Product backlog, increment, roadmap, vision statement, release plan, sprint backlog
356
Configuration mgmt
A tool used to manage changes to a product t service being produced as well as changes to any project docs
357
Configuration mgmt system
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts
358
What are the benefits of configuration mgmt?
- controls product iterations
- controls the steps for reviewing and approving product prototypes, testing, standards and blueprints
- ensures that the product specification are current
359
Version control
A system that records changes to a file in a way that allows you to retrieve previous changes made to it
360
What are some causes of project changes?
- inaccurate initial estimates
- specification changes
- new regulations
- missed reqs
361
Change control systems
A set of procedures that describes how modification to the project deliverables and documentation are managed and controlled
362
What are some change control systems?
Forms, tracking methods, processes, approval levels
363
Change control board
A formally chartered group responsible for reviewing, evaluating, approving, delaying or rejecting changes to the project, and for recording and communicating such deliveries
364
Approved change requests
Requests that have been received and approved in accordance with the integrated change control plan and are ready to be schedule for implementation
365
What are types of change requests?
- corrective action: adjusts the performance of the project work with the project mgmt plan
- preventative action: ensures future performance of the project work with the project mgmt plan
- defect repair: modifies a non-conformance within the project
- update: modifies a project doc or plan
366
What are the differences between risks and issues?
Risks: focused on the future, can be positive or negative, are documented in risk register, response is called a risk response
Issues: focused on the present, will always be negative, are documented in the issue log, Response is called a workaround
367
Issue log
A document where info about issues is recorded and monitored
368
What are the different types of knowledge types and their differences?
Explicit: can be codified using symbols such as works, numbers and pics. Can be documented and shared with others
Tacit: personal knowledge that can be difficult to articulate and share such as beliefs, experience and insights
369
Servant leadership
The practice of leading through services to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance
370
Key performance indicators (KPIs)
Metrics used to evaluate an orggs progress toward meeting its goals and objectives
371
Team development stages (Tuckman ladder)
- forming
- storming
- norming
- performing
- adjourning
372
What are some performance tracking techniques?
- scrum/agile/kanban boards
- throughput metrics
- cycle time
- quality metrics
- earned value
- bar charts
- velocity
373
Scrum/agile/kanban boards
Based on the Japanese mgmt method of pulling cards to various stages as they are work on, physical or electronic boards can track work as it progress across various stages or categories
374
Throughput metrics
measurement of the team's work that has moved from one stage to another stage over a certain time
375
Cycle time
Measurements of work that has progressed all the way from plan to completed or delivered
376
Quality metrics
Various measurements to track quality deliverables, defects and acceptable output
377
Earned value
Tracking cost and effort performance against a planned value
378
Bar charts (gantt)
Using the project schedule to track performance over time
379
Velocity
Measurement of total output from an iteration to attempt to predict iteration outputs
380
Earned value mgmt (EVM)--> insert addl details from course snapshots
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress
381
In projects that use Earned value mgmt (EVM), the cost baseline is referred to as the performance measurement baseline. True or false?
True
382
Planned value (PV), earned value (EV), and actual cost (AC) determine..
Schedule and cost variance
383
Planned value
The authorized budget assigned to the scheduled work
384
Earned value
The measure of work performed expressed in terms of the budget authorized for that work
385
Actual cost
The realized cost incurred for the work performed on an activity during s specific time period
386
What are the Earned value mgmt (EVM) measures for schedule control?
```
Schedule variance (SV)
Schedule performance index (SPI)
```
387
Schedule variance (SV)
A measure of schedule performance expressed as the difference between the EV and PV
(SV=EV-PV)
- a positive SV indicates a project is ahead of schedule
- a 0 SV indicates a project is on schedule
- a negative SV indicates a project is behind schedule
388
Schedule performance index (SPI)
A measure of schedule efficiency expressed as the patios of EV to PV
(SPI=EV/PV)
- SPI greater than 1.0 indicates a project is ahead of schedule
- SPI of 1.0 means it is on schedule
- SPI is less than 1.0 means it is behind schedule
389
What are some Earned value mgmt (EVM) measure for cost control?
- Cost variance (CV)
| - Cost performance index (CPI)
390
Cost variance (CV)
The amount of budget deficit/surplus at a given point in time, expressed as the difference between EV and AC
(CV=EV-AC)
- a positive CV indicates a project is ahead of schedule
- a 0 CV indicates a project is on schedule
- a negative CV indicates a project is behind schedule
391
Cost performance index
A measure of cost efficiency of budgeted resources expressed as the ration of EV to AC
(SPI=EV/PV)
- CPI greater than 1.0 indicates a project is ahead of schedule
- CPI of 1.0 means it is on schedule
- CPI is less than 1.0 means it is behind schedule
392
Estimation at completion (EAC) analysis
The current projected final cost of the project
- based on the current spending efficiency (CPI)
- calculated from the following formula where BAC is the projected budget at completion (BAC)
EAC = BAC / CPI
393
Estimate at completion analysis (ETC)
The amount of money needed to complete the project
- based on the current spending efficiency of the project
ETC = EAC - AC
394
What are some performance report types?
- information radars
- burndown chart
- burnup chart
- earned value mgmt reports
- variance analysis reports
- work performance reports
- quality reports
- dashboards
- task boards
395
Information radiators
Big visual boards to display in high traffic public locations about the project and the advancement of the project. Aim is to radiate info to all about the project work
396
Burndown chart
A graph to show the progress by plotting the burning down of work during an iteration or other time period
397
Burnup chart
A graph to show the progress and gains made by the project team over time
398
Earned value mgmt reports
Graphs and values based on the earned value mgmt equations
399
Variance analysis reports
Graphs and their analysis comparing actual results to expected results
400
Work performance reports
The physical or electronic representation of work performance info compiled in project docs, intended to generate decisions, actions, or awareness
401
Quality reports
Charts and reports based on the qulaity metrics collected
402
Dashboards
Physical or electronic summaries of the progress, usually with visuals or graphics to represent the larger data set
403
Task boards
Physical or electronic depictions of the work that must be done and their current state
404
Value stream map
A lean enterprise technique used to document, analyze and improve the flow of info or material required to produce a product or service for a customer
405
Retrospectives and lessons learned do..
- gather data on improvements and recognize successes
- review what went well and what could have been better
- involve everyone and respect their input
- avoid the blame game and focus on improvements
406
Agile retrospectives are held
as necessary throughout the project
407
Lessons learned are held
at the end of projects
408
Impediments
situations, conditions and actions that slow down or hinder progress
- track with issue log, kanban board, SW applications
409
Obstacles
Barriers that should be able to be avoided or overcome with some effort or strategy
410
Blockers
Events or conditions that cause stoppages in the work or advancement
411
Daily standup (daily scrum)
A brief, daily collab meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated
412
What are some causes of conflict?
- competition
- difference in objectives, value and perceptions
- disagreements on role reqs, work activities, approached
- communication breakdowns
413
Conflict mgmt
application of one or more strategies to deal with disagreements
414
What are some conflict mgmt appproaches?
- smooth / accommodate
- withdrawal / avoid
- collaborate / problem solve
- force / direct
- compromise / reconcile
415
Smooth / accommodate conflict mgmt approach
- emphasizes areas of agreement
| - concede position to maintain harmony and relationships
416
Withdrawal/avoid conflict mgmt approach
- retreat from the situation
| - postpone the issue
417
Collaborate / problem solves conflict mgmt approach
- incorporate multiple viewpoints
| - enable cooperative attitudes and open dialogue to reach consensus and commitment
418
Force / direct conflict mgmt approach
- pursue your viewpoint at the expense of others
| - offer only win/lose solutions
419
Create card for EVM and applicable formulas / tips
420
Stakeholder engagement plan
Identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution
421
What are some self-regulating elements?
- self control
- trustworthiness
- innovation
- adaptability
- conscientiousness
422
Empathy
the ability to understand feelings of another, to see from their point of view
423
Organizational theory
The study of how people, teams, and orgs behave
424
What are 5 characteristics of organizational theory?
- self actualization
- esteem
- belonging
- safety
- physiological
425
What are 4 theories of organizational theory?
- Maslow's hierarchy of needs
- McGregor's theory x and theory y
- McClelland's achievement theory
- Herzberg's motivation theory
426
What are 3 characteristics of active listening?
- reflecting: repeat message, verify understanding
- attending: eye contact, lean towards
- following: non verbal gesture or verbal response, questions
427
Why should you use a risk register?
- to track and manage risks
- validate legal and regulatory compliance for deliverables
- perform a summary check of compliance before end of project
428
For compliance-related risks, include..
- the identified risk
- risk owner
- impact of realized risk
- risk responses
429
Configuration mgmt system allows to
- track, versioning and control
- records deliverable components
- includes compliance info, including proof of validation
- records deliverable components
- is handed over with the deliverables
430
Variance analysis
create regular reports on project variance and details of actions taken to control and keep the project on track
- should include identification of the variant, plans for bringing the project or deliverable back into compliance, any proposed changes required to meet compliance reqs
431
What are some potential threats to compliance?
- identification of new vulnerabilities
- changes in legal or regulatory reqs
- errors in testing and validation to confirm compliance
- error or bugs in deliverables
- lack of awareness of compliance reqs
432
What are some implications of not remediating compliance issues?
- negative impact on the timeline
- cost overruns
- increased risks
433
Quality mgmt plan
a component of the project mgmt plan that describes how applicable policies, procedures, and guideline will be implemented to achieve the quality objectives
434
Quality mgmt plan does what?
- describes resources and activities needed to achieve the necessary quality objectives
- sets expectations for the project's quality reqs
435
Control quality process outputs
- verifies they meet functional and nonfunctional reqs
- identifies and suggests potential improvements
- validates alignments with compliance reqs
- provides feedback on any identified variances
436
Quality audits
process conducted by an external team that confirms the implementation of approved change requests including updates, corrective actions, defect repairs and preventive actions
437
Sampling is used when
QA cant inspects every product or deliverable to ID quality issues
- can provide similar results and reduce cost of quality
438
What are 2 types of sampling?
- Attribute sampling
| - variable sampling
439
Attribute sampling
result either conforms or does not conform
| - yes or no, specific
440
Variable sampling
result is rated on a continuous scale that measures the degree of conformity
- not within yes or no- within scale,
441
Business value
the net quantifiable benefit derived from a business endeavor, the benefit of which may be tangible, intangible or both
442
Benefits mgmt plan
a document that describes how and when the benefits of a project will be derived and measured
443
What are the components of a benfits mgmt plan?
- target benefits: tangible and intangible business value to be realized
- strategic alignment: how the benefits align with the orgs business strategies
- timeframe: when the benefits will be realized
- benefits owner: person that monitors, records and reports the benefits
- metrics: diret and indirect measurements of realized benefits
- risks: risks associated
444
What are sprint reviews and demos?
At end of each iteration or sprint, team does a print review or demo
- in early stages, help obtain the product owner's acceptance of the story and any feedback
- focus on completing whole user stories in each sprint
- verify that the capability is "potentially shippable"
445
Disciplined agile
A hybrid tool kit that harnesses hundreds of agile practices- agile, lean and traditional sources- to guide you to the best way of working for team/org
446
You should use disciplined agile (DA) approaches to support dynamic work environments. True or false?
True
447
What are some advantages pf disciplined agile (DA) approaches?
- feature or capability assessment
- improve org tolerance for change
- a time cadence for subsequent releases
448
Benefit cost analysis
A systematic approach to estimating the strengths and weaknesses of alternatives used to determine options which provide the best approach to achieving benefits while preserving savings
449
What are some characteristics of a benefits cost analysis?
- frequently used to compare potential projects to determine which one to authorize
- select the alternative which demonstrates that benefits outweigh costs by the greatest amount
- alternative should not be chosen when costs exceed benefits
- accuracy of the estimates of cost and benefits determines the value of the benefit cost analysis
450
Present value (PV)
Current value of a future sum of money or stream of cash flows given a specific rate of return
451
Present Value (PV) calculation
PV= FV / (1 + R)^n
Ex: if you need $3000 in three yrs and can invest your money at 8% interest
$2381.5= $3000 / (1 + .08)^3
r=rate, n=periods, PV=present value
452
Net present value
I financial tool used in capital budgeting comparing the value of a currency unit today to the value of the same currency unit in the future, after taking inflation and discount rate into account
- Present value of all cash outflows minus the present value of all cash inflows
- PV cashflows minus PV cash inflows
- bigger is better
453
Internal rate of return (IRR)
The discount rate at which the NPV of the project is 0. it is calculated iteratively by setting up the NPV calculation in a spreadsheet or other software and changing the discount rate until the NPV equals 0
- The interest rate that makes the net present value of all cash flow equal to 0. IRR is also a financial tool often used in capital budgeting
bigger is better
454
Net promoter score (NPS)
a metric used in customer experience programs to measure customer loyalty
455
A/B Testing
Used in marketing, is a method for determining user preferences. different sets of users shown similar services and asked to determine the difference which is the independent variable
- used to optimize the solution you provide to users
456
Monte carlo simulation
analysis technique in which a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches
- outputs are generated to represent the range of possible outcomes for the project
457
Simulation
analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives
458
Difference between Stakeholder engagement plan and Stakeholder mgmt plan:
Stakeholder engagement plan: how to
| Stakeholder mgmt plan: ??
459
What are some skills related to emotional intelligence?
Personal
- self awareness
- self regulation
- motivation
Interpersonal
- social skills
- empathy
460
What are some elements of self-awareness?
- emotional intelligence
- accurate self-assessment
- self confidence
461
Maslow hierarchy of need
states that people are motivated by having a purpose of contribution via pyramid structure
- physiological, safety, belonging, esteem, self-actualization
462
McGregor's Theory X and Y
X: Early 1900s indiustrial revolution mgmt approach
- people are last in the chain behind money, material, equipment's
- workers seen as self-centered, lazy
- need stric supervision
Y: enlightened approach
- willing and eager to accept responsibility and work to org objectives
- work without supervision and direct own efforts
- recognition of potential in people
- can delegate
463
McClelland theory of needs
most motivated by one of 3 needs
- need for achievement: drive to excel and succeed, challenges
- need for affiliation: be liked and belong, collaborative
- need for power: control and status, competitive
464
Herzbergs. Motivator Hygien Theory
Money does not create motivation. 2 main factors for workplace success
- hygiene factors:" areas related tp workplace (pay, stable job, environment)
- motivating agents: focused on non financial characteristics of work (do more, education, etc.
465
Decision tree analysis
a diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
466
decision tree analysis characteristics
- support selection of the best several action options
- branches represent different decisions or events, each of which can have costs and risks
- the end points of branches in the tree repreent the outcome from following that path, negative or positive
- calculate the expected monetary value of each branch
467
What does PESTLE stand for?
- Political
- economic
- social
- technical
- legal
- environmental
468
What does PESTLE do?
Identifies the external business environment factors that can affect the value and desired outcomes of a project
- help better understand the external factors that can introduce risk, uncertainty, provide opps
- TECOP (technical, environmental, commercial, operational, political)
- VUCA (volatility, uncertainty, complexity, ambiguity)
469
Backlog reprioritization
re-prioritizes the backlog as stories or reqs change
| - business value determines the priority in changes
470
Benefit cost ratio
Compares the benefit to the cost of the initiative
- bigger is better
- format is 4:1 which means benefit outweighs the cost
471
Opportunity cost
associated with taking another oppty. what you give up or leave on the table to take another oppty
- the biggest amount not chosen
472
Payback period
amount of time needed to earn back the original investment on the project
- select the project with the shortest payback period
473
Expected monetary value (EMV)
total threats - total opptys = contingency reserves
474
Project mgmt office (PMO)
A mgmt structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques
- types: supportive, controlling, directive
475
Continuous improvement
Ongoing effort to improve products, services or processes
| - includes improving business strategy, business results, and customer, employee, and supplier relationships
476
Characteristics of continuous improvement
- aim for small, incremental improvements or large breakthroughs
- a business strategy that is developed at the org level for projects to adopt and use
- might be implemented by an orgs PMO
477
W. Edwards Deming's philosophy of improving quality
Aims to reduce expenses, increase productivity, and thus increase market share. 4 concepts
- better design
- higher level
- improvement
- greater sales
Total quality mgmt (TQM) mgmt and employees focus on ways to improve quality
478
Pioneers of quality
- W Edward Deming
- Joseph Curan
-
479
Plan- do - check - act (PDCA)
Model frame from Deming for continuous improvement
480
Continuous improvement (Kaizen) / lean manufacturing
the deliver of customer value to the customer with the least amount of waste in short period of time
481
Joseph Duran top pricniple
1. top mgmt involvement
2. widespread training in quality
3. project by project approach to quality improvement
482
Duran 80/20 and pareto principle
80% of problems due to 20% problem causes
483
Fitness for use
Real needs of the customers and stakeholders are defined and then attempted to satisfy
- main goal is to ID and satisfy the real need of each
484
Zero defects
doing it right the first time believes can avoid defects that focused on prevention
485
insert quality theorist info here
refer to notes
486
Kaizen
- many small changes or improvements
- small changes less likely to require major expenses
- ideas come from workers
- all emplyees should improve their performance
- all encouraged to take ownership
487
Two types of continuous improvement approaches
- Kaizen
| - plan do study act
488
What are some continuous improvement tools?
- lessons learned register
- retrospectives
- experiments
489
Models Across different performance domains
490
Methods Across different performance domains
491
Artifacts Across different performance domains
492
Project Lifecycles Snapshot
493
The agile scrum framework
