PMBOK BOOK Flashcards

Question

Who is in charge in a matrix organization?

Answer 1

Power is shared between a functional manager and a project manager.

Answer 2

Best of both worlds. Project managers can gain a deep expertise of a functional organization while still managing resources of a project.

Answer 3

High overhead. Individuals (melissa) get confused on who to report to. High chance of conflict between functional and PM. Staff tends to favor Functional Manager.

Answer 4

Company is structured around projects rather than departments. Project manager is over both staff and project. Consulting environments usually have this.

Answer 5

Project managers

Answer 6

PM has complete authority. Communication is easy. Loyalty is strong (no FM conflict)

Answer 7

Team members aren't as expertise. Team members don't have anywhere to go when job is done. Development can be difficult.

Answer 8

Contains part time and full time workers. Communication can be peer to peer.

Answer 9

No cost of transportation Projects can be worked around the clock due to time zones and part time hours.

Answer 10

Relationships are weak. Accountability is challenging.

Answer 11

Has both functional and projectizer structures. Combination of function, matrix and projectized.

Answer 12

Concept Planning Construction Testing Implementation Closure

Answer 13

Concept that scope, time, and cost are closely interrelated. You can't change one side without affecting the others.

Answer 14

Used to ensure that work gets performed at the right time and in the right sequence.

Answer 15

A single approved document that guides how to execute, monitor & control and close a project.

Answer 16

Anything that your organization owns or has developed to help you on a current or future project. Example: templates, lessons learned , estimating data.

Answer 17

Company structure. Corporate culture. Stakeholder appetite for risk. Laws and regs are different in states/countries.

Answer 18

The project sponsor and/or Customer. Signed by the organizations sponsor.

Answer 19

Explains a need. Designates the project manager and assigns authority regarding $ or resources. High level.

Answer 20

Output after the execution phase. That's when you can pull it. It is an input in the monitoring/controlling phase.

Answer 21

Sharepoint. Automated system that optimizes schedule and helps collect and distribute information.

Answer 22

To manage different configurations of a product. Alpha Beta Final product

Answer 23

Requested changes within a project are evaluated for impact on whole project and ultimately approved/denied.

Answer 24

A set of processes and practices performed a specific way to accomplish a project.

Answer 25

Organizations with no methodology rely on heroic effort of their employees. No methodology means success is not repeatable and lessons from failures are not learned.

Answer 26

Scrum Lean Kanban Feature-driven development Extreme programming

Answer 27

Plan Do Check Act

Answer 28

Analysis Design Implementation Testing Evaluation

Answer 29

Self organizing teams w/ no formal manager. Meetings and projects are conducted out in the open, with communication freely among all team members.

Answer 30

Daily Each member communicates What they covered yesterday, will do today What obstacles they are encountering.

Answer 31

They welcome change. Team will meet, evaluate the change, and look at impact

Answer 32

Usable features are delivered in each new version of the software.

Answer 33

The practice of performing small work circles/iterations/sprints that include planning, development and control activities.

Answer 34

21 days, performed in succession.

Answer 35

Keeps teams focus sharp..priority Gets feature to customer more quickly Allows to get used tested and quicker feedback.

Answer 36

When problems come up and you don't know which path to take a team will host a spike or experiment to determine best route.

Answer 37

Retrospective is held at end of each iteration. What went well vs what didn't. Goal is for continuous improvement.

Answer 38

Continuous improvement.

Answer 39

Traditional includes customer in beginning then tends to keep them at arms length. Agile includes customer throughout and gathers input.

Answer 40

When there is complex decision making

Answer 41

When a project team knows most of the details and is rational.

Answer 42

Illustrates spectrum of environments....rational to chaos. Helps determine agile vs traditional

Answer 43

No coach or servant leader.

Answer 44

Value individuals and interaction over processes and tools. Working software over documentation Customer collaboration over contract negotiation Responding to change vs following a plan

Answer 45

1) our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2) welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. 3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale. 4) business people and developers must work together daily throughout the project. 5) build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6) the most efficient and effective method of conveying information to and within a development team is face to face conversation. 7) working software is the primary measure of progress. 8) agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9) continuous attention to technical excellence and good design enhances agility 10) simplicity - the art of maximizing the amount of work not done - is essential. 11) the best architectures, requirements, and designs emerge from self-organizing teams. 12) at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Answer 46

1) continuous value 2) accept change 3) Deliver frequently and asap 4) no gap between AM and Ops 5) avoid micromanagement 6) face to face exchange 7) progress is results 8) constant pace/ development 9) better design, easier to maintain 10) simplicity is essential 11) teams are self organizing 12)daily stand up meetings

Answer 47

Around 8 (plus or minus 3 team members) Includes: The development team The product owner Agile coach

Answer 48

AKA product owner. Customer works with project sponsor to make sure adequately funded. Customer will help create the initial Backlog of features (tells us what they want) Customer writes the user stories.

Answer 49

Team members are highly interchangeable. Should be cross functional T shaped skills (broad skills with in depth knowledge)

Answer 50

A servant leader. When a new team member is hired, the coach helps this person understand how agile is interpreted. Helps eliminate obstacles. Can be called a team facilitator, Project manager, scrum master or a team lead. Title doesn't matter.

Answer 51

Anyone involved in the project.

Answer 52

Beginning of project = large estimate variability The longer the project, the more progress which means less margin of error for estimates.

Answer 53

Overview of each planned release and its features

Answer 54

Rare agile documentation that shows user experience and user elements. It's quick and dirty.

Answer 55

What you are accomplishing during the current initiation.

Answer 56

Independent Negotiable Valuable Estimable Small Testable

Answer 57

Lean technique used to focus on value and identify waste.

Answer 58

Instead of planning everything in beginning you plan in phases.

Answer 59

Estimating by ranking stories based on their relative size to other stories. Goal is to rank one at a time not focusing being on precise but a rough estimate of most difficult to easiest tasks. Once done the team will assign points to each story Used when planning the next iteration.

Answer 60

Goal is to get expert estimates without group member bias. During meeting, issue is discussed without assigning numbers. After the meeting, individuals prepare estimates alone. Take data, graph it (without name of estimator) and then group discuss range.

Answer 61

Estimating technique. Works with about 10 people...assign value at once at end of each user story.

Answer 62

A way to rapidly estimate your back log. 1) team decides ranking system (xl,l,m,s,xs) 2) each story is read out loud 3) with no discussion team assigns value

Answer 63

The literal definition of how much time a project would take without interruptions or distractions.

Answer 64

Ideal time plus distractions or delays. Ideal would be 6 hour drive. Elapsed time would be 8 hours.

Answer 65

First iteration for planning

Answer 66

Last iteration where there are no need features.

Answer 67

States an activity will take as much time as you allow it.

Answer 68

Sets a fixed reasonable time allotment for each user story. Positive: maintains urgency and focus. Negative: could result in wasted effort. Iteration stops regardless.

Answer 69

All code changes are checked in and entire system is built and tested at end of each day. Helps determine what change broke the system.

Answer 70

1) What they have been working on 2) what they plan to do today 3) what obstacles they are encountering.

Answer 71

Big visual in an effort for transparency. Shows progress so nobody can lie and highlites who is failing.

Answer 72

Large open environment where employees are face to face no head phones no large barriers. Open door policy. All about the team.

Answer 73

Modeling the behaviors and values that you desire the team to adopt and not asking anything from your team that you would not do yourself. Allows teammembers to take lead. Egoless. Mostly applies to the "coach" but could be anyone.

Answer 74

Can use agile type of meetings/communication bit the project plan is more traditional. Can be traditional but use agile mindset to overcome hurdles.

Answer 75

No one size fits all. The more uncertain the more you should be agile. Construction is usually more predictive/traditional Gravitate toward answer where we work together to adapt to their needs and adopt a hybrid approach. Hybrid is best!

Answer 76

just as ingredients are the building blocks for recipes. inputs are raw materials.

Answer 77

action or method used to turn an input into an output. tool could be a software to help plan the project. technique could be flowcharting.

Answer 78

part of a bigger deliverable. output is the result of our effort.

Answer 79

Start Begin

Answer 80

Create Develop Identify

Answer 81

Start, Begin

Answer 82

Manage Acquire Do

Answer 83

Validate Review Control Monitor Compare Adjust

Answer 84

They think that you only do: - initiating/ planning/ executing/ monitoring and controlling/ closing once. All 49 processes could be performed one or more times in each project phase.

Answer 85

Made up of only two processes: - Develop Project Charter - Identify Stakeholders - assumption list

Answer 86

should try to be done first or early on in the process. This is important because we want the project to be initiated properly.

Answer 87

a project was initiated properly because it would have: - clear business need defined (project charter) - clear direction for scope of project (project charter) - clear list of why the project was chosen (Project charter) - list of project stakeholders (identify stakeholders)

Answer 88

Yes - it can be beneficial to initiate the project during each phase of a long or riskier project to maintain focus

Answer 89

1) Develop Project Management Plan 2) Plan Scope Management 3) Collect Requirements 4) Define Scope 5) Create Work Breakdown Structure 6) Plan Schedule Management 7) Define Activities 8) Sequence Activities 9) Estimate Activity Durations 10) Develop Schedule 11) Plan Cost Management 12) Estimate Costs 13) Determine Budget 14) Plan Quality Management 15) Plan Resource Management 16) Estimate Activity Resources 17) Plan communication Management 20) Plan risk management 21) Identify Risks 22) Perform Risk Analysis 23) Plan Risk responses 24) Plan procurement management 25) Plan Stakeholder Engagement

Answer 90

This phase the work of the project actually gets carried out. manage team manage commnunications manage stakeholder engagement (control scope creep) direct and manage project work manage project knowledge manage quality acquire resources develop team

Answer 91

taking results from the execution phase and comparing to the plan. if the results differ - we either change the plan or we go back to the execution phase and change how we did something. - monitor and control project work - perform integrated change control - validate scope - control scope - control schedule - control costs - control quality - control resources - monitor communications - monitor risks - control procurements - monitor stakeholder engagement

Answer 92

They will have two inputs. One of these will be something that was planned - the other will be an actual result. Comparing the product with the expectation. Work experiment and project management plan.

Answer 93

The project does NOT end with customer acceptance. After a project has been verified against scope and delivered to satisfaction - post project (update records, lessons learn, team release, project archives are carried out).

Answer 94

7 processes that are soley on the project manager. the practice of making certain that every part of the project is coordinated. In integration management, the project is started, the project manager assembles the project plan, executes the plan, and verifies the results of the work, and then the project is closed.

Answer 95

Planning is a team activity - decision making in execution phase is not. plans/ projects change over time and will need to be updated. integration processes need to be tailored to fit the size and complexity of a project.

Answer 96

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project

Answer 97

Develop Project Charter

Answer 98

Develop Project Management Plan

Answer 99

Direct and Manage Project Work Manage Project Knowledge

Answer 100

Monitor and Control Project Work Perform Integrated Change Control

Answer 101

Close Project or Phase

Answer 102

Project Charter and Assumption Log

Answer 103

Project Management Plan

Answer 104

Deliverables Work Performance Data Issue Log

Answer 105

Lessons Learned Register

Answer 106

Work Performance Reports goes in. Work performance reports come out.

Answer 107

Approved Change Requests Project Documents Updates (Change log)

Answer 108

Final Product Final Report Project Documents Updates

Answer 109

The project's birth certificate. document that starts the project.

Answer 110

Essential for creating a project. No project charter = no official project = no official power as a Project Manager

Answer 111

Earliest performed. some light pre-planning can occur before the charter but nothing is official until it is done.

Answer 112

Business case Project benefit plan Business case - describes the need for the project, the problem it will solve and its benefit cost analysis. project benefits plan - describes how the project contributes to the organization

Answer 113

Benefit Measurement methods - most common method used to quantify monetary benefits to selecting the project. Constrained Optimization - calculus/ programming methods. Benefit Cost Ratio Economic Value Add Internal Rate of Return Net Present Value Opportunity Cost Payback Period Return on Investment Return on Invested Capital

Answer 114

Ratio of benefits to cost. cost of shrimp lights: $50 market rate for shrimp lights: $200 BCR/ Benefit Cost Ratio is $4:$1 profit.

Answer 115

What you made minus what you could have made. how much value a project has truly created for shareholders....factors in opportunity cost. After tax profit - (capital expenditures x cost of capital) = Economic Value Added Example: invested into xbox: $175 returned net profit: $10 could have made 6% in interest = $10.50 $175 - (175 x 0.06) = -0.50 we would have been better off investing in savings.

Answer 116

compares the projects value in a percentage...looks at it as an interest rate.

Answer 117

Determines the cost of investing in other opportunities....the smaller the opportunity cost the better the project looks

Answer 118

determines how long would it take to get back the money you invested in the project. The goal would be the quicker the better.

Answer 119

Present value is the idea that a dollar today is worth more tomorrow. takes time out of the equation. 3 payments of $300; project is worth less than $300 since it won't be paid until completion. Bigger is better. Net Present Value takes out time but factors in cost. constructed an xbox for present value of $500 but it cost $350 to make the Net Present Value is actually $150.

Answer 120

shows % a company makes by investing. Buy $20 in eggs but it normally costs $25; the ROI would be 25% bigger the better.

Answer 121

For every dollar I invest, how many dollars will I get back in return? ROIC = Net income (after tax)from a project / total capital invested Invested: $250 Generated: $60 in revenue Cost: $20 Tax: $8 ROIC = $32/ $250 ROIC = 12.5% ROIC annually

Answer 122

Expert Judgement Data Gathering Interpersonal and Team Skills Meetings

Answer 123

Project Charter Assumption Log (allows us to move forward without fact checking everything we know)

Answer 124

specifies the who, what, when, where and how. guides the team's work on the project.

Answer 125

The plan is progressively elaborated; meaning it is continually updated.

Answer 126

Project Charter Enterprise Environmental Factors Organization Process Assets

Answer 127

Expert Judgement Data Gathering Interpersonal and Team Skills Meetings

Answer 128

The output would be the Project Management Plan itself. It is a formal, approved document that defines how the project is managed, executed and controlled. Keys: Formal, single document.

Answer 129

could be any of the following: NOT THE CUSTOMER - Project Manager - Project Sponsor - Functional Manager - The team who is putting in the work.

Answer 130

basically its a combination of all the other management plans and baselines in one formal document. Scope management plan REquirements management plan schedule management plan Cost management plan quality management plan resource management plan communications management plan risk management plan procurement management plan stakeholder engagement plan change management plan configuration management plan scope baseline schedule baseline cost baseline performance measurement baseline project life cycle description development approach managmeent reviews

Answer 131

contrary to how it seems.....most of the time a PM spends is in execution phase. This is where you create the project deliverables.

Answer 132

This process is where you start to see real progress. buildings get built; roads get paved; websites get coded, etc.

Answer 133

No finite amount of time. You could repeat this process multiple times. this is not a singular occurrence - but occurs anytime you are creating deliverables.

Answer 134

Inputs: Project Management Plan (guides the management and execution of project) Project Documents Any approved change request (tells you new specifications of the deliverable you are making) Enterprise Environmental Factors Organized Process Assets

Answer 135

Expert Judgement Project Management Information System (keeps you on schedule, updates files) Meetings

Answer 136

Deliverables (tasks accomplished to evaluate for project approval) Work Performance Data (inputs into M and C) Issue Log (unresolved problems)

Answer 137

potential change requests potential project management plan updates project document updates organizational process assets updates (lessons learned register, etc)

Answer 138

Use previous lessons learned to help during your own execution phase. also plan to update this as you go along a swell.

Answer 139

history is doomed to repeat itself if we don't learn from it.

Answer 140

technically anytime update AFTER a deliverable has been completed.

Answer 141

Project Management Plan (influences how you do your project) Project Documents Deliverables Enterprise Environmental Factors Organizational Process Assets

Answer 142

Expert Judgement Knowledge Management Information Management System (sharepoint)

Answer 143

explicit knowledge is info written down for future lessons learned. tacit knowledge is belief or opinion or ability.

Answer 144

updates the lessons learned register with what did and did not work out.

Answer 145

takes a look at the work being done on a project and compares the deliverables to the project plan

Answer 146

Compares the work already done (deliverable) with the project maanagement plan to make sure everything is gravy.

Answer 147

identifies any necessary changes that need to happen to either the work process or the project management plan itself.

Answer 148

closely tied to the Direct and Manage Project Work phase and takes place as long as there is work on the project to be carried out.

Answer 149

Project Management Plan Project Documents (assumption Log, estimates) Cost Forecasts (issue log, lessons learned, milestone list, quality reports, risk register, risk report) Schedule Forecasts Work Performance Information

Answer 150

Expert Judgement Data Analysis Decision Making Meetings

Answer 151

Work Performance Reports (they go in...they go out...actionable items) Change Requests (if work performance is bad then we need to make changes) Project management plan updates (if we need to fix something) Project Document Updates (if we change one we change them all)

Answer 152

one of the most important processes. every change (whether requested or not) needs to be processed through Perform Integrated Change Control. Allows you to assess real impact on a project. Change the project to accept the deliverable or change the plan to create a diff deliverable.

Answer 153

assesses real impact across project. Monitor and Controlling manages the way the work is carried out - Integrated Change Control is how we decide if its responsible to allow the change.

Answer 154

takes place as long a sthere is work on the project to be carried out. some organizations have a change control board that reviews the change requests.

Answer 155

Inputs: Project Management Plan Project Documents Work Performance Reports Change Requests (enterprise Environmental Factors and Organizational Process Assets)

Answer 156

Expert Judgement Change Control Tools (any system or if there is a formal board) data analysis decision making meetings

Answer 157

An approved Change Request (or denial) Update of change log and lessons learned (formal documents)

Answer 158

projects are temporary. all about shutting down a project properly. Includes the paperwork to do so like archives, lessons learned, and updating all organizational process assets.

Answer 159

projects that skip this are left open and ongoing. ensures these documents become organizational process assets for future use on new projects.

Answer 160

performed as the last process on a project or phase.

Answer 161

Project charter - charter shows exit criteria so we can validate it is truly complete. Project management plan - confirm all requirements are completed Project documents - need to complete accepted deliverables (make sure we are done) business documents (closed out) organizational procsss assets procurement documentation

Answer 162

Expert Judgement Data Analysis Meetings

Answer 163

Lessons learned updated (project documents updated) final product or service final report

Answer 164

- the team does the work of the pm - project charter is developed by team - Project Management plan is used to mitigate risk; agile welcomes and embraces the change. - Direct and Manage project work has an output of deliverables, work performance data and issue log. this is delivered in smaller iterations during an agile. - managing project knowledge is shared in a lessons learned register for PM; shared in daily meetings iwth agile. - managing and controlling work is done through daily meetings with hurdles and face to face discussions - agile teams do not need an integrated change control. they welcome change. - agile teams don't produce much documentation so not as formal of a closure.

Answer 165

Scope Management is a logical group of processes to help you understand: - requirements how many rooms do we paint - breakdown how do we paint, when do we paint - control Scope make sure we are painting and quality of paint - verify project was completed. Ensure all rooms have been painted.

Answer 166

Everything that must be completed to meet the product requirement. work needed to successfully complete the project AND ONLY the work.

Answer 167

Project manager is ALWAYS in control. Any change should be handled in a structured way.

Answer 168

Makes sure the scope (what is needed to be accomplished to be succesful) is well communicated. un-necessary changes are limited.

Answer 169

define the need set stakeholder expectations deliver expectations (communicate) manage changes minimizes surprises

Answer 170

deliver more than agreed upon exceed quality - sometimes customers will ask for more.

Answer 171

increase risk increase uncertainty increase cost potentially add probelms

Answer 172

Plan Scope Management - figure out how to stop Microsoft from changing the specs of xbox. Gather the requirements - what do we need to do to create the xbox. Define the Scope - break project into objectives Create the Work Breakdown - break objectives into activities Structure (and baseline) Validate and Control the Scope make sure we are making xbox well.

Answer 173

Planning Monitoring and Controlling

Answer 174

Inputs: - Project Charter - Project Management Plan - Enterprise Environmental FActors - Organizational Assets

Answer 175

Expert Judgement Data Analysis Meetings

Answer 176

Create the Scope Management Plan Create the Requirements Management Plan

Answer 177

Defines the activities the team will perform in order to gather and manage the project requirements. This is the PLAN for how the requirements will be managed. DOES not contain the requirements itself.

Answer 178

Shows how requirements will be gathered. Shows how decisions will be made. How requirements will be documented.

Answer 179

Process of understanding what it will take to satisfy the stakeholders. Then documenting that understanding.

Answer 180

This document helps keep everyone focused on the stakeholders expectations. Refers to this document during scheduling, budgeting, quality specifications, risk factoring and resource planning.

Answer 181

Inputs: - Stakeholder Engagement plan - Project Charter - Project Management Plan - Project Documents (Assumption Log, Lessons Learned, Stakeholder Register) - Business Agreements - Enterprise Environmental Factors - Organizational Process Assets

Answer 182

T&T: - Data Gathering (brainstorming, interviews, focus groups, questionaires, benchmarking) - Data Analysis - Decision Making - Data Representation

Answer 183

Outputs: - Requirement Documentation - Requirements Traceability Matrix

Answer 184

A document that identifies the source of each requirement (product feature needed or service completed). Can include information about who owns the requirement, the status of the requirement, etc.

Answer 185

Develop a clear understanding of the requirements to be: - executed - verified - delivered

Answer 186

Scope is what drives the execution of a project. The importance of defining scope correlates with the amount of risk you are willing to tolerate. The greater you define the exact needs - the more likely you are to succeed.

Answer 187

As soon as the collect requirements process has been completed. you need to know the requirements before you can plan how you accomplish them/ how you get there.

Answer 188

Inputs: Project Charter Project Management Plan Project Documents (assumption log, requirements documentation, risk register) Environmental Factors Organizational Process Assets

Answer 189

T&T: Expert Judgement Data Analysis Decision Making Product Analysis

Answer 190

Outputs: - Project Scope Statement - Project Documents Updates

Answer 191

Contains: - Goal of the project - Project Description - Requirements of a Project - Constraints of a Project - Assumption of a Project - Identified Risks related to the scope

Answer 192

Once created, is a hub of info. and is most important component of a project plan. A WBS is used when creating risk analysis, activities, costs, quality attributes and procurement decisions.

Answer 193

The primary tool is Creating a Work Breakdown Structure

Answer 194

After a project charter is created, you identify who is making these expectations (stakeholders), after you collect their expectations (requirements) and the scope has been defined (determined how you are going to meet their expectations).

Answer 195

Inputs: - Project Management Plan - Project Scope Statement - Project Requirements Documentation - Enterprise Environmental Factors - Organizational Process Assets

Answer 196

T & T: - Expert Judgement - Decomposition (main tool - breaks down deliverables into smaller components

Answer 197

Ask yourself: - are your work packages small enough to be estimated for time and cost? - is the team satisifed that the current level of detail provides enough info to proceed? - is each "work package" small enough that you can assign a value to a single person?

Answer 198

The Scope Baseline: A baseline is the original plan plus all approved changes. Work Breakdown Structure: A document that defines each language in a WBS

Answer 199

How you break down your wbs Control Account = Monthly Concur/ Online Purchasing App Planning Package = Onboarding Supplies Work Package = Blue Books (assigned to one specific person)

Answer 200

Validate Scope is the process of ensuring the product, service or result that matches the documented scope. Making sure we aren't wasting our time.

Answer 201

Controlling quality is done before you validate. Control quality is concerned with correctness Control Scope is concerned with completeness

Answer 202

Once the validation of scope is completed - the project goes to be accepted by: - Project Manager - Customer - The Sponsor Sometimes functional manager or stakeholder

Answer 203

Validate scope after the quality has been controlled. Can be performed multiple times throughout a project usually performed after at least some of the product components have been delivered

Answer 204

Main one is a verified deliverable Work performance data Remember you are in the monitoring and controlling phase

Answer 205

Inspections Decision Making

Answer 206

"Accepted" Deliverables MandC - input work data you get back work data Change Requests (assuming the output sucks) Project Document Updates

Answer 207

Maintain Control by preventing scope change requests from overwhelming the project. Keeps the scope baseline current.

Answer 208

Makes sure all change requests are understood and managed. This prevents un-necessary changes from occuring.

Answer 209

ongoing process. Begins as soon as the scope baseline is created. Aka after WBS

Answer 210

Work Performance Data Updates to Project Management Plan Updates to Project Documents/ Process Assets

Answer 211

Analyzing Data

Answer 212

Work Performance Information (anytime you input work info you output work info) Change Requests (any decision making still goes to a change request) Project Management Plans Project Document Updates

Answer 213

Predictive Approach tries to identify all and control change. Agile approach tries to get product in customer's hands and then embrace any new requirements discovered.

Answer 214

low emphasis because the overall process is flexible.

Answer 215

In agile setting, this is an ongoing process because we give you the prototype and you tell me new features you would like or changes.

Answer 216

Agile setting defines scope through user stories, story maps and release plans. Predictive breaks it down to objectives and activities. (WbS)

Answer 217

Predictive WBS is broken down through Decomposition of activities. Agile WBS is broken through disaggregation of Story Maps into smaller stories.

Answer 218

every phase/ iteration in an agile setting is validated by the teams approval of "done"

Answer 219

large amount of change requests for predictive setting would be troublesome (because all risk is already predicted) large amount of change requests in agile is encouraging as there is high user engagement

Answer 220

The project manager should be in control of the schedule (and not vice versa) A schedule should be rigorously managed but as flexible as possible.

Answer 221

1) Plan Schedule Management (planning out the next five processes) 2) Define Activities (list the project activities) 3) Sequence Activities (order the activities and create the project diagram) 4) Estimate Activity Durations (determine time estimates for each activity) 5) Develop Schedule (create the schedule) 6) Control Schedule (monitor and adjust schedule performance)

Answer 222

The Schedule Management Plan

Answer 223

Activity List Activity Attributes

Answer 224

Project Schedule Network Diagrams (activity sequence list or visual)

Answer 225

Activity Duration Estimates

Answer 226

Project Schedule Schedule Baseline

Answer 227

Work Performance Information Change Requests Schedule Forecasts

Answer 228

Project Charter Project Management Plan Enterprise Factors Organizational Assets

Answer 229

Expert Judgement Data Analysis Meeting

Answer 230

Schedule Management Plan

Answer 231

Once you create the scope baseline, you can use this to decompose (breakdown) the work into the smaller activities that are necessary to do the project. This list is what needs to occur for the project to be completed.

Answer 232

You cannot build a schedule until you know what needs to happen.

Answer 233

Common to create the activity list after the requirements documentation.

Answer 234

Project Management Plan Scope Baseline Schedule Management Plan

Answer 235

Expert Judgement Decomposition Rolling Wave Planning (plan is continuously evolving)

Answer 236

Activity List Activity Attributes Milestone List Change Requests Project Management Plan UPdate

Answer 237

arranging the activity list in order they should be performed.

Answer 238

a picture in which each activity is drawn and placed in order it must be performed. think of dominos

Answer 239

after you define your activity but before you schedule

Answer 240

Schedule Baseline Schedule Management Plan Activity List

Answer 241

Precedence Diagramming Method (PDM) Dependency Determination and Integration Lead and Lags

Answer 242

Precedence Diagramming Method creates a graphical visual of the schedule activities in order in which they must be performed. rectangles and lines/nodes

Answer 243

Dependencies influence which activities must be performed first. In making a scrambled egg - the mixing of the egg is dependent on cracking the egg.

Answer 244

Mandatory Dependencies (one that can't be broken) Disretionary Dependencies (best practice dictates we paint before we lay down carpet...but technically we still could carpet first) External Dependencies (manufacturer etas...capsa) Internal Dependencies (marketing team has to finish logos before website can be released)

Answer 245

A lead is one activity getting a jumpstart on another. a lag is a waiting period that exists between two activities.

Answer 246

The project Schedule Network Diagram (diagram shows a visual way of depicting schedule activities and their dependencies. project document updates

Answer 247

analyzing each activity to see how long it will take.

Answer 248

Project Management Plan (Schedule Management Plan & Scope Baseline) Project Documents (Activity List, Activity Attributes, Resource Requirements, Resource Calendars) Enterprise Factors Organizational Process Assets

Answer 249

Mandatory Dependencies (one that can't be broken) Disretionary Dependencies (best practice dictates we paint before we lay down carpet...but technically we still could carpet first) External Dependencies (manufacturer etas...capsa) Internal Dependencies (marketing team has to finish logos before website can be released)

Answer 250

This is monitoring how long each activity will take - not focusing on the effort.

Answer 251

These activity duration estimates will become a primary input into creating the schedule.

Answer 252

After the activity resource requirements have been gathered and before the schedule is developed.

Answer 253

Project Management plan Project Documents (Activity List, Activity Attributes and Resource Requirements, Resource Calendars) Enterprise Environmental Factors Organizational Process Assets

Answer 254

Expert Judgement Analogous Estimating (comparing to previously done project [top down]) Parametric Estimating (Parametric Estimating is dimensional analysis....takes 1 person 10 minutes...takes 1000 people 100000 minutes Three Point Estimating (PERT: use three data points innstead of one. These are pessimistic, most likely and optimistic estimates) Bottoms Up Estimating (opposite of analogous estimating)

Answer 255

Top down estimating Comparing to an estimate from a previous project.

Answer 256

Scaleable estimating. If it takes 100 feet one day Then it will take 10 days to do 1000

Answer 257

Aka PERT (program evaluation and review technique) Uses pessimistic, most likely, optimistic

Answer 258

Beta distribution Triangular distribution

Answer 259

(Pessimistic + 4 x realistic/most likely+ optimistic)÷ 6

Answer 260

(Pessimistic - optimistic)÷6

Answer 261

Evenly weighted. (Pessimistic + realistic/most likely+optimistic)/3

Answer 262

Opposite of analogous estimating Each step of an activity is added together. Accurate when there is few unknowns. Top down is comparing to a previous project and compares entire cost at once. Bottom up is adding up the tasks first then compiling into an estimate. This happens the most.

Answer 263

Make or buy analysis to determine if you should outsource or not. Point is to make optimal decisions.

Answer 264

Reserve time/contingency is extra time added to activity duration estimate. Revisited throughout project.

Answer 265

Durations Estimates Basis of Estimates (shows how Estimates were determined) Project Document Updates

Answer 266

Like 20 inputs: Project management plan (schedule management plan and scope baseline) Project documents (activity list, activity attributes, assumption log, Basis of Estimates, lessons learned, milestone list, Project schedule network diagrams, project team assignments, resource calendars, resource requirements, risk register) Agreements Enterprise environmental factors Organizational process assets

Answer 267

Schedule network analysis (group of techniques) Critical Path Method Resource optimization Data analysis Lead and lag PMInfomation system

Answer 268

A critical path is the combination of activities that, if delayed, will delay the projects finish.

Answer 269

1) calculate the finish date 2) identify the float (which activities can slip) 3) identify highest risk activities (can't slip)

Answer 270

Gather realistic activity duration Assemble schedule Identify the longest critical path Basically plan for the longest route.

Answer 271

Estimates each activity aggressively Builds the schedule network Adds a lump sum buffer to end of project track You don't let the team know of buffer so they are pressured into the aggressive schedule. Longest path - shortest path = invisible buffer

Answer 272

When your resource needs meet up with organizations ability to supply resources. Resource leveling is more about people/material Resource smoothing is about time constraint.

Answer 273

1) use critical path method to calculate and analyze all network paths for project. 2) apply resources to see what effect is made to schedule. 3) creates a change to critical path and project completion date.

Answer 274

Looks at the schedule when there is resource constraints. Resource smoothing is less disruptive - completion date and critical path do not change.

Answer 275

A way of looking at risk to determine how certain events or scenarios would impact the schedule. Goal = is schedule practical? Are the reserves and buffers appropriate?

Answer 276

Completing the schedule earlier without cutting the project scope.....without eliminating features.

Answer 277

crashing means adding resources to an activity to complete more quickly. Crashing almost always increases costs. fast tracking means that you reorder the sequence of activities so that some of the activities are performed at the same time.

Answer 278

agile projects use the product backlog to create an overall release plan. prioritized by value to the customer and then estimated by difficulty. then the team selects the planned releases.

Answer 279

Create the schedule baseline Create the project schedule Create bar charts (or Gantt charts) to show length of activity schedule. Create Milestone Charts (represents key events) Project Schedule Network Diagram

Answer 280

Create the schedule baseline Create the project schedule Create bar charts (or Gantt charts) to show length of activity schedule. Create Milestone Charts (represents key events) Project Schedule Network Diagram Schedule Data Project Calendars Change Requests Project Management Plan Updates Project Document Updates

Answer 281

Compare the work results to the plan and ensure that they line up.

Answer 282

Making sure the time related performance on the project is in line with the plan.

Answer 283

Project Management plan Project Documents (Lessons leanred, project calendars, project schedule, resource calendars, schedule data, work performance data, organizational process assets)

Answer 284

Data Analysis (Earned Value Analysis, Iteration Burndown chart, performance reviews, trend analysis, variance analysis, What-if scenario analysis) Critical Path Method Project Management Information System Resource Optimization Leads and Lags Schedule Compression

Answer 285

Work Performance Information Schedule Forecasts Change Requests Project Management Plan Updates Project Document Updates

Answer 286

Agile do not try to define scope up front. Agile expects sscope to change. The agile approach is to plan in much smaller, more flexible increments, prioritized by what is most most valuable. On-demand scheduling.

Answer 287

low applicability to agile projects. each iteration or sprint has a plan for that particular sprint. one at a time.

Answer 288

Agile projects do estimate, alhtough they do it differntly (planning poker, or relative sizing exercies)

Answer 289

Agile projects may develop release plans which show features

Answer 290

Agile monitor and adjust schedule performance during either their iteration planning or their respective at the end of an iteration.

Answer 291

a network path refers to a sequence of events that affect each other on the project from start to finish. highlite different sets of sequences in which activities must be performed.

Answer 292

made up of activities that cannot be delayed without delaying the finish of the project. critical path is the longest path.

Answer 293

Yes - there could be two paths that tie for the longest path. In this event, schedule risk is increased because there is an increased number of ways the project could be delayed.

Answer 294

Float is slack - how much time an activity can slip before it changes the critical path. maximum amount of time an acitivty can slip.

Answer 295

Zero float

Answer 296

Early start is the earliest date that something can start factoring in other dependencies.

Answer 297

AKA Early Start. We are moving forward through the diagram.

Answer 298

Early start date plus the duration estimate minus 1 unit.

Answer 299

AKA Early Finish

Answer 300

Says this is the latest the activity could start and not delay the project's finish date. You calculate this by adding the float to the early start

Answer 301

AKA late start

Answer 302

Late finish is the late start plus the activity duration - 1 unit. Early finish would be week 8 day 1 Late finish would be week 8 day 6

Answer 303

AKA Free Slack. free float is the amount of time an acitivyt can be delayed without affecting the early start date of dependent acitivites. 9 - 10 - 4 9 - 6 - 4 19-15 = 4 free float.

Answer 304

occurs when an activity's start date occurs before a precedening acitvity's finish date. negative float tells you when an activity's finish date happens vefore its scheduled start date. TELLS YOU YOUR SCHEDULE IS WRONG.

Answer 305

reworking the logic of the schedule "crashing" "fast tracking"

Answer 306

a activity visual in a chart that shows the relationship but doesn't show the time associated.

Answer 307

ES Duration EF LS FLOAT LF EF (aka forward pass)= ES + D - 1 ES= EF - D + 1 LS= LF - du + 1 LF= LS +du - 1 Critical Path has zero float Float = LF- EF simultaneously Float = LS - ES

Answer 308

value added to work. lag time is + time (increases duration) Example: anytime you are waiting. Concrete is poured - takes two days to harden. lead time is negative (-) time (reduces duration) Example: procurement takes 30 days; need cabinets in 45 days....lead time is 15 days (when you reorder)

Answer 309

Estimating total cost from start to finish.

Answer 310

Squeeze more benefits w/o reducing scope. Gets more out of project in every phase.

Answer 311

Scope is first Schedule is second Cost and budget is 3rd.

Answer 312

Input: Project charter Project management plan Enterprise environmental factors Organizational process assets

Answer 313

Tools and techniques: Expert judgement Data Analysis Meetings

Answer 314

Plan that describes how the processes of Estimate costs, determine budget, and controlled costs will be carrier out.

Answer 315

Rough order of magnitude estimate Preliminary estimate Definitive estimate

Answer 316

-25% to +75%

Answer 317

-20% to + 30%

Answer 318

-5% to +10%

Answer 319

Project management plan Project Documents (lessons learned, Project schedule, resource requirements, risk register) Enterprise factors Org. Process Assets

Answer 320

Expert judgement Analogous estimating Parametric Estimating Bottoms up estimating 3 point estimating Alternative analysis Reserve analysis Cost of quality Project management info system Decision making

Answer 321

cost estimates Basis of Estimates Project document updates

Answer 322

Never enough detail Include info on how you derived the activity cost estimates

Answer 323

Time phases the cost estimates so that the company will know how to plan for cash flow and expenditures.

Answer 324

Performed after you define activities, estimate activity Durations, estimate activity resources and developed the schedule.

Answer 325

Project management plan (cost management, resource management plan, scope baseline) Cost management Cost estimate Schedule Project Documents (basis of Estimates, cost estimates. Project schedule, risk register) Business documents (business case and benefits management plan) Agreements Environmental factors Organizational process assets

Answer 326

Expert judgement Cost aggregation Data Analysis Historical info Funding limit reconcilliation Financing

Answer 327

Cost estimates should be rolled up to the work package level where they will be measured, managed and controlled.

Answer 328

Companies can be required to budget for projects in advance. When this happens there can be a funding limit when project has begun.

Answer 329

Cost baseline (budget = cost baseline plus management reserves) Project funding requirements Project Documents updates

Answer 330

1) they are proactive - they do not wait for changes to occur. 2) controlling processes measure what was executed against vs what was planned. If the results do not match the cost baseline, then steps are taken to bring them in line.

Answer 331

Cost variance. Good or bad variance need to be understood and the plan needs to be adjusted.

Answer 332

Throughout the project. The greater change something could peak or change the more often you measure/ check

Answer 333

Project management plan Project Documents Project funding requirements Work Performance data Organizational process assets

Answer 334

Expert judgement Data Analysis (Earned Value Analysis: actual performance vs plan, variance analysis, trend analysis, reserve analysis) To-complete performance index Project management info system

Answer 335

Earned Value technique that focuses on the performance needed in order to achieve your targets. based on performance now - can you hit the original budget at completion OR is it more likely to hit your new estimate at completion

Answer 336

Outputs: Work Performance info Cost forecasts Change requests Project management plan updates Project document updates

Answer 337

Agile favors flexibility vs long term plans and budgets. EVM is powerful tool in predictive but is difficult to apply in agile. To do EVM in agile you would need to define scope, schedule, cost estimates where it would then be barely possible.

Answer 338

Most agile don't produce a formal cost plan. Agile run burn rates stats which indicate how much the team will cost per month, quarter year or other period.

Answer 339

Predictive environments measure cost per work package. Agile measures cost per iteration. Hard to be accurate due to changes coming.

Answer 340

More relevant in predictive. Not really able to change much while in middle of iteration.

Answer 341

Predictive uses EVM to forecast costs and make changes. Agile wants to forecast costs and be transparent just difficult to change cost in middle of iteration.

Answer 342

If you spend a dollar you are earning a dollar back into your project.

Answer 343

How much was originally planned for this project to cost? No formula

Answer 344

Aka Budgeted Cost of Work Scheduled How much work should have been completed at a point in time based on the plan. PV= planned % complete × BAC (Budgeted at Completion)

Answer 345

Aka Budgeted Cost of Work Performed How much work was actually completed during a period of time. EV = actual % complete × BAC (Budgeted at Completion)

Answer 346

Aka actual cost work performed The money spent during a period. AC = Sum of all costs

Answer 347

The difference between what we expected to spend vs what actually was spent CV = EV (Earned Value) - AC (Actual Cost)

Answer 348

The difference between where we planned to be in schedule vs where we are in schedule. SV = Earned Value - Planned Value

Answer 349

The rate at which the project performance is meeting cost expectations from the beginning up to a point in time. CPI = Earned Value÷Actual cost If it's less than 1 that means we are losing money.

Answer 350

The rate at which the project performance is meeting schedule expectations up to a point in time. SPI = Earned Value ÷ Present Value

Answer 351

The rate at which the project performance is meeting cost expectations from the beginning up to a point in time. CPIC = Earned Value ÷ Actual cost

Answer 352

Projecting the total cost at Completion based on project performance up to a point. How much are we going to be at the end of the project based on performance now. EAC= BAC (Budgeted at Completion) ÷ CPIC (Cumulative Cost performance Index)

Answer 353

Projecting how much more will be spent on the project based on past performance. how much will we need to complete ETC= EAC (Estimate at Completion) - Actual Cost

Answer 354

Difference between what was Budgeted and what will actually be spent. VAC= BAC (Budgeted at Completion) - EAC (Estimate at Completion)

Answer 355

TCPIC = (Budgeted at Completion - Earned Value)÷ remaining funds

Answer 356

Cost that stays the same throughout the project.

Answer 357

Hourly labor

Answer 358

Expenses billed directly to a project. Example would be materials to construct a building.

Answer 359

Costs that are shared and allocated amongst several projects. Example: managers salary.

Answer 360

Costs that have been invested into a project. Example: we spent 10k on this project so we can't turn back now. Sink cost is spilt milk or unrecoverable.

Answer 361

The cost of the loss of potential benefit from alternatives when a choice made excludes it.

Answer 362

CPI is less than 1 = over budget VAC is negative = over budget

Answer 363

Earned Value is where you are at in the project Planned Value is where you expected to be at and its cost Actual Cost is what you spent.

Answer 364

TCPI = (BAC - EV/ remaining funds BAC - AC)

Answer 365

TCPI = (BAC -EV / remaining funds EAC - AC)

Answer 366

CPIC is another name for CPI

Answer 367

Proactive approach. it costs more to fix an error than it does to prevent them.

Answer 368

Plan Do Check Act

Answer 369

Plan quality is how you plan on tackling your project. Manage quality is how you actually do it. Control quality is how you inspect it.

Answer 370

The degree to which a set of inherent characteristics fulfills requirements. AKA a product can be low grade and high quality because that is what the requirement stated or implied.

Answer 371

Planning = Plan Quality Management [Output = Quality Management Plan; Quality Metrics] Executing = Manage quality [Output = Quality Reports, Test and Evaluation Documents] Monitoring and Controlling = Control Quality [Output = Quality Control Measurements; Verified Deliverables]

Answer 372

Everyone in the company is responsible for quality and is able to make a difference. TQM shifts focus from product that is produced and looks at quality of how it is produced. how something is produced is better than what is produced. Japanese processes

Answer 373

Kaizen means continuous improvement

Answer 374

A philosophy that stresses constant process improvement in the form of small changes.

Answer 375

manufacturing method that brings inventory down to zero or (near zero) levels. It forces a focus on quality,m since there is no excess inventory on hand to waste. think of fresh deserts

Answer 376

Ensure companies document what they do and do what they document. Contributes to Manage quality - whats the point of a quality process if nobody does the process.

Answer 377

2 processes that are not linked or dependent upon each other. rolling a dice/roulette

Answer 378

one choice excludes the other. flipping a coin results in heads or tails. if it is heads it excludes tails.

Answer 379

calculated by averaging all data points to get a mean then calculate the differences between each data poiint and the mean square each of hte differences divide the sum of the squared differences by the number of data points minus 1

Answer 380

1) the higher the standard deviation the more diverse your data points are. 2) Standard deviation can be used to set quailty levels 3) standard deviation can be used to set control limits

Answer 381

popular philosophy of quality management that focuses on achieving very high levels of quality by controlling the process and reducing the defects. strives to make the overwhelming majroity of the bell curve fall consistently within customer quality limi9ts.

Answer 382

1 standard deviation from the mean. 1 standard deviation should control 68.25% of all outputs will meet quality standards

Answer 383

99.99966% of all outputs will meet the quality standards. 3.4 out of every 1,000,000 outputs do not meet quality standards.

Answer 384

99.99966% of all outputs will meet the quality standards. 3.4 out of every 1,000,000 outputs do not meet quality standards.

Answer 385

refine the process so that human error and outside influence no longer influence results and any remaining variations are completely random.

Answer 386

1 sigma = 317,500 defects per million (lowest quality) 3 Sigma = 2,700 defects per milliion (higher quality) 6 sigma = 3.4 defects per million (highest quality)

Answer 387

basically anything with death. pharmaceutical, airline or power utilities.

Answer 388

prevention is keeping defects from occuring. inspection is about identifying and catching the errors before they impact others outside of hte project.

Answer 389

prevention

Answer 390

Attribute sampling is binary; either a result is quality or is not. variable sampling measures how something conforms to quality. variable is on a continuous scale.

Answer 391

special causes are preventable where as common causes are generally accepted. assembly errors are special causes. quality of materials is common causes

Answer 392

Tolerance is the limit your project has for acceptance. weight between 13 and 15 grams would be your tolerance. Control limit is usually 3 standard deviations above and below a mean. as long as your results fall within the control limits you are in control of your process. tolerance focuses on whether the product is acceptable. control limit focuses on the process itself is acceptable.

Answer 393

does it do the right thing (Whats intended)? Does it do the thing right?

Answer 394

project managers job to make sure the focus stays on quality management. however, everyone is responsible for quality.

Answer 395

goal is to get the product in the customer's hands as quickly as possible and to adapt constantly. to make this work, agile takes on small tasks (per each iteration) GETS FEEDBACK FROM USERS AND IMPROVES THE PRODUCT. in an agile setting, problems should be detected early and thus cost less and require fewer resources to fix than if it were detected later.

Answer 396

Decisions made about quality directly impact: Scope Time Cost Risk

Answer 397

Project charter Project Management Plan Requirements Management Plan Risk Management Plan Stakeholder Engagement Plan Scope Baseline Project Documents Enterprise environmental factors Organizational process assets

Answer 398

Data representation Test and inspection planning Meetings Expert judgement Data gathering Data Analysis Decision making

Answer 399

Quality management plan for: Supplier Inputs Processes Outputs Customers

Answer 400

Quality cannot be inspected in....meaning quality is connected to processes. Inspection is an important part of quality and should be scheduled and planned from start.

Answer 401

Quality management plan Quality Metrics Project management plan updates Project document updates

Answer 402

Objective. Quality Metrics become an input from monitoring and controlling Examples: # of defects, weights, and measures. Hours spent on rework, downtime, customer survey results, response time.

Answer 403

Manage quality is referred to as quality assurance. It relates to product design and to process improvement. Control quality is the inspection of the product.

Answer 404

1) to put the quality management plan into practice and to see that the product, service or result achieves quality. 2) to improve and streamline the overall process of producing the product, service or result.

Answer 405

If processes are improved then greater efficiency, more quality product and less waste.

Answer 406

Traditional/waterfall = project manager Agile= team is responsible

Answer 407

Project management plan Project Documents Organizational process assets

Answer 408

Data gathering Data Analysis Decision making Data representation Audits Design for x Problem solving Quality improvement methods

Answer 409

Example: to solve construction problems..... Get Sticky note cards and use affinity system to categorize the data into four columns and move each note card under one of the cats.

Answer 410

Cause and effect/ why why Identify root causes. Quality problems typically are traced back to their root causes to prevent rather then fix through inspection.

Answer 411

Bar chart capable of showing multiple views of data. Example: Shows number of defects per month and shows % of defects per each supplier.

Answer 412

Quality audits are usually carried out by an objective person or team and it is best if they are not part of hte project team.

Answer 413

Design for Excellence (DfX) Methodology where design is applied to the top priorities.

Answer 414

DfC = Design for Cost DfA = Design for assembly DfM = Design for Manufacturing DfL = Design for Logisitics DfS = Design for Servicability (prioritize ease of repair and service)

Answer 415

Define the problem Root Cause Analysis (Define the problem) Identify Possible Solutions Choose a solution Implement the solution Verify the Solution AKA Plan - Do - Check - Act

Answer 416

Quality Reports (quantitative or qualitative) Test and Evaluation Documents Change Requests Project Management Plan Updates Project Document Updates

Answer 417

Inspected, measured and tested uses statistical sampling rather than inspecting every single item.

Answer 418

Project Management Plan Project Documents Approved Change Requests Deliverables Work Performance Data Enterprise Environmental Factors Organizational Process Assets

Answer 419

Data Gathering Data Analysis Inspection** Testing and Product Evaluations** Data Representation (such as cause and effect diagram, control chart, histogram, scatter diagram) Control Chart

Answer 420

Upper Control Limit 3 standard deviations Mean 3 standard deviations Lower Control Limit

Answer 421

Process is out of control. cause should be investigated and determined.

Answer 422

if 7 consecutive data points fall on one sign of the mean they should be investigated.

Answer 423

quality control measurements verified deliverables that have been inspected and measured to ensure quality Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates

Answer 424

Predictive = inspection agile = DoD (definition of done) agile incorporates testing scenarios that incorporate acceptance criteria

Answer 425

predictive is done in the monitoring and controlling hase > control quality > inspection agile is done in the Iteration H phase (hardening) or by getting the product in the customer's hands quickly.

Answer 426

Define and manage the physical resources Define the role and the responsibilities of the team.

Answer 427

PMs are responsible for project - they should delegate power and responsibilities. In return the team provides positive results and accountability

Answer 428

Communication and collaboration can be more difficult team building can be harder since you never see each other

Answer 429

Inputs: Project Charter Project Management Plan Proejct Documents Enterprise Environmental Factors Organizational Process Assets T&T: Expert Judgement Data Representation (Hierarchical Charts, Responsibility Matrix, RACI, Text Oriented) Organizational Theory Outputs: Resource Management Plan Team Charter Project Document Updates

Answer 430

Responsibility Assignment Matrix Responsibility Accountable Consult Inform

Answer 431

Basically job position descriptions

Answer 432

Groups behave differently than individuals

Answer 433

- Identification of Resources - Plan for acquiring resources - Staffing roles and responsibilities

Answer 434

Shows resource usage for a given time.

Answer 435

Inputs: Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools and Technique: Expert Judgment Bottom-Up Estimating Analogous Estimating Parametric Estimating Data Analysis Project Management Information System (PMIS) Meetings Outputs: Resource Requirements Basis of Estimates Resource Breakdown Structure

Answer 436

this process is done usually throughout the project. you may need different skill sets and materials throughout the project.

Answer 437

Input: Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools and Techniques: Decision Making Interpersonal Team Skills Pre-Assignment Virtual Teams Outputs: Physical Resource Assignments Project Team Assignments Resource Calendars Change Requests Project Management Plan Updates Project Document Updates Enterprise Environmental Factor Updates Organizational Process Assets Updates

Answer 438

Input: Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets Tools and Techniques: Colocation Virtual Teams Communication Technology (SharePoint or skype) Interpersonal and Team skills Recognition and Rewards Outputs: Team Performance Assessments Change Requests Project Management Plan Updates Project Document updates Enterprise Environmental Factors Updates Organizational Process Assets Updates

Answer 439

Stages of Team Development Forming Storming Norming Performing Adjourning

Answer 440

the team understands the project and their roles eveyrone first meets each other.

Answer 441

the team begins to do the work but there is conflict and chaos

Answer 442

behavior normalizes and the group functions as a team. PM shares more leadership with the team.

Answer 443

the team is working at an efficient level that exeeds what an individual could accomplish alone. the project manager's role changes to be one of overseeing and delegating.

Answer 444

stage where hte project is closed an d the team is released. everyone is sad project is done.

Answer 445

theory of human motivation needs at the bottom (basic survival) must be met before the upper needs can be met (fulfillment and potential met)

Answer 446

Self-Actualization (living and working at full potential) Esteem (feeling of importance, recognitions)

Answer 447

Acceptance Security Physiological (food clothing sleep)

Answer 448

Make choices based on the expected outcomes. basically -only work hard if the goal is achievable.

Answer 449

X - unmotivated workers that need micromanagement Y - highly motivated trustworthy people that can work on their own....telecommute

Answer 450

effectiveness is dependent on two factors: 1) are you a task oriented leader o a relationship - oriented leader 2) how stressful is the environment?

Answer 451

focuses on the absence of certain factors can lead to unhappy workers. hygiene factors - paycheck allows you to have potential for motivation; recognition is the actual factor.

Answer 452

employees are motivated out of theee primary needs achievement power affiliation(feeling of a team)

Answer 453

Reward Power Expert Power Legitimate Power (formal power) Referent Power (personality or respect) Punishment

Answer 454

Input: Project Management Plan Project Documents Work Performance Reports Team Performance Assessments Enterprise Environmental Factors Organizational Process Assets Tools and Tech: Interpersonal and Team Skills (problem-solving, collaboration, compromise, forcing, smoothing, withdrawal, Decision Making, Emotional Intelligence, Influencing, Leadership, Project Management Information System Outputs: Change Requests Project Management Plan Updates Project Documents Updates Enterprise Environmental Factors Updates

Answer 455

Forcing is bringing to bear whatever force or power is necessary to get the door open. Forcing is bad team work. confrontation is problem solving it is tackling the problem head on.

Answer 456

AKA Accomodating downplays the problem and talks about what is going well. smoothing basically tries to diminish the problem rather than resolve it.

Answer 457

avoidance of the issue

Answer 458

Inputs: Project Management Plan Project Documents Work Performance Data Agreements Organizational Process Assets Tools and Tech: Data Analysis Problem Solving (Identify, Define, Investigate, Analyze, Solve, Check) Interpersonal and Team Skills Project Management Information System (PMIS) Outputs: Work Performance Information Change Requests Project Management Plan Updates Project Document Updates

Answer 459

IDENTIFY - Isolate the problem DEFINE - Understand the problem INVESTIGATE - Get more information ANALYZE - Determine the root cause SOLVE - Find the best solution CHECK - Verify the results

Answer 460

- Agile projects have the team responsible for quality and deliverables - physical resources procured in smaller quantities to satisfy a single iteration - could increase cost but definitely reduces risk - agile don't really rely on plan resource management they refer to the team charter - agile doesn't estimate activity resources they gauge the level of difficulty for user stories - as far as resources go agile teams are made up of generalists rather than specialists - developing a team is highly applicable to agile. Agile is to seek performacne throughout the life of a project - - agile teams are self organiz9zing and self managing. the role of a mentor is to coach not manage.

Answer 461

Work is handed from 1 group to the next when one team finishes early but the other team cannot start that is a dropped baton.

Answer 462

Planned procrastination. A student will only start to apply themselves to an assignment at the last possible moment.

Answer 463

Work expands so as to fill the time available for it's completion. A task will take as long as you are given. Zero refill report could take 1 hour or 8 hours .

Answer 464

People protecting themselves in task or conflict. Saying or doing things that cannot hurt you in the future. Very calculated.

Answer 465

Under promising; over delivery they set low expectations so they can over deliver. Eric Barber with radio sales.

Answer 466

Plan Communications Management Monitor Communications Manage Communications follows the same mindset of Plan, Execute, and Control

Answer 467

Communication. An effective project manager spends about 90% of his time communicating, and fully 50% of the time is spent communicating with the project team.

Answer 468

How often communications will be distributed and updated? In what format the communications will be distributed (e.g., e-mail, meetings, printed copy, web site, etc.) What information will be included in the communications. Which project stakeholders will receive these communications.

Answer 469

Sets stakeholders' expectations on the project. Let's the stakeholder know what they will receive, when they will receive it and how they will receive it.

Answer 470

Project charter Project management plan Project documents Enterprise Environmental Factors Organizational process assets

Answer 471

-Expert Judgement -Communication Requirements Analysis (identify which stakeholders, what comms they should receive, how they should receive these comms, how often they should receive them) -Communication technology -Communication Models - Communication Methods - Interpersonal and Team Skills - Data representation - Meetings

Answer 472

Communications Management plan Project Management Plan Updates Project Document Updates

Answer 473

amount of channels = n x (n-1)/2 n is hte amount of people

Answer 474

a formal way of understanding how messages are sent and received. Sender Message Receiver

Answer 475

- Encode the message clearly (create the message) - select a communication method (email) - send the message (hit send) - Confirm the message was received and understood

Answer 476

- Decode the message - Acknowledge (confirm that the message was received) - Respond and give feedback

Answer 477

requires the receiver to take steps to ensure that the message was understood. very similiar to effective listening.

Answer 478

monitor non-verbal and physicals communications and to provide feedback when understood.

Answer 479

verbal and nonverbal cues a speaker must monitor to see whether the listener fully comprehends the message. Nodding and smiling might be considered positive feedback and indicate the message was understood. asking questions or repeating the speaker's words are feedback.

Answer 480

vocal but not verbal....tone of voice, volume or pitch.

Answer 481

email messages

Answer 482

Contract Project Documents Legal notices

Answer 483

phone calls conversations

Answer 484

meetings, speaches, presentations

Answer 485

emails to team presentations to senior management

Answer 486

messages to customers messages to investors

Answer 487

a meeting where people can ask questions

Answer 488

A bulk email blast

Answer 489

A website where a video presentation or white paper can be downloaded

Answer 490

1) Always deal with the problem. 2) Always communicate directly 3) Always tell the truth 4) Always distribute accurate information

Answer 491

Project Management Plan Project dDocuments Work Performance Reports Etnerprise Environmetnal Facotrs Organizational Process Assets

Answer 492

Communication technology Communication Methods Communication Skills Project Management Information System Project Reporting Interpersonal and Team Skills Meetings

Answer 493

Communication technology Communication Methods Communication Skills Project Management Information System Project Reporting Interpersonal and Team Skills Meetings

Answer 494

Project Communications Project Management Plan Updates Project Document Updates Organizational Process Assets Updates

Answer 495

Project Managment Plan Project Documents Work Performance Data Enterprise Environmental Factors Organizaitonal Process Assets

Answer 496

Expert Judgment Project Management Information System ***Data Representation [ Stakeholder Engagement Process ] ***Interpersonal and Team Skills [ Manage By Walking Around....AKA Stay Engaged] Meetings [ lessons learned meeting]

Answer 497

- Agile = more open and dynamic communication - Osmotic communication due to being collocated and constantly learni9ng from each other. - Product owner is embedded on the team so effective and efficient communication. - Agile is rapid communication - no barriers all transparent communication. - Information about performance, value delivery and priorities are visible 24/7 on a big board. - communication plan is not important due to reliance on informal communications

Answer 498

daily stand up meetings retrospectives Visible information (burndown charts, burn up charts, kanban boards and product backlogs)

Answer 499

1) Risk is related to an uncertain event. 2) Risk can be negative OR positive. 3) There is a difference between individual project risk and overall project risk. individual project risk = threat to objective. overall project risk = threat to project.

Answer 500

Size of project Project Complexity Inherent Project Risk Project Methodology Importance

Answer 501

Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Plan Do Check Act

Answer 502

Project Charter Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets

Answer 503

Expert Judgment Data Analysis Meetings

Answer 504

you create the risk management plan. Risk management plan level of risk, managed risk, who is responsible of risk activities, the amount of time and resource per each risk, an how risk findings will be communicated.

Answer 505

RBS Risk Breakdown Structure

Answer 506

Inputs: - project management plan - Project Documents Agreements (contracts) - Procurement Documentation Enterprise Environmental FActors Organizational Process Assets

Answer 507

Expert Judgment Data Gathering Data Analysis Prompt Lists

Answer 508

Brainstorming Checklists are the right risks that are identified.

Answer 509

- Root Cause Analysis (aka fishbone or ishikawa diagram) ASK "WHY" Five Times > gets to root cause - Assumptions and Constraint Analysis (what are the "relaxed" CONSTRAINTS? IS THE ASSUMPTION INCORRECT?) - SWOT analysis (Strength, weaknesses, opportunities, threats) -Document Analysis

Answer 510

a prompt list is a framework of questions/ categories that are used to help identify risks. PESTLE framework would be political, economic, social, technological, legal and environmental

Answer 511

Risk Register risk register contains the identified risks, the potential risk owners, and a list of potential responses to those risks.

Answer 512

Qualitative for a project is about probability of impact and prioritization/ranking.

Answer 513

Inputs: Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets

Answer 514

Expert Judgment Data Gathering Data Analysis Interpersonal and Team Skills Risk Categorization

Answer 515

Risk Data Quality Assessment (garbage in; garbage out. make sure the data is high quality) Risk Probability and Impact Assessment/ Probability and Impact Matrix Assessment of Other Risk Parameters

Answer 516

each risk in the risk register is evaluated for likelihood of occurring and potential impact on the project. assign values like low, medium, high or 1-10....then multiple each other to determine a value and then rank.

Answer 517

Propinquity is the measure of how important the project's stakeholders perceive this risk to be. Lower propinquity is more desirable.

Answer 518

qualitative is about ranking or prioritizing quantitative is about how long or how much it would cost

Answer 519

project management plan project documents Enterprise Environmental Factors Organizational Process Assets

Answer 520

Expert Judgement Data Gathering Interpersonal and Team Skills Representations of Uncertainty Data Analysis (monte carlo analysis, sensitivity analysis, decision tree analysis and influence diagram)

Answer 521

likelihood of risk occurrence. Beta distribution is uneven where most of risk happens in beginning of project. Triangular distribution is like a triangle - most of risk happens in middle of project.

Answer 522

a computer simulation to help determine quantitative risk analysis - provides what if scenarios to determine potential costs and delays.

Answer 523

shows how risk effects other factors.

Answer 524

used to determine if you should buy or build type of analysis. factors in risk and associated revenue.

Answer 525

Escalate is when you hand it off to your boss last resort - it is when something is an issue without your authority.

Answer 526

You avoid something is really finding an alternative solution.

Answer 527

Transfer would be hiring a legal consultant. The policy is no longer in your company's problem its another compnay's problem.

Answer 528

attempt at making a risk "less" to mitigate the heat we will build in the morning. Does not elimintate the heat it could still be hot but greater chance it is less hot.

Answer 529

if the consequences aren't that bad....if its not too expensive or too long of a delay. you accept risk if you cannot escalate, avoid, transfer or mitigate the risk.

Answer 530

no proactive steps.

Answer 531

setting aside a contingency reserve in case the risk event occurs.

Answer 532

where the project team may decide to mitigate a risk upon certain conditions.

Answer 533

The point is to establish your posture toward risk, understand and analyze the risk and to plan appropriate action. Identify Analyze/Understand Plan Act Monitor

Answer 534

look to see if there is something else you can use or do instead of the risk.

Answer 535

check to see if the response does not cost more than the risk.

Answer 536

Work performance data is what was done. Work performance reports focus on what was done vs the baseline.

Answer 537

Technical Performance Analysis (compares the results with the plan) Reserve Analysis (ensure enough reserves are there for cost and schedule)

Answer 538

- less risk planning/ more of a rapid risk response - uncertainty can change backlog priority (focus on bigger risk - may eliminate smaller features) - Agile has built in risk plan through small incremental changes.

Answer 539

the purchasing party

Answer 540

The vendor

Answer 541

The seller has the risk. Fixed price means the seller has a cap in revenue. any cost overrun is on the seller.

Answer 542

The buyer has the risk. Seller gets the cost of the materials (mulch) PLUS a flat fee. that means the buyer is responsible for all unused inventory.

Answer 543

The buyer AND the seller faces the risk. Buyer faces the burden of cost. The seller faces risk of losing incentive if the costs are high or takes too long.

Answer 544

The buyer has the risk. the buyer is paying for all the materials and runs risk of paying more if the employees take too long. the employees don't have an incentive to work faster since faster work equals less pay.

Answer 545

If all things are equal (including cost) it is better to buy external.

Answer 546

Project Charter Business Documents Project Management Plan Project Documents Enterprise Environmental Factors Organizational Process Assets

Answer 547

Expert Judgment Data Gathering Data Analysis (make or buy analysis) Source Selection Analysis (how you choose a seller) Meetings

Answer 548

Focus on: - Least Cost (if quality doesn't matter) - Qualifications Only (I need it to be small an black) - Quality-Based (technical score). Usually a compromise is had between cost and quality. - Quality and Cost-Based Ranking (rank the highest of the two) - Sole Source (a buyer negotiates with only one vendor) - Fixed Budget (tell a cake designer I've got $2,000 to spend...what can you give me)

Answer 549

Procurement Management Plan Procurement Strategy Bid Documents Procurement Statement of work Source Selection Criteria Make or Buy Decisions Independent Cost Estimates Change Requests Project Document Updates Organizational Process Assets Updates

Answer 550

Explains a section of the scope to potential sellers in enough detail to decide if they want (or if they can.....qualifications) to do the work in question.

Answer 551

issue the bid package to potential sellers - hold bidder confrences - evaluate proposals you receive -select your seller (in the form of a contract)

Answer 552

Project Management Plan Project Documents Procurement Documentation Seller Proposals**** Enterprise Environmental Factors Organizational Process Assets

Answer 553

**Advertising the bid ** bidder conferences Data Analysis Interpersonal and Team Skills

Answer 554

Selected Sellers**** request for proposal was generated, sellers have submitted and negotiations taken place. Agreements****Contracts

Answer 555

Are the goods or services being delivered? Are the goods or services being delivered on time? Are the right amounts being invoiced or paid? Are additional conditions of the contract being met? Is the buyer/seller relationship being properly managed and maintained?

Answer 556

Project Management Plan Project Documents Agreements(contracts) Procurement Documeentation Approved Change Requests Work Performance Data Enterprise Environmental Factors Organizational Process Assets

Answer 557

Expert Judgment Claims Administration (disagreements) Data Analysis (Earned Value Analysis) Inspection (product itself) Audits of process

Answer 558

disagreements with a vendor about the scope, impact of a change or interprateation of hte contract. DISPUTES MUST BE MANAGED AND RESOLVED. A Claim Process should be defined in advance.

Answer 559

Closed Procurements Work Performance Information Procurement Documentation Updates Change Reequests Project Managmeent Plan Updates Project Document Updates Organizational Process Assets Updates

Answer 560

Agile projects like vendors....collaboration. Collaboration over negotiations Agile doesn't plan procurement management-favor creative and adaptive solutions. Predictive Agile would involve the team evaluating bids, select a seller and award a contract. Agile projects may involve the team selecting a seller and possibly even add them to the team. Agile projects under a contract with a vendor or customer will review performances during the control stage.

Answer 561

Focuses on identifying the relevant stakeholders, creating a plan, executing that plan, and monitoring and controlling. *Manage the expectations that drive stakeholder satisfaction*

Answer 562

Inputs: Project Charter Business Documents Project Management Plan Project Documents Agreements Enterprise Environmental FActors Organizational Process Assets T&T: Expert Judgment Data Gathering (brainstorming, surveys, questionaires) Data Analysis Data Representation Meetings Outputs: Stakeholder Register Change Requests Project Management plan Updates Project Document Updates

Answer 563

1) Stakeholder identification (names, titles and roles) 2) Stakeholder assessment (their needs are and when those needs are expected to arise in the life of the project. ) 3) Stakeholder classification (grouping of stakeholder)

Answer 564

Inputs: Project Charter Project Management Plan Project Documents Agreements (contracts) Enterprise Enbironmental FActors Organizational ZProcess Assets Tools and Techniques: Expert Judgment Data Gathering Data Analysis Decision Making Data Representation Meetings Outputs: Stakeholder Engagement Plan

Answer 565

The purpose of this is to chart the current and desired states of project stakeholders which will inform the stakeholder engagement plan.

Answer 566

Inputs: Project Management Plan Project Documents Enterprise Environmental FActors Organizational Process Assets T&T: Expert Judgment Communication Skills (FEEDBACK) Interpersonal and Team Skills (soft skills) Ground Rules (apply to stakeholders and team) Meetings Outputs: Change Requests Project Management Plan Updates Project Documents Updates

Answer 567

Input: Proj. Management Plan Project Documents Work Performance Data Enterprise Environmental Factors Organizational Process Assets T&T: Data Analysis Decision Making Data Representation Communication Skills Interpersonal and Team Skills (active listening) Meetings Outputs: Work Performance Information Change Requests Project Management Plan Updates Project Document Updates

Answer 568

Agile approach to stakeholder management is different than the waterfall approach. Stakeholders are actively engaged and even part of the team. Public places have progress and team performance to keep stakeholders up to date and well informed. Agile and predictive identify stakeholders....stakeho9lder register is important!!!!! agile stakehoolders receive transparent communication. Issues or issue log is visible to the team and all stakeholders.

PMBOK BOOK Flashcards

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