PMP Flashcards
(320 cards)
1
Q
CV
A
Cost Variance
2
Q
FPIF
A
Fixed Price Incentive Fee
3
Q
LeSS
A
Large Scale Scrum
4
Q
T&M
A
Time and Materials Contract
5
Q
EEF
A
Enterprise Environmental Factors
6
Q
PDM
A
Precedence Diagramming Method
7
Q
BRD
A
Business Requirements Document
8
Q
CFD
A
Cumulative Flow Diagram
9
Q
SOW
A
Statement of Work
10
Q
ATDD
A
Acceptance Test Drive Develeopment
11
Q
CPFF
A
Cost plus fixed fee
12
Q
CPM. How is it used?
A
Critical Path Method. Longest path on the timeline.
13
Q
PV
A
Planned Value
14
Q
FFP
A
Firm fixed price
15
Q
DoD
A
Definition of Done
16
Q
EAC
A
Estimate of Completion
17
Q
FPEPA
A
Fixed price with economic price adjustment
18
Q
EVM
A
Earned Value Management
19
Q
FF
A
finish to finish
20
Q
PDCA
A
Plan do check act
21
Q
FS
A
Finish to start
22
Q
WBS
A
Work breakdown structure
23
Q
OPA
A
Organizational process assets
24
Q
NPS
A
net promotor score
25
CPIF
Cost plus incentive fee
26
DoR
Definition of Ready
27
A graph that displays cumulative costs over a specified period of time
S-Curve
28
Refers to a person with various depths of specialization in multiple skills required by the team
Pain drip, broken comb
29
4 Agile Values
1. Individuals and interactions over process and tools. 2. Working software over comprehensive docs. 3. Customer collaboration over contract negotiation. 4. Responding to change over following a plan
30
XP practice where two programmers work together
pair programming
31
Core principle of agile where a project sponsor is told about features to be implemented three iterations from now
Defer decisions. Don't decide until you have to.
32
Who determines work to be done in the iteration backlog
Team
32
What is critical to success on an agile project
Stakeholder satisfaction
33
10 Knowledge areas
Integration, scope, schedule, cost, quality, resource, communication, risk, procurement, stakeholder
34
5 process groups
Initiating, planning, executing, monitoring & controlling, closing
35
What process produces the Scope baseline
Create wbs
36
What process produces the performance measurements baseline
Develop project management plan
37
What process group is Perform Integrated Change Control found in
Monitoring and controlling
38
Order of actions for closing process
Formal acceptance, write lessons learned, release the team, close the contract
39
Highest priority action when dealing with a large number of change requests
Preventing unnecessary changes
40
What is a user story?
Descriptions of required functionality and are generally developed during the requirements workshop
41
Decomposition levels of an agile project
Epic > feature > story > task
42
Decomposition levels of traditional project
Project > control account > work package > work package dictionary
43
What is the delphi technique?
Requirements are anonymously collected from SMEs to avoid bias
44
When is a tornado diagram used
During Perform Quantitative Risk Analysis process to display the sensitivity analysis data to dermine which risks have the most potential impact
45
Product scope is measured against what
Scope statement
46
Three point Estimating Formula
(optimistic +4* realistic + pessimistic)/6
47
Parametric Estimating
Building estimate off of an assumption of a building back and rolling it up into the larger picture
48
Analogous estimating
Top-down. Not as accurate. Relies on historical information.
49
PERT Standard Deviation
Used to provide a range: (Pessimistic - Optimistic)/6
50
What is resource levling
Generally increases the critical path. Technique used when resources are limited or over-allocated. Adjusts schedule to match resource availability.
51
What is resource smoothing
Used to ensure the critical path doesn't change. Allows activities to float as required.
52
Agile planning tools
T-shirt sizing. Planning poker. Allows a group to vote using a point system.
53
Cumulative flow diagram
Agile tool to see how much work is getting done between phases.
54
Team velocity
Agile tool to track the team efficiency and speed per sprint.
55
Slack formula
LS-ES or LF-EF
56
Early finish formula
EF = ES + duration -1
57
Late start formula
LS = LF - duration +1
58
What is calculated during a forward pass of a critical path method diagram
ES and EF
59
Define total float
Amount of time an activity can be delayed without affecting the project comletion date
60
Define free float
Amount of time an activity can be delayed without affecting the early start of its successor
61
Define monte carlos simulation
Technique used to estimate what if possible outcomes. Randomly generates inputs and runs simulation to determine outcomes.
62
What technique should be used when insufficient resources are available
Resource leveling. Lengthens total time and cost potentially
63
Define analogous estimates
Uses a top down approach to give a general estimate. Often given by management at the beginning of the project. Less costly and time consuming option
64
Define progressive elaboration
Discovering greater levels of details as the project moves forward
65
ITTO
Input, Tools & Techniques, Outputs
66
5 Process Groups
Initiating, Planning, Executing, monitor & controlling, and closing. Each phase has all 5 process groups.
67
10 knowledge areas
Integration, scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholders.
68
When the exam mentions stakeholders, what does that mean?
It means everyone that is affected by the project
69
Who are deliverables accepted by?
Either the sponsor or customer
70
What is the role of a product owner?
Agile project role that prioritizes the product backlog (list of features)
71
PM in Functional Organization
PM has very little power. Resources are controlled by the functional managers
72
PM in virtual Organization
PM is low to moderate. Uses virtual PM tools
73
PM in Organic/Simple Organization
PM does not exist. Usually small businesses
74
PM in Project Oriented Organization
PM controls all resources. High power.
75
PM in Weak Matrix Organization
PM has a little more power than in a functional organization. Part time PM position
76
PM in Balanced Matrix Organization
PM power is close to equal with the functional manager. Full time position.
77
PM in Strong Matrix Organization
PM has the most power over resources. Functional manager has very little power.
78
What matrix is the PMP exam based on
PMP exam is based on the strong matrix unless otherwise noted
79
Process groups of initiating and integration management
Develop project charter
80
Planning + Integration management
Develop project plan, management plan
81
Executing+ Integration management
Direct & Manage work, manage project knowledge
82
Monitoring/Controlling+ Integration management
Monitor and control project work, perform integrated change control
83
Closing+ Integration management
Clos project or phase
84
Planning + scope management
Plan scope management, collect requirements, define scope, create WBS
85
Monitoring & controlling + scope management
Validate scope, control scope
86
Schedule management + Planning
Plan schedule management, define activities, sequence activities, estimate activity durations, develop schedule
87
Monitoring & Controlling + schedule management
Control schedule
88
Planning + Cost Management
Plan cost management, estimate costs, determine budget
89
Monitoring/controlling + Cost managme
Control costs
90
Planning + Quality Management
Plan quality management
91
Monitoring/Controlling + Quality Management
Control Quality
92
Executing + Quality Management
Manage Quality
93
Planning + Resource Management
Plan resource management, estimate activity resources
94
Executing + Resource Management
Acquire resources, develop team, manage team
95
Monitoring/Controlling + Resource management
Control Resources
96
Planning + Communication Management
Plan commmunications managment
97
Executing + Communication Management
Manage communications
98
Monitoring/Controlling + Communication Management
Monitor communication
99
Planning +risk management
Plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses
100
Executing +risk management
implement risk response
101
Monitoring/controlling +risk management
Monitor risk response
102
Initiating + Stakeholder management
Identify stakeholders
103
Planning + Stakeholder management
Plan stakeholder engagement
104
Executing + Stakeholder management
Managment stakeholder engagement
105
Monitor/controlling + Stakeholder management
Monitor stakeholder engagement
106
Planning + Procurement Management
Plan procurement management
107
Executing + Procurement Management
Conduct procurements
108
Monitoring/Controlling + Procurement Management
Control Procurements
109
What three baselines are part of the planning stage
Cost, scope, time
110
When is the project management plan and other subsidiary plans created?
Planning phase
111
What two processes are done in parallel
Executing and monitoring and controlling
112
What knowledge area is the assumption log created in
Integration management
113
What knowledge area is the requirements documentation created in
Scope management
114
What process creates the change management plan
Develop Project Management Plan
115
What process creates the configuration management plan
Develop Project Management Plan
116
What process creates the Scope Baseline
Create WBS
117
Define work performance data
Raw data about work being done
118
Define work performance information
Work that was performed compared to the plan
119
What methods does Agile include
Scrum, Extreme programming (XP), Kanban, lean development,
120
Four Agile values
1. Individuals and interactions over processes and tools. 2. Working software over comprehensive documentation. 3. Custom collaboration over contract negotiation. 4. Responding to change over following a plan.
121
What is a retrospective and when is it used?
Used in agile methodologies to reflect on what went wrong and what went right during that iteration
122
Define product backlog
Project requirements from the customer
123
Define sprint backlog
Work the team selects to get done in the next sprint
124
Define product owner
Designated person that represents the customer on the project
125
What is the difference between the sprint review meeting and the sprint retrospective meeting?
Sprint retrospective is the team only. Sprint review includes the customer and focuses on the iterations output
126
Define MVP in agile
Minimal viable product
127
Between time, cost , and scope what is fixed for a traditional project?
Scope
128
Between time, cost , and scope what is fixed for a variable project?
Time, cost
129
Define grooming in agile
Adding and/or removing items on the product backlog
130
What are key differences between SCRUM and XP
In XP, sprint is known as iteration. Iterations are generally shorter (2 weeks). Product owner is known as the customer
131
What special principles does XP support
Pair programming, collective code ownership, test driven development
132
Define test driven development
Tests that the codes need to pass are written first. Code is then written to pass the test
133
What are the main principles of lean
eliminate waste, empower the team, deliver fast, optimize the whole, build quality in, defer decisions, amplify learning
134
Define integration
The unification of all of the other knowledge areas
135
Define knowledge areas
Integration, scope, schedule, cost, quality, resource, communication, risk, procurement, stakeholder management. Left side of most important table
136
Define process groups
Initiating, planning, executing, monitoring/ controlling, closing. Top row of most important table
137
Define Business documents and the two main types
Information as to why a project should be initiated. Business case and benefits management plan
138
Define business case
Business document defining why a project should be done. Contains cost benefit analysis,
139
Define Economic Value Add (EVA)
Business case support that shows the impact to the net value over time from a project
140
Define project benefits management plan
Plan to describe the main benefits of a project.
141
Components of a project charter. What phase is this done in?
Initiating. Project justification/purpose, name/authority of PM, High level requirements (scope, budget, milestones, risks), stakeholder list, exit criteria (things that might cause the project to be cancelled)
142
What is an input to all executing, monitoring/controlling, and closing processes
Project management plan
143
What project plan creates the WBS? What is the output of the WBS?
Scope baseline
144
What 4 baselines are in the project management plan?
Scope, schedule, cost, performance measurement.
145
What is the performance measurement baseline used for? Where does it live?
Integrates scope, schedule, and costs into one baseline to track performance. Lives in the project management plan.
146
What knowledge area is responsible for rolling up all others?
Integration Management
147
What is the process Manage Project Knowledge used for. What knowledge area and process group is it in? What is the main output?
Used to manage knowledge gained before, during, and after project. Found in Integration management and execution phase. Main output is lessons learned register
148
What is the order of actions when a change is requested? Both traditional and Agile
Record change request, assess (impact to project), approve or deny. Add to Product backlog and re-prioritize by project owner.
149
What is the order of actions for closing project or phase?
Transfer deliverables, capture lessons learned, release project team
150
What are key outputs of the closure phase?
Final product, final report, project doc updates, OPA updates,
151
Where is the scope of a traditional project stored? Where in agile?
Project scope statement. Product backlog.
152
What are the components of the scope baseline (Output of Create WBS)?
Project scope statement, WBS, and WBS dictionary
153
Decomposition order of an agile project
Epic>Feature> Story > Task
154
What inputs are constant for all of monitor and controlling? Outputs?
Inputs: Project management plan & work performance data. Outputs: Work performance information & change requests
155
What is the flow for deliverables?
Deliverables > Validated deliverables (by control quality) > Accepted deliverables (by customer)
156
Walkthroughs, reviews, product reviews, and audits are examples of what method of examining work
Inspection
157
Define analogous Estimating
Top down. Relies on historical info. Quick and less accurate
158
Parametric Estimating
Uses math to calculate cost or duration based on historical data and variables
159
Three point estimating (PERT) - Beta distribution
(optimistic + 4*realistic + Pessimistic)/6
160
Three point estimating - Triangle distribution
(optimistic + realistic + Pessimistic)/3
161
Three point estimating - Standard deviation
(Pessimistic - Optimmistic)/6. Range
162
Define bottom up estimates
Most accurate to estimate cost or time.
163
Resource leveling
Balancing resources so each person is no more than 100% utilized. Generally causes increases to critical path.
164
Resource smoothing
Allows activities to change if there is a float so the critical path is not impacted
165
Definition and Impacts of crashing
Add more resources to activities to complete them faster. Adds cost
166
Definition and impact of fast tracking
Do activities in parallel instead of sequential. Increases risk.
167
Difference between lead and cycle time
Lead time is completion of entire process, cycle time is completion of a part of the process
168
What does the forward pass on a CPM diagram calculate?
Early start (ES) and Early Finish (EF)
169
What does the backward pass on a CPM diagram calculate?
Late start (LS) and Late finish (LF)
170
Define total float
The amount of time an activty can be delayed without affecting the project completion
171
Free float
Amount of time an activity can be delayed without impact early start of successor
172
Sunk Cost
Amount of money already spent on the project
173
Value Engineering
AKA value analysis. Finding less costly ways to complete work
174
Indirect cost
Costs not included in the project budget
175
What are outputs of the Control Costs process
Work performance information, change requests, cost forcasts
176
Outputs of Determine Budget process
Cost baseline, project funding requirements
177
Outputs of Estimate Costs process
Cost estimates, basis of the estimates
178
ROM Estimate and ranges
Rough order of magnitude (least accurate). -25% to +75%
179
Budget Estimate and range
Middle accuracy. -10% to +25%
180
Definitive Estimate and range
Most accurate -5% to +10%
181
Define contingency reserves
Included in the cost baseline and controlled by PM
182
Define management reserves
Not included in the cost baseline and controlled by the company
183
Funding Limit Reconciliation
When funding is limited due to year end or other factors which cause updates to the project
184
BAC
Budget at Completion. Original budget of the project
185
PV
PV = Planned % complete *BAC. Planned value. Amount of money worth of work that should of been done.
186
EV
EV = Actual % complete *BAC. Amount of money worth of work actually done.
187
AC
Actual Cost. AMount of money already spent
188
CV
Cost Variance. CV=EV-AC. Negative indicates over budget
189
CPI
Cost performance index. CPI = EV/AC. Value over 1 indicates under budget
190
SV
Schedule Variance. SV = EV-PV. Difference between the amount of work we should have done vs what was actually done. Negative is behind schedule.
191
SPI
Schedule Performance Index. SPI = EV/PV. Rate of how we are meeting the project schedule. Value over 1 indicates ahead of schedule
192
EAC
Estimate at Completion. EAC = BAC/CPI. Forecasting total cost of project based on current rate
193
ETC
Estimate to Completion. ETC = EAC-AC. Forecasting amount of money needed to finish the project
194
VAC
Variance at Completion. VAC=BAC-EAC. Difference between original and forecasted budget. Positive for projects at or under budget
195
TCPI
To complete performance index. TCPI = (BAC-EV)/(BAC-AC). Performance that needs to be met to finish the project within the budget. Should be 1 or less. .8 means only 80% level of work is needed to finish on budget
196
Total cost & cost baseline equation
Total cost = cost baseline + management reserves. Cost baseline = project cost + contingency reserves
197
What are the three processes in communication management
Communications management plan, Manage communications, monitor communications
198
Define TQM
Total quality management. All employees are responsible for product quality and have an impact on quality
199
Define Verified Deliverable. What process is this an Output? What process is it an input?
Deliverable verified by the team (Before the customer accepts). Control Quality. Validate Scope.
200
Difference between manage quality and control quality processes
Manage quality looks at the processes used to produce the deliverables. Control quality will inspect deliverables to see if they meet the quality requirements
201
What is pair negotation
Agile method to check in with the customer to see if the customer approves of how something is working
202
Main outputs of Plan Quality Management process
Quality Management Plan, Quality Metrics
203
Main Outputs of Manage Quality process
Quality Reports, Test and evaluation documents
204
Main outputs of Control Quality process
QC measurements, verified deliverables, work performance information
205
Main outputs of Plan Resource Management
Resource managmement plan, team charter
206
Main outputs of Estimate Activity Resources
Resource requirements, resource breakdown structure, basis of estimates
207
Main outputs of Acquire Resouces
Physical resource assignments, project team assignments, resource calendar
208
Main Outputs of Develop Team
Team performance assessments, change requests
209
Main outputs of Manage Team
Change requests
210
Main outputs of control Resources
Work performance information, change requests
211
Components of the Resource Management Plan
Roles & responsibilities, org chart, staffing management plan (staff acquisition & release, training needs, recognition/rewards, compliance, safety)
212
Stages of a team
Forming, storming, norming, performing, adjourning
213
Define McGregors Theory X
Believes people do not like to work. Is a micro manager
214
Define McGregors Theory Y
Believes people will do a good job. Always the best theory to follow.
215
Theory Z
Concern with increasing employee loyalty. Emphasises the well being of employees. Results in increased productivity and support for the org.
216
David McClellands theory of needs
People need achievement, power, and affiliation to be motivated
217
Herzberg Theory
Two factor: If hygiene factors (pay, job security, work conditions) aren't met, motivating factors (achievement, responsibility, etc) cannot be acheived
218
Expectancy Theory
People will perform according to the benefits they expect to receive
219
Define smooth accommodate conflict resolution
Downplaying/delaying issue. Lose lose situation
220
Withdrawal/avoid conflict resolution
One person walks away. yield lose solution
221
Problem solving conflict resolution
Makes both sides happy. Preferred method for PMP. win win
222
Compromising/reconcile conflict resolution
Both sides give up a little to come to a conclusion. lose lose
223
Force/direct conflict resolution
one side gets everything they want and other side gets nothing. Win lose solution.
224
225
What does the communication management plan store?
Who, when, how its delivered, where its stored
226
Communication channels formula
=N(N-1)/2
227
Input project documents for the Plan Communications Management process
Requirements doc, stakeholder register
228
Define individual project risk
Negative or positive impacts to project objectives (impact to time, scope, cost)
229
Define overall project risk
Whether the project is positive or negative for the stakeholders
230
Main outputs of the identify risk process
risk register, risk report
231
What process group does perform quantitative and qualitative risk analysis (2 processes) take place in
Planning
232
What are two common outputs for any "Monitor" process
Work performance information and change requests
233
Key components of a risk management plan
How will risk be identified? How will qual and quan analysis be done? How do you respond? Implement? Monitor/Control? What is your risk breakdown structure (RBS)
234
Difference between risk register and risk report
Risk register describes individual risks. Risk report is overall project risks
235
Primary objective of perform qualitative risk analysis process
Prioritize risks found in the risk register by risk probability and impact
236
Primary objective of perform quantitative risk analysis process
Assign a numerical value to the risk. How many days delay or cost impact etc
237
Expected monitory value equation (EMV)
EMV = Impact(probability) ... Impact = cost
238
Strategies for negative risk response
Escalate, avoid, transfer, mitigate, accept
239
Strategies for positive risk response
Escalate, exploit, share, enhance, accept
240
What is a risk based spike (Agile)
Short proof of concept to investigate whether a solution would solve a particular risk
241
Define risk trigger
Warning signs that a potential risk is about to occur
242
Elements of a contract
Scope, roles/responsibilities, how to perform work, terms and conditions, warranties and penalties, payment terms, termination clauses, change request process, incentives, insurance and performance bonds
243
Who takes the risk on fixed price contract? Cost reimbursable, time and material?
Seller, buyer, buyer
244
When do you use a fixed price contract? Cost reimbursable, time and material?
When scope is defined. When scope is not defined. When scope is high level.
245
Define cost reimbursable contract
The buyer pays for the work expenses and then pays the seller a fee for his profit.
246
What are the outputs of Plan Procurement Management process?
Procurement Management Plan, Bid Documents, Procurement Statement of Work, Procurement Strategy, Source Selection Criteria, Make/Buy Decisions, Independent Cost Estimates, Change Requests
247
Define the Procurement Management Plan
Part of the project management plan. Will house constraints and assumptions.
248
Define procurement strategy output
What type of agreement to use and how the project would like delivery to take place
249
Define procurement statement of work
What will be procured. Outline of specifications and quality requirements for a particular part of the project and if any warranties are needed
250
Define bid documents
Used to get a response from suppliers. Included in an RFQ/RFP
251
What are the outputs of the conduct procurements process?
Selected sellers, agreements
252
Define claims administration
Settling a dispute between a seller and buyer
253
Outputs of control procurement process
Closed procurements, work performance information
254
What is the order of operations at the end of a contract?
Get formal acceptance, write lessons learned, release the team, close the contract
255
What is the main output of the Identify Stakeholders process? What process group is it in?
Stakeholder register. Initiating.
256
What is the main output of the Plan Stakeholder Engagement?
Stakeholder Engagement Plan
257
What is the salience model?
Used on large complex projects to describe stakeholders power, urgency, and legitimacy
258
Stakeholder cube
3D stakeholder model: Interest, power, influence
259
Items in the stakeholder register
Contact info, role on project, communication requirements, expectations of project, How they are influenced, Power influence level
260
5 levels of stakeholder engagement
Unaware, resistant, neutral, supportive, leading (Current & desired levels)
261
Difference between stakeholder engagement and communications plan
Engagements says what needs to be done. Communication states when and how.
262
Who will be able to help the team the most to identify what roles the stakeholders will play and how/what they will contribute to the project
Stakeholders
263
What are the three domains of project management
People, process, business environment
264
Order of operations for conflict management
Understand source and stage, analyze the context, evaluate/recommend/reconcile
265
When does identification and analysis of stakeholders take place?
Throughout the project
266
Who is the only person that can prioritize the product backlog
Product owner (Representative of the customer)
267
What is the difference between an iterative and incremental life cycle
Incremental delivers portions of a final usable product. Iterative allows for feedback for unfinished work to improve and modify that work. Agile is both.
268
What 3 root causes of conflict make up 50% of all conflicts?
Schedule, project priority, resources
269
Difference between I and T shaped people in agile
I shaped have one speciality. T shaped have a specialty and general breadth of knowledge
270
What is a responsibility assignment matrix (RAM)?
Illustrates association between work packages and team members
271
Define pre-assignment
Pre-assignment involves selecting project team members in advance. It occurs when specific people were promised as part of the project proposal, the project is dependent on expertise of particular persons, or staff assignments are defined within the project charter.
272
What is your first action when receiving a change request?
Analyze change impact
273
274
What are some types of unplanned training? What process does it occur in?
Conversation, observation, project performance appraisal. Controlling process of managing the project team.
275
What is the purpose of the risk management plan? What does it not do?
Describes how risk management will be structured and performed on the project. It does not identify individual risks or the probability of their occurrence.
276
What process verifies deliverables? Accepts deliverables?
Control quality. Validate scope.
277
On a control chart, a source of variation that is intermittent, not inherent in the system, and is not predictable is known as
Special or assignable cause
278
What is funding limit reconciliation? When is it used?
This will reconcile the availability of funds with their expenditure and it will necessitate the scheduling of work to be adjusted to smooth or regulate the expenditures. Determine budget process.
279
What is interactional leadership?
Combines transactional, transformational, and charismatic qualities to suit the group dynamics.
280
What is transformational leadership?
Empowers, encourages, and inspires.
281
What is transactional leadership?
Performance-focused. Goal and objective-oriented.
282
What is charismatic leadership?
Energetic, inspiring, and passionate about convictions but may be motivated by personal goals.
283
Define workaround
a response to a threat (or problem) that has occurred for which a prior response had not been planned or was not effective.
284
What is the last thing that should be done in the close project process?
release project resources
285
What technique is used during implement risk responses to help execute risk response outside of the project team
Influencing
286
When faced with a dilemma in PMI where you catch someone doing something bad what do you do
Always be a snitch
287
Order of operations when a change is requested
Document/analyze for feasibility, determine cost/benefit, submit change request, perform integrated change control process, update PM plan and project docs, communicate with stakeholders
288
halo effect
The tendency to move people into project management because they are good in their technical fields.
289
What two processes are in the initiating phase
Develop project charter. Identify stakeholders
290
Define affinity diagram
allows large numbers of ideas to be sorted into groups for further review and analysis
291
Define matrix diagram
seeks to show the strength of relationships among factors, causes, and objectives that exist between the rows and columns that form the matrix.
292
Components of the requirements traceability matrix
description, owner, source, priority, and status of product requirements.
293
What should always be done before any action is taken
Assess the change/situation etc.
294
Inputs to the identify stakeholders process
business documents including business case (includes initial stakeholders) and benefits management plan
295
What documents are used at the end of a phase to decide if the project will progress?
Project charter, business case, benefits management plan
296
What is the ideal number of working agreements in a project charter
5-10
297
What are three main benefits of emotional intelligence
conflict resolution, anticipating the actions of others, and reducing staff turnover
298
What is a downside of a projectized organization?
No functional home for the project team. Released after each project.
299
Whos responsible for prioritizing change requests in a traditional project? agile?
Project manager. Product owner.
300
Difference between single source and sole source
Single source means there is only one place your company wants to do business with. Sole source means there is only one place you can buy it.
301
What is the title of the individual responsible for managing the contract?
Procurement Administrator
302
Typical components of an agile charter
What done looks like, how we are going to work together, why the project is being done, who benefits and how
303
What does the scope management plan accomplish?
scope will be defined, developed, monitored, controlled, and validated. How deliverables formal acceptance will be handled.
304
What is the resource breakdown structure (RBS)
Hierarchical representation of resources by category and type
305
What is an environmental scan?
process that systematically surveys and interprets relevant data to identify external opportunities and threats that could influence future decisions. Laws and regulations, market trends, and new technology have the PESTLE factors that an environmental scan will normally look out for. Political, economic, social, technological, legal, environmental
306
What document contains guidelines for staffing and recruiting processes
Organization process assets (OPA)
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Who is accountable for a project bringing value to a company?
Project sponser
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What type of organizational structure can lead to having two or more "bosses"?
Matrix
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How do you mitigate risk in an agile project when some user stories are identified as high risk?
Include risky stories in early iterations
310
What is expectancy theory
proposes that employees are motivated when they are given assignments they feel confident they can achieve, when they value the compensation you offer and when they believe you will compensate them as promised.
311
What are residual risks?
leftover risks that are expected to remain after the planned response of risk has been taken
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What is a Release Train Engineer?
a Program Level role who facilitates program level processes and execution, drives continuous development, manages risks and escalates impediments
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What are the most important factors in stakeholder analysis
Power, impact, influence, requirements, and expectations.
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What is the purpose of a risk owner
Responsible for implementing the appropriate risk response strategy
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What is the difference between a risk and an issue
An issue is a current condition or situation that may have an impact on the project objectives. Whereas a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives
317
What is the main purpose the stakeholder engagement plan
defines the process to ensure the stakeholders are engaged in the manner necessary to manage their expectations, including those related to product deliverables.
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What does the integrated change control process do?
evaluate impacts on schedule, costs, and other knowledge areas before the change approval and implementation. Whenever a change request could affect any one of the project baselines, an integrated change control process is necessary.
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