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PMP Blitz Review Flashcards

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1
Q

Actions in Execution

A

Corrective action - realigns project performance
Preventative action - ensures future performance
Defect repair - modifies non-conformance to project requirements

These require change requests!

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2
Q

Two types of knowledge

A

Explicit Knowledge - knowledge that can be quickly and easily expressed through conversations and documents.

Explicit: project scope

Tactit Knowledge: knowledge that’s more difficult to express because its knowledge gained from experience (process oriented)

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3
Q

What is Integrated Change Control Workflow? VERY IMPROTANT**

Chapter 4 in PMBOK Guide

A

Start with change request >

Configuration management system or change management system (project management information system…where you capture and document change) >

move to integrated change control (how does this impact all elements of project) OR change control board if it needs >

Change is then either approved or rejected. You will need to update the project management plan/ project document plan AND change log.

Chapter 4 in PMBOK Guide

Effects change to:

Scope
schedule
cost
quality
resources
communications
risk
procurement
stakeholders

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4
Q

Predictive project has normal constraints - agile project has what?

A

Agile is an inverted Triangle of Constraints

Triple Constraints for fixed Agile Triangle of Triple Constraints
Scope <fixed> Time - Cost
Time - Cost <varies> Scope</varies></fixed>

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5
Q

Project Charter vs Project Scope

A

Project charter is all about authorizing the work and the project manager (project purpose, schedule, risk)
Project scope is all about what we will create. (deliverables, acceptance criteria)

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6
Q

How do you validate scope?

A

Validating the scope is customer receiving…signing off….formal acceptance.

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7
Q

When can you validate scope?

A

Reviews, audits, walk throughs

can happen at end of phase, end of project or when you create a major deliverable

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8
Q

Theory of Constraints

A

this theory is about the most important of the limiting factor.

constraint is the “bottle neck” of your project.

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9
Q

Dependency Determination:

What is Mandatory dependecy?

A

Hard Logic (it needs to be done in A - B - C - D

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10
Q

Dependency Determination:

What is Discretionary dependencies?

A

Soft logic (you can do it in any order you want)

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11
Q

Dependency Determination:

What is External dependencies?

A

external constraint (waiting for vendor to deliver materials. constraint outside your control)

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12
Q

Dependency Determination:

What is internal dependencies

A

type of hard logic (my project is dpeendent on your project. until you complete your project my project is stalled out)

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13
Q

Network Diagram spend extra time reviewing Chapter 6 PMBOK; schedule management course

A

1) write down all of the paths to completion and their duration - shows critical path (longest path to completion)
2) look at forward pass and backward path - look for activities that have two tasks that feed into it.

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14
Q

Leads and Lags

A

Lead is accelerated time. Leads allow activities to overlap. (positive)

Lag is waiting time. Lag moves activities further away (negative)

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15
Q

What is free float?

A

An activity can be delayed without delaying the early start of any successor activities.

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16
Q

What is total float?

A

An activitiy can be delayed without delaying project completion

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17
Q

What is project float?

A

A project can be delayed without passing the customer - expected completion date.

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18
Q

What is resource leveling?

A

limits labor in time period. Often extends the project schedule.

Essentially - 40 hour max cap
limited to hours in a work week.

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19
Q

What is resource smoothing?

A

limits labor except for critical path. Tries to adhere to deadline….allows OT for activities that are important.

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20
Q

Three Point Estimate

A

Finds an average of optimistic, most likely
pessimistic

remember (O + ML + P) /3
(25+45+75)/3 = 48.33 hours

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21
Q

PERT

A

(O + (4ML) + P)/6

gives more weight to what is most likely

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22
Q

Cost Performance Baseline: phase gates

A

Phase gates or stage gates are when you get additional funding once you hit certain stages in your project.

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23
Q

Customer Satisfaction

A

conforming to requirements…delivering exactly what was requested.

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24
Q

Prevention

A

quality is planned into the project not inspected in.

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25
Management Responsibility with quality
Management has responsibility to give tools/mechanisms to have 0 defects.
26
Quality is about:
- fulfilling requirements - project scope - implied needs are met - project scope low quality is always a problem.
27
Grade is about:
category or ranking class of services types of materials low grade isn't necessary a problem
28
What are the types of quality costs?
Prevention We don't want mistakes to enter...quality assurance projects Appraisal inspection...quality control. That takes time. Failure Paying for it to be redone due to failure.
29
What does "Design for X" mean?
Design for X = DfX X is usually a variable that the project is trying to address. examples: cost, uptime, return on investment considers all components of the design and how the component affects the X variable Goals include lowered costs and improved service, reliability, safety and overall quality
30
Fishbone chart / Ishikawa
Cause and effect chart....5 whys
31
How do you examine a control chart:
anything below control limit is out of control and an assignable cause anything that's a trend is a "rule of 7" or non-random
32
Pareto Diagram
categories of defects that show largest to smallest
33
A run chart shows what?
shows measurements over time that can show trends on either positive or negative correlation
34
Benefits of Emotional Intelligence
less turn over greater team work
35
What is a "Role"
Generic project team name . I.E tech writer or application developer
36
What is "Authority"
Authority is the level of decision-making ability
37
What is "Responsiblity"
Responsibility are actions and expectations of to complete work
38
What is "Competency"
Competency is the role's depth of skills, knowledge and experience
39
What is a MATRIX Chart?
It is just a table chart could be anything.
40
What is a RACI Chart?
Responsible, Accountable, Consultant and Inform Only one person can be in each chart.
41
What is a RAM chart?
Responsiblity Assignment Matrix you create the legend - roles
42
What is a roles and responsiblities chart?
no individual names just roles and what they do or not do.
43
MASLOWS HIERARCHY OF NEEDS (down to up in importance)
Selft Actualization Esteem Needs Social Needs Safety Needs Physiological needs you cant satisfy above until bottom is satisfied.
44
Herzberg Theory of motivations
you can't motivate until the hygiene factors are satisfied. motivators promote performance. (varied work, recognition, sense of achievement) Demotivators reduce performance. (poor pay, company policy, pressure)
45
McGregor X and Y
X people bad micromanagmeent, lazy Y people good get shit done
46
McClelland's Theory of Needs
Individual's needs are acquired over time. Shaped by life experiences Achievement - seeks to excel Affiliation - harmonious,acceptance Power - personal and institutional Thematic Apperception Test (TAT) you take an actual test to determine needs.
47
What is a team charter?
what are our values as a team? how will we communicate how will we make decisions how will we resolve conflicts? meeting guidelines team agreements ground rules
48
Tuckman Team Development Model
Forming (team comes together) Storming (challenging of ideas, define leader) Norming (team accepts their roles and project begins to settle) Performing (achieving results) Adjourning (team is temporary; project is completed)
49
Communications Channel Formula
N ( N - 1 ) /2 10 (10-1)/2 90 / 2 = 45 do you include project manager in the number of stakeholders? depends on the question sometimes it can be a trick. So do the answer and then possibly add 1.
50
What is the communication model?
Sender - me encoder - email medium - network decoder - email system receiver - Dania Noise - static/ disruption Barrier - language Acknowledgement - receive message...doesn't mean you agree with it Feedback/Response - questions or someone does your task.
51
What are the two levels of risk?
Individual project Risk Overall project risk
52
What is a goal of risk identification?
Identify risk
53
Risk Assessment Prompt List: VUCA
Volatility, Uncertainty, Complexity, Ambiguity
54
Prompt List: TECOP
Technical, Environmental, Commercial, Operational, Political
55
Prompt List: PESTLE
Political, Economic, Social, Technological, Legal, Environmental
56
Probability - impact matrix
risk event - probability - impact - Ex$V - finding your contigency reserve given risk
57
How do you respond to negative risks?
- Escalate - Avoidance -Transference - Mitigation - Acceptance
58
How do you manage positive risks?
- escalate - exploiting - sharing - enhancing - accepting
59
Market Conditions: Sole Source
only one
60
Market Conditions: Single Source
Lots to choose from but you have your favorite
61
Oligopoly
one player does impacts the rest of the industry
62
Procurement Process
Buyer - Sellers Request Bid Negotiate Buyer approves
63
What is a contract?
A contract is a formal agreement between a buyer and a seller. The united state backs ALL contracts through the court system Contracts state all requirements for product acceptance Changes to the contract must be formally approved, controlled and documented Contracts can be used as a risk mitigation tool - ya can't leave!
64
Contract Legalities
fixed price or cost reimbursable contain an offer have been accepted provide for consideration (payment) be a legal purpose be executed by someone with capacity and authority
65
Firm Fixed - Price Contract (FFP)
most common contract Seller carries risk if it eventually costs more Buyer specifies what's to be purchased. cost per pound is $5 - we have a deal. there could be waste...well it doesn't matter price was already firm and fixed specifies exactly what you are getting for exact amount.
66
Fixed - Price Incentive Fee Contract (FPIF)
fixed price with an incentive to get done earlier. promotes efficiency, lack of waste. working toward an incentive fee. Seller still carries the risk of waste or any unexpected costs. the bonus could have a price ceiling.
67
Fixed Price with Economic Price Adjustment Contract (FP-EPA)
long term contract that is usually for something like fluctuating costs (fuel/ wood/ materials/etc) - pre-defined financial adjustments
68
Cost Reimbursable
Cost plus a fee (used car salesman) Scope of work can't be defined early High risk may exist Buyer carries risk of any extra costs. If lots of risk happens - buyer pays for wasted wood or unused materials.
69
Cost Plus Fixed Fee Contract (CPFF)
I'll build the deck for you for $5000 but you have to buy the wood. Danger is the price of wood could be more - materials and fluctuate.
70
Cost Plus Incentive Fee (CPIF)
All allowable costs Fee based on performance goals Incentive Sharing (80/20) Contract defines measurements I borrow money from bank to buy an old warehouse. I hire Kristin to do construction. I borrow 4 million - Kristin does the work. Until Kristin finishes the warehouse, I'm just stuck paying interest. Incentive sharing is if Kristin finishes it by this date - I'll give the bonus of 20% of interest cost by finishing early. (we shared reduced cost I saved 80% of interest, Kristin obtained 20% bonus)
71
Cost Plus Award Fee Contract (CPAF)
All allowable costs. Performance Criteria for fee to seller Subjective review by buyer Award is determined by the buyer Award is determined by the buyer (NASA) based on the performance (Jacobs)
72
Time and Materials Contract (T&M)
Seller is paid an hourly fee seller is paid for materials not to exceed clause time limit for contract basically a contract that is very detailed for time and for material.
73
Stakeholders Stakes
Interest: affected by the project Rights: legal or moral rights Ownership: ownership of an asset Knowledge: Knowledge that can help Contribution: funds, resources or support of the project
74
Stakeholder Analysis
Power/Interest Grid: Higher the power or Higher the interest, the more you will include that stakeholder
75
How to actively engage stakeholders?
Rely on information management systems Use expert judgment meet with stake holders be honest and direct...don't run from problem.
76
Data Analysis used in project stakeholders
Alternative analysis Root cause analysis Stakeholder anaylsis

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