Pmp Part 2 Flashcards
1
Q
Scope management plan
A
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled and validated
2
Q
Sensitivity analysis
A
An analysis method to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes by correlating variations in project outcomes with variations in elements of a quantitative risk analysis model
3
Q
A
4
Q
Tools for missed deadlines, work, overload, unclear task, dependencies, frequent scope, adjustments, inaccurate time estimates
A
5
Q
Risk categories
A
6
Q
Critical path method (CPM)
A
A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule module.
Also a tool for solving the problem of overlapping activities
7
Q
Risk categories
A
Technical, commercial, management, external
8
Q
Simulation
A
An analytical method that models the combined affect of uncertainty to evaluate their potential impact on objectives
9
Q
Single point estimating
A
An estimating method that involves using data to collect a single value, which reflects a best guess estimate
10
Q
Sponsor
A
A person or group who provides resources and support for the project, and is accountable for enabling success
11
Q
A
12
Q
Stakeholder engagement plan
A
A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision-making and execution
13
Q
Steering committee
A
An advisory body of senior stakeholders who provide direction and support for the project team and make decisions outside the project teams authority
14
Q
Story map
A
A visual model of all the features and functionality desired for a given product, created to give the team a holistic view of what they are building and why
15
Q
A
16
Q
Statement of work
A
A narrative description of products, services, or results to be delivered by the project
17
Q
Tailoring
A
The deliberate adaptation of approach, governance, and processes to make them more suitable for the given environment and the work at Hand
18
Q
Team charter
A
A document that records, the team values, agreements, and operating guidelines as well as establishes clear expectations regarding acceptable behavior by project team members
19
Q
Team performance domain
A
The performance domain that addresses activities and functions associated with the people who are responsible for producing project deliverables that realize business outcomes
20
Q
Throughput
A
The number of items passing through a process
21
Q
Throughput chart
A
A diagram that shows the accepted deliverables overtime
22
Q
Time and materials contract (T & M)
A
A type of contract that is a hybrid, contractual arrangement containing aspects of both cost reimbursement and fixed price contracts
23
Q
Tolerance
A
The quantified description of acceptable variation for a quality requirement
24
Q
Trend analysis
A
An analytical method that uses mathematical models to forecast future outcomes based on historical results
25
Uncertainty performance domain
The performance domain that addresses activities and functions associated with risk and uncertainty
26
Value
The worth, importance, or usefulness of something
27
Value delivery office (VDO)
A project delivery support structure that focuses on coaching teams. Also building agile skills and capabilities throughout the organization and mentoring sponsors and product owners to be more effective in those roles.
28
Value stream map
A display of critical steps in a process, and the time taken in each step used to identify waste. Value stream mapping is a lien enterprise method used to document, analyze, and improve the flow of information or materials required to produce a product or service for a customer
29
Vanity metric
A measure that appears to show some result, but does not provide useful information for making decisions
30
Variance
A quantifiable deviation, departure, or divert away from a known baseline or expected value
31
Variance analysis
A method for determining the cause and degree of difference between the baseline and actual performance
32
Velocity chart
A chart that attracts the rate at which the deliverables are produced, validated, and accepted with a predefined interval
33
Velocity
A measure of a team’s productivity rate at which the deliverables are produced, validated, and accepted with an a predefined interval
34
Examples of information flow
35
36
What is the output of most monitoring and controlling processes?
Work performance information
37
Components (areas) of emotional intelligence
Self awareness, self management (self regulation), social awareness, (empathy and understanding others feelings, reading, nonverbal cues, and body language), social skill (managing groups of people, such as project teams, building social networks, finding common ground)
Some models consider a fifth component of emotional intelligence – motivation (knowing what drives others)
38
Checking outcomes in the team performance domain
Shared ownership, high-performing team, leadership, and interpersonal skills demonstrated by all team members
39
40
Self protection
Team members inflate time estimates to safeguard against unforeseen delays.
41
Triple bottom line
In addition to considering financial impacts when performing initial planning, it is becoming more common to consider social and environmental impacts. These and combination are known as the triple bottom line.
42
Experiments
A well designed series of experiments can help identify cause-and-effect relationship, relationships, or at least can reduce the amount of ambiguity
43
In the planning process group, what are the processes specific to scope?
Plan scope management, collect requirements, define scope, create work breakdown structure
44
In the planning process group, what are the processes specific to schedule/time?
Plan schedule management, define activities, sequence activities, estimate, activity duration, develop schedule
45
In the planning process group, what are the processes specific to cost?
Plan cost management, estimate cost, determined budget
46
In the planning process group, what is the process specific to quality?
Plan quality management
47
In the planning process group, what are the processes specific to resources?
Plan resource management, estimate activity resources
48
In the planning process group, what is the process specific to communication communications?
Plan communication, communications management
49
In the planning process group, what are the processes related to risk?
Plan, risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk response
50
In the planning process group, what are the processes specific to procurement and stakeholders?
Plan procurement management and plan stakeholder management
51
What are the processes in the execution process group?
Direct and manage project work (integration)
Manage project knowledge (integration)
Implement risk response.
Manage quality.
Acquire resources, develop team, manage team (human resource)
Manage communication communications.
Manage procurement.
Manage stakeholder engagement (stakeholder)
52
What are the processes in the monitor and control process group?
Monitor and control project work (integration)
Control scope
Control schedule.
Control cost
Control quality
Control resources
Monitor communications.
Monitor risks.
Control procurement.
Monitor stakeholder engagement
53
What are the outputs of each integration process?
Project charter (develop project charter)
Project management plan (develop project management plan)
Deliverables (direct and manage work).

54
Major outputs for the planning process group?
Management plans (scoop, schedule, budget, quality, resources, communications, risk, procurement, stakeholder, change, configuration, requirements.)
Baselines (scope, schedule, cost, performance measurement)
Project lifecycle description.
Development approach
Scope statement
55
Major outputs of initiating process group
Project charter, assumption, log, stakeholder register
56
Major outputs of executing process group
Work performance data, change request, team, performance assessments, selected, seller, agreements, issue, log, lessons learned to register
57
Major outputs of the monitoring and controlling process group
Accepted, deliverable, work performance information, work performance reports, approved change request
58
Major outputs of the closing process group
Final product, service, or result transition.
Final report 
59
Cycle time chart
 diagram shows the average cycle time of the work items completed overtime. A cycle time chart may be shown as a scatter diagram of our.
60
Request for information
Bid documents can include request for information, request for proposal, and request for quote
A request for information is used to gather more information from the market prior to sending out bid documents to a set of selected vendors
61
Request for quote
Bid documents can include request for information, request for proposal, and request for quote.
Request for quote is a bid document used when price is the main deciding factor and the proposed solution is readily available 
62
Vendor conferences
Once been documents are distributed, the buyer generally has a bitter conference to respond to bit questions and provide clarifying information. Then the bitters develop their responses and deliver them to the buyer by the date specified on the bid document documents.
63
Principles of project management guide behavior that impact what?
Project performance domains
64
Stakeholder engagement
Identify, understand, analyze, prioritize, engage, monitor. Continue this process in a loop.
65
What are the desired outcomes for the stakeholder performance domain?
1. A productive working relationship with stakeholders throughout the project.
2. Stakeholder agreement with project objectives.
3. Stakeholders who are project beneficiaries are supportive and satisfied. Stakeholders who may oppose the project do not negatively impact project results.
66
Common aspects of team development
Vision and objectives – everyone is aware, these are constantly communicated throughout the project.
Roles and responsibilities – make clear, can include identifying, acknowledge gaps and filling
Project team operations – facilitating communication, problem-solving, project, team, charter, and setting team guidelines and norms
Guidance
Growth – what’s working well and areas for improvement.
67
Motivation
Two aspects: understanding what motivates team members to perform, and secondly, working with team members to keep them committed to the project and outcomes.
Motivation can be intrinsic or extrinsic. Intrinsic comes from inside the individual, such as finding pleasure in the work itself rather than rewards. Examples include: achievement, challenge, belief in work, making a difference, responsibility, personal growth.
Extrinsic motivation is performing work because of an external reward like a bonus.
People are not motivated by one thing, but they do have a dominant motivator. Identifying this can help with motivation.
68
Conflict management
Conflict arises on every project. Not all conflict is negative. Addressing conflict before it escalates beyond useful debate leads to better outcomes. Keep communication, communications open and respectful, focus on issues, not the people, focus on the present and future, not the past, search for alternatives together
69
Leadership tailoring
Leadership styles should be tailored to meet the needs of the project, the environment, and the stakeholders. Variables influencing leadership style include:
Experience with the type of project – a team with more experience with a particular project needs less oversight and less directive leadership style
Maturity of project team members – more experienced team members need less oversight and direction
Organizational governance structures
Distributed project teams – use technology to collaborate and engage, build in time to no remote team members, meet face-to-face at least once
70
Desired outcomes for team performance domain
Shared ownership, a high performing team, applicable leadership and other interpersonal skills are demonstrated by all project team members
71
Development approach in life cycle performance domain
Addresses activities and functions associated with the development approach, cadence, and lifecycle phases of the project
72
What are the desired outcomes for the development approach and lifecycle performance domain?
Development approaches that are consistent with project deliverables
A project lifecycle, consisting of phases that connect the delivery of business and stakeholder value from the beginning to the end of the project
A project lifecycle, consisting of phases that facilitate the delivery cadence and development approach required to produce the project deliverables
73
Project phase
A collection of logically related project activities that culminates in the completion of one or more deliverables
74
Project life cycle
The series of phases that a project passes through from its start to its completion
75
Delivery cadence
Refers to the timing and frequency of project deliverables. Projects can have a single delivery, multiple deliveries, or periodic deliveries.
Multiple deliveries – a project may have different components or phases, such as creating a new drug where you have pre-clinical submissions, phase one, phase 2, phase 3, trial results, registration, then launch.
Periodic deliveries – like multiple deliveries, but they are on a fixed delivery schedule such as monthly or buy monthly. Software is a good example.
76
What product/service considerations influence selection of development approach
Three buckets: product/service/result, project, and organization. Below variables are associated with product/service/result.
Degree of innovation – high degree of innovation, more suited for adaptive.
Requirements certainty
Scope stability
Ease of change
Delivery options – can it be delivered in components or increments? Then use adaptive.
Risk – high risk may require significant upfront planning, but also some products can have risk reduced through in criminal releases.
Safety requirements – rigorous safety requirements often use predictive
Regulations – high regulatory oversight means predictive approach
77
What project considerations influence the selection of a development approach?
Stakeholders – projects using adaptive methods requires significant stakeholder involvement throughout the process
Schedule constraints – if there is a need to deliver something early, even if not finished, an initiative or adaptive approach is beneficial
Funding availability – projects that work in an environment of funding uncertainty can benefit from adaptive approach. MVP can be released with less investment. Further investments can be made based on market response.
78
What organization considerations influence the selection of a development approach?
Organizational structure – one that has many levels, Richard reporting structure, substantial bureaucracy, should use predictive approach. Adaptive methods tend to have flat structure.
Culture – predictive fits better in an organization with culture of managing and directing.
Organizational capability – switching from predictive to agile is a huge commitment and must be driven by executive leadership, change may be too difficult for some organizations
Project team size and location – adaptive work better with teams size 7+ or -2. Also favor convocation in the same space. Large team spread apart, usually fit within predictive.
79
Planning performance domain
Addresses activities and functions associated with the initial, ongoing, and evolving organization and coordination, necessary for delivering project, deliverables, and outcomes
80
Effective execution of planning performance domain results in what outcomes?
Project progresses in an organized, coordinated, and deliberate manner
There is a holistic approach to delivering the project outcomes
Evolving information is elaborated to produce the deliverables and outcomes for which the project was undertaken
Time spent planning is appropriate for the situation
Planning information is sufficient to manage stakeholder expectations
There is a process for adaptation of plans throughout the project based on emerging and changing needs or conditions
81
Can high-level planning begin prior to project authorization?
Yes, the project team can elaborate on initial project documents, such as a vision statement, project charter, business case or similar documents to identify or define a coordinated path to achieve the desired outcomes
82
Planning variables
Variables that influence how project planning is conducted include:
Development approach
Project deliverables – construction project versus soft ware application
Organizational requirements, governance, policies, procedures, processes, and culture may require PMs to produce specific planning artifacts
Market conditions – highly competitive industries require more speed and less upfront planning
Legal or regulatory restrictions – may require specific planning documents before granting authorization to proceed
83
When planning, the projects phase and the life cycle impact for aspects associated with estimating
Range – estimates tend to have a broad range at the start of the project when information is limited about scope, stake corners, requirements, risks, and other information.
Accuracy – refers to correctness of an estimate. Accuracy is less accurate at start.
Precision – degree of exactness associated with an estimate. For example, an estimate of two days is more precise than sometime next week.
Confidence – increases with experience, evolving technology means confidence in estimates is low 
84
Types of estimating
Deterministic and probabilistic
Absolute and relative
Flow based estimating
Adjusting tests for uncertainty –
85
Flow based estimating
Estimates are developed by determining the cycle time and throughput. Cycle time is the total elapsed time. It takes one unit to get through a process. Throughput is the number of items that can complete a process in a given amount of time. These two numbers can provide an estimate to complete a specified quantity of work.
86
Absolute and relative estimating
Absolute estimation is used when the need for detailed, accurate estimates is crucial. Absolute estimates are specific information and use actual numbers. An absolute estimate for effort might be shown as 120 hours of work. One person working full-time could accomplish the work in 15 work days assuming eight hours of productivity per workday.
Relative estimation is often preferred in Agile environments where tasks are complex or uncertain, as it focuses on the relative complexity of work rather than precise time estimations.
87
Adjusting estimate estimates for uncertainty
Estimates are inherently, uncertain. Uncertainty by definition is associated with risk key deliverable dates or budget estimates may be adjusted or contingency time or funds may be added, based on outcomes of a simulation conducted to establish the range of uncertainty for these parameters. 
88
Deterministic and probabilistic estimating
Deterministic estimates, also known as point estimate, present a single number or amount, such as 36 months. Probabilistic estimates include a range of estimates, along with the associated probabilities within the range. They can be developed manually by developing a weighted average based on multiple likely outcomes, or running a simulation to develop a probability analysis of a particular outcome, usually in terms of cost or schedule.
89
Predictive approaches use the following steps when schedule planning
Decompose the project scope into specific activities
Sequence related activities
Estimate the effort, duration, people and physical resources required to complete the activities
Allocate people and resources to the activities based on availability
Adjust the sequence, estimates, and resources until an agreed-upon schedule is achieved
