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PMP Test > PMP Test > Flashcards

PMP Test Flashcards

1
Q

What is a System of Value Delivery?

A

Portfolios, Programs, Projects, Products, etc. that aim to build, sustain, and/or advance an organization.

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2
Q

What is the Information Flow? (5)

A

Senior Leadership (Strategy) to Portfolios (Outcomes) to Programs/Projects (Deliverables) to Operations and they all report back accordingly

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3
Q

Adaptive and hybrid projects may require

A

Ongoing feedback and business direction. Predictive projects can set feedback checkpoints

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4
Q

What are the Product Life Cycle phases (4)

A

Introduction, Growth, Maturity, Decline/Retirement

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5
Q

What are the three main types of product management.

A

Program within a product life cycle, Project within a product life cycle , Product within a Program

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6
Q

What are the 5 System of Value Delivery components?

A

External, Internal, Portfolio, Program, Project

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7
Q

What are the PM values?

A

Responsibility, Respect, Fairness, Honesty

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8
Q

What are the 12 PM Principles?

A

stewardship
teamwork
stakeholder engagement
value creation
systems thinking
leadership
tailored approaches
quality focus
managing project complexity
risk management
building adaptability and resiliency
change management

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9
Q

What are the 8 PM project performance domains?

A

Stakeholders
Team
Development, Approach and Life Cycle
Planning
Project Work
Delivery
Measurement
Uncertainty

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10
Q

What is a stakeholder?

A

Any individual, group, or organization that may affect or be affected or perceived to be affected by the project. Including 3rd party, internal, and external customers.

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11
Q

Example of stakeholders

A

Suppliers, Org governance bodies, PM Team, End users

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12
Q

What are the 6 steps to stakeholder engagement?

A

Identify, Understand (mind), Analyze (position), Prioritize, Engage, Monitor (changes)

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13
Q

What are the 4 elements of Emotional Intelligence?

A

Self-Awerness, Self-Management, Social Awareness, Social Skill

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14
Q

What is a predictive approach?

A

AKA Waterfall. Used for projects with high level of risk and investment that may require replanning between dev phases but the scope, schedule, cost, resources, and risk are well defined early and are stable.

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15
Q

What is adaptive approach?

A

Requirements are highly uncertain/volatile and likely to change during the project

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16
Q

Example of Life Cycle Phase? (6)

A

Feasibilty, Design, Build, Test, Deploy, Close

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17
Q

What is crashing?

A

Shortening by adding more resources

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18
Q

What is fast tracking?

A

Compressing the schedule

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19
Q

What is deterministic vs probabilistic estimating?

A

Probabilistic provides a range through creating an average or simulation. Deterministic on number is given aka point estimate.

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20
Q

What is a Flow Based Estimate?

A

Cycle time and throughput

1 wall takes 5 mins so 5 walls will take 25mins

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21
Q

What are the 4 types of activity dependency?

A

Mandatory - cannot be modified
Discretionary - can be modified for best practices
External - depends on non project activity and cannot be modified
Internal - involves one or more project activities and can be modified

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22
Q

Adaptive Schedule Example (7)

A

Product Vision
Product Roadmap
Release Plan
Iterations
(Epics)
Feature - per user Story
Tasks - delivers user story

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23
Q

What is the Cost Baseline

A

Developed from the cost estimate, it show when costs will be incurred.

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23
Q

What is included in the project budget?

A

The estimate and contingency reserve. The Management reserve is not included.

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24
Q

What are the 3 bid documents?

A

Request for Information
Request for proposal
Request for quote

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25
Q

What are the 2 types of Key Performance Indicators?

A

Leading predicts changes or trends in the project and Lagging provides information on the deliverables

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26
Q

What are the characteristics of a effective metric?

A

SMART
Specific
Meaningful
Achievable
Relevant
Timely

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27
Q

What is Little’s Law?

A

The more work you have in progress, the slower all the work gets.

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28
Q

What is estimate to complete?

A

Forecasting the amount that will be needed to complete the current project based on the current performance. (ETC)

ETC = EAC - AC

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29
Q

What is estimate at completion?

A

Forecasting the total cost of the project at the end based on the current spending rate of the project. (EAC)

EAC = BAC / CPI

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30
Q

What are the 3 elements in the Theory of Need?

A

Achievement, Power, Affiliation

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31
Q

What are the 3 Theories?

A

Theory X - people are only motivated by money (micromanager)
Theory Y - people want to do good work (Coaching)
Theory Z - people are motivated by a high calling (insight & meaning)

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32
Q

What is Ouchi’s theory?

A

Based off Z, focus on creating a job for life where the focus is on the employee’s well being and family

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33
Q

What is the ADKAR?

A

The five step of adapting change:

Awareness - why
Desire - support
Knowledge - learn the new process
Ability - start changing
Reinforcement - incentives

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34
Q

What are the 5 steps of implementing change in an organization.

A

Formulate change
Plan Change
Implement Change
Manage Change
Sustain Change

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35
Q

What are the 8 steps to leading change?

A

Create urgency
Form Powerful Coalition
Create a vision
Communicate vision
Remove obstacles
Create short term wins
Build on the change
Anchor change in corp culture

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36
Q

What is the Tuckman Ladder?

A

The stages of forming a high performance team aka a team performance model.

Forming
Storming
Norming
Performing
Adjourning

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37
Q

What is the Drexler/Sibbet team performance model?(7)

A
  1. Orientation - why
  2. Trust Building - who
  3. Goal Setting - what
  4. Commitment - how
  5. Implementation - details/work starts
  6. High Performance - smooth
  7. Renewal - changes
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38
Q

What are the elements of a Salience indentification?

A

Created by the stakeholders: power, influence, urgency

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39
Q

What are the three types of project reports?

A

Quality, Risk, Status

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40
Q

Define total float

A

The maximum number of days the activity can be delayed without delaying the project completion date.

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41
Q

What is schedule variance (SV)?

A

The difference between the amount of work we should have done vs. the amount actually done. This value should be positive for ahead of schedule. Negative values indicate behind schedule

Earned value - planned value

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42
Q

What is schedule performance index (SPI)?

A

The rate of how we are meeting the project schedule. This value should be 1 and over for a project to be ahead of the schedule.

EV/PV

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43
Q

What is Feature Completion rate?

A

The feature acceptance rate

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44
Q

What is Cost Variance (CV)?

A

The difference between the work done and money spent. This value should be positive for under budget. Negative values indicate over budget

CV = Earned value - actual cost

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45
Q

What is Cost Performance Index (CPI)?

A

The rate of how we are spending to actually earning on the project. This value should be 1 and over for projects under budget.

EV / AC

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46
Q

What is Variance at completion (VAC)?

A

The difference between the original budget and new forecasted budget. This value should be positive for projects that may end at or under budget

BAC - EAC

47
Q

What is To-Complete performance index (TCPI)

A

The performance that needs to be met to finish the project within the budget.

TCPI = (BAC – EV) / (BAC – AC)

48
Q

What is the Hawthorne Effect?

A

individuals modify an aspect of their behavior in response to their awareness of being observed

49
Q

What is vanity metric?

A

none useful information

50
Q

What is OSCAR?

A

A coaching model

Outcome - goals & desired results
Situation - figure things out
Choices/Consequences - choose a path
Actions - go
Review - regular meetings

51
Q

What are Herzberg’s 2 motivation factors?

A

Hygiene - related to work like location, salary, policies
Motivation - recognition & achievement

52
Q

What are intrinsic motivations?

A

autonomy, mastery, purpose

53
Q

What is Virginia Satir’s Change Model (6)?

A

Late Status Quo
Foreign Element
Chaos
Transforming Idea
Practice & Integration
New Status Quo

54
Q

What is a single-point estimate?

A

A point estimate is a single value estimate of a parameter. For instance, a sample mean is a point estimate of a population mean.

55
Q

What is a story point estimate?

A

Story points are units of measure for expressing an estimate of the overall effort required to fully implement a product backlog item or any other piece of work

56
Q

What is Wideband Delphi?

A

a process used to arrive at a group opinion or decision by surveying a panel of experts.

57
Q

What is Earned Value analysis?

A

a method that allows the project manager to measure the amount of work actually performed on a project beyond the basic review of cost and schedule reports.

Earned Value (EV): % complete x BAC

58
Q

What is Expected Monetary Value (EMV)?

A

a statistical technique used in risk management. It’s a way of quantifying the expected loss or gain

Positive EMV = % X Net
Negative EMV = % x cost
Overall EMV= PEMV - NEMV

59
Q

What is SWOT?

A

evaluate a company’s competitive position

Strengths
Weaknesses
Opportunities
Threats

60
Q

List the types of meetings? (7)

A

Backlog Refinement
Bidder Conference
Change Control Board
Daily Standup
Iteration Planning
Iteration Review
Kickoff

61
Q

List of artifacts? (6)

A

Business Case
Business Model Canvas
Project Brief
Project Charter
Project Vision Statement
Roadmap

62
Q

List the logs & registers? (8)

A

Assumption Log
Backlog
Change Log
Issue Log
Lessons Learned Register
Risk-Adjusted Backlog - addresses risk
Risk Register
Stakeholder Register

63
Q

List of Plans? (15)

A

Change Control Plan
Communication Management Plan
Cost Management Plan
Iteration Plan
Procurement Management Plan
Project Management Plan
Quality Management Plan
Release Plan
Requirements Management Plan
Resource Management Plan
Risk Management Plan
Scope Management Plan
Schedule Management Plan
Stakeholder Management Plan
Test Plan

64
Q

List of Charts? (5)

A

Organizational Breakdown Structure
Product Breakdown Structure
Resource Breakdown Structure
Risk Breakdown Structure
Work Breakdown Structure

65
Q

List of Baselines? (5)

A

Budget
Milestone Schedule
Performance Measurement Baseline
Project Schedule
Scope Baseline

66
Q

List of Visual Data? (23)

A

Affinity Diagram
Burndown/burnup chart
Cause & Effect Diagram
Cumulative Flow Diagram
Cycle Time Chart
Dashboards
Flowchart
Gnatt Chart
Histogram
Information Radiator
Lead Time Chart
Prioritization Matrix
Project Schedule Network Diagram
Requirement Traceability Matrix
Responsibility Assignment Matrix (RAM)
Scatter Diagram
S-Curve
Stakeholder Engagement Assessment Matrix
Story Map
Throughput Chart
Use Case
Value Stream Map
Velocity Chart

67
Q

List the contracts? (4)

A

Fixed-price contracts
Cost-reimbursable contracts
Time & Materials
Indefinite Delivery Indefinite Quantity (IDIQ)

68
Q

Budget at Completion (BAC)

A

Original budget of the project

69
Q

Planned Value (PV)

A

Amount of money worth of work we that should have been done on the project.

PV = % Complete (Planned) x Task budget

70
Q

Earned Value (EV)

A

Amount of money worth of work you actually did on the project.

EV= % Complete x BAC

71
Q

Actual Cost (AC)

A

Amount of money you already spent on the project

72
Q

What is the critical path of a project?

A

The longest sequence of tasks that must be completed to execute a project

73
Q

What is Domain?

A

Defined as the high-level knowledge area that is essential to the practice of project management.

74
Q

What is an Enabler?

A

Illustrative examples of the work associated with the task. Please note that enablers are not meant to be an exhaustive list but rather offer a few examples to help demonstrate what the task encompasses.

75
Q

What is a Task?

A

The underlying responsibilities of the project manager within each domain area.

76
Q

What is servant leadership?

A

Flexibility, empathy, stewardship, and listening

77
Q

List the Domain 1 People tasks? (14)

A

Manage conflict
Lead a team
Support team performance
Empower team members and stakeholders
Ensure team members/stakeholders are adequately trained
Build a team
Address and remove impediments, obstacles, and blockers for the team
Negotiate project agreements
Collaborate with stakeholders
Build shared understanding
Engage and support virtual teams
Define team ground rules
Mentor relevant stakeholders
Promote team performance through the application of emotional intelligence

78
Q

Manage conflict (3)

A
  • Interpret the source and stage of the conflict
  • Analyze the context for the conflict
  • Evaluate/recommend/reconcile the appropriate conflict resolution solution
79
Q

Lead a team (7)

A
  • Set a clear vision and mission
  • Support diversity and inclusion (e.g., behavior types, thought process)
  • Value servant leadership (e.g., relate the tenets of servant leadership to the team)
  • Determine an appropriate leadership style (e.g., directive, collaborative)
  • Inspire, motivate, and influence team members/stakeholders (e.g., team contract,
    social contract, reward system)
  • Analyze team members and stakeholders’ influence
  • Distinguish various options to lead various team members and stakeholders
80
Q

Support team performance (4)

A
  • Appraise team member performance against key performance indicators
  • Support and recognize team member growth and development
  • Determine appropriate feedback approach
  • Verify performance improvements
81
Q

Empower team members and stakeholders (4)

A
  • Organize around team strengths
  • Support team task accountability
  • Evaluate demonstration of task accountability
  • Determine and bestow level(s) of decision-making authority
82
Q

Ensure team members/stakeholders are adequately trained (4)

A
  • Determine required competencies and elements of training
  • Determine training options based on training needs
  • Allocate resources for training
  • Measure training outcomes
83
Q

Build a team (4)

A
  • Appraise stakeholder skills
  • Deduce project resource requirements
  • Continuously assess and refresh team skills to meet project needs
  • Maintain team and knowledge transfer
84
Q

Address and remove impediments, obstacles, and blockers for the team (4)

A
  • Determine critical impediments, obstacles, and blockers for the team
  • Prioritize critical impediments, obstacles, and blockers for the team
  • Use network to implement solutions to remove impediments, obstacles, and
    blockers for the team
  • Re-assess continually to ensure impediments, obstacles, and blockers for the team
    are being addressed
85
Q

Negotiate project agreements (5)

A
  • Analyze the bounds of the negotiations for agreement
  • Assess priorities and determine ultimate objective(s)
  • Verify objective(s) of the project agreement is met
  • Participate in agreement negotiations
  • Determine a negotiation strategy
86
Q

Collaborate with stakeholders (3)

A
  • Evaluate engagement needs for stakeholders
  • Optimize alignment between stakeholder needs, expectations, and project
    objectives
  • Build trust and influence stakeholders to accomplish project objectives
87
Q

Build shared understanding (4)

A
  • Break down situation to identify the root cause of a misunderstanding
  • Survey all necessary parties to reach consensus
  • Support outcome of parties’ agreement
  • Investigate potential misunderstandings
88
Q

Engage and support virtual teams (4)

A
  • Examine virtual team member needs (e.g., environment, geography, culture, global, etc.)
  • Investigate alternatives (e.g., communication tools, colocation) for virtual team member engagement
  • Implement options for virtual team member engagement
  • Continually evaluate effectiveness of virtual team member engagement
89
Q

Define team ground rules (3)

A
  • Communicate organizational principles with team and external stakeholders
  • Establish an environment that fosters adherence to the ground rules
  • Manage and rectify ground rule violations
90
Q

Mentor relevant stakeholders (2)

A
  • Allocate the time to mentoring
  • Recognize and act on mentoring opportunities
91
Q

Promote team performance through the application of emotional intelligence (2)

A
  • Assess behavior through the use of personality indicators
  • Analyze personality indicators and adjust to the emotional needs of key project
    stakeholders
92
Q

List the Domain 2 Process tasks? (17)

A

Execute project with the urgency required to deliver business value
Manage communications
Assess and manage risks
Engage stakeholders
Plan and manage budget and resources
Plan and manage schedule
Plan and manage quality of products/deliverables
Plan and manage scope
Integrate project planning activities
Manage project changes
Plan and manage procurement
Manage project artifacts
Determine appropriate project methodology/methods and practices
Establish project governance structure
Manage project issues
Ensure knowledge transfer for project continuity
Plan and manage project/phase closure or transitions

93
Q

Execute project with the urgency required to deliver business value (3)

A
  • Assess opportunities to deliver value incrementally
  • Examine the business value throughout the project
  • Support the team to subdivide project tasks as necessary to find the minimum
    viable product
94
Q

Manage communications (4)

A
  • Analyze communication needs of all stakeholders
  • Determine communication methods, channels, frequency, and level of detail for all
    stakeholders
  • Communicate project information and updates effectively
  • Confirm communication is understood and feedback is received
95
Q

Assess and manage risks (2)

A
  • Determine risk management options
  • Iteratively assess and prioritize risks
96
Q

Engage stakeholders (4)

A
  • Analyze stakeholders (e.g., power interest grid, influence, impact)
  • Categorize stakeholders
  • Engage stakeholders by category
  • Develop, execute, and validate a strategy for stakeholder engagement
97
Q

Plan and manage budget and resources (4)

A
  • Estimate budgetary needs based on the scope of the project and lessons learned from past projects
  • Anticipate future budget challenges
  • Monitor budget variations and work with governance process to adjust as
    necessary
  • Plan and manage resources
98
Q

Plan and manage schedule (6)

A
  • Estimate project tasks (milestones, dependencies, story points)
  • Utilize benchmarks and historical data
  • Prepare schedule based on methodology
  • Measure ongoing progress based on methodology
  • Modify schedule, as needed, based on methodology
  • Coordinate with other projects and other operations
99
Q

Plan and manage quality of products/deliverables (3)

A
  • Determine quality standard required for project deliverables
  • Recommend options for improvement based on quality gaps
  • Continually survey project deliverable quality
100
Q

Plan and manage scope (3)

A
  • Determine and prioritize requirements
  • Break down scope (e.g., WBS, backlog)
  • Monitor and validate scope
101
Q

Integrate project planning activities (5)

A
  • Consolidate the project/phase plans
  • Assess consolidated project plans for dependencies, gaps, and continued business
    value
  • Analyze the data collected
  • Collect and analyze data to make informed project decisions
  • Determine critical information requirements
102
Q

Manage project changes (4)

A
  • Anticipate and embrace the need for change (e.g., follow change management practices)
  • Determine strategy to handle change
  • Execute change management strategy according to the methodology
  • Determine a change response to move the project forward
103
Q

Plan and manage procurement (5)

A
  • Define resource requirements and needs
  • Communicate resource requirements
  • Manage suppliers/contracts
  • Plan and manage procurement strategy
  • Develop a delivery solution
104
Q

Manage project artifacts (3)

A
  • Determine the requirements (what, when, where, who, etc.) for managing the project artifacts
  • Validate that the project information is kept up to date (i.e., version control) and accessible to all stakeholders
  • Continually assess the effectiveness of the management of the project artifacts
105
Q

Determine appropriate project methodology/methods and practices (4)

A
  • Assess project needs, complexity, and magnitude
  • Recommend project execution strategy (e.g., contracting, finance)
  • Recommend a project methodology/approach (i.e., predictive, agile, hybrid)
  • Use iterative, incremental practices throughout the project life cycle (e.g., lessons
    learned, stakeholder engagement, risk)
106
Q

Establish project governance structure (2)

A
  • Determine appropriate governance for a project (e.g., replicate organizational governance)
  • Define escalation paths and thresholds
107
Q

Manage project issues (3)

A
  • Recognize when a risk becomes an issue
  • Attack the issue with the optimal action to achieve project success
  • Collaborate with relevant stakeholders on the approach to resolve the issues
108
Q

Ensure knowledge transfer for project continuity (3)

A
  • Discuss project responsibilities within team
  • Outline expectations for working environment
  • Confirm approach for knowledge transfers
109
Q

Plan and manage project/phase closure or transitions (3)

A
  • Determine criteria to successfully close the project or phase
  • Validate readiness for transition (e.g., to operations team or next phase)
  • Conclude activities to close out project or phase (e.g., final lessons learned,
    retrospective, procurement, financials, resources)
110
Q

List the Domain 3 Business Environment tasks? (4)

A

Plan and manage project compliance
Evaluate and deliver project benefits and value
Evaluate and address external business environment changes for impact on scope
Support organizational change

111
Q

Support organizational change (3)

A
  • Assess organizational culture
  • Evaluate impact of organizational change to project and determine required
    actions
  • Evaluate impact of the project to the organization and determine required actions
112
Q

Evaluate and address external business environment changes for impact on scope (4)

A
  • Survey changes to external business environment (e.g., regulations, technology, geopolitical, market)
  • Assess and prioritize impact on project scope/backlog based on changes in external business environment
  • Recommend options for scope/backlog changes (e.g., schedule, cost changes)
  • Continually review external business environment for impacts on project
    scope/backlog
113
Q

Evaluate and deliver project benefits and value (5)

A
  • Investigate that benefits are identified
  • Document agreement on ownership for ongoing benefit realization
  • Verify measurement system is in place to track benefits
  • Evaluate delivery options to demonstrate value
  • Appraise stakeholders of value gain progress
114
Q

Plan and manage project compliance (7)

A
  • Confirm project compliance requirements (e.g., security, health and safety, regulatory compliance)
  • Classify compliance categories
  • Determine potential threats to compliance
  • Use methods to support compliance
  • Analyze the consequences of noncompliance
  • Determine necessary approach and action to address compliance needs (e.g.,
    risk, legal)
  • Measure the extent to which the project is in compliance

PMP Test (1 decks)

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