Predictive Project Management Terms

Question 1

Traditional project management is also called this

Answer 1

Predictive or waterfall

Question 2

Objective of traditional project management

Answer 2

to complete the set scope in as littele time as possible and reduce cost

Question 3

Process in traditional project management

Answer 3

Inputs, Outputs and Tools/Techniques combined to execute a specific purpose on the project

49 process in PMI

Question 4

Input in a process

Answer 4

 Starting point for the process, the raw materials to begin the execution
 Could be the output of a previous process

Question 5

Tools and Techniques

Answer 5

 The actions or methods that are used to transform the raw materials into the output

Question 6

Output

Answer 6

 The end result of our efforts. The raw materials into a polished stone
 Maybe the input into another process

Question 7

5 proces groups

Answer 7

 Initiating: Used to define a project or phase of an existing project. Done to authorized the start of the project and assign the project manager.

 Planning: Done to establish the scope of the project, define the course of action required to attain the objectives

 Executing: Done to complete the work defined in the project management plan

 Monitoring and Controlling: Done to track, review, and regulate the progress and performance of the project. Looks for any areas in which changes to the plan are required and initiate the corresponding changes

 Closing: Done to formally complete or close the project, phase, or contract.

Question 8

Enterprise Environmental Factors (EEF)

Answer 8

 Things that impact the project but are not part of the project itself
 Influence the organization, the project, and its outcome
 It is essential to consider these internal and external factors while planning the project to determine their influence
 Can enhance or constrain project management options and may have negative or positive influences on the outcomes

Question 9

Organization Process Assets (OPA)

Answer 9

 Organizations have assets such as information, policies, procedures, documents, or knowledge bases which are called Organizational Process Assets (OPA) to help them in achieving their objectives
 Kept in some central repository so that they can be used whenever required
 These elements affect several aspects of the project Project team members update and add to the Organizational Process Assets throughout the project  Examples:
 Project templates
 Software tool
 Historical information
 Project closure guidelines
 Risk control procedures
 Change control procedures
 Issue and defect management procedures

Question 10

Project Documents

Answer 10

 Any documents that are related to the project
 Project documents are
additional documents that are created and used
throughout the 49 processes that are not part of the project management plan
 “include but are not limited to.”

Question 11

Project Management Plan

Answer 11

 Defines how the project is executed, monitored and
controlled, and closed
 18 components, 14 plans and 4 baselines
 “include but are not limited to.”

Question 12

Expert Judgement

Answer 12

 One of the most common tools in the planning process
 Includes hiring an expert or subject matter expert (SME) to help you to plan a process or conduct a process
 People with specialized knowledge or training in a
particular process, industry, or technology

Question 13

Data Gathering methods

Answer 13

 Brainstorming: Brainstorming is when you bring together a group of stakeholders to get ideas and analyze them. Brainstorming sessions are generally facilitated by the project manager.

 Interviews: Any time you want to gather data from a particular stakeholders, one of the best methods is to just interview them. Ask them a series of questions and talk with them about their thoughts and views.

 Focus groups: A focus group is when you bring together subject matter experts to understand their perspectives and how they would go about solving problems.

 Checklist: A checklist is generally created by the organization and then given to potential stakeholders on a project for them to identify items they may want on a project, things they may not want on the project, and some success criteria they may have for the project.

 Questionnaires and surveys: Questionnaires and surveys can be given to stakeholders to better understand what they may be looking for on a project and to better understand their needs.

Question 14

Data Analysis methods

Answer 14

 Alternative analysis: Alternative analysis involves looking at different options or ways to accomplish something.

 Root cause analysis (RCA): A root cause analysis is used to identify the main underlining reason for particular event.

 Variance analysis: Variance analysis is used quite often to find the exact differences between different things.

 Trend analysis: Trend analysis involves looking at data over a period of time to see if a particular trend is forming.

Question 15

Data Representation

Answer 15

 Illustrate different ways that a data could be shown to
stakeholders

 Methods generally include the use of charts, matrixes, and different types of diagrams

 Examples:
 Flowcharts
 Fishbone diagrams
 Histograms

Question 16

Decision Making methods

Answer 16

 Voting: Voting is used by a group to determine whether to proceed, change, or reject something. Voting can be: majority wins, unanimity, where everyone agrees; or plurality, where a majority is not obtained but that decision is chosen.

 Multicriteria decision analysis:This is when you make a table (matrix) that lists different types of criteria, and then evaluate an idea based on those criteria.

 Autocratic decision making: This is when one person makes a decision for the entire team.

Question 17

Interpersonal and Team Skills

Answer 17

 All project managers need to have good
interpersonal and team skills in order to manage the different stakeholders that will be on the project

 most important tool in real-life project
management

 Methods:

 Active listening: Active listening is understanding, acknowledging, and clarifying what others are saying to you.

 Conflict management: Anytime you bring a team together, bound to have conflicts on that team.

 Facilitation: Facilitation is the art of managing a group. This can include bringing the group together, generating ideas, solving problems, and dissipating the team.

 Meeting management: Meeting management generally includes having an agenda, inviting the right stakeholders, setting a time limit, and following up with meeting minutes and action items.

Question 18

Project Management
Information System (PMIS)

Answer 18

 Automated system that is used to help the project manager optimize the schedule or keep track of all the documents and the deliverables

 Usually the computer system that a given organization uses to manage its projects

 It should include all the software and hardware tools that we need to manage the project from start to finish

 Includes the work authorization system and the configuration management system

Question 19

Change Request

Answer 19

 Proposal to change a document, deliverable, or baseline

 Can include a request to add or remove work from the scope, finish the project faster, or complete the project more cheaply

Question 20

Change request types

Answer 20

 Corrective action: is something that’s taken to ensure that the project gets back on track.

 Preventive action: is something you put in place to ensure the project stays on track.

 Defect repair is done to fix a broken component on a project, such as if network switch memory fails on a network upgrade project.

Question 21

Work Performance Data

Answer 21

 Work performance data is simply raw data
 It is the status of the work that was done but does not have any analysis applied to it.
 It is not useful by itself.
 Usually outputs of executing processes

Question 22

Work Performance
Information

Answer 22

 Information of the work that was performed compared to the plan
 It gives you actual status about the deliverables
 Work performance information is usually the output of most monitoring and controlling processes

Question 23

Work Performance Report

Answer 23

 overall status report of the actual project

 It takes all the work performance information and puts it together into one comprehensive document

 You take the work performance data and compare it against the plan to come up with the work performance information. Then you take all the work performance information and create the work performance reports. In short, data feeds info and all the info creates reports.