Rita Hot topics Flashcards

Question

# Scope What is MoSCoW analysis? | (p 181)

Answer 1

I breeakdown method of higher-level requirements at the release map and product (feature) backlog levels MoSCoW stands for "must have, should have, could have, and would like to have," and is a prioritization scheme for selecting features and functionalities

Answer 2

the process of gaining formal acceptance of the deliverables by the customer or sponsor. done during project monitoring and controlling at the end of each face of the Project Life cycle

Answer 3

1. work performance information 2. change requests 3. accepted deliverables 4. updates to project management plan and project documents

Answer 4

predictive: 1. inception 2. data analysis 3. decision making Adaptive : 1. agile ceremonies 2. customer valued prioritization 3. incremental product delivery

Answer 5

logical relationships between activities in a project

Answer 6

1. Plan Cost Management 2. Estimate Costs 3. Determine Budget 4. Control Costs

Answer 7

Scope, schedule, and cost baseline

Answer 8

It is an analysis method that uses earned value and other metrics to evaluate how well the project is doing relative to what was planned to date. Together with other measures, the project manager can determine the overall project performance against the performance measurements baseline.

Answer 9

The practice of managing scope, schedule, and cost using earned value analysis to control the project

Answer 10

Cost Management Plan

Answer 11

1. Resource requirements documentation (Project Docs) 2. Cost and quality management plans (Project Management Plan) 3. Scope and schedule baselines (Project Management Plan) 4. Lessons learned and risk registers (Project Docs) 5. Policies and historical records related to estimating (OPAs) 6. Templates and processes, including those from past projects (OPAs) 7. Corporate governance (OPAs) 8. Marketplace conditions, commercial cost databases, exchange rates, inflation, and supply sources (Enterprise Environmental Factors)

Answer 12

Variable costs change with the amount of production or amount of work done on the project Fixed costs do not change as production changes

Answer 13

Direct cost: A cost that is directly attributable to the work of the project Indirect cost: Overhead costs or costs incurred for the benefit of more than one project

Answer 14

1. Quick 2. Activities do not need to be identified 3. Less costly create 4. In initiating, provides cost constraints to evaluate high-level project feasibility 5. Overall project costs can be capped for this type of estimate

Answer 15

1. More accurate 2. Gains buy-in from the team 3. Based on a detailed project and deliverable 4. Provides a basis for monitoring and controlling, performance measurement, and management

Answer 16

1. -20% to + 75% from actual 2. -10% to +25% from actual 3. +/- 10% from actual

Answer 17

1. Cost estimates 2. Basis of estimates 3. Update to project documents

Answer 18

1. T-shirt sizing 2. Planning poker 3. Affinity estimation

Answer 19

Pulling together the costs of all activities.

Answer 20

After risk management planning

Answer 21

The cost baseline is an estimated total cost performance measurement baseline; it does not include the management reserves The cost budget is the total that includes the cost baseline + management reserves

Answer 22

1. Cost baseline 2. Project funding requirements 3. Update to project documents

Answer 23

It can help control schedule and costs It can help the project manager assess whether the project is on track through earned value analysis

Answer 24

It allows the project manager to identify and apply lessons learned and controlling cards Cost control includes analyzing where contingency reserves are still necessary or where new reserves are required.

Answer 25

Planned value is the estimated value of the work planned, as of today Earned value is the estimated value of the work actually accomplished, as of today

Answer 26

The actually incurred for the work accomplished, as of today The project's planned budget;it indicates what the end cost of the project would be if everything were according to plan

Answer 27

EV - AC = CV

Answer 28

EV - PV = SV

Answer 29

EV/AC= CPI

Answer 30

A positive number indicates that the project is under budget (CV) or ahead of schedule (SV) A negative number would indicate that the project is over budget (CV) or behind schedule (SV)

Answer 31

Greater than one is good Less than one is bad

Answer 32

The degree to which the project fulfills requirements

Answer 33

Agile teams define what 'done' looks like throughout the project Definitions of done are decided at the project release, and story levels

Answer 34

General classification of a product that can be used for various technical specifications

Answer 35

Giving the customer extras ( extra functionality, higher-quality components, extra scope, or better performance) It is often the team's impression of what is valued by the customer. (The customer might not agree)

Answer 36

Continously looking for ways to improve the quality of work, processes, and results

Answer 37

Finding ways to continuously improve the quality of products and business practices at every level of the organization.

Answer 38

Little inventory is maintained. It forces attention to quality as well as schedule

Answer 39

1. Plan Quality management 2. Manage quality 3. Control quality

Answer 40

1. Quality management plan 2. Quality metrics 3. Update the project management plan and project documents.

Answer 41

1. Test and evaluate documents 2. Quality reports 3. Change requests

Answer 42

Specific measures of quality that the project manager uses to determine how the project is performing compared to what was planned

Answer 43

1. Quality control measurements 2. Work performance information 3. Update the project management plan and project documents 4. Change requests 5. Verified deliverables

Answer 44

Two events are said to be mutually exclusive if they cannot both occur in a single trial (e.g. flipping a coin once cannot result in both a head and a tail)

Answer 45

As a decimal or a fraction

Answer 46

Expressed as a chart that takes the shape of a bell curve and is used to measure variations away from the "norm"

Answer 47

The probability of one event occurring does not affect the probability of another event occurring (for example, the probability of rolling a six on a die is statistically independent from the probability of getting a five on the next roll)

Answer 48

It is a measure of how far you are from the mean (not the median). Standard deviation.

Answer 49

1. Interviews 2. Brainstorming and benchmarking 3. Decision-making 4. Cost-benefit Analysis 5. Cost of Quality 6. Marginal Analysis 7. Logical Data Models 8. Matrix Representations 9. Mind Mapping 10. Prioritization Matrix 11. Flowcharts 12. Test and inspection planning 13. Meetings

Answer 50

Comparing the project to other projects or organizations to establish quality metrics and acceptable variance ranges, and measure quality

Answer 51

Comparing the costs of an effort to the benefits of that effort to determine the appropriate quality level and requirements for the project.

Answer 52

Ensures the project is not spending too much to achieve a particular level of quality

Answer 53

The types of data an organization needs to use in a particular application, and the relationships between those data types

Answer 54

How a process or system flows from beginning to end, how the elements interrelate, and alternative paths the process can take

Answer 55

How the team will confirm that the required level of quality has been achieved in the completed project deliverables, and how the deliverables will be evaluated for performance and reliability.

Answer 56

Finding the point at which the benefits or revenue to be received from improving quality equals the cost to achieve it.

Answer 57

To numerically rank available options. It is useful for decision analysis about quality management planning.

Answer 58

1. Checklist 2. Cause-and-effect (fishbone) diagrams 3. Histograms 4. Scatter Diagrams 5. Document analysis 6. Alternatives analysis 7. Design of experiments (DOE) 8. Process analysis 9. Root coast analysis 10. Failure analysis 11. Multicriteria decision analysis 12. Flowcharts 13. Affinity Diagrams 14. Audits 15. Designs for X 16. Problem-solving

Answer 59

A graphical tool used to confirm that policies and procedures are being followed and metrics are being used correctly, and that the procedures were adequate to produce the required level of quality in project deliverables.

Answer 60

A technique used to quickly discover optimal conditions in which to produce a quality deliverable.

Answer 61

As part of the continuous improvement effort, it focuses on identifying improvements that might be needed in project processes.

Answer 62

It analyzes failed components of deliverables or failed processes to determine what led to that failure.

Answer 63

Analyzing variables to evaluate both the effectiveness of the quality management plan and the team's ability to meet objectives. It can help determine what changes are needed.

Answer 64

1. Checklists 2. Statistical Sampling 3. Questionnaires and Surveys 4. Performance Reviews 5. Root cause analysis 6. Inspection 7. Control Charts 8. Cause-and-effect (fishbone) diagrams 9. Histograms and parents charts 10. Checksheets 11. Scatter Diagrams

Answer 65

Although a checksheet is a type of checklist, it's primary purposes to keep track of data. In Control Quality checklists are used to determine that all required features and functions are included, and that they meet acceptable criteria.

Answer 66

Inspecting by testing only part of the population

Answer 67

Control charts are used in Control Quality to help determine if the results of a process are within acceptable limits.

Answer 68

The customer's expectations or contractual requirements for performance and quality on the project.

Answer 69

The average-the middle of the range of acceptable variation

Answer 70

A data point falls outside the upper or lower control limit. There are non-random data points; these may be within the upper and lower control limits.

Answer 71

There is a lack of consistency and predictability in the process or its results.

Answer 72

A group or series of non-random data points that total seven on one side of the mean. The rule of seven indicates that although none of these points are outside of the control limits, they are not random and the process is out of control.

Answer 73

An assignment cause or special cause variation signifies that the process is out of control. If there is an assignable cause or special cause variation, it means a data point, or a series of data points, requires investigation to determine the cause of the variation.

Answer 74

A histogram that arranges the results from most frequent to least frequent to help identify which issues are resulting in the most problems. Problems that need the most immediate attention or that are most likely to prevent the project from achieving its quality requirements.

Answer 75

It is used to compare actual results to what was anticipated, and to estimate and forecast future outcomes based on this comparison

Answer 76

Cost of change

Answer 77

Learning about quality issues early, when they are usually still small and minor, allows them to be corrected while they are still low on the cost of change curve.

Answer 78

Regular testing, short timeboxes, and reviews to meet the customer's needs. Used by agile teams as a way to discover and address human error or the misinterpretation of customer expectations, early and often.

Answer 79

A meeting that may be held after a release or even the entire project Most often refers to the meeting that is held at the end of each short, time-boxed iteration of product development.

Answer 80

Lead time measures how long something takes to go through an entire process. Cycle time measures how long something takes to go through just a part of the process

Answer 81

WIP (Work in progress) is the number of unfinished pieces of work going on at the same time. Throughput is average time it takes to complete the work

Answer 82

Cycle time is a function of WIP and throughput and can be calculated by using the formula: Cycle Time=WIP/Throughput

Answer 83

Defect cycle time is the amount of time between the time the defect was introduced and the time it was fixed.

Answer 84

Creating a safe and open environment will help the project team feel comfortable not just to do their work but to admit their problems, failures, and mistakes and ask for help so that the project can stay on track and save time and money.

Answer 85

By considering skills, learning styles, and motivations of the team and aligning project tasks and goals accordingly

Answer 86

Management Focus * Tasks/Things * Control * Efficiency * Doing things right * Speed * Practices * Command Leadership Focus * People * Empowerment * Effectiveness * Doing the right things * Direction * Principles * Communication

Answer 87

* Gathering unbiased information * Responding logically, and without bringing more emotion to the situation * Resolving issues using analytical skills * Analyzing data to address the issue and choose the right path * Being aware of relationships and related patterns * Identifying when someone is off base with their reasoning.

Answer 88

The ability to perceive, evaluate, and control emotions in self and other

Answer 89

* Makes sure team members stay on track and have no unnecessary interruptions, and that work unrelated to the project does not get added. * Works to remove impediments to keep the team moving forward * Continually communicate the project vision so team members have a good understanding of the final goal * Gives the team everything they need to be productive and to stay motivated (rewards, compensation, support, encouragement etc)

Answer 90

Centralized teams report to one leader, such as the project manager. Distributed management is when the team follows the leadership of several individuals.

Answer 91

Project communications occur internally and externally to the core project team - vertically (up and down the levels of their organization) and horizontally between peers.

Answer 92

* Formal Written * Formal verbal * informal Written * informal verbal

Answer 93

* Correct grammar and spelling * Concise and well-written * Clear and purposeful * Coherent and logical * Controlled flow of words and ideas

Answer 94

Interactive communication includes three main components: the sender, the receiver, and the confirmation that the message is correctly understood. Factors such as the receiver's perception of the message, everyday destructions, or even lack of interest (also known as noise) can affect the way the receiver decodes a message

Answer 95

The receiver confirms they are listening, accurately reflect back on the speaker's remarks, expresses agreement or disagreement, and asks for clarification as necessary.

Answer 96

The gulf of execution is related to how closely a feature or product can actually be implemented compared to what the user wants The gulf of evaluation is a communication gap between the user and the developer.

Answer 97

* Noisy surroundings * Distance between those trying to communicate * Improper encoding of messages * Language challenges * Culture

Answer 98

Determining the optimal technology with which to communicate information. Complexity of the information that needs to be communicated.

Answer 99

Interactive: The sender provides the information and recipients receive and respond to it Push: The sender provides the information but does not expect feedback on the information Pull: The sender places the information in a central location, and recipients are responsible for receiving it.

Answer 100

n(n-1)/2, n is the number of stakeholders

Answer 101

Extrinsic: external factors such as salary; they are limited and short-lived motivations intrinsic: internal factors; they motivate people long-term

Answer 102

1. Autonomy: The desire people have to direct their own lives 2. Mastery: The desire to improve, excel, learn, and do excellent work 3. Purpose: The intrinsic need for a sense of purpose

Answer 103

1. Theories of x y and z X: Managers believe workers are incapable Y: Employees can direct their own efforts Z: Linked to self-realization, values, and a higher calling 2. Maslow's hierarchy of needs: People are motivated by using their skills and contributing to the project 3. McClelland's theory of needs: People are motivated by one of three needs (Achievement, Affiliation, Power) 4. Herzberg's Two-factor theory of motivation: Hygiene factors are not sufficient to motivate people; motivating agents will keep people energized and engaged

Answer 104

Shu: Rules are learned and obeyed Ha: Rules have been mastered through practice Ri: Rules become second-nature

Answer 105

Proposes that adults learn new skills through five different stages: novice, advanced beginner, competent, proficient, and expert

Answer 106

I-shaped team members specialize in one area, while T-shaped team members have a broad range of skills.

Answer 107

Competence Commitment

Answer 108

A coaching tool that helps leaders define the goals for individualty numbers It stands for outcome, situation, choices/consequences, actions, and reviews

Answer 109

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Answer 110

Step 1: Orientation, or “Why” (purpose of the project) Step 2: Trust building, or “Who” (information is shared and learned) Step 3: Goal clarification, or “What” (team elaborates on project information) Step 4: Commitment, or “How” (team plans and achieves the project’s goals) Step 5: Implementation (high-level plans are decomposed and deliverables are produced) Step 6: High performance (team has reached a level of high performance) Step 7: Renewal (team renews goal clarification, commitment, or other ways of working together)

Answer 111

Engage the team in the development of estimates

Answer 112

Developing the team while working to build consensus on project decisions. Including the team members in the decision-making process shows the project manager values and considers their input.

Answer 113

Actively listening to different viewpoints express waiting members. Acknowledging those different perspectives and using communication and persuasion skills helps the project manager develop mutual trust and eventually agreement within the team.

Answer 114

Training can help decrease the overall project cost and schedule by increasing efficiency

Answer 115

Is help to members stay on track, overcome issues, continually improve their skills, and achieve their goals.

Answer 116

In addition to recognizing past accomplishments, rewards provide incentive for ongoing achievements and efforts

Answer 117

1. Schedule 2. project priorities 3. resources 4. technical opinions 5. administrative procedures 6. cost 7. personality

Answer 118

1. Collaborating ( Problem solving) a win-win situation 2. compromising ( reconciling) a lose-lose situation 3. withdrawal ( Avoidance) 4. smoothing ( Accommodating) 5. forcing ( directing) a win-lose situation

Answer 119

Beliefs about (or mental pictures of) the future Some expectations will become requirements

Answer 120

The closer the customer is engaged on the product design and development, the fewer costly changes that will come later. The cost of change rises over time while the ability to influence and sign falls.

Answer 121

People or organizations who are positively or negatively affected by or can positively or negatively affect the project or the product of the project

Answer 122

1. Determine their requirements (documentation of what needs to be done) 2. Determine their expectations (note documented the customer's vision of the future) 3. Determine their interest (concern about the project) 4. Determine their level of influence (impact the project negatively or positively to some) and authority (ability to enforce decisions) 5. Pland to engage them 6. Plan how you will communicate with them 7. Manage their expectations, influence, and engagement 8. Monitor conmmunications and stakeholder engagemenr

Answer 123

1. identify and analyze stakeholders 2. plan stakeholder engagement 3. manage stakehold engagement 4. monitor stakehold engagement

Answer 124

Beliefs about (or mental pictures of) the future. Some expectations will become requirements

Answer 125

Stakeholders discovered late in the project will likely request changes, which can cause costly changes and delays or loss of benefits and value

Answer 126

1. Questionnaires and surveys 2. Brainstorming and brain writing 3. Stakeholder analysis 4. Document analysis 5. Stakeholder mapping 6. Personas

Answer 127

1. Ownership: stakeholders may have to sell property for a proposed freeway expansion 2. Knowledge: stakeholder may be the expert who designed a legacy inventory system that is being replaced 3. Rights: stakeholder may be concerned that a new housing development will endanger the community by destroying the watershed or government official may be responsible for ensuring that the safety practices on a construction site 4. Interest: the community may be concerned that project will negatively impact their community 5. contribution: resource manager may be concerned to remember won't be able to perform their normal operational work because of their additional Project work

Answer 128

A concise description of a real or imagined stakeholder model. Created for agile projects to better imagine how each type of stakeholder will use the end product. May be based on a real persona or a combination of characteristics from several types of product users.

Answer 129

1. Stakeholder’s name and title 2. Supervisor 3. Project role 4. Contact information 5. Major requirements and expectations 6. Assessment information 7. Impact and influence 8. Attitude about the project 9. Stakeholder classification 10. Other relevant information

Answer 130

Close relationships with stakeholders can provide an early warning system for problems on the project.

Answer 131

1. Stakeholder engagement assessment chart 2. Assumptions and constraints 3. Root cause analysis 4. Project elevator statement

Answer 132

Stakeholder engagement assessment chart

Answer 133

A short description of the project goals and benefits that allow the project manager to explain the project in the span of an elevator ride.

Answer 134

Existing and desired engagement levels for all stakeholders, including plans to achieve desired levels. Details about ways in which stakeholders will be involved in the project. Guidelines and metrics for monitoring and evaluating how well the plan is meeting the needs of stakeholders and the project.

Answer 135

The stakeholder engagement plan explains the importance of which stakeholders need to receive which information. The communications management plan contains details about communications technology and methods.

Answer 136

1. Backlog refinement 2. Timeboxes 3. Daily standup 4. Release planning 5. Iteration planning 6. Iteration review 7. Retrospective 8. Project review (e.g. review/refinement of velocity, flexible scope for change control)

Answer 137

1. Kanban boards (story boards) 2. Release maps 3. Bug walls/bug boards 4. Continuous integration views 5. Burndown/burnup charts

Answer 138

Participates in planning meetings, iteration reviews, and retrospectives. Collaborates with the development team to prepare prioritized backlogs sufficient to develop small increments of product with each iteration. Answers questions for the development team and prepares the backlog for the next iteration.

Answer 139

The customer gets a better idea of what their needs are, and the team understands better how to build it.

Answer 140

1. Personas 2. Use case modeling. 3. Process models 4. Low-fidelity prototypes 5. Wireframes 6. High-fidelity prototypes

Answer 141

1. Plan Procurement Management 2. Conduct Procurements 3. Control Procurements

Answer 142

Centralized: there is one procurement department, and the procurement manager handles procurements for many projects Decentralized: There is no procurement department or procurement manager assigned, and the project manager may be responsible for the plan, as well as conducting all work on all procurements.

Answer 143

1. Know the procurement process. 2. Make sure the contract includes the scope of work and requirements. 3. Be involved during contract negotiations. 4. Define quality requirements. 5. Investigate an issues and take corrective action 6. Understand contract terms and conditions. 7. Ensure all work in the contract is done. 8. Work with the procurement department to manage contract changes.

Answer 144

1. Cost-reimbursement (CR) 2. Fixed-price (FP) 3. Time and material (T&M)

Answer 145

A unilateral contract typically used for buying commodities Purchase orders become contracts when the buyer accepts the terms

Answer 146

Provides for an indefinite number of goods and services within a fixed time and within a certain cost range.

Answer 147

Agreement: A document or communication that outlines internal or external relationships and their intentions Contract: A type of written or verbal agreement typically created with an external entity, where there is some exchange of goods or services for some type of compensation (usually monetary); a contract forms the legal relationship between the entities.

Answer 148

The buyer is the company or person who purchases the goods or services The seller is the company or person who provides the goods or services (may be called a contractor, subcontractor, supplier, designer, or seller)

Answer 149

The risk is borne by the seller

Answer 150

The risk is borne by the buyer

Answer 151

Graduated fixed-price Fixed-price work packages Not-to-exceed time and material Early termination

Answer 152

Contract drafted (or reviewed) by lawyers Standard contracts generally do not require additional review if used for the purpose for which they were intended.

Answer 153

May include additions, changes, or deletions to a standard contract.

Answer 154

A contractual relationship.

Answer 155

When acquiring goods, products, or services with well-defined requirements or specifications.

Answer 156

Advantages: Less work for the buyer to manage; seller has a strong incentive to control costs; companies have experience with this type of contract; the buyer knows the total price before the work begins. Disadvantages: Seller may try to make up profits by charging more; seller may try to not complete some of the procurement statement of work; requires more work for the buyer to write the procurement statement of work; can be more expensive than other types if the procurement statement of work is incomplete.

Answer 157

he buyer pays on a per-hour or per-item basis

Answer 158

Advantages: Can be created quickly; contract duration is brief Disadvantages: Every hour or unit billed is profit for the seller; the seller has no incentive to control costs; appropriate only for small levels of effort on projects; requires a great deal of day-to-day oversight.

Answer 159

A contract where all the seller's costs are reimbursed by the buyer

Answer 160

Advantages: Allows for a simpler procurement statement of work; usually requires less work to define scope; generally less costly Disadvantages: Requires auditing seller's invoiced; requires more work from the buyer; seller has only a moderate incentive to control costs; the total price is unknown.

Answer 161

An agile contract that can be paid in increments when work packages are delivered, rather than paid as one lump sum at the end of the contract.

Answer 162

How the cost savings or cost overrun will be shared as apportioned by percentage (e.g., 80/20, 80 percent buyer/20 percent seller)

Answer 163

An agreement between the buyer and prospective sellers identifying the information or documents they will control and hold confidential, and who in the organization will have access to the confidential information.

Answer 164

A situation that can be considered an "act of nature" and is an allowable excuse for either party not meeting contact requirements.

Answer 165

Incentives are used to bring the seller's objectives in line with the buyer's and to motivate the seller towards efficiency. The buyer will provide an additional fee if the seller meets some cost, performance, or schedule objectives

Answer 166

1. Perform make-or-buy analysis 2. Create a procurement management plan 3. Create a procurement strategy for each procurement 4. Create a procurement statement of work for each procurement 5. Select the appropriate contract type for each procurement 6. Create the bid documents 7. Determine the source selection criteria

Answer 167

1. Make-or-Buy analysis 2. Logistics and supply chain management: lead time for for materials and equipment to be purchased. 3. Economic Measures. 4. Source Selection Analysis

Answer 168

Deciding whether the performing organization should do the project work itself or outsource some or all of the work

Answer 169

1. Procurement Management Plan 2. Procurement strategy 3. Procurement Statement of Work 4. Source selection criteria 5. Make-or-buy decision 6. Selected types of bid documents 7. Independent cost estimates 8. Change requests

Answer 170

Determines the criteria that will be used to select sellers

Answer 171

A plan that documents how procurements will be planned, executed, and controlled.

Answer 172

1. Request for Information (RFI) 2. Request for Proposal (RFP) 3. Request for Quotation (RFQ) 4. Invitation for a bid (IFB)

Answer 173

The factors the buyer will use to evaluate responses from the sellers

Answer 174

Created during the Plan Procurement Management Process Used during the Conduct Procurements process to pick a seller

Answer 175

The work is awarded to a single source or a sole source without competition

Answer 176

1. Collusion 2. Sellers not asking questions in front of the competition 3. Making sure all the questions and answers are documented and distributed to all potential sellers

Answer 177

Provides a basis to quantitatively evaluate proposals and minimize the influence of personal prejudices.

Answer 178

Enables the buyer's evaluation committee to analyze seller responses using the weighted source selection criteria

Answer 179

The buyer compares the seller's proposed cost with an estimate created in-house or with outside assistance during procurement planning efforts This allows the buyer to discover significant differences between what the buyer and seller intend in the procurement statement of work

Answer 180

Obtain a fair and reasonable price Develop a good relationship between the buyer and the seller.

Answer 181

1. Offer 2. Acceptance 3. Consideration (μεταφορά κάτι αξίας, αλλά όχι απαραίτητα χρήματα) 4. Legal Capacity (ξεχωριστές νομικές οντότητες που είναι όλες νομικά ικανές). 5. Legal purpose (δεν υπάρχει νόμιμη, επικυρώσιμη σύμβαση για την πώληση παράνομων αγαθών ή υπηρεσιών)

Answer 182

A system that is described in the contract and includes change procedures, forms, dispute resolution processes, and tracking systems

Answer 183

1. Performance reviews (analyzing available data to verify the seller performs as they should) 2. Inspections & audits 3. Earned value analysis (variances from the performance measurement baseline) 4. Trend analysis (performance is getting better or worse)

Answer 184

To verify that the seller is performing as they should by analyzing all available data

Answer 185

Inspections may involve walkthroughs of the work site or deliverables reviews to verify compliance with the procurement statement of work Variances or deviations may trigger change requests

Answer 186

An audit is to confirm that the seller's activities comply with approved procurement policies and processes Variances are identified, formal adjustments are made accordingly, and lessons learned are captured.

Answer 187

Whether performance is getting better or worse If preventive actions can prevent significant variances in the future It can help to develop forecast estimates and estimate at completion

Answer 188

The procurement manager is the only one with the power to change the contract

Answer 189

Cause: The buyer may terminate a contract for cause if the seller breaches the contract (does not perform according to the contract) Convenience: The buyer can also terminate the contract before the work is complete because they no longer want the work done (termination for convenience)

Answer 190

A change that occurs when the buyer, through actions or inactions, limits the seller's ability to perform the work according to the contract

Answer 191

Keeps procurement documentation complete, organized, and accessible

Answer 192

Tying up all the loose ends Verifying all work and deliverables are accepted Finalizing open claims Financial closure (ensuring payment)

Answer 193

Project closure: closing out a project or phase Procurement closure: completing only that particular part of scope that has been procured through a third party

Answer 194

When a contract is completed When a contract is terminated before the work is completed

Answer 195

Product validation Procurement negotiation Financial closure Procurement process audit Updated to records Final contract performance reporting Creation of procurement file

Answer 196

Ongoing work to support the business and systems of the organization

Answer 197

Temporary endeavor - with a beginning and an end Creates a unique product, service, or result

Answer 198

To drive a change in a product or process from a current state to a future state, to achieve a specific objective To create business value for the organization and its stakeholders

Answer 199

A program is a group of related, sub-projects and other program-related activities, organized and managed into a coordinated set of efforts. A portfolio is a group o programs, projects, and related operational work, all prioritized and implemented to achieve a specific business objective.

Answer 200

A framework that guides portfolio. program, and project management to achieve the organization's strategic goals

Answer 201

Governance is designed to support the specific culture and attributes of the organization Organizational governance refers to the overall structure of an organization (policies and procedures for how the work will be done) Project governance must be determined so that the project is in agreement with organizational governance.

Answer 202

1. Functional: the organization is grouped by areas of specialization (e.g. accounting and marketing) 2. Project-oriented: the company is organized by project; the team has no department to go to at project end; the project manager has control of the project 3. Matrix: attempts to maximize the strengths of both the functional and project-oriented structures; team members report to two managers and do project work in addition to normal departmental work

Answer 203

in a strong matrix, the balance of power rests with the project manager while in a weak matrix, power rests with the functional manager and the project manager serves as a coordinator (has some authority and can make some decisions but reports to a higher-level manager) or expediter (organizes communications an assists administratively but canno5t make or enforce decisions)

Answer 204

Supporting: provides the policies, methodologies, templates, and lessons learned for projects within the organization. It typically exercises a low level of control over projects. Controlling: provides support and guidance on how to manage projects, trains others in project management software and other tools, and ensures compliance with organizational policies. It typically has a moderate level of control over projects Directive: provides project mangers for different projects and is responsible for the results of those projects. All projects, or projects of a certain size, type, or priority are managed by this office. A directive PMO has s high level of control over projects

Answer 205

In an adaptive environment, it helps enable project management.

Answer 206

Present value is the value today of future cash flows Net present value is the present value of the total benefits (income or revenue) minus the costs over many time periods

Answer 207

Return on investment Present Value Net Present Value Internal rate of return Payback period Cost-Benefit analysis

Answer 208

Whether the project returns more value than it costs

Answer 209

The opportunity given up by selecting one project over another

Answer 210

Expected costs - what has already been spent Sunk costs should not be considered when deciding whether to continue with a troubled project.

Answer 211

Adding more input (for example, programmers) will not produce a proportional increase in productivity (such as modules of code per hour)

Answer 212

An organization's current assets minus its current liabilities

Answer 213

Straight-line: the same amount of depreciation is taken each year Accelerated: depreciates faster than straight-line depreciation

Answer 214

Company processes, procedures, and policies Organizational knowledge repositories (historical information, lessons learned)

Answer 215

Activities WBSs Backlogs Benchmarks Reports Risks and risk response plans Estimates Retrospective findings Resources used Project management plans Project documents Prototypes Baselines Correspondence

Answer 216

An organization's culture, technology, and external governmental standards, rules, and regulations.

Answer 217

A repository of both assumptions and specifics related to constraints

Answer 218

1. Schedule 2. Cost 3. Risk 4. Scope 5. Quality 6. Resources 7. Customer Satisfaction

Answer 219

The PMIS includes automated tools, such as scheduling software, a configuration management system, shared workspaces for files storage or distribution, work authorization software, time-tracking software, and procurement management software, as well as repositories for historical information. It is used in many planning, executing, and monitoring and controlling processes

Answer 220

Work performance data: measurements and details about activities gathered during the Direct and Manage Project Work process Work performance information: work performance data that is analyzed to make sure it conforms to the project management plan and to assess what it means for the project as a whole Work performance reports: Work performance information that is organized and distributed to the various stakeholders who need top receive and possible act on the information.

Answer 221

Data Gathering Data analysis Data representation Decision-making Communication Interpersonal and team skills Project Management information System (PMIS) Expert Judgment Meetings

Answer 222

When getting input or feedback from groups of people

Answer 223

A servant leader whose responsibility is to ensure that the adaptive methods and processes to be used on the project are well understood and being followed, and to help the team by removing impediments to building and delivering the product of the project The agile coach, team leader, or scrum master

Answer 224

Ensures the project meets objectives related to communications, stakeholders, risk, quality, and procurement management Directs and contributes to planning Manages the team's work and physical resources while the team works to build the product of the project

Answer 225

In a predictive environment, a sponsor is typically someone in management who provides the financial resources for the project and supports the project and protects if from unnecessary changes. In an agile environment, the product owner's roles is in some ways analogous to that of a sponsor, being responsible for ensuring the project delivers value and benefits.

Answer 226

Anyone who will be impacted by the project or may positively or negatively impact the project

Answer 227

To pull all the pieces of project together into a cohesive hole, the processes, people, and goals for which the project was undertaken

Answer 228

Creating the project charter, which involves planning the project at a high level to assess whether it is feasible within the given constraints. Outputs: Project charter assumptions log

Answer 229

1. Project title and description 2. Project manager assigned an authority level 3. Business case 4. Preassigned resources 5. Key stakeholder list 6. High-level product description and key deliverables 7. High-level assumptions 8. High-level constraints 9. Measurable project objectives 10. Project approval requirements 11. Overall, project risks 12. Project exit criteria

Answer 230

In the product backlog and release roadmaps.

Answer 231

Describes the phases of work on a project to produce the deliverables

Answer 232

Management and stakeholders will compare project progress to what was planned and identified needed changes to any of the management plans.

Answer 233

Determining the extent to which process need to be used based on the needs of the project. It's part of developing the project management plan during project planning

Answer 234

1. Scope 2. schedule 3. cost 4. quality 5. resources 6. communication 7. risk 8. procurement 9. stakeholders

Answer 235

Used to analyze and report project performance. The three elements that make up the performance measurement baseline are: 1. Schedule baseline 2. Scope baseline 3. cost baseline

Answer 236

1. Project life cycle 2. tailoring 3. development approach 4. management reviews 5. Individual management plans 6. Performance measurements baseline 7. requirements management plan 8. change management plan 9. configuration management plan

Answer 237

It defines how requirements will be gathered, analyzed, Prioritized, evaluated and documented, as well as how the requirements will be managed and controlled throughout the project

Answer 238

The change management plan describes how changes will be managed and controlled

Answer 239

The process of creating a project management plan that is bought into, approved, realistic, and formal. Output: project management plan

Answer 240

Via the prioritization of the backlog and through a timeshare product roadmap

Answer 241

Any project-related documents that aren't part of the project management plan, including 1. Project charter 2. assumptions log 3. issue log 4. estimates 5. Lessons learned register 6. team charter 7. schedule and resource calendars. 8. Reports (quality, risk etc.) 9. resource requirements 10. requirements documentation 11. change log 12. agreements. 13. Contracts 14. statements of work 15. Risk register 16. forecasts 17. quality metrics

Answer 242

A meeting of the key parties involved in the project to announce the start of the project, to ensure everyone is familiar with its details, including objectives and roles and responsibilities, and to ensure a commitment to the project from everyone. It takes place before the develop project management plan process is completed

Answer 243

1. Issue log 2. Deliverables 3. Work performance data 4. New change requests 5. Updates to the project management plan and project documents.

Answer 244

It keeps the team and functional managers informed of upcoming work assignments and milestones

Answer 245

An organizational culture of trust in which the project manager and stakeholders exchange knowledge without fear of judgment

Answer 246

There are 2 types of knowledge: 1. Explicit knowledge is fact-bawd and can be easily communicated through words and symbols 2. Test knowledge may provide context or explanation to explicit knowledge. It is not easily documented. It includes emotions, experience, and ability, which are difficult to communicate in words and symbols but can be learned.

Answer 247

Phenomena of communication and knowledge sharing being facilitated and enhanced simply by team members being in proximity to one another.

Answer 248

As an input, lessons learned help improve the current project. As an output, they help make the organization better.

Answer 249

1. Change requests 2. Work performance reports 3. Updates to the project artifact

Answer 250

Corrective Action: actions taken to bring expected future project performance in line with the project management plan Preventive Action: actions taken to deal with anticipates or possible deviations from the performance measurement baseline and other metrics Defect repair: rework required when a component of the project does not meet reequipments

Answer 251

Accommodating changes in an agile environment is assumed to be an ongoing part if the project management process

Answer 252

To look at the impact of each change on all the project constraints, the value of which is to reduce the potential risk of not fulfilling project objectives

Answer 253

The group responsible for reviewing and analyzing the change requests in accordance with the change management plan for the project May include the project manager, customer, experts, sponsor, functional managers, and others For the exam, assume that most plan-based projects have changed control boards.

Answer 254

Evaluate the impact: evaluate (assess) the impact of the change on all aspects of the project Identify options: this can include cutting other activities, compressing the schedule by crashing or fast tracking, or looking at other options. Get the change request approved internally (through the CCB) Get customer buy-in (if required)

Answer 255

The product owner, although everyday decisions and minor changes are managed within the team

Answer 256

Get formal acceptance of the project and its deliverables, issue a final report that shows the project has been successful, issue the final lessons learned, and index and archive all the project records

Answer 257

Handing off the product to the customer or operations

Answer 258

1. Plan Resource Management 2. Estimate Activity Resources 3. Acquire Resources/Team 4. Develop Team 5. Manage Team 6. Control Resources

Answer 259

The Responsibility Assignment Matrix (RAM) chart cross-references team members with the activities or work packages they are to accomplish. The RACI chart defines role assignments more clearly by noting how team members are to be involved with four categories: Responsible (R), Accountable (A), Consulted (C), Informed (I)

Answer 260

To assign project responsibilities to divisions or departments within the organization, such as IT or marketing.

Answer 261

To break the work down by type of resource needed

Answer 262

Organizational theory is a method to study organizations to identify how they solve problems and how they maximize efficiency and productivity and meet the expectations of stakeholders.

Answer 263

1. Resource Management Plan 2. Team Charter 3. Updates to project documents

Answer 264

1. Human Resources Management Plan 2. Recognition Plan

Answer 265

A working agreement developed by the members of the project team, it describes the approach the team will take regarding communications, decision-making, and conflict resolutions, as well as ground rules for team meetings

Answer 266

It provides a method for visualizing resource requirements and comparing required resources to their availability to better enable estimating.

Answer 267

To minimize the peaks and valleys of resource usage during a project

Answer 268

1. Dedicated 2. Part-time 3. Partnerships 4. Virtual Teams 5. Pre-assigned 6. Agile

Answer 269

Resources that are assigned before the project begins

Answer 270

Halo Effect

Answer 271

1. Multicriteria decision analysis 2. Interpersonal and team skills 3. Pre-assignment 4. Virtual teams

Answer 272

1. Resource assignments 2. Project or work assignments 3. Resource calendars 4. Updates to the project management plan and project documents

Answer 273

1. Colocation 2. Virtual Teams 3. Interpersonal and team skills 4. Recognition and rewards 5. Training 6. Individual and team assessments 7. Communications technology for virtual teams

Answer 274

1. Guide, manage, and improve the interactions of team members. 2. Improve trust and cohesiveness among team members 3. Incorporate team-building activities into project activities 4. Ensure the project vision is clear and continue to communicate that vision when necessary 5. Ensure roles and responsibilities are clearly defined

Answer 275

Team building requires a concerted effort and continued attention throughout the life of the project Team building should start early in the life of the project

Answer 276

1. Transparency 2. Integrity 3. Respect 4. Positive interactions 5. Support 6. Courage 7. Celebrating successes

Answer 277

The entire team has offices together in one place or one room

Answer 278

Finding ways to create "virtual colocation" - to replicate the benefits of face-to-face collaboration, osmotic communication, tacit knowledge, and improved relationships that come from working near ach other.

Answer 279

1. Video-conferencing and live chats 2. Interactive Whiteboards 3. Instant Messaging 4. Presence-based Applications 5. Virtual Kanban Boards

Answer 280

Team performance assessment: An assessment by the project manager meant to evaluate and enhance the effectiveness of the project team Project performance appraisals: Evaluations of the performance of individual team members

Answer 281

Measures used to review project performance

Answer 282

1. Rate of progress 2. Remaining work 3. Likely completion date 4. Likely costs remaining

Answer 283

1. Team performance assessments 2. Change requests 3. Project management plan updates 4. Project documents updates 5. Organizational process assets updates

Answer 284

1. Trach and evaluate team performance. 2. Provide leadership. 3. Mentor team members. 4. Plan and facilitate career development. 5. Deal with team issues. 6. Look for conflicts team members cannot resolve on their own. 7. Facilitate conflict resolution. 8. Negotiate and influence. 9. Adjust plans based on performance data. 10. Manage risks to team success. 11. Observe what is happening. 12. Use an issue log to track resolution

Answer 285

Burndown and burnup charts are a way to track team performance A burndown chart tracks the work yet to be down on a project, while a burnup chart tracks the work that has been completed.

Answer 286

1. Change requests 2. Project management plan updates 3. Project document updates 4. Enterprise environmental factors updates.

Answer 287

A record that facilitates the assessment of the causes of issues, the impact of issues on scope, schedule, cost, risk, and other aspects of the project, and the recommendation of corrective actions that could be taken.

Answer 288

Lag: Waiting time inserted between activities Lead: How soon an activity can start before its predecessor activity is completed

Answer 289

Identified points in the project schedule where particular objectives should be met

Answer 290

1. Plan Schedule Management 2. Define Activities 3. Sequence Activities 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule

Answer 291

1. All or most deliverables are completed and delivered in the planned timeframes, within budget and with the agreed quality attributes 2. The number of changes to the project are within expectations 3. Project outputs are largely accepted and stakeholders seem satisfied 4. The cadence of development, testing, and implementations is appropriate to the specific project and to the development approach and life cycle selected 5. Measurements indicate the project is performing as planned 6. Projects benefits can be realized in the timeframe they were planned for

Answer 292

Schedule management plan (formal or informal)

Answer 293

Work packages are being broken down into activities. In Create WBS, deliverables are being broken down into work packages (smaller deliverables)

Answer 294

Project schedule network diagram

Answer 295

The network diagram shows just dependencies between activities If estimates and leads and lags are added to the diagram later in the schedule management process, it can also show the critical path If plotted out against time (is made calendar-based), the network diagram is a time-scaled schedule network diagram

Answer 296

Finish-to-start (FS): An activity must finish before the successor ca start Start-to-start (SS): An activity must start before the successor can start Finish-to-finish (FF): An activity must finish before the successor can finish Start-to-finish (SF): An activity must start before thee successor can finish

Answer 297

The order in which activities must be done, due to the inherent nature of the work or as required by a contract . Also called hard logic.

Answer 298

The order in which the organization had chosen to have work performed. Also called preferred, preferential, or soft logic.

Answer 299

External: Dependencies based on the needs of a party outside the project Internal: dependencies based on the needs of the project; may be under the control of the project team

Answer 300

1. Activity attributes 2. Basis of estimates 3. Updates to project documents

Answer 301

1. Prioritized backlog of user stories 2. Coarse-grained estimates of user stories 3. Release goal focused on customer value 4. Target release date or release number

Answer 302

1. Activity lists and activity attributes 2. Assumption log 3. Lessons learned register 4. Resource breakdown structure 5. Resource requirements 6. Project team assignments 7. Resource calendars 8. Risk register

Answer 303

A pad is extra time or cost added to an estimate because the estimator does not have enough information or feels insecure about their estimating Padding undermines the ability to develop a realistic schedule and budget

Answer 304

Analogous estimating uses expert judgment and historical information to estimate

Answer 305

An accurate WBS

Answer 306

Parametric estimating involves creating a mathematical equation using data from historical records or other sources, such as industry requirements or standard metrics, to create estimates.

Answer 307

Regression analysis (Scatter Diagram) or a learning curve (by example)

Answer 308

Triangular distribution is a simple average giving equal weight to each of the three-point estimates when calculating the expected activity duration or cost; it uses the formula (P+O+M)/3 Beta distribution is a weighted average that gives stronger consideration to the most likely estimate; it uses the formula (P+4M+O)/6

Answer 309

1. Affinity estimating (το παράδειμα με τα φρούτα) 2. T-shirt sizing 3. Planning Poker

Answer 310

They are both adaptive estimating techniques, but T-shirt sizing assigns effort and number of user stories of each feature in terms of T-shirt sizes, while Planning Poker uses cards to assign a relative unit (such as story points) to each user story with the goal of building an agreed-upon estimate of the work.

Answer 311

1. Contingency reserves (PM) 2. Management reserves (Sponsor)

Answer 312

Alternative analysis involves evaluation the impact of each option on project constraints, including financial investment versus time saved and level of risk. This process will result in the determination of the best approach to completing project work within the constraints

Answer 313

A voting technique where team members show their level of support by holding up zero to five fingers. Voting is repeated untill everyone in the group indicates their support by showing at least three fingers

Answer 314

The schedule model consists of all the project data that will be used to calculate the schedule, such as the activities, duration estimates, dependencies, and leads and lags. The project schedule is an output of the schedule model.

Answer 315

Determining the longest duration path through the network diagram, the earliest and latest an activity can start, and the earliest and latest it can be completed

Answer 316

The path closest in duration to the critical path; the closer in length the critical and near=critical paths are, the more the risk to the project

Answer 317

1. Total Float: The amount of time an activity can be delayed without delaying the project end date or an intermediary milestone 2. Free float: The amount of time an activity can be delayed without delaying the early start date of its successor(s) 3. Project float: The amount of time the project can be delayed without delaying the externally imposed project completion date required by the customer or management (also referred to as positive total float)

Answer 318

* Late start (LS) - Early start (ES) * Lat finish (LF) - Early Finish (EF)

Answer 319

Crashing involves adding or adjusting resources in order to compress the schedule while maintaining the original project scope, while fast-tracking involves compressing the schedule by doing more critical path activities in parallel

Answer 320

A technique that uses computer software to simulate the outcome of a project, based on the three-point estimates (optimistic, pessimistic, and most likely) for each activity and the network diagram Monte Carlo analysis is also used as a risk management tool to quantitatively analyse risks

Answer 321

Finding ways to adjust the use of resources

Answer 322

Resource leveling is a resource optimization technique that allows the project manager to level the peaks and valleys of the schedule from one month to the other, resulting in a more stable number of resources. Resource smoothing is a modified form of resource leveling, where resources are leveled only within the limits of the float of their activities, so the completion dates of activities are not delayed.

Answer 323

An iteration is a short, timeboxed development period, typically one to four weeks in duration A release is a group of iterations that results in the completion of a valuable deliverable on the project

Answer 324

Tracking and forecasting the delivery of value CFDs can help the project manager gain insight into project issues, cycle times, and likely completion dates.

Answer 325

The measure of a team’s capacity for work for each iteration, it allows the team to gauge how much work they will be able to do in the future based on the work they have completed in the past

Answer 326

1. Project Schedule 2. Bar charts 3. Milestone charts 4. Schedule baseline 5. Change requests 6. Schedule data 7. Project document updates

Answer 327

1. Network Diagrams 2. Bar Charts 3. Milestone Charts

Answer 328

Progress reporting and control; they are weak planning tools

Answer 329

High-level project status; they only show major events

Answer 330

1. Work performance informatin 2. Schedule forecasts 3. Change requests 4. Updates to the schedule management plan 5. performance measurement baseline, and project documents

Answer 331

To make sure the project objectives can still be satisfied within the schedule, buget, and other project constraints

Answer 332

1. Plan Communications Management 2. Manage Communications 3. Monitor Communications

Answer 333

1. Communications are planned and executed so the right information is flowing in the right way, to the right people, at the right time and in the appropriate formats 2. The project manager solicits feedback to ensure a common understanfing 3. Communication strategies and tactics are measured and analyzed on a regular basis. Changes are made as neede 4. Communication management strategies and tectics contribute to stakeholder satisfaction

Answer 334

1. Stakeholder registry 2. Stakeholder personas 3. Stakeholder engagement plan 4. Locatoins of stakeholders 5. Number of communication channels

Answer 335

1. Daily Standup 2. Iteration review 3. Retrospective findings

Answer 336

1. Daily standups 2. Product demo 3. Kanban boards 4. Information radiators 5. Personas 6. Wireframes

Answer 337

Highly visible displays of information placed in high-traffic areas that inform stakeholders about the project's status

Answer 338

1. Determine whether the communications management plan is being followed 2. Confirm communications and feedback are understood 3. Ensure that communications are meeting the needs of the stakeholders 4. Identify where communication is breaking down (if needed) 5. Adjust as necessary to meet stakeholder and team needs

Answer 339

The process of identifying, evaluating, and planning responses to uncertain events that might occur during the course of a project

Answer 340

Risks that currently do not warrant planned risks responses, but it is understood that any of these risks could become more probable and need a planned response

Answer 341

An individual who watches out for the occurrence of an assigned risk and leads the implementation of preplanned responses

Answer 342

A risk event that has a positive impact to deliver even more value to the organization and customer than planned

Answer 343

A short iteration dedicated to explore an issue or an approach Often used to explore big risks like new processes or technology

Answer 344

1. Architectural spikes 2. Risk-based spikes

Answer 345

The earlier failure occurs the quicker resources can be diverted to a different strategy on a project, or even to a different project

Answer 346

1. Plan Risk Management 2. Identify Risks 3. Perform Qualitative Risk Analysis 4. Perform Quantitative Risk Analysis 5. Plan Risk Responses 6. Implement Risk Responses 7. Monitor Risks

Answer 347

1. The probability that a risk event will occur (how likely) 2. The range of possible outcomes (impact or amount at stake) 3. Expected timing for it to occur in the project life cysle (when) 4. The anticipated frequency of risk events from that source (how often)

Answer 348

A general, high-level description of the acceptable level of risk to an individual or organization

Answer 349

The specific point at which risk becomes unacceptale

Answer 350

1. Internal and external environmental factors are considered 2. Risk and responses address the inherent uncertainty and complexity on projects 3. Risk related to all possible variables and constraints are accounted for 4. Issues are eliminated with risk response plans 5. Risks are reviewed in every meeting, triggers are monitored, and risks are addressed before they happen 6. There is normally a plan in place to deal with risk events 7. Risk management helps to limit cost, time, and resource investments on the project

Answer 351

Qualitative risk analysis is a subjective evaluation and the numbers used to rate each risk are usually based on a scale of 1-5 or 1-10 Quantitative risk analysis is a more objective evaluation and the rating of each risk is based on an estimate of the actual probability and the actual monetary value at stake (impact)

Answer 352

1. Risk strategy 2. Methodology 3. Roles and responsibilities 4. Funding 5. Timing 6. Risk categories 7. Stakeholder risk appetite/thresholds 8. Definitions of probability and impact 9. Reporting 10. Tracking

Answer 353

A hierarchical chart that can help identify and document risk categories

Answer 354

1. Schedule 2. Cost 3. Quality 4. Scope 5. Resources 6. Customer satisfaction

Answer 355

Accuracy and reliability of a risk to determine if it is valid and whether more researche is needed to understand it

Answer 356

Risk register

Answer 357

1. Brainstorming 2. Checklist analysis 3. Interviewing 4. Root Cause Analyis 5. Assumption analysis 6. Constraint analysis 7. SWOT analysis 8. Documentation reviews

Answer 358

A facilitated team exercise that aims to identify the possible failure points on a project before they happen

Answer 359

1. Imagine the failure 2. Generate reasons for the failure 3. Consolidate the list 4. Revisit the plan

Answer 360

1. Risk management quality assessment 2. Risk categorization 3. Probability and impact matrix 4. Risk parameters assessment

Answer 361

1. which risk events warrant a response plan and which require the most attention 2. Overall project risk (risk exposure) 3. The quantified probability of meeting project objectives

Answer 362

1. Expert judgment from the team and risk specialists 2. Data-gathering techniques, such as interviewing 3. Data analysis techniques, such as sensitivityt analysis and decision tree analysis 4. Interpersonal and team skills 5. Cost and schedule estimating 6. Use of historical records from previous projects

Answer 363

A technique to analyze and compare the potential impacts of identified risks

Answer 364

Probability times impact, or EMV = P x I

Answer 365

To model all the possible choices to resolve and issue

Answer 366

1. Avoid: Eliminate the threat by eliminating its cause 2. Mitigate: Reduce the probability or impact of the threat 3. Transfer: Make another part responsible for the risk (outsourcing, insurance, warranties, bonds, guarantees) 4. Escalate: Move the threat to the program or portfolio level 5. Accept: * Passive acceptance - do nothing; if it happens, it happens * Active acceptance - develop contingency plans in advance

Answer 367

1. Exploit: Make sure the opportunity occurs 2. Enhance: Increase probability or positive impact of the risk event 3. Share: Allocate full or partial ownership of the opportunity to a third party 4. Escalate: Move the opportunity to the program or portfolio level 5. Accept: Do nothingl if it happens, it happens

Answer 368

1. Residual Risks 2. Contingency plans 3. Fallback plans 4. Risk owners 5. Secondary risks 6. Risk Triggers 7. Contracts 8. Reserves (contingency and management)

Answer 369

The risks of greatest threat or opportunity, overall project risk exposure, anticipated changes, and anticipated outcomes of planned risk responses

Answer 370

An insurable risk, such as fire, theft, property damage

Answer 371

The risks that remain after risk response planning

Answer 372

New risks created by the implementation of risk response strategies

Answer 373

A contingency plan describes the specific actions that will be taken if the opportunity or threat occurs A fallback plan describes specific actions that will be taken if the contingency plans are not effective

Answer 374

Events that trigger contingency responses They let risk owners know when to take action

Answer 375

A backlog that is prioritized for the risk responses that have been developed for identified risks

Answer 376

Exploring multiple options, or designs, early in the project and eliminating the ones that won't work It creates flexibility and allows teams to develop knowledge as they work through the different options

Answer 377

Unplanned responses developed to deal with the occurrence of unanticipated events or problems on a project (or to deal with risks that had been accepted because of unlikelihood of occurence and/or minimal impact)

Answer 378

To handle the impact of the specific risk for which it was set aside

Answer 379

Uses project data to compare planned versus actual completion of technical requirements to determine if there is any variance from what was planned

Answer 380

The team reviews the risk management plan and risk register and adjusts the documentation as required

Answer 381

A regular review to discuss the effectiveness of planned risk responses that have need implemented on the project The may result in the identification of new risks, secondary risks created by risk response plans, and risks that are no longer applicable

Answer 382

Assessments of the overall process of risk management on the project

Answer 383

Retrospectives and risk burndown charts

Answer 384

Compares planned versus actual completion of technical requirements to determine if there is any variance from what was planned Any variance could indicate possible risks to the project, either opportunities or threats

Answer 385

1. Change Requests 2. Project Management plan updates 3. Project document updates (included the risk register) 4. Work performance information 5. Organizational process assets updates

Answer 386

1. Outcomes of risk reassessments and risk audits 2. Results of implemented risk responses 3. Updated to previous parts of risk management 4. Closing of risks that are no longer applicable 5. Details of what happened when risks occurred 6. Lessons learned

Answer 387

A systematic series of steps that go into the creation of a delivered product

Answer 388

The team tries to eliminate waste and gain efficiencies in a product delivery process by visualizing, discussing, and analyzing all steps in the process

Answer 389

A continually interacting and interdependent group of items or activities

Answer 390

1. Governmental regulations and societal norm 2. Organizational governance

Answer 391

A system within the organization that exists to support the delivery of value to stakeholders

Answer 392

Tailoring to project organizational practices and tools supplied by the PMO

Answer 393

An awareness that organizations exist within the context of many systems working together for mutual benefit.

Answer 394

Delivering the promised value of the project and product scope.

Answer 395

1. Stewardship 2. Team 3. Stakeholders 4. Value 5. Systems thinking 6. Leadership 7. Tailoring 8. Quality 9. Risk 10. Adaptability and resiliency 11. Enable change to achieve the envisioned future state

Answer 396

Acting with care and integrity, and establishing and maintaining trust

Answer 397

By continually evaluating their approaches, methods, and plans on the project to ensure they are in line with project (and organizational and societal) complexity

Answer 398

An MMF is the smallest feature that can be released into the marketplace, which stakeholders need or will find useful. MMFs are delivered on a regular basis as updates to already existing consumer products An MVP is a version of a product with just enough features to make it useful. The most critical features can be used by early customers. An MVP allows the project manager and team to see how the increment of the product appeals to the customer and how the customer uses the product

Answer 399

* Have a high level of sophistication about the products and services, the organization, and the environment * Maintain awareness and monitor the possibility of change of any kind * As potential changes are identified, evaluate the changes and their impacts * Plan a response * Lead the team in operating within the organization and the project to support the planned response

Answer 400

It enables the project manager to make needed changes within their projects in ways that minimize negative effects and keep the project moving forward

Answer 401

ADKAR 8-step Process for Leading Change Virginia Satir Change Model Transition Model

Answer 402

ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, which are the five steps that an individual goes through to adapt to change The model helps change management professionals to develop communications and activities for impacted stakeholders undergoing change at each stage of their journey

Answer 403

Things often get worse before they get better, but they will eventually get better with clear communication and support

Answer 404

1. Eliminate waste: eliminate waste in the value chain and value stream mapping 2. Amplify learning 3. Decide as late as possible: in adaptive environments so much information does not available the beginning of a project there are four decisions about the next stage "should be made at the last possible moment" 4. Deliver as fast as possible: the teams are delivering value continually and as quickly as possible 5. Empower the team: trust people's skills, provide training when needed and trust the team to make the decisions about their own work 6. Build integrity in: a product that works well and is user friendly 7. See the whole: we must sing holistically about the product since there are interacting parts that also interdependent

Answer 405

Value stream mapping

Answer 406

1. Kanban boards were meant to be low-tech and high-touch 2. They can be created with sticky notes on white boards or flip charts 3. They can also be digital

Answer 407

Visualize the workflow Limit WIP (work in progress) Manage flow Make process policies explicit Improve collaboratively

Answer 408

On a Kanban board, team members pull tasks (or sticky notes) from one column to the next as work is completed

Answer 409

The product (or project) backlog represents all the known product scope: Features are continuously added and removed as the customer makes decisions about product scope The sprint backlog is the specific increment or increments of product that are currently at the top of the prioritized backlog and are selected for the next (or current) sprint

Answer 410

Iterative and incremental development Dedicated team Cross-functional team Pillars * Transparency * Inspection * Adaptation

Answer 411

Also known as a daily standup, participants answer these questions: * What have I completed since the last meeting? * What am I working on today? * Are there any impediments to progress?

Answer 412

* If team members have something to report they must attend * If team members have nothing to report, they shouldn’t speak at the meeting * Talk is restricted to addressing the three questions * If a team member has identified an impediment, it will be taken up after the meeting by the Scrum Master or anyone else who may be able to help remove the impediment. It is not to be elaborated during the meeting.

Answer 413

An iteration specifically planned to explore risks to understand them better and thus reduce them.

Answer 414

An iteration that explores new technological approaches to show they will work for the product and the project.

Answer 415

1. Simplicity 2. Communication 3. Feedback 4. Courage 5. Respect

Answer 416

The team creates the tests before they develop the code (the code has to be built to pass the tests)

Answer 417

Developers work together, taking tums developing code while the other watches.

Answer 418

A situation-specific solution

Answer 419

A set of management practices and processes that guide a group of agile teams to work towards a common, often longer-term goal

Answer 420

1. Alignment 2. Built-in quality 3. Transparency 4. Program execution

Answer 421

Feature Driven Development (FDD)

Answer 422

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

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