Section 1 - 9 (Intro) Flashcards
1
Q
What would be found in a lessons learned register
A
What was done incorrectly in a project, What was done correctly in a project and what should have been done differently in a project.
2
Q
WHAT is a lessons learned register?
A
A lessons learned register would not name who is responsible for a mistake. Assigning blame should always be avoided. A lessons learned register does contain information about what was done correctly, what was done incorrectly, and what should have been done differently.
3
Q
WHAT is a risk management plan?
A
A risk management plan defines how your project’s risk management process will be executed. This includes the funds, tools and approaches that will be used to perform risk identification, assessment, mitigation and monitoring activities.
4
Q
WHAT are the 4 components of a risk management plan?
A
1) Identify the risk
2) Assess the risk
3) Treat the risk
4) Monitor and Report on the risk
5
Q
WHAT is a risk register?
A
The purpose of the risk register is to note all risks in a project.
6
Q
Risk Register vs Issue Log vs Risk Management Plan
A
A risk management plan is used to try and predict risks and how to avoid them becoming issues.
A risk register is used to report risks before they become issues.
An issue log is used to determine what is an issue and how to resolve (and when).
7
Q
WHAT is an issue log?
A
The issue log, sometimes also known as an issue register, is a project document where all issues that are negatively affecting the project are recorded and tracked. When an issue log is created, it provides a tool for reporting and communicating all that is happening within the project.
8
Q
WHAT are the 5 stages of the project life cycle?
A
1) Initiating (or origination)
2) Planning
3) Executing
4) Monitoring/Controlling
5) Closing
9
Q
WHAT is a lessons learned register?
A
A lessons learned register is a document in which project team records their valuable experience.
10
Q
WHAT is a change driven project?
A
Scope is flexible
11
Q
WHAT is a project performance appraisal?
A
A project performance appraisal will indicate that an individual requires more training.
In a project performance appraisal, feedback is gathered from team member’s supervisor that may point out a need for additional training.
12
Q
WHAT is a benefit of individual assessment?
A
An individual assessment is used to determine information about an individual about their decision-making process, interactions with others, and how they prefer to be led. An individual assessment would not contain anything about an individual’s skillset.
13
Q
WHAT is a project management plan?
A
A project management plan serves as a guide to how the project will be managed.
14
Q
WHAT is a feasibility study?
A
A feasibility study is a document that assesses the success of a project before it is executed.
15
Q
WHAT is a work breakdown structure?
A
A work breakdown structure is a document that is specific to scope. It does not contain cost information nor guide the management of a project.
16
Q
WHAT are the importance of training for a project?
A
Training is not always paid for from the project budget. In instances where the organization will benefit from the training in the long term, the training may be an organization (company) cost. Overall, training benefits individual performance, project performance, reduces project costs and reduces project schedule. Work smarter not harder
17
Q
WHAT is an organizational impediment?
A
An organization impediment impacts an entire organization. Example: The office’s internet is out.
18
Q
WHAT is a team impediment?
A
Team impediments only impact a subset of the organization.
Example: The CEO will now take the last Friday of the month. The QA team now requires a new issue recording tool. A coding audit will take place randomly to prevent software bugs from being delivered.
19
Q
WHAT is work performance information?
A
information that can result in delaying (or expediting) the project. Example: a project manager realizes that a late shipment will delay the entire project by 4 days.
20
Q
WHAT is NOT work performance information? Examples
A
a developer informs you that a task takes 3 hours to perform. This is a raw metric that isn’t new information. factored in the beginning stage of project management plan.
Sharing a report is not work performance information because this information is distributed and can be acted on .
21
Q
WHAT is Scrum Project management?
A
In Scrum, the team meets daily for a meeting to discuss what work everyone is doing and to work through any roadblocks.
22
Q
WHAT is a Scrum master?
A
A scrum master’s main job is to remove all obstacles to getting work done. Different than a project manager but a project manager can be a scrum master.
As the title implies, the scrum master is the master of scrum, who ensures the scrum framework is followed. Scrum has a clearly defined set of roles and rituals that should be followed and the scrum master works with each member of the scrum team to guide and coach the team through the scrum framework.
23
Q
WHAT is Cost of Conformance?
A
The costs incurred while building in, or ensuring, quality are called the costs of conformance. Costs of conformance can include activities such as process documentation, training, inspections, and audits. This is money spent to avoid failures.
24
Q
WHAT is not an example of Cost of Confrmances?
A
Scrap, inventory costs, rework of deliverables are all costs of non-conformance. These costs are the results of the problems that were encountered in the project.
25
WHAT types of PMO are there?
There are three: Supportive, Directive and Controlling.
26
What is a Supportive PMO?
A supportive PMO provides the tools and resources projects need to succeed. It is the place in a business that hold the documents and details to be able to run a project from beginning to end. Expect a supportive PMO to have:
Process outlines for things like procurement, talent acquisition, budget changes, and more
Templates for running a successful project such as Agile frameworks or Scrum weekly planners
Procedures that ensure every project is run along the same lines
27
WHAT is a Directive PMO?
The Directive PMO goes beyond control and directly manages the project. This PMO is professional in nature, providing both the project management experience and the resources needed to manage the project. It also has dedicated project managers who would directly take control of the project and report back to the PMO.
28
WHAT is a Controlling PMO?
Controlling PMOs have a moderate level of control. They create documentation, methodologies, templates, and frameworks for project managers to follow and ensure organizational standards for successful project management and execution.
29
WHAT is the difference between Directive and Controlling PMO?
The directive PMO directly manages most or all projects within the organization. They both are active PMO types. Controlling PMO: the office provides support and requires that the support be used. It can mandate specific methodologies, templates and work streams.
30
WHAT is an impediment backlog?
An Impediments Backlog is a simple list of hurdles, obstacles, snares, deterrents, blockers, and impediments that cause waste in the organization.
31
WHAT is the difference between a "blocker" and a "impediment"?
The impediment backlog would contain impediments that are holding up activities or tasks, not the entire project. A small code change, a technical dependency, a new keyboard are all examples of impediments.
The project budget would be an example of a blocker due to it holding up the whole project not just an activity or task within that project.
32
What is the benefit of conducting a stakeholder analysis?
Conducting a stakeholder analysis will help ensure that all project benefits are identified. This allows all stakeholders to voice what it is they hope that the project will achieve.
33
WHAT is a change request log?
A change request log is held in the executing and monitoring and controlling stage of a project. The change request log allows for noting documents that will need to be created.
34
When should you review a project's risk management process?
When you review the baselines and notice that the scope, schedule and cost baselines are all significantly off track.
35
According to Herzberg's Two-Factor Theory of Motivation, which factor is most likely to motivate someone?
Professional growth is most likely to motivate someone as it is a motivating agent. Salary, relationships ant work, and personal life are important, but these are simply hygiene factors.
36
What is Herzberg's Two-Factor Theory of Motivation?
The 'hygiene-motivation' or 'two factor' theory resulted from research with two hundred Pittsburgh engineers and accountants. Herzberg aimed to dissect employee's attitudes to their jobs, to discover what prompted these attitudes, and what impact they had on the person and their motivation to work. Subjects were asked what pleased and displeased them about their jobs. From their responses, Herzberg concluded that man has two sets of needs:
Lower level needs as an animal to avoid pain and deprivation
Higher level needs as a human being to grow psychologically.
Some factors in the workplace meet the first set of needs but not the second and vice versa. The first group of factors he called 'hygiene factors' and the second, 'motivators'.
37
What warrants project closure activities?
Project closure activities should be done when a project is complete, when a phase of a project is complete, or when a project is terminated.
38
What makes up a COMPLIANCE council?
The individuals in this group have diverse backgrounds including a legal expert, a security architect, and an environmental scientist.
39
When can a stakeholder be identified?
A stakeholder can be identified throughout the project - except for closing stage.
40
What is retrospective meeting? What are the benefits?
Retrospective meetings occur at the end of a project to help teams pause and think about improving future performance. It's a safe space for reviewing the project's successes, identifying opportunities for process improvement, and solving issues that may have come up.
Retrospectives do improve trust and transparency within a team, increase morale and spirit, and push the team to further develop and grow.
41
What is leadership?
Leadership implies the ability to communicate the vision and goals to all stakeholders to engage them in the project.
42
What is Active Listening?
Active listening is the practice of preparing to listen, observing what verbal and non-verbal messages are being sent, and then providing appropriate feedback for the sake of showing attentiveness to the message being presented. This form of listening conveys a mutual understanding between speaker and listener.
43
Difference between blocker and an impediment part 2 (read only)
The deliverable that was scheduled to go to production but needs fixing is an example of a blocker. It is important to understand the difference between a blocker and an impediment. An impediment slows down the progress of the team. A blocker completely stalls the team from delivering on time. Here, the deliverable needing to be fixed before going to production is a blocker. The lead developer’s slow internet connection, the junior developer’s absence, and the bug found in a testing feature are all impediments because they are problematic, but they do not completely stall the project.
44
What is a risk trigger?
Risk triggers will alert the team when a risk is about to become an issue. Therefore, assessing and setting risk triggers with the team will help establish clues as to when a risk may become an issue.
45
What are the different management styles?
3 Types: Autocratic, Democratic management and Laissez-faire management styles.
46
What is an Autocratic management style?
This type of management follows a top-down approach, with one-way communication from bosses to employees.
This is the most controlling of the different management styles, with the management making all workplace decisions and holding all of the power.
Employees are treated as drones, to be monitored closely as they perform within clearly defined perimeters.
Employees are not encouraged to ask questions, submit ideas, or share their thoughts on improving processes, and are in some cases actively discouraged from doing so.
The subtypes of autocratic management style are authoritative, persuasive, and paternalistic.
47
What is authoritative management style?
Under the autocratic style tree.
Managers dictate exactly what they require their subordinates to do and punish those who do not comply. Employees do not question the authority and managers monitor the employees closely.
48
What are the pros and cons of authoritative management style?
Pros:
This management style allows quick decision making, and creates clearly defined roles and expectations.
With unskilled workers or large teams, setting clear and solid expectations can allow workers to operate without uncertainty.
Productivity will increase, but only when the manager is present.
Cons:
The negatives of authoritative management style includes an increase in the dissatisfaction of employees, which leads to higher turnover, resentment, a lack of professional development and employee engagement, and the formation of an ‘us’ versus ‘them’ mentality between employees and management.
Innovation is stifled and inefficient processes will remain in place.
AKA great when working with a bunch of clueless dummies. Terrible for people that know what they are doing.
49
What is persuasive management style?
Under the Authoritative tree.
managers persuade employees to believe the unilateral decisions that the manager implements is best for team. Drink the koolaid.
Rather than simply ordering employees to perform tasks, managers employing this style would invite questions and would explain the decision-making process and rationale behind policies. This can help employees feel as though they are a more trusted and valued part of the staff and are involved in key business decisions, leading to lower levels of resentment or tension between management and staff.
50
What are the pros and cons for persuasive management style?
ros:
Management can establish a higher level of trust between themselves and employees, and employees will accept top-down decisions more easily.
Employees respond more positively to reason and logic than they do the threat of punishment, and may feel less constricted than those managed with an authoritative style.
Cons:
Employees will still chafe under the restrictions they are placed under, and become frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way.
51
What is Paternalistic management style?
Under the authoritative tree.
The manager acts with the best interests of their subordinates at heart.
Usually, the organization will refer to staff as ‘family’ and ask for loyalty and trust from employees.
Management using this style will use unilateral decision making but will explain to employees that the decision-makers are working from a place of expertise, and thus, legitimacy. Decisions are explained to employees, but there is no room for collaboration or questioning.
52
What are pros and cons of Paternalistic management style?
Aka overly protective mommy
Pros:
A paternalistic manager is focused on the welfare of their employees, and will base their decisions on what is best for their staff.
Upskilling and employee education are valued, leading to happier, more skilled, more productive employees.
Cons:
Employees can become too dependent on management, leading to a lack of innovation and problem-solving.
There is a high chance of this style breeding resentment among employees who do not believe in the ‘organization as family’ concept.
Employees might find this style condescending and infantilizing.
53
What is the Democratic management style?
the second of the three leadership style categories.
Managers encourage employees to give input during the decision-making process but are ultimately responsible for the final decision.
Communication goes both ways, top-down and bottom-up.
54
What is Consultative Management style?
Under the Democratic management style.
Managers ask for opinions and thoughts of their team, consulting every member.
The manager will make the final decision, but they will consider all of the information given by team members before they do so.
This style is often used in specialized fields, where staff are experts and their input is needed for the management to make informed decisions.
55
What are Pros and Cons of consultative management style?
Pros:
This style promotes a deeper bond between staff and management, and builds trust within teams.
Management grows with the team, as they learn from the ideas, opinions and experience of the employees that they lead.
Innovation and voicing opinions are encouraged, leading to better problem-solving.
Cons:
The process of consulting staff can be labor and time-intensive.
If a manager is not skilled in the time management aspect of this process, they can easily get bogged down.
If there is an appearance of favoritism or bosses not listening to opinions, employees may become resentful and distrustful of the manager.
Excessive reliance on this style can lead to staff losing trust in their boss, as they will start to wonder why they are always called on to help solve problems instead of management handling it as part of their job.
56
What is participative management style?
Under the Democratic management style.
In this style, managers and staff are all active members of the decision process.
Staff are given access to more information about the company and its goals, and are encouraged to innovate solutions.
Management seeks the thoughts, ideas and opinions of staff, works together with staff to make decisions and then the company acts on them.
57
What are the pros and cons of participative management style?
Pros:
Employees feel as though they are valued by their management team and the organization as a whole, and will respond with increased motivation and productivity.
The more they understand and connect with the organization’s goals, the higher their engagement will be. Innovation is increased.
Cons:
This process can be a slow one, and there is a risk of staff with bigger personalities steamrolling less assertive staff members, leading to conflicts and resentment.
In industries with trade secrets, letting staff have access to sensitive information can be risky.
If employees do not want to be involved in this type of decision making, they can grow to resent managers who employ this style.
58
What is the collaborative management style?
Under the democratic tree.
In this style, management creates an open forum for ideas to be discussed extensively before making decisions based on majority rule. Staff is empowered to take ownership of outcomes, which can lead to increased engagement, innovation and creativity.
59
Pros and Cons of Collaborative management style?
Pros:
Staff feels trusted, valued and heard by all levels of their management team.
They are inspired to put forth their best work, find collaborative solutions to problems, and engage completely with the process.
Open communication means that workplace conflicts are often solved before real issues arise.
Turnover is decreased when employees are engaged, and diverse voices often lead to better solutions and outcomes.
Cons:
As with other democratic management styles, this process can be time-consuming.
Majority rule can also not always be the best choice for an organization, and if there is a decision that is not in the best interests of the business, management will need to step in and change it, which can breed resentment and mistrust.
60
Transformational management style
Under the democratic tree.
This style of management is agile and growth-focused.
Managers focus their efforts on pushing their staff to ever greater accomplishments through encouragement, pushing them past their comfort zones regularly, and consistently motivating their teams to raise their bar for achievements.
Managers work alongside with their employees, inspiring their team to ever greater efforts by demonstrating their own work ethic.
61
Pros and Cons of Transformational management style
Pros:
Innovation is increased, and employees will more easily adapt to change, disruptions, or challenging projects.
Creative thinking is encouraged, and problem-solving and product development will benefit from the increased flexibility of the staff.
Cons:
If not used carefully, this style will cause staff to burn out.
Staff may end up spread too thin, worn out from constantly pushing themselves, and unable to keep up with the pace.
62
Coaching Management Style
Under the democratic tree.
In this style, managers see themselves as the coach and their employees as the valued members of their team.
The manager’s job is to develop and guide their team, putting their team’s professional development at the forefront of their priorities. Long-term development is valued above short-term failures in this style, and the manager wants to promote learning, upskilling and growing in the workplace.
63
Pros and Cons of Coaching Management Style.
Pros:
Employees feel valued, they know that they will learn and develop within their roles, and are more likely to be engaged.
Managers build a strong bond with their employees, who will in turn be more likely to put forth their best work for their ‘coach’.
Cons:
This style can lead to toxic environments, as staff jockey for favored roles and development tasks.
Too much focus on long-term development can leave short-term projects without proper support.
64
What is Laissez-faire management style?
The third category of management styles.
In this style, management takes a hands-off approach to leadership.
Staff is trusted to do their work without supervision, and they are left to control their decision making and problem-solving.
Management is present at the delegation and delivery stages of work, but otherwise steps back and gives staff the freedom to control their workflow and outcomes. Management is only involved during the process if the staff requests their assistance.
65
What is Delegative management style?
Under the Laissez-faire management style
In this style, the manager is only present to assign tasks, although they still are responsible for tasks being completed successfully. Once the task is assigned, then the employees are empowered to do their work as they see fit.
After the task is complete, the manager steps back in to review the work and give advice about how to improve future projects.
66
Pros and Cons of Delegative management style
Pros:
Innovation and creativity are fostered by this system, especially in organizations with highly skilled workers.
Problem solving and teamwork are strengthened, as staff are given space to handle their own issues and will work together to solve them.
Job satisfaction may be increased in those who crave autonomy in their workplace.
Cons:
Without leadership, productivity may suffer.
Teams can experience a lack of direction, focus, or uniformity.
Poorly managed conflicts may flare up and breed resentment.
Some staff may feel that the management is not contributing anything towards the team’s success and become resentful.
67
What is Visionary management style?
Under the Laissez-faire tree.
managers lead through inspiring their staff.
Team members are motivated by their manager, then allowed the freedom to achieve their tasks with minimal interference. Managers will check in from time to time, but they trust that their shared vision will keep employees on track and produce good results.
Managers offer a lot of constructive feedback during and after the process to assist their employees, and make sure to give praise liberally.
68
Pros and Cons of Visionary Management style
Pros:
Engagement is heightened because staff believes in what they are creating and are driven to complete tasks to the best of their ability.
Employees are more satisfied, motivation is higher and turnover will be lowered.
Innovation is higher, and problem-solving can happen quickly within teams.
Cons:
Not all managers can be legitimately inspiring. It depends on the job, the industry, the product, and the person.
This is not a style that can be faked, employees must actually be inspired, or they will not perform as well.
69
What is the Stakeholder cube?
Power x Interest x Influence
stakeholder cube is a three-dimensional model showing aspects of a stakeholder or stakeholder group.
70
What is a Power and Interest grid?
The Power/Influence Grid, which is also known as the Power/Influence Matrix in stakeholder management, is a simple tool that helps you categorize project stakeholders by the power and influence they have on the project.
71
What is a Salience model?
a salience model because of a salience model groups stakeholders by authority, involvement, and need for attention.
72
What are examples of responsibility under a project manager?
The project manager is not responsible for approving or rejecting change requests; the change control board or project sponsor is responsible for this. The project manager is responsible for overseeing the change management process including developing a change management plan, assessing the impacts of change requests, preventing the root causes of changes, and more.
73
What is a configuration management plan?
The purpose of the configuration management plan is to establish policies around naming conventions and versioning control.
74
What is a requirements management plan?
A requirements management plan is a document that is typically created alongside the primary project plan as a piece of the scope management process. Its primary purpose is to ensure that all stakeholder and business requirements are captured, analyzed, managed, and addressed by the project plan
75
What is a network diagram?
A network diagram sequences the activities in the order they should be performed.
76
What is a GAntt chart?
A Gantt chart measures duration of a project over time.
77
What is a resource breakdown structure?
A resource breakdown structure (RBS) is a table, list, or diagram that project managers create to identify the necessary resources for each task in a project plan. The RBS visualizes how resources are allocated across employees and teams at every stage of the project.
78
How do you ensure that impediments are addressed?
Ensure that each impediment is assigned an impediment owner who is responsible for addressing it.
Each impediment needs an owner who is responsible for addressing it and understanding the status. Without an impediment owner, impediments are very unlikely to be addressed promptly. This is why simply noting the impediment in the impediment backlog or asking about the status in a daily standup meeting is not sufficient. Additionally, it is not the responsibility of the product owner to address each impediment. This is the responsibility of the Scrum team and ScrumMaster.
79
What is key in Adaptive Environments
team members are the local project experts. team members are key.
80
What role does project manager have in Adapative Environments?
Project managers are in charge of creating a collaborative decision-making environment. defend the team and keep from interruptions - support the team!
81
What is a drawback with adaptive environments?
Team members are usually generalists rather than specialists. this is why we need to make sure they work together rather than isolated.
82
What is I.T.T.O?
Inputs, Tool and Techniciques and outputs
you can use an ITTO to determine what is needed, what is used and how to create a piece of the plan.
83
How do you start developing the Project Charter?
Work with the project sponsor to authorize the project manager.
The charter is signed by the project sponsor...which means the project sponsor has to be high up in the company.
In some projects it is possible to have a charter in multiple phases in a project BUT mostly occurs in the beginning.
84
What is in the business case for a project charter?
Business case describes the need for the project based on market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts and/or social needs.
85
What are the enterprise environmental factors for a project charter?
Government or industry standards
legal and retgulatory requirements
marketplace conditions
organizational culture and political climate
stakeholders expectation and risk thresholds....the higher the priorty for the project the lower the tolerance for risk.
86
What is an O.P.A?
Organizational Process Assets
87
What is an O.P.A in a project charter?
could be:
organizational standard policies, processes and procedures
portfolio, program and project governance framework
monitoring and reporting methods
templates
historical information and lessons learned repository
88
What would expert judgement be when developing a project charter?
- someone who can provide benefit regarding strategy, benefits management, technical knowledge, estimating budgets and risk identificaiton.
The project manager doesn't make all the decisions it could be :
consultants
internal organizational resources
stakeholders
Industry groups
project management office
89
How would you gather data for project charter creation?
brainstorming (idea generation and analysis)
focus groups
interviews
90
What are components of the project charter?
- what is the project purpose?
- what are we trying to achieve?
- what are the requirements?
- who are the key stakeholders?
- how do we know we are successful?
- what is the exit criteria (where the project is completed or warrants cancelling)
- who is the project manager?
- who is the project sponsor?
THIS IS A DOCUMENT THAT ESSENTIALLY CREATES THE PROJECT MANAGER AND SHOWCASES THE SPONSOR.
91
What does a project manager use to evaluate if they should take a project?
- we need to know why the project is being proposed
- we need to know the benefits (cost, schedule, benefits and references)
- know the payback period for benefits
92
What is a "murder board"?
You go before a board and present all information and discuss a ton of questions and they decide if you can move forward or not.
93
What is Future Value of Money formula?
FV=PV (1 + i) ^n
FV is future value
PV is past value
i is interest
n is the number of time periods
94
Why would you use future value of money formula?
To determine financially if your project is worth pursuing.
95
What are examples of benefit measurement methods?
murder board
future value of money formula
cost- benefit analysis
Net Present Value
internal rate of return
96
What is Net Present Value?
Finds the true value of a project
considers a project with multiple returns
Considers the initial cash outlay
97
How do you find Net Present Value (N.P.V)?
Calculate the return for each time period
Calculate each time period's present value
sum the present value
substract the investment
NPV greater than zero is "good"
98
What is the internal rate of return?
Present value equals cash inflow.
the bigger the irr the better the project
greater than zero is a decent project selection because there is at least some sort of profit.
99
What is an assumptions log?
A document that has both assumptions and constraints about a project.
100
What is an example of an "assumption" under the assumption log?
assume the project won't be cancelled.
assume the vendor will deliver on time.
skills to do the project
101
what is an example of a "constraint" under the assumption log?
you have to follow policies and procedures
regulations
predetermined budget or schedule
resource utilization, requirements or technological needs
102
what would be the ITTO for a project management plan
Input:
project charter
outputs from other processes
enterprise environmental factors
organizational process assets
Tools and Techniques:
- expert judgement
- data gathering
- interpersonal and team skills
- meetings
Output:
- just creating the actual plan itself
103
Can you have subsidary project management plans underneath a master plan?
yes
104
What is a change request?
After a project management plan is approved, any change of that plan requires a change request
105
Who contributes to a project management plan?
- project manager
- project team members
- customers
-management
106
What types of changes are often made to Project Management Plans?
Changes typically occur in Scope, Schedule and Cost
107
What should occur in Planning Meetings when a project occurs?
- Discuss the project approach
- planning intent
- how work will happen
- document, whiteboard, photos, etc
108
What occurs with a kick-off meeting?
Kick-off meetings occur AFTER the plan has been approved (not after the charter has been approved)
- communicate objectives
109
What is the difference between a kick-off with a small project vs large project?
small project the team that performs planning and execution then kick off occurs after planning.
large project projects typically have a Project Management Team or Office (PMO) that does the planning and the team is brought on afterwards when the initial planning is complete.
110
What is in a typical project management plan?
Scope management plan (how scope will be defined, developed, monitored and controlled)
Requirements management plan (how requirements will be analyzed, documented and managed)
Schedule management plan (criteria and the activities for developing, monitoring, and controlling the schedule)
Cost management plan (how costs will be planned, structured and controlled)
Quality management plan (how an organization's quality policies, methodologies and standards will be implemented in the project)
Resource management plan (how project resources are categorized, allocated, managed and released)
Communications management plan (how, when and by whom information will be disseminated)
Risk management plan (how risk management activities will be structured and performed)
Procurement management plan (how a team will acquire goods and services from outside of the performing organization)
Stakeholder engagement plan (how stakeholders will remain engaged)
111
What is a scope baseline?
- A scope statement
- work breakdown structure (WBS)
- WBS dictionary
112
What are the 3 most frequent project plan baselines?
Scope Baseline, Schedule Baseline, Cost baseline
113
What is a schedule baseline?
Schedule model that is used as a basis for comparison to the actual results
114
What is a cost baseline?
time-phased project budget that is used as a basis for comparison to the actual results
this is how much you will spend for each phase with the end cost
115
What is a change management plan?
How change requests will be authorized and incorporated
116
what is a configuration management plan?
How the information about the items of the project will be recorded and updated
117
What is a performance measurement baseline?
integrated scope-schedule-cost plan for the project to measure and manage performance
118
ITTO: Direct and Manage Project Work
Input:
- Project Management plan
- Project documents
- Approved change requests
- Enterprise environmental factors
- Organizational process assets
Tools and Techniques:
- Expert judgement
- Project management
- Information System
- Meetings
Output:
- Deliverables
-work performance data
- Issue log
- change requests
- project management plan updates
- project document updates
- Organizational process asset updates
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What are types of actions in Execution (as a project manager)?
Corrective action (realigns project performance)
preventative action (ensures future performance)
defect repair (modifies nonconformance to project requirements)
all of these actions require a change request
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what do corrective action, preventative action, defect repair all require?
A change request (because it is time and money we are spending)
121
What would the project documentation be when applying/ requesting an Action (corrective, preventative and defect)?
Activity List (what are you doing)
Assumptions List (document what it was and how it was managed)
Lessons learned log (what are the lessons learned)
Risk log (what is the risk of not fixing vs occuring again)
122
What are project created deliverables?
A deliverable is any unique and verifiable product, result or capability
typically the outcomes of the project are the deliverable
a project deliverable can include components of the project management plan
123
What is the difference between a deliverable and change control?
A deliverable is created first. Any change after that is considered a change control.
124
Why is it important to report a change control update to the configuration management plan?
Configuration Management Plan shows the different version due to change controls. It is important to report any change to the configuration management plan because we want everyone operating on the latest blueprints of a house for example.
125
What is work performance data? when does it turn into work performance information?
raw data (sometimes not really useful) becomes work performance information once it is analyzed.
126
What types of work performance data are there?
- scope (compliance of requirements, non-conformities , number of change requests received
- schedule (when does activity start, end, updates)
- cost (cost of project, costs-to-date, balance of cost, cost variances)
- quality (technical performance, quality metrics, number of defects, rejection rate)
- communicate (communications distributed, feedback)
- Risks (risk events, risk occurrences, etc)
127
What is an issue log?
Issue log is where you document issues. It is a way of identifying the issue type, who raised the issue, description of the issue, the priority of the issue, who is assigned to fix the issue, when is the issue expected to be resolved, the issue status and the issue outcome.
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ITTO: Manage Project Knowledge
Input:
Project management plan
Project documents
Deliverables
Enterprise Environmental factors
Organizational process assets
Tools and Techniques:
Expert Judgement
Knowledge Management
Information Management
Interpersonal and team skills
Outputs:
lessons learned register
project management plan updates
Organizational process assets updates
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What types of Project Management Knowledge are there?
There are two types:
- Explicit Knowledge
- Tacit Knowledge
130
What is "Explicit Knowledge"?
knowledge that can be quickly and easily expressed through conversations, documentation, figures or numbers
i.e here is how to turn on a machine
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What is "Tacit Knowledge"
knowledge that is more difficult to express because it's personal beliefs, values, knowledge gain from experience, and "know-how" when doing a task
i.e the knowledge of years of experience....a deep understanding. Rachel rice has a lot of tacit knowledge
132
What are the 10 knowege management techniques?
story telling - team members and experts explain tacit knowledge
knowledge fairs and cafes - participants move between "tents" to learn fast lessons
work shadowing - you follow or "shadow" an expert
reverse shadowing - the expert follows you to see where you are making a mistake
creativity and ideas management- techniques (brainstorming)
discussion forums and focus groups
networking (talk to colleagues about their experience)
Communities of practice or special interest groups.
meetings to discuss approach
events
133
ITTO: Monitoring and controlling the work
Input:
Project management Plan
Project Documents
Work Performance Information
Agreements
Enterprise environmental factors
Organizational process assets
Tools and Techniques:
Expert Judgement
Data analysis
Decision making
Meetings
Outputs:
Work performance reports
Change requests
PM plan updates
Project docs updates (cost forecasts, issue log, lessons learned register, risk register, schedule forecasts)
134
What are the differences between monitoring or controlling in a project
monitoring is observation, controlling is enforcing or being involved
135
What is alternative analysis?
Corrective and Prevent actions to fix problems and to prevent problems. Here is an issue....what is my alternative?
136
What is Cost-benefit analysis?
cost of the proposed corrective actions and the consideration of the benefits the actions will create
the room is the wrong color....cost would be 1200 to fix it or we can just live with it.
137
What is the earned value analysis?
earned value management is a suite of formulas that helps to show project performance
138
What is root cause analysis?
Determine what is the acutal source of the issue and not the symptoms
139
what is trend analysis?
recurring problems, threats, opportunities
140
What is variance analysis?
the difference between what is expected vs what is occuring
141
ITTOs: Integrated Change Control
Inputs:
project managment plan
Project documents
Work performance reports
Change requests
Enterprise environmental factors
Organizational process assets
Tools and techniques:
Expert judgement
Change control tools
Data analysis
Decision making
Meetings
Outputs:
approved change requests
PM plan updates
Project docs updates
Change log
142
What is integrated change control in Project Management?
All about capturing a change and seeing the effect on the whole.
- changes happen throughout the project
- responsibility of the project manager
- happens after a baseline established
- examines the effect of change on the entire project
- Verbal changes happen, but should be documented
143
Where do you enter a change request? What could happen to them?
Change requests are entered into change management system.
change requests are either approved, deferred or rejected
144
What is a change control board?
a group of experts who determine whether the change is approved or rejected (or deferred)
145
Can changes be considered a solution (output)?
Yes, they can be a corrective action or preventative action. A defect repair could be a solution for the project. usually still requires formal approval.
146
What is configuration control?
Any changes to the features or functions need to be added to the configuration control
147
What is configuration identification?
Identification and documentation of the product and its components
148
What is configuration status accounting?
Includes the documentation of the product information
149
What is configuration verification and auditing?
concerned with performance and functional attributes of the product
150
what is gold plating?
you end a project and have extra money in the budget and go back to sweeten the project when reality the company is wanting to use that money for something else.
151
Describe the integrated change control workflow
Change request > change management system/configuration management system (if its a feature)> possible change control board OR integrated change control > decision
152
What are possible Change Control Decision Making options?
Voting
autocratic decision making (one person decides)
multicriteria decision analysis (decision matrix or predefined criteria)
153
ITTO: close the project or phase
Input:
Project charter
Project management plan
Project documents
Accepted deliverables
Business documents
Tools and techniques:
Expert judgmeent
Data analysis
Meetings
Outputs: Project docs updates
Final product, service or results
Final Report
154
What is administrative closure?
execution of closing down a project (essentially the first step)
- closing accounts
reassigning personnel
deal with excess project material
reallocate facilities or equipment
create final project reports
155
What is closing contractual agreements?
confirming the formal acceptance of work
finalize open claims
updating records to reflect results
archiving information (logs) for future
156
What are closing activities?
finalizing project records
audit project as a success or failure
manage knowledge transfer
complete lessons learned
archive information
transfer the projects products, services or results (next steps)
collect information about improving project for the future
157
What do you need to do if a project is cancelled?
identify why the project was terminated
communicate with stakeholders
complete project closure
create the final project report
158
What consists in a "Final Project Report"?
- Summary of the project
Scope objectives and evidence that completion was met
quality objectives and reasons for variances
cost objectives and reasons for any variances
schedule objectives
summary of the validation of the product (was it a success or failure)
159
In a project selection model, what is the most important factor?
Business Needs are the most important. what is a priority?
160
Who creates the lessons-learned document?
The project team/manager
161
What is the difference between a change control and an integrated change control?
change control is the process of reviewing the change whereas integrated change control is approving and acting/incorporating the change.
162
What is the first thing you should do as a project manager regarding a change?
Create a documented change request
163
During the execution activity stage, what is a project sponsor's role in a functional organization?
Help the project manager and stakeholers resolve any issues ASAP
164
What is the difference between a project baseline and a project plan?
Baselines are control tools, while project plans are execution tools
165
What is a PMIS?
PMIS is a Project Management Information System.
A PMIS is typically one or more software applications and a methodical process for collecting and using project information.
166
What represents the vast majority of a project's budget?
The execution of the project
167
What does a project plan provide a baseline for?
Scope, Cost and Schedule
168
What can be most helpful in reviewing project plan and different elements n the project execution phase?
Project Management Information System can assist hte project manager during execution. It does NOT replace the role of the project manager, however
169
What is needed for integrated change control to occur?
Integrated change control requires detail for implementing the change. Without evidence of need for change, there is no reason to implement it.
170
What does a project plan provide with regard to project changes?
A project plan provides a guide to all future project decisions (goal, scope, cost, etc).
171
Baseline variances, a documented plan to management variances, and a proven methodology to offer corrective actions to the project plan are all part of which process?
Integrated change control is a system to document changes, their impact, the response to those changes, and performance deficits.
172
What is the main benefit from the lessons-learned documentation?
the lessons-learned documentation offers historical information for current and future projects
173
What is project management methodology?
A project management methodology is a system of principles, techniques, and procedures used by those who work in a discipline. Not only do the top methodologies differ in how they're structurally organized, but they also require different deliverables, workflows, and even project management software development.
174
What is EVM?
Earned Value Management
EVM, earned value management, is used throughout the project processes. It is a planning and control tool used to measure performance.
175
Are all of the PMBOK Guide processes and procedures required?
Not all information in the PMBOK Guide should be applied uniformly to all projects. It is the responsibility of the project management team to determine what practices are appropriate for each project.
176
What is Project Integration Management?
Project integration management is the coordination of all elements of a project.
Project integration management, which focuses on the coordination of all components of project management, includes the development of the project charter.
177
What is the difference between a project manager and a program manager?
Program managers tend to have more managerial duties than project managers, as they can oversee multiple projects. This can lead to more responsibilities and higher salaries for program managers.
Project managers should be detail-oriented planners who can keep a project moving forward. They may obtain additional certifications in project management. They should also have experience working with project management software and other planning tools, such as work breakdown structures or Agile methodologies.
178
What are the project life cycle phases?
Initiating. (this can be considered framing)
Planning.
Executing.
Monitoring/controlling.
Closing.
179
What is a program?
a program is a collection of related projects managed and coordinated to gain a higher level of control.
program manager is about control over multiple projects.
180
What is a portfolio?
a grouping of projects or programs
181
What has a larger scope: Programs or projects?
Programs have larger scopes than projects.
182
What type of scope does a portfolio have?
Organizational scope....managing a bunch of programs which is reflecting the strategic goals of the organization.
183
What is the role of a project sponsor?
Authorize/ fund the project
184
Who usually is held responsible for portfolio management within an organization?
Senior Management of a company (Bill and Jenn Yowler)
185
What is a "subproject"?
A "subproject" is a piece of the project that could be handled internally but instead is outsourced through a subcontractor for ease of management.
186
How do you define "operation"
An ongoing service of a company.
Example: an electrical company's primary operation is to provide electricity.
187
What does project integration management focus on?
Project integration management focuses on the project plan and its implementation, not the interaction between project teams.
188
What is a phase gate review?
Phase gate reviews happen at the end of each project phase and before the next phase will begin. These are opportunity to review the project work so far and to confirm that the project can and should move forward.
Gate reviews provide management specific points in the project life cycle when further progress entails higher investment and commitment. At the Gate Review the project manager reviews progress made to-date, changes since the last Gate Review, and the plan for the work between this Gate and the subsequent Gate.
189
What does a project manager spend 90% of their time doing?
Communications
190
What is Project portfolio management?
Project portfolio management is the process of choosing and prioritizing projects within an organization. An excellent project idea can still be denied if there aren’t enough resources to complete the project work.
191
Who is the most important stakeholder in a project?
Internal or External Customers are the most important - not the CEO or Project Sponsor
192
What is the difference between a project customer and a project sponsor?
The Sponsor is someone in your company who pays for the project. An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success. Customer is the person(s) or organization(s) that will pay for the project's product, service, or result.
Example:
Project Sponsor will be Bill in Account Management
Project Customer will Marquette in Solvere Senior Living
