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Session 2 Flashcards

1
Q

How do you manage organizational change impacts on projects?

A

• assess organizational culture
• evaluate impact of organizational change to project and determine required actions
• recommend options for changes to provide
• continually monitor external business environment for impacts to project scope/backlog

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2
Q

What do you need to know about organizational culture and style?

A

• leadership hierarchy and authority
• visions, beliefs and expectations
•diversity, equality and inclusion
• risk tolerance
• regulations, polices, procedures
• code of conduct
• operating environment
• motivation and reward system

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3
Q

What are the risk, culture and change in organizations?

A

Diverse values of:
• country/region
• industry/sector
• leadership
• project tran

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4
Q

The risk, culture and change in organization, must be understood to_________

A

•establish effective approaches for initiating and planning projects
• identify the accepted means for getting work done

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5
Q

Name a change management Framework?

A

ADKAR

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6
Q

Project Life cycle

A

The series of phases that a project passes through from its start to its completion

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7
Q

Name the five milestones from the change management framework ADKAR

A
  1. A- awareness of the need for change
  2. D- desire to support the change
  3. K- knowledge of how to change
  4. A- ability to demonstrate new skills and behaviors
  5. R- reinforcement to make the change stick
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8
Q

How do you plan for change?

A

• include an attitudinal survey to find out how people are feeling
• create an informational campaign to familiarize peoples changes
• be open and transparent about potential affects and changes
• consider creating a rollout plan ( not a project management component)

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9
Q

What is a North Star statement (template) used for?

A

To articulate the vision in strategic objectives for the organization to follow

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10
Q

What comes first in a project plan?

A

Identifying the key stakeholders

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11
Q

Project Governance Components/Process

A

• change
• communication
• documentation— i.e., project management plan
• decision- making
• internal stakeholder alignment with project process requirements

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12
Q

What can Governance In Adaptive Projects provide

A

• a clear view of project l status from:
• defined iteration/sprint exception
and outputs
• releases tied to specific dates
• Real time monitoring of project
output through daily standups

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13
Q

Does Adaptive and Predictive have the same governance methology?

A

Yes

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14
Q

What does Governance Board (Project Board or Steering Committee) provide?

A

• project oversight
• project sponsor, senior managers, and PMO resources as
• Maybbe responsible for:
• reviewing key deliverables
• providing guidance for project
decisions

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15
Q

What are the project Managment principles?

A

• recognize
• evaluate
• respond to system interactions

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16
Q

Predictive value delivery

A

Value delivery as product of life cycle

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17
Q

Adaptive value delivery

A

Value delivery embedded in life cycle

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18
Q

Predictive Goverance Checkpoints
(Kill Point)

A

• split work into phases
• review results as a phase gate- aka, goverance gate, kill point or tollgate

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19
Q

What does predictive Goverance Checkpoints decide?

A

• continue to the next phase
• continue with modifications, or
• end a project or program

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20
Q

Adaptive Governance Checkpoints
( Kill Point)

A

• split work into releases
• review results at end of iterations
• gather feedback and take action to improve value in next iteration

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21
Q

What does adaptive Goverance Checkpoint decide?

A

• continue until customers acceptance criteria— e.g. definition of done or MVP— is satisfied or project ends

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22
Q

When is the governance checkpoints
( Kill Point) discussed

A

• at the end of the project

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23
Q

What type of phases relationships can a project have (predictive)

A

They have sequential or overlapping relationships.

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24
Q

What should be applied to a governance project phase at the beginning?

A

• verify, invalidate project assumptions
• analyze risk
• provide detailed explanation of phase deliverables

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25
What should be applied to a goverance predictive project phase at the end?
• key deliverables produced • review to ensure completeness and acceptance
26
If huge risks occur during the goverance phase what will happen?
• deliverables are no longer needed or requirements change • a phase or project will be terminated
27
What are the internal and external aspects of compliance?
• government regulations • corporate policies • product and project quality • project risk
28
What level does PMO monitor compliance at?
Organizational level
29
Project team is also responsible for project activity-related compliance including:
• quality of processes and deliverables/products • procurement and work vendors
30
What does legal or regulatory compliance requirements include:
• requirements of specific practices • standards • privacy laws • handling of sensitive information
31
What are the compliance categories classification?
• environmental risks • workplace health and safety • ethical/ non - corrupt practices • social responsibility • quality • process risks
32
What are compliance categories based on?
• industry and solution scope • unique legal and regulatory exposure
33
How do you investigate compliance threats?
• where/ who in the organization handles compliance • what legal regulatory requirements impact the organizations e.g. workplace safety, data protection, requirements for professional membership • what is the organization quality policy • are the team and stakeholders aware of compliance matters
34
Compliance objectives
• be prepared to perform quality audits • proactively track and manage risks for compliance requirements • validate legal and regulatory compliance for deliverables • check compliance before the end of the project to avoid transferring issues
35
What should you include in a risk or dedicated compliance register
• identified risk • a responsible risk owner • impact of a realized risk • risk responses
36
What are the compliance best practices?
• documentation • risk planning • compliance council • compliance audit • compliance stewardship
37
Always start project with what:
Stakeholders
38
Who are your stakeholders?
• end users • customers • employees • organization • managers
39
How do you engage stakeholders?
Communication
40
What is part of the stakeholder identification techniques?
• Who they are • check the business case and benefits management plan for names • later, check the issue/ impediments log, change log or requirements documents to see who else is needed or named
41
What are the stakeholders relationship to the project?
• interest • involvement • interdependencies • influence • potential impact on project success
42
Techniques of assessing stakeholders
Data gathering • questionnaires and surveys • brainstorming Data Analysis • stakeholders analysis— what are their “stakes” in the project— e.g. interest, rights, ownership, knowledge, contribution • document analysis Data representation • two- dimensional (2D) grids • Power/interest • Power/influence • Impact/influence • 3D grid- stakeholder cube • Salience model • directions of influence
43
What is the stakeholders register used for? (Living Document)
• contains the information necessary to execute the stakeholder engagement plan • capture and record important stakeholders information • factor in OPAs-(documentation e.g. business plans
44
What are the directions of influence
• Upward- parent organization- senior management • Downward- in the project hierarchy- team or specialist • Sideward- friendly or competitive for resources- project manager peers
45
Which model uses the Salience Model
• mostly adaptive and hybrid
46
What are the aspects of Salence Model?
• urgency • level of required attention/detail • time contraints • high stakes • legitimacy • appropriate involvement or proximity, as applied to team stakeholders for level of involvement • power • level of authority
47
How do you plan to communicate with stakeholders?
• stakeholder engagement plan • identifies required management strategies to effectively engage stakeholders • team fulfills strategies via communications described in the communication management plan
48
What are communication needs for stakeholders from a project manager?
• leads to a clear articulation for stakeholders communication needs • enables effective choices about communication topics, frequency, models and technologies • questionnaire or survey that documents the communication and technology requirements
49
Examples of communication methods and technologies
• Mertings/ Verbal • physical (face to face) • virtual (videoconferencing) • phone call • Digital/ Electronic Media • websites and social media • instant/ text messaging • email or fax • Physical • body language and gestures • white boards
50
What is a Push communication method?
• sender determines: • send an email • make a phone call
51
What is a Pull communication method?
• receiver determines: • post information on team board • store reference documents in electronic repository
52
What are some communication challenges?
• urgency of need for information • availability and reliability of technology • ease of use • project environment- e.g. language and formality • sensitivity and confidentiality of information • data protection laws/ regulations
53
What are the aspects of stakeholder engagement strategy?
• involve stakeholders • enable appropriate management strategies • create and maintain relationships
54
What is Stakeholder Engagement Assessment Matrix (SEAM)
Tailor labels for stakeholders level of engagement to your context, team or organization.
55
Should names be used on the matrix to refer to stakeholders?
No, use numbers
56
Creating a predictive team involves the following:
• builds team agreement, structures and processes that support a culture that enable individuals to work together and benefit from interaction • tailors a resource management plan
57
Creating a adaptive team involves the following:
• the team assembled and self- organizes to support projects requirements
58
Any team being formed goes though what ladder of team development
Tuckman
59
What is the Tuckman’s Ladder of Team Development
• Forming- Introduction ~ team members meet and begin to trust one another • Storming- Risk/Conflict ~ team members begin to assert themselves and take control of emerging issues • Norming-productivity ~ team begins to work productively; without worrying about personal acceptance or control issues • Performing- Everyone working together ~ team is working at optimum productivity and is collaborating easily, communicating freely, and solving its own conflict • Adjourning- End of Project ~ team members complete their assigned work and shift to the next project or assigned task
60
What are the project team formation key concepts
• Self Organizing Team • A cross- function team in which people fluidly assume leadership as needed to achieve the team’s objectives • Service Leadership • The practice of leading the team by focusing on understanding and addressing the needed and development of team members in order to enable the highest possible team performance
61
What are the project manager roles in adaptive teams
• Centralized • All team members practice leadership activities and accountability is usually assigned to one individual, such as the project manager or similar role (team lead) • Distributed • One project team member (may shift) serves as facilitator to enable communication, collaboration and engagement on accountable tasks
62
What is hybrid team formation
Tailoring— taken aspects from predictive and adaptive approach
63
Project Team Composition
• refer to teams makeup and how team members are brought together • varies based on organizational culture, location and scope • can be full-time or part-time members • includes varied knowledge and expertise e.g. generalist and specialists
64
What are the Project Team Roles?
• project management staff • project work staff • supporting experts • business partners
65
Guidelines to identify for Project Requirements
• ensure relevant skill sets • avoid single points of failure— e.g. a single resource has a required skill • create cross functional teams • Use generalizing specialist support other areas of the project • Use T-shaped people whenever possible • ensure appropriate physical resources and other requirements— e.g. equipment and access rights
66
What are the Diversity, Equity, and Inclusion Standards
• teams are global and diverse in culture, gender m, physical ability, language and many other factors • the project environment optimizes the team’s diversity and builds a climate of mutual trust.
67
What are the 4 Core Values?
• Responsibility • Respect • Fairness • Honesty
68
What is a team charter?
• electronic, paper or poster hat covers ground • rules created together as a team.
69
What does a team charter include
• shared values • behavior guidelines • guidelines for communications and use of tools • decision making guidelines • performance expectations • conflict resolution • meeting time, frequency, and channel • other team agreements — e.g. shares hours, improvement activities
70
Effective communication includes:
• verbal • written • behavioral • physical • virtual
71
Colocated Team
• interaction is easy • better bonding is facilitated • use of physical tools, collaboration and boards possible
72
Virtual Team Challenges
• individual performance tracking • diversity- language, technological skill • solo working prohibits bonding
73
Virtual team communication technology tools
• task boards • messaging and chat • calendars • document storage • knowledge repositories • videoconferencing
74
Basic needs of a virtual team includes
• cohesion • shared goals • clear purpose • clarity on roles and expectations
75
Change Management
• a comprehensive and structured approach for transitioning individuals, groups, and organizations from a current state of future state.
76
Threshold
A predetermined value of a measurable variable that represents a limit that requires action to be taken if it is reached
77
Tolerance
• the quantified description of acceptable variation for a quality, risk, budget, or other requirement
78
Phase
• refers to a collection of activities within a project • each phase is a goal oriented and ends at a milestone
79
Phase Gate
• a point review at the end of a phase in which a decision is made to continue to the next phase to continue with modifications, or to end a project or program
80
Minimum Viable Product (MVP)
• the small collection of features that can be included in a product or customers to consider it functional— and lean methodologies, — bare bones or no frills
81
Sequential Relationship
• consecutive relationship between phases; phases occur in procession and without overlap
82
Overlapping Relationship
• a type of phase to phase relationship characterized by phases that start prior to the ending of the previous phase
83
Quality policy
• the basic principles that should govern the organization’s actions as it implements its system for quality management
84
Stakeholder Analysis
• a technique of systematically gathering and analyzing, quantitative and qualitative information to determine whose interest should be considered throughout the project

PMP (11 decks)

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