DONE-Study Hall#1 6.15.23 + 3Rck PMBOK 6

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

When it's a process change...

....do it all at once rather than incrementally

Incremental

-lifecycle that provides finished deliverables that the customer can use immediately. Frequent small deliveries, best for unpredictable scope. speed is high priority

Project Scope Statement, WBS, Work Package, Planning Package, WBS Dictionary

5 components of scope baseline

Interest, Rights, ownership, knowledge, contribution

5 elements included in the Stakeholder Analysis Matrix

Resource Calendar

A calendar that identifies the working days and shifts on which each specific resource is available.

Statement of work (SOW) A statement of Work (SOW) is a detailed document that includes the scope of work as well as other specifics regarding how and when the work will be completed. The SOW is usually created before the project charter, hence this is the correct answer.

A company contracts a software vendor to implement and customize a new software application and assigns a project manager to initiate and lead the project. Which of the following inputs to the project charter describes the key deliverables? A.Business case B.Agreements C.Project scope statement D.Statement of work (SOW)

Stakeholder Engagement Plan

A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution.

Cost Plus Award Fee Contracts (CPAF)

A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.

-5% to positive10%

Once the project has a smooth delivery, cadence and experience in the product a smaller range for estimating should be used. What is that range?

Power Skills

PMI Triangle Skills formerly Leadership

In which stage of the Tuckman ladder of team development would an escalation of conflict with a new team member likely have the most costly impact?

Performing

Plan/Activity List

What is the process group/output of define activities?

Plan/Cost Baseline

What is the process group/output of determine budget

team performance assessments

What is the process group/output of develop team?

costs outweigh the benefits

If the Benefit Cost Ratio BCR is less than 1, the _____________ outweigh the ________.

plan/duration estimates

What is the process group/output of estimate activity durations?

Monitor & Control/Accepted Deliverables, work performance info, change requests

What is the process group/output of validate scope?

When everything is known as the project has been delivered

When can a 0% range be used for estimating a project?

Plan/schedule baseline, project schedule

What is the process group/output of develop schedule?

Force/Direct

pushing one's viewpoint at the expense of others; usually enforced through a power position to resolve an emergency

Precision

____________ is different from accuracy as it refers to the exactest of the estimate. For example, two days is more precise than sometime this week.

What are 4 characteristic behaviors of leaders?

Inspire trust, innovate, develop, challenge status quo

Business Acumen

PMI Triangle Skills formerly Strategic and Business Management

Ways of Working

PMI Triangle Skills formerly Technical Project Management

Risk Audits

Examination and documentation of the effectiveness of risk responses in dealing with identified risks and their root causes, as well as the effectiveness of the risk management process.

project budget

cost baseline + management reserves

management

cost baseline excludes ______ reserves

contingency

cost baseline include _________ reserves

Plan/resources requirements, resource breakdown structure

What is the process group/output of estimate activity resources

Plan/cost estimates

What is the process group/output of estimate costs

risk register, risk report

What is the process group/output of identify risk?

Initiate/identify stakeholders

What is the process group/output of identify stakeholders?

Manage/Project Communications

What is the process group/output of manage communications?

Execute/Lessons learned register, project plans updates

What is the process group/output of manage project knowledge

Execute/Quality reports, test and evaluation documents and change requests

What is the process group/output of manage quality

Execute/Change requests

What is the process group/output of manage stakeholders expectations?

Execute/change requests

What is the process group/output of manage team?

Monitor and Control/Work Performance Reports

What is the process group/output of monitor and control project work?

Monitor and Control/Work Perf Info and Change requests

What is the process group/output of monitor communications?

activites

_____________ on the critical path have no slack (float)

Monitor and Control/Approved change requests, project plan updates

What is the process group/output of perform integrated change control?

Plan/Cost Management Plan

What is the process group/output of plan cost management

Plan/Resource Management Plan, Team Charter

What is the process group/output of plan resource management?

plan/project schedule network diagram

What is the process group/output of sequence activities?

Follow the formal integrated change control process to submit a change request to the change control board (CCB)

When developing the project management plan, the stakeholders overlooked an essential component of a required product. The project team developed a workaround, but during a review for quality compliance, the project management office (PMO) determined that the workaround did not resolve the issue. What should the project manager do first? A.Design a prototype of the workaround to find a modification that will resolve the issue. B.Review the requirements traceability matrix to determine the business value of the missing component. C.Follow the formal integrated change control process to submit a change request to the change control board (CCB). D.Perform a qualitative risk analysis to assess the impact of designing a new workaround.

typically at the end of the planning process unless the project is small in which it would happen after initiating process

When does project kickoff meeting happen?

Lower

When estimating a schedule, the larger the range in values the _______ the accuracy

when the work is predictable and requirements are well defined and not likely to change

When is fixed price contracts suitable?

Unforeseen costs

When is management reserve used to cut costs?

finish-to-start dependency

When the start of an successor activity is dependent on the completion of the predecessor activity.

Compromise/Reconcile

Which conflict resolution technique searches for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict

fixed-price incentive contract (FPIF)

seller offered performance based incentive, includes additional fee for meeting target

Variability Risk (non-event risk)

set number of possible outcomes don't know which will occur

Design for Excellence (DFX)

set of guidleines to optimize for a specific aspect of the design. The X can be reliability, cost, service, usability, safety, quality

Stakeholder Register

A documentation of each stakeholder's contact information, position, concerns, interests, and attitude toward the project. The project manager updates the register as new stakeholders are identified and when stakeholders leave the project. contains contact info, role, communication requirements, expectations, how they are affected an power influence

Residual Risk

A risk that remains after risk responses have been implemented.

Design of Experiments (DOE)

A statistical method for identifying which variables that can impact quality

Monitor and Control/Work perf info, change requests

What is the process group/output of monitor stakeholders engagement?

Lose-Lose

Compromise/Reconcile is ____-____

earned value matches the resources expended

A CPI of 1 means that....

Direct and Manage Project Work

Approved change requests take place through the which process?

PERT Formula

E=(O+4M+P)/6

Win-Lose

Force/Direct is ____-_____

withdraw/avoid

Retreats from the actual or potential conflict (does not solve the problem)

Capability Maturity Model Integration (CMMI)

a process-improvement approach that can assist in assessing the maturity, quality, and development of certain organizational business processes, and suggest steps for their improvement

project management plan

defines the project cadence, whether it will be predictive or adaptive

Resource Leveling

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Use when resources are available for a limited time or are overallocated. Task can be delayed, project start/end dates can be adjusted.; can use available float

Schedule Compression

A technique used to shorten the schedule duration without reducing the project scope.

Project Resilience

A term that describes an unknowable-unknowns risk; risk that can only be recognized after they have occurred

Power/Interest Grid

A tool used to group stakeholders based on their level of authority (power) and their level of concern (interest) for project outcomes

B.Analyze the requirements that will need to be addressed under the requested method.

A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team's request? A.Escalate the request for additional financial resources. B.Analyze the requirements that will need to be addressed under the requested method. C.Forward the request to the project management office (PMO) to amend the organizational process assets. D.Ask the project sponsor to obtain approval for implementation of the new approach.

Time and materials contract

A contract type in which the buyer pays for the time and materials for the procured work. the buyer assumes the risk for cost overruns. good for progressive elaboration projects, use when scope is not well defined or duration is not fixed

Cost Plus Incentive Fee Contract (CPIF)

A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.

Ask a product owner to review the acceptance criteria previously discussed with the customer To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).

A customer is concerned that the current project deliverable will not fulfill stated project requirements. What could be done to alleviate customer concerns? A.Schedule a meeting to remind the customer of requirements previously communicated to the team. B.Document the customer's concern as a risk in the risk register and plan accordingly. C.Manage the concern at the review of each deliverable with the customer. D.Ask a product owner to review the acceptance criteria previously discussed with the customer.

Change management plan

A customer representative asks the project manager for a new product feature. Which document should the project manager consult? A.Scope management plan B.Change management plan C.RACI matrix D.Requirements traceability matrix

nominal group technique

A decision-making technique in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives.

C.Use project performance measurement and decide on corrective actions.

A development project's earned value is US$640,000, and the planned value is US$800,000. What should the project manager do to control this variance? A.Calculate the earned value and change the project baseline to reflect the latest project status. B.Reallocate US$160,000 to project tasks that are behind schedule. C.Use project performance measurement and decide on corrective actions. D.Release US$160,000 to the supplier to fast-track the project so that it is completed on time and within budget.

Risk Register

A document in which the results of qual risk analysis and risk response planning are recorded; take action for corrective actions, only add if it hasn't occurred; tracks and reports on risks and opportunities; includes risk, owner and responses

Risk Breakdown Structure (RBS)- a hierarchical chart that breaks down project risks starting with higher-level categories and continuing down into sub-levels of risk

A functional manager identifies potential risks involving an outsourced vendor. The functional manager believes it would be helpful to categorize the sources of risk in order of impact on the project. The functional manager asks the project manager for a quick way to do this. What should the project manager do?

Risk Breakdown Structure (RBS)

A hierarchical representation of risks according to their risk categories.

Finish-to-Finish (FF)

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

Start-to-finish

A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

Start-to-start

A logical relationship in which a successor activity cannot start until a predecessor activity has started.

Agile Release Train (ART)

A long-lived team of Agile teams, which, along with other stakeholders, incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream.

Schedule Variance (SV)

A measure of schedule performance expressed as the difference between the earned value and the planned value.

Bidder Conference

A meeting of all the project's potential vendors to clarify the contract statement of work and the details of the contracted work.

Update the resource management plan The resource breakdown structure should be revisited throughout the project to adjust for any changes in resource needs so the Resource Management Plan needs to be rectified first. Update the project management plan is incorrect as updating the project management plan will not update the resource breakdown structure Update the resource breakdown structure is incorrect as the Resource Management Plan needs to be rectified first.

A new project manager has been assigned to a global project team. In the next few days, the project team must create a resource breakdown structure (RBS) for the project. However, the resource management plan states that the RBS should be created and reviewed only at the beginning of the project. What should the project manager do first? A.Update the resource management plan. B.Update the project management plan. C.Update the resource breakdown structure. D.Update the work breakdown structure.

agile

this lifecycle is both incremental and iterative to refine work and frequent delivery, value to delivered sooner, best for unpredictable with frequent feedback and delivery

share

transferring ownership to a third party

Time& Material Contract

type of contract that's a result of zero sum negotiation; leaves project team understaffed and underfunded

Records Management System

used by project manager to manage contract and procurement documentation and records

Forcasting

used for cost and schedule control

the cumulative cost of a project over a specific period of time

An S curse graph shows....

less than one

CPI _____ ___ __ is over budget

EV=Percent Complete (actual) x Task budget

Formula for EV earned value-*may be on the test Example: Budget of $10,000 is 25% complete EV=$2,500

by multiplying probability and impact.

Risk severity is the product of probability and impact; the higher the product, the higher the risk is rated. How is it calculated?

Most Likely (cM)

The cost of the activity, based on realistic effort assessment for the required work and any predicted expenses.

external resources

acquired through the procurement processes, how you acquire consultants

N(N-1)/2

formula for identifying communication channels

Resources Smoothing

-used when there's an uneven allocation of resources -used after resource leveling is complete -use when you cannot extend the schedule, cant change date -extra float available -activities may be delayed within their free and total float -adjusts activities

Tuckman's Stages of Group Development

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

Stakeholder Cube

3D model combining power/interest, power/influence and influence/impact grids.

Triangular Estimation Formula

E=(O+M+P)/3

Pessimistic (cP)

The cost based on analysis of the worst-case scenario for the activity

team members, facilities, equipment, materials, supplies

acquiring resource inlcudes.....

Low Power / Low Interest

monitor

Releasing team

How does the PM deal with the the Adjourning Stage?

review the impact to cost/schedule raise change request create change log send to CCB log outcome advise stakeholder

If the issue requires a change to scope, schedule or budget....

Low Power / High Interest

keep informed

Work Performance Info, Cost Forecasts, change requests

What is the process group/output of control costs

C.Stakeholder engagement plan

A new project manager joins a project during the delivery of a critical milestone. This project has multiple stakeholders, and each has a different level of interest. The project manager needs to determine how much detail to provide to the stakeholders about the delivery. To which document should the project manager refer? A.Communications management plan B.Stakeholder register C.Stakeholder engagement plan D.Project management plan

C.Meet with the product owner to educate them on the value delivered by the project, not just the cost of development.

A product owner has been attending daily standups but seems focused only on the budget and costs of each iteration. When addressing these inquiries, the project manager explains the rationale of the spend and the impact on the product development. The product owner does not seem interested in the rationale, only in the amount spent. What should the project manager do in this scenario? A.Adjust the daily standups to first address the budget, then discuss the project status once the product owner leaves the meeting. B.Modify the communications management plan to send daily budget status updates to the product owner. C.Meet with the product owner to educate them on the value delivered by the project, not just the cost of development. D.Breakout the budget to reflect daily spend and provide this to the product owner to address their concerns.

Compromise/reconcile The compromise/reconcile technique takes the time to search for solutions that bring some degree of satisfaction to all parties and can result in a lose-lose situation (i.e. concessions from all sides). This process is very time-consuming when multiple parties are involved. This strategy lets you take input from all parties in the hopes of satisfying them, and works best when the entities involved share the same degree of power.

A project involving seven partners is falling behind schedule. The steering committee decides to speed up conflict resolution by removing the requirement for all parties to make concessions. This decision eliminates which technique? A.Withdraw/avoid B.Smooth/accomodate C.Force/direct D.Compromise/reconcile

Keep informed

A project manager compiling a list of project stakeholders discovers an interested stakeholder with little to no authority. How should they manage this stakeholder? -Keep satisfied. -Manage closely. -Monitor. -Keep informed.

Stakeholder interest-The Project Charter summarizes high-level information about project and product. It includes a general risks list developed using expert judgement technique. Individuals experienced in similar projects or area, familiar with source of risks, or either individuals familiar on how the organization approaches risks, can contribute to risk identification process.

A project manager is conducting risk identification based on high-level scope and expert judgement. What information in the project charter could support risk identification? A.Summary of project roles and responsibilities B.Detailed requirements and scope C.Project communication matrices D.Stakeholder interest

Agree with the customer to move forward with fixed-price contract, as there is no such restriction in agile. In agile environments, specific sellers may be used to extend the team. This collaborative working relationship can lead to a shared risk procurement model where both the buyer and the seller share in the risk and rewards associated with a project. Larger projects may use an adaptive approach for some deliverables and a more stable approach for other parts. In these cases, a governing agreement such as a master services agreement (MSA) may be used for the overall engagement, with the adaptive work being placed in an appendix or supplement. This allows changes to occur on the adaptive scope without impacting the overall contract

A project manager is managing an agile project. The project sponsor asks the project manager whether agile supports entering a fixed-price contract with the customer instead of a time-and-materials contract. The customer needs a fixed-price contract to support their concrete business goals. What should the project manager's response to the sponsor be? A.Inform the customer that agile does not support fixed-price contracts, as it favors customer collaboration over contract negotiation. B.Inform the customer that agile supports only time-and-materials contracts, as scope is not fixed in agile. C.Agree with the customer to move forward with fixed-price contract, as there is no such restriction in agile. D.Influence the customer to use a time-and-materials contract, as the cost overrun of this contract lies with the customer.

Predictive

A waterfall delivery is ______. IT allows feedback for unfinished work to improve and modify; single delivery at end of cycle; best for unpredictable scope

A, C, and D. Project complexity, Organization size, and Project duration Correct answers are project complexity, organization size, and project duration. The project duration and complexity will have an impact on scaling weightings. The team dynamic, in which stage of team development the team is will impact the project duration and it could be an important factor. The organization factor will determine how many (if) resources need to be externally resourced. The business domain is not a factor because the project scope is already set. The team size is also irrelevant because the profiling is done per skill.

A project manager is on a project with high technical complexity. The project manager is developing the resource plan based on the learnings from a pilot rollout and decides to apply the resource profile used during the pilot. to the complex technical project. Which of the following criteria should the project manager use to apply the resource profiles to meet the project needs for the full roll-out? (Choose 3).

Adjust the working procedures to streamline and improve efficiency with the current resources. and Rearrange the schedule so that some activities on the critical path can be done concurrently to reduce the project duration

A project manager is working in the fifth month of an implementation for a construction project. The planner reported that the current schedule performance index (SPI) and cost performance index (CPI) are 0.8 and 0.9, respectively. Which two options will help to accelerate the project?

Review the resource management plan to determine how to negotiate with the functional manager.

A project manager learns that a functional manager is assigning a two-week task in another project to a team member. Loss of this resource for two weeks will jeopardize the project schedule. What should the project manager do? A.Review the resource management plan to determine how to negotiate with the functional manager. B.Submit a change request to the change control board (CCB) to obtain a replacement resource from another department. C.Meet with the project sponsor to discuss the priority levels of the two projects. D.Assign another team member to perform the work of the team member who will be missing for two weeks.

Develop a strategy to address overall project risk exposure and update the risk report. These new requirements may pose additional risks. These risks need to be documented and appropriate responses need to be identified. The PM would need to identify the reasons why demand is declining and develop implementation strategies accordingly. Using forecasting formulas is incorrect because the PM has already observed decreased sales and has an understanding of the impact. Increase the contingency reserve is incorrect as there may be no impact on the budget for the project therefore no need to increase contingency.Establish earned value management (EVM) technique is incorrect as technically an EVM system would already have been put in place

A project manager learns that market conditions are changing unexpectedly for a product in its implementation phase. This market shift results in a reduction in demand for the product, leading to decreased sales. The project manager believes the project scope might change as a result. What should the project manager do to address this issue? A.Develop a strategy to address overall project risk exposure and update the risk report. B.Use forecasting formulas to generate a high-level estimate of the impact of the market shift. C.Increase the contingency reserve to compensate for the additional risk. D.Establish earned value management (EVM) techniques to calculate a projected estimate at completion (EAC) forecast.

Set up weekly meetings between the teams to monitor each other's work.

A project schedule requires that two teams work simultaneously on separate parts of a complex project. The two parts of the project are dependent on each other. The project manager needs to ensure there are no conflicts when the outputs from the two teams are combined. What should the project manager do to manage any potential conflicts first? A.Set up weekly meetings between the teams to monitor each other's work. B.Prioritize conflict resolution for the part of the project that is on the critical path. C.Review the lessons learned register to anticipate potential conflicts and plan their resolution. D.Engage project stakeholders to ensure their support through any conflicts as they arise.

Review with the stakeholder the roles and responsibilities of everyone involved as specified in the project charter.

A project stakeholder has been missing scheduled facilitation workshops and has delegated assigned tasks to another member of the stakeholder community. What should the project manager do to engage this stakeholder? A.Review with the stakeholder the roles and responsibilities of everyone involved as specified in the project charter. B.Explain to the stakeholder the differences among the tasks assigned to each project team member. C.Ask the program manager to brief this stakeholder and to require the stakeholder's attendance at all relevant meetings. D.Pair the stakeholder with a more experienced team member who can act as a mentor.

Secondary Risk

A risk that arises as a direct result of implementing a risk response.

Fast Tracking

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

Checklist

A simple approach to ensure that work is completed according to the quality policy.

Cost Plus Fixed Fee (CPFF)

A type of contract where the buyer pays the seller's allowable costs for performing contractual duties plus a fixed sum for performing the work. The buyer bears the burden on the seller, since the seller's profit is fixed regardless of how long or expensive the contract work is.

Firm-Fixed-Price Contract (FFP)

A type of fixed price contract where the buyer pays the seller one lump sum, includes labor and materials, risk is with seller

How go agile project breakdown the work? How do waterfall projects breakdown work?

Agile -decompose ; waterfall - work breakdown structure

Once - waterfall; multiple - agile

All projects will go through phases of feasibility design, build test, deport, deploy and close. Which projects will do these in sequence once and which projects will do these multiple times.?

Management Reserve

An amount of the project budget withheld for management control purposes. These are budgets reserved for unforeseen work that is within scope of the project. The management reserve is not included in the performance measurement baseline (PMB). unknown of unknowms?

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

Defect Repair

An intentional activity to modify a nonconforming product or product component.

Negotiated additional time to complete the project. As this is a time-critical project, it is not a good idea to allocate mentoring responsibility to a Senior Engineer in a short period of time. Mentoring requires the allocation of additional time which was not planned properly. Allocating more time for mentoring will not solve the problem completely because the mentor/senior person will have lesser to complete their own task.

An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month. What should the project manager have done to avoid this scenario? A.Convinced the critical resource to remain on the project. B.Requested an experienced resource as a replacement. C.Negotiated additional time to complete the project. D.Allocated additional time for mentoring.

-25%-+75%

At the beginning of the project when there is not much information, estimate should have a broad range. What is that range?

Benefits outweigh the cost

If the Benefit Cost Ratio BCR is greater than 1, the _____________ outweigh the ________.

greater than one

CPI _____ ___ __ is under budget

Win-Win

Collaborate/Problem Solve is ___ ___

Wideband Delphi Estimating

Consensus-based estimation technique for estimating effort; questionnaire

Procurement Statement of Work (SOW)

Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Developed from scope baseline, lists the needs of the borrower, allows sellers to determine if they can met the requirements set by the buyer

Ensure team members attend daily standup meetings to discuss the impediments.

During a retrospective meeting, project team members complain that open issues that were not fixed during the iteration are impacting their velocity. What should the project manager do to improve productivity?

Coach the team to review the iteration board In agile, it is important that the project manager coaches their team to self-manage their work and review the iteration board. The other answer choices are incorrect. Daily project status reports and iteration backlog reports are not standard agile processes. A retrospective session is for identifying actions for improvement, not addressing the issue

During an agile retrospective session, several team members mentioned that they were confused about the iteration's progress. What should the project manager do to avoid this confusion? A.Coach the team to review the iteration board. B.Prepare a daily project status report and share it with the team. C.Ask the team to refer to the iteration backlog report. D.Address the issue at the next retrospective session.

D.Discuss the issue during the regular stakeholder feedback meeting and take action to resolve the issue.

During one of the final incremental deliveries of a project, the end user informed the project leader that they are not satisfied with the outcome and asked to remove a team member which is causing an unfavorable outcome. What should the project leader do? A.Acknowledge the fact, and promise the end user the issue will be resolved. B.Inform the end user that this is a key member, and promise the issue will be resolved. C.Remove the team member as requested to not delay the acceptance. D.Discuss the issue during the regular stakeholder feedback meeting and take action to resolve the issue.

Smooth/Accommodate

Emphasizing areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony and relationships; downplays seriousness, acts like it never occurred

Exam Tip: Beta

Exam Tip: If the team is made of experts, similar to previous projects, need for more accurate estimate,....use the ______ Distribution using the PERT formula

Exam Tip: Triangular

Exam Tip: if the question is asking about a new project, no experience, little reliable data always use the ___________________ distribution

For the effective performance of the team, feedback is provided on a regular and continuous basis.

For a hybrid project, when should feedback be provided? A.The timing for feedback depends on the performance measurement plan set by the project lead at the start of the project. B.The project manager is responsible for communicating feedback during internal meetings. C.With each delivery, the project leader is supposed to receive feedback from the stakeholders and share it with the team. D.For the effective performance of the team, feedback is provided on a regular and continuous basis.

Request for Quote (RFQ)

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Precedence Diagramming Method (PDM)

Graphical representation of all work that is needed to be perform on the project. This represents the flow of the project. What work packages tie into another work packages, in order as well as durations. Simply stated it is work packages relationships to each other; visual representation of critical path and dependencies

Directing

How does the PM deal with the the Forming Stage?

Supporting

How does the PM deal with the the Norming Stage?

coaching

How does the PM deal with the the Storming Stage?

Delegating

How does the PM deal with the the performing Stage?

Benefits Management Plan

Includes target benefits such as net present value calculations, timeframe for realizing benefits and the metrics associated with the benefits. Describes how the benefits of the project will be delivered and when

High Power / Low Interest

Keep satisfied

High Power / High Interest

Manage closely

Cost Performance Index (CPI)

Measures the project based on its financial performance and efficiency through its lifetime.

Control Quality (testing) > Verified Deliverables > Validate Scope process (with customer/sponsor) > Accepted Deliverables

Process of deliverable acceptance....

Procurement Strategy Documentation

Procurement delivery methods, types of agreements, Procurement phases

A. Hybrid The project manager should use a hybrid approach. Projects using different methodologies with cross-project dependencies must have visibility of each other's plans and deliverables. A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Hybrid is also useful when deliverables can be modularized, or when there are deliverables that can be developed by different project teams. A hybrid approach is more adaptive than a predictive approach, but less so than a purely adaptive approach. The agile (adaptive) project may negotiate with the waterfall (predictive) project to ensure that dependent deliverables will be available for sprints based on the respective project plans and release plans for each project.

Projects using different methodologies with cross-project dependencies must have visibility to each other's plans and deliverables. An agile project manager should use which type of project management approach to ensure that dependent deliverables are available? A.Hybrid B.Agile C.Predictive D.Iterative

C.Schedule daily standup meetings to keep the team informed of progress and address issues as they occur.

Question A project management organization has a project that leverages waterfall for the requirements gathering phase and agile for development and testing phases. Not everyone on the project team is familiar with both approaches and the project encounters delays due to project team uncertainty. What should have been done to prevent this scenario? A.Train the project team on the benefits of hybrid project management. B.Have the project team members familiar waterfall be responsible for the requirements gathering phase and those familiar with agile handle development and testing phases. C.Schedule daily standup meetings to keep the team informed of progress and address issues as they occur. D.Request that the PMO leverage either waterfall or agile for the full project as the team cannot be trained in time for the project to succeed.

Arrange for a deliverable evaluation as the final quality assurance (QA) checkpoint In a project environment, there should be clear and documented validation criteria that should be met before the project closure. The project manager should plan and arrange for deliverable evaluation to ensure objectives are met.

Question A project manager is working with an agile team on project delivery. While planning, what should the team focus on to ensure the project objectives are met? -Organize workshops with business stakeholders and the project team. -Verify that the product owner signs off on all user stories. -Verify that each user story has a definition of done (DoD). -Arrange for a deliverable evaluation as the final quality assurance (QA) checkpoint

Quality management plan

Question The client agreed to the standards that would be used to assess final deliverables prior to hand-off, but is now asking for improvements because the deliverables do not meet the standards. Which document should the project manager consult to resolve this issue? Scope management plan Quality management plan Requirements documentation Project charter

ahead

SPI greater than 1 the project is ________ schedule

behind

SPI less than 1 the project is ________ schedule

first understand the purpose of the project, goals, deliverables. DO NOT make changes, monitor quality, use lessons learned (most important)

Steps a new PM should take when assigned to a project..

A. Review the change management plan with the team members and stakeholders and emphasize the importance of following it The team, stakeholder, and project manager must follow the documented and agreed-upon change management processes to ensure that the primary objective is achieved and proper processes are followed. The other answer choices are incorrect as they promote the project manager taking action based on the key stakeholder's wants without proper analysis and considering the team members.

Team members are working on a technology project that is in the implementation phase. A key stakeholder communicates the need for changes to the project. The stakeholder and team members disagree about the need for the changes and how to implement them. What should the project manager do? A.Review the change management plan with the team members and stakeholders and emphasize the importance of following it. B.Facilitate a meeting with the project sponsor, stakeholders, and project team to discuss the proposed changes. C.Initiate research into the proposed changes and submit a formal change request as needed. D.Assign the decision regarding the requested changes to the key stakeholder and communicate the decision with the team.

Monitor and Control/Closed procurements, work perf info, procurement documentation updates

What is the process group/output of control procurement ?

Expert Judgment

The Project Charter summarizes high-level information about project and product. It includes a general risks list developed using_______ ________________ technique.

Longest

The __________ path has the least total float, usually zero

Cost Variance (CV)

The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost.

Planned Value (PV)

The authorized budget assigned to scheduled work.

Monitor implementation of the changes to ensure that change management procedures are being followed The project manager can only follow approved procedures and should monitor the implementation to make sure the processes are being followed.

The change control board (CCB) has evaluated and approved several change requests in a timely manner in the last several weeks. However, implementation of the changes is taking more time than anticipated. What should the project manager do? A.Revise the change control system to allow only critical changes to be raised. B.Acquire additional resources to ensure the project milestones are met. C.Perform a detailed risk analysis to determine the impact of the time required to implement the changes on the success of the project. D.Monitor implementation of the changes to ensure that change management procedures are being followed.

cost of nonconformance

The cost of not completing the project with quality; includes wasted time for corrective actions, rework, wasted materials. This could mean loss of business, loss of sales, lawsuits. Also known as the cost of poor quality.

Risk Appetite

The degree of uncertainty an entity is willing to take on, in anticipation of a reward.

Risk Tolerance

The degree, amount, or volume of risk that an organization or individual will withstand.

Monitor and control/quality control measurements, verified deliverables, work perf info and change requests

What is the process group/output of control quality

Earned Value (EV)

The measure of work performed expressed in terms of the budget authorized for that work.

validate scope

The process of formalizing acceptance of the completed project deliverables

Monitor Risks

The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.

Control Scope

The process of monitoring the status of the project and product scope and managing changes to the scope baseline.

Procurement Management Plan

The procurement management plan controls how the procurement work will be coordinated and integrated with other project work, timetable for activities, metrics to manage contract, responsibilities, assumptions and constraints, legal jurisdiction, currency, risk management issues and prequalifies sellers

Actual Cost (AC)

The realized cost incurred for the work performed on an activity during a specific time period.

Monitor and Control/Work Perf Info, Change Requests

What is the process group/output of control resources?

A.Finish-to-start (FS)

There are three main work packages in a new product development project. Work package A must be delivered one week before work package C starts, and work package C will start at the same time that work package B begins. What is the relationship between work packages A and B? A.Finish-to-start (FS) B.Finish-to-finish (FF) C.Start-to-start (SS) D.Start-to-finish (SF)

Quantitative Risk Analysis

This approach attempts to numerically assess the probability and impact of the identified risks. It also creates an overall risk score for the project. This method is more in-depth than qualitative risk analysis and relies on several different tools to accomplish its goal.

Resource Breakdown Structure (RBS)

This is a hierarchical breakdown of the project resources by category and resource type used for planning, managing and controlling project work. **If a project is delayed due to lack of resources that threaten the budget, check this output

Requirements Prioritization Model:

This is a mathematically driven model to calculate the priority of features. In this model, benefits, cost, penalties, and risk are rated on a scale of 1 (lowest) to 9 (highest) against all the proposed features. Then the features are rated on the benefit of having verses not having the feature.

Cost of conformance

This is the cost associated with the monies spent to attain the expected level of quality. It is also known as the cost of quality.

Multicriteria Decision Analysis

This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

Monitor & Control/Work performance info, change requests

What is the process group/output of control schedule?

Monitor & Control/Work performance information, change requests

What is the process group/output of control scope?

Iterative Scheduling w backlog (rolling wave planning) On Demand Scheduling - pulls work from backlog (Kanban)

What are 2 scheduling types?

communicate results

What communications management activities does a PM take during Closing?

gather/Analyze status info compile status info disseminate status info monitor stakeholder info needs

What communications management activities does a PM take during Execution and Control?

ID stakeholders and info needs ID performance metrics & elements of status reports and comm Create a project communication plan

What communications management activities does a PM take during Initiation and Planning?

Plan Scope Baseline

What is the process group/output of Create WBS?

Execute/Deliverables, Work Performance Data, Issue Log

What is the process group/output of Direct and Mange Project Work?

Plan/Communications Management Plan

What is the process group/output of Plan Communications Management?

Plan/Quality Management Plan, Quality Metrics

What is the process group/output of Plan Quality Management

Execute/physical resource requirements, resource calendars, change request

What is the process group/output of acquire resources?

Close/Project document updates, final report, OPA updates (org procedural assets)

What is the process group/output of close project or phase?

Plan/Requirements Documentation, Requirement traceability matrix

What is the process group/output of collect requirements?

Execute/Selected Sellers, Agreements

What is the process group/output of conduct procurement ?

C.Share feedback and performance results.

Working in a continuous delivery environment, a project leader notices that one of the key team members is experiencing low morale, affecting the project delivery and causing a serious delay in the project schedule. While discussing the issue with the team member, the project leader discovers the team member's attitude is because of uncertainty in relation to the performance review set of criteria. What should the project leader have done to avoid this situation? A.Explain the ground rules of the team. B.Inform the team about incentives and rewards. C.Share feedback and performance results. D.Define the team-building strategies.

Brook's Law

adding more people to a late project makes the project later

claim

additional work that a seller does that is not listed in the contract

Cost Baseline

an estimate of the total cost of a project which include all funds authorized; typically displayed in the form of an s curve graph

Nonconformance

any defect or error associated with a unit of work

Cost Plus Fee (CPF) or Cost Plus Percentage of Cost (CPPC)

buyer pays the work expense and pays an award fee that is based on satisfaction of work

What is CCB?

change control board- formal process to make a change which will impact cost, schedule, or performance

Tornado Chart

compare and prioritize the impact of diff risks

Earned Value Analysis (EVA)

compares the performance measurement baseline to the actual schedule and cost performance

graduated time and material

contract type that shares the risk between both parties

knowledge transfer from seller to buyer

contracts should clearly state the deliverables and results expected including.....

Cost-Reimbursable Contract

contracts suitable for when the work is evolving, likely to change or not well defined

Requirements Traceability Matrix

helps identify any deviations or changes from the scope baseline that may adversely impact the projects objectives during the project; links product requirements and proves they've been met

root cause analysis, assumption and constraints analysis, SWOT analysis and document analysis

data analysis that can be used in identifying risk....

Configuration Management Plan

defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project; refers to baselined items such as project budget, schedule baseline, work breakdown structure

Statement of Work Documents

description of Procurement item, specs, qual requirements, performance metrics, collateral services required, acceptance methods, perf data, quality, period and place of performance, currency, pm schedule, warranty

Request for Proposal (RFP)

document that is sent to potential vendors inviting them to submit a proposal describing their software package and how it would meet the company's needs

Three-Point Estimating

estimating technique used when there is insufficient historical data or using judgement data; gathers three estimates and uses average to define an approx. range for an activity cost; most likely, optimistic, and pessimistic

project business case

explains why a project is stated and an analysis of the cost/.benefits; or a "documented economic feasibility study"

phases (cities)

fixed price allows the project to be divided ____________ in in order to ensure control of the project

to-complete performance index (TCPI)

future projected cost efficiency to complete the project within the original or revised project budget

storming stage

group is sorting itself out, The stage that occurs when team members experience conflicts about interpersonal issues and differences in perspectives; power and status allocated

transfer

have 3rd part take responsibility, shifting ownership

one

how many people should be accountable?

identified the competency risk and developed a mitigation plan

if an experienced team member resigns, the PM should have.......

risk strategy, roles/resp, funding, timing categories, impact, probability matrix, risk reduction action plan, contingency plan, risk threshold

included in Risk Management Plan

Collaborate/Problem Solve

incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment

Risk Probability and Impact Assessment

investigates the likelihood that each specific risk will occur/ the potential effect on a project objective such as, schedule, cost, quality and performance.

adjourning stage

involves completion of the task and disolution of the team

The Salience Model for project stakeholders

is graphically depicted as a Venn diagram. Each assessment parameter has a major circle and the intersections of each major circle helps you identify project stakeholders that have multiple needs.

explicit knowledge

knowledge that is easily communicated and available to everyone

Unaware, resistant, neutral, supportive, leading

levels of Stakeholder Engagement

Project Procurement Plans

management and control processes necessary for developing and administering agreements suck as contract purchase orders memo of agreements (MOSD and internal SLA. can result in significant legal obligations and penalties

bottom up

method of estimating project duration or cost by aggregating the estimates of lower level components of the WBS. It is detailed and best but time consuming. Most accurate.

lag

occurs when the first activity complete and there is a delay before the second activity is started; measure how far behind a task is after it has started

issue

once a risk is registered, it becomes an _______;

Scoring

one of the significant methods used to prioritize projects; a profile is developed consisting of weighted categories and criteria. Categories are assigned a weight and values are assigned to the criteria. The project is scored by assessing each criterion and multiplying it by its weight. The total score for the project is based on the sum or average of all the weighted criteria scores.

charter, scope

project ______ is an input of define scope while ____statement is the output

Resource Management Plan

provides information on rates, estimation of travel costs, and other foreseen costs that are necessary to estimate the overall project budget.

WBS (Work Breakdown Structure)

provides the framework for the cost management plan, allowing for consistency with the estimate, budget and control of costs

Issue Log

records any problems that were not accounted for in the plan that threaten to delay the project; used when something has already happened, no action needed until it happens

Bid documents include

request for information (ROI), request for quote (RFQ), request for proposal (RFP)

a scope statement, WBS and WBS dictionary

scope baseline is the approved version of ..

Schedule Performance Index (SPI)

shows how you are progressing compared to the planned project schedule

RACI Assignment Matrix

shows the project resources assigned to each work package Responsible, Accountable, Consult, Inform

Monte Carlo Analysis

simulates a model's outcome many times to provide a statistical distribution of the calculated results

Stakeholder Analysis Matrix

table that identifies stakeholders, their attitude towards project, perceived threats and concerns, and strategies project manager can use to gain stakeholder support and remove obstacles.

request for information (ROI)

the buyer seeks to understand the capabilities of the seller, getting to know the marketplace

optimistic (cO)

the cost of analysis of the best case scenario for the activity

Cost of Quality (COQ)

the cost that needs to be incurred to make a quality product

Risk Propinquity

the degree to which one or more stakeholders perceive a risk to be significant

forming stage

the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership; team behaves independently

performing stage

the fourth stage of group development when the group is motivated, knowledgeable, autonomous, makes decisions independently

Scope Description, acceptance criteria, deliverables, and exclusions

the project scope contains....

norming stage

the third stage of group development, which is characterized by close relationships and cohesiveness; all members taking responsibility, tolerating each other

Earned Value Management

used to assess the schedule and cost performance of a project- measure the performance against the project baseline

Fixed Price with Economic Price Adjustment Contracts (FP-EPA)

used when seller uses diff currency,

escalate

usually an outside threat, escalate to management

extra supervision

what is needed when junior team members are underperforming?

auditors criteria/requirements

when performing a quality audit, before making decisions, always ask for _______ __________

when the project charter is approved

when should stakeholder identification happen?

involve sr leadership (has the power needed)

when staffing issues happen....

lead

when the first activity is still running when the second activity starts' overlap between activities

keep delivering iteration of the solution to show the benefit increments to the leadsership team

when transitioning from predictive to hybrid.....

Risk Strategic Impact

whether risk is likely to positively or negatively affect the orgs strategic goals.