CompTIA Project+

The functional manager; this is true regardless of whether the matrix is strong, balanced, or weak

Who manages the resources in a matrix organization?

Grade

This is the ranking assigned to a material, service, or product

Project Coordinator (PC)

This role can assume many responsibilities of a Project Manager in environments which do not have a formal Project Manager. When there is a PM, this role supports the project manager and assists in administrative tasks. It is common in functional organizations. Has more formal authority and responsibility and can assign work to functional workers

Phased Gate Estimating

This type of estimating allows the project manager to create an immediate estimate for the pending phase and general estimates for downstream project phases. As the project approaches additional phases, additional, detailed estimates are created

- Project Stage - Project Governance - Phase-Gate Review

- This is a group of related project activities that results in the completion of a major deliverable - This is a comprehensive methodology to control a project and ensure its success - This is a check point review of project deliverables and performance that occurs at the end of each phase of a project where a management review or sign-off may be required

Balanced Scorecard (BSC)

- This is a performance management tool that is used in managing portfolios. Its focus is on strategic issues.

- Opportunity - Threat - Strength - Weakness

- In SWOT analysis, has an external (to the organization) origin, and is helpful to the objectives of the project - This has an external origin and is harmful to the objectives of the project. - This has an internal origin and is helpful to the objectives of the project - This has an internal origin and is harmful to the objectives of the project

- Parametric Estimating - Parkinson's Law: there is a learning curve and the amount of time needed will reduce as the team gains more experience doing the repetitive task. However, they are not going to do more than the required amount of work. For example: if they initially could only fix 8 units per day but got so fast they could do 16 units per day, they are still only going to do the directed 8 units per day

- In this type of estimating, you have a parameter to use. For example: there are a thousand laptops to install, and each one takes an hour. Time estimate will be one thousand hours. It is ideal for estimating repetitive work. There is an algorithm to calculate duration, usually time per unit, maybe square footage, or historical data - What is a problem with this type of estimating?

- Progressive Elaboration - Rolling Wave Planning

- The process of increasing the level of detail in a project management plan as more information and more accurate estimates become available. - This is is a technique in which work to be accomplished in the near term is planned in detail, whereas future work is planned with much less detail

- Enterprise Environmental Factors - Project Interfaces

- These are are the internal or external factors that can have a positive or negative influence on the project outcome. These factors can either support or limit the project management options and act as inputs for planning processes. - These are the various reporting relationships that occur within a project and on the boundaries of the project.

- Requirements - Objectives - Scope

- These are conditions or capabilities that are required to be present in a product, service, or result to meet the business need for the project. - These are more general than the above, for example the number of bedrooms in a house rather than the number of square feet of each bedroom. - This is the work that will be needed to fulfill the first item above.

- OPA (Organizational Process Assets) 1. Processes & Procedures: guidelines, communication requirements, standards, policies, templates, etc 2. Corporate Knowledge Base: databases, project files, lessons learned knowledge bases, etc

- These are entities that can be used to influence the success of a project. They can include policies, procedures, guidelines, formal and informal plans, templates, lessons learned documents, historical information, completed schedules, earned value data, and risk data - What two categories do these fall under?

- Hygiene Agents; for example: paychecks, insurance, safe working environment - Motivating Agents

- These are expectations for employment. Their absence will demotivate team members - These are not expectation and may provide an additional boost to morale

- Vendors - Business Partners - Functional Manager - Operations Manager

- These are external parties who enter into a contractual agreement with the organization and provide components or services needed for the project. - These are external to the company and provide specialized support to tasks such as installation,customization, training, or support - These are individuals who provide resources (people) to the project manager, who in turn assigns them to project activities; typically a department head - These manage the core business areas such as the design, manufacturing, provisioning, testing, research and development, or maintenance side of the organization

- Customers - Sponsor / Champion - Project Coordinator - Scheduler

- These are individuals or organizations who will receive the product or service generated by the project - This is the individual or group that provides finances, management support, and overall control of the project. May be internal or external to the organization. Signs & publishes the project charter. - This role exists when the organizational structure does not warrant or support a full-scale project manager. Has limited decision-making authority - This person creates and maintains the project timeline

- Operations

- These are ongoing, repetitive tasks that produce the same outcome every time they are performed. Their purpose is to carry out day-to-day organizational functions, generate income to sustain the business, and increase the value of organizational assets

- Incident Response, Gate Reviews, Audits, Task Initiation/Completion - Schedule Changes - Business Continuity Response - Resource Changes - Stakeholder Changes - Risk Register updates

- These are triggers for communicating only with the team - This is a trigger for communicating with the sponsor, client, and functional managers - This is a trigger for communication with the team and sponsor - This is a trigger for communicating with the team and functional managers - This is a trigger for communicating with the team and affected stakeholders - This is a trigger for communication with the team and sponsor

- Project Management risks - Technical, quality, and performance risks - Organizational risks - External risks

- These risks are those that relate to the planning process such as bad estimates, poor documents, and the like. - These risks are anything related to the technology not working as it should - These risks are those that have to do with resources and support, both human and monetary - These risks are those that come from outside the organization such as changes in laws, union rules, and the like

- Sensitivity Analysis - Decision-tree Analysis - Monte Carlo Analysis - Expected Monetary Value (EMV) - Assumptions Analysis - Checklist Analysis

- This analysis determines which various constraints (time, cost, scope) have the most potential impact on the project. The typical display of results is in the form of a tornado diagram. - This analysis is used to determine the lowest risk options based on both probability and impact - This is a special type of simulation that creates a range of, and probabilities for, potential results for time, cost, etc. - This attaches quantifiable incomes and costs as impacts, allowing you to select the best option - This analysis reviews certain components of the scope statement which we don't yet know to be true - This analysis is an identification technique that starts with a pre-defined list of potential risk events.

- Reserve Analysis - Contingency Reserve - Management Reserve

- This analysis is for buffering the project when things don't go according to plan - This reserve is for risks that have come true - This reserve is is 10-15% of the project time and considered part of the network diagram; typically associated with known-unknowns or things you know will happen, you just don't know when. Examples: people getting sick, vendors being late, etc.

- RBS (Risk Breakdown Structure) - Risk Register - Risk Probability and Impact Matrix - Risk Management Plan

- This document is a hierarchical chart that organizes risk categories by their sources - This document can be qualitative or quantitative, usually in spreadsheet format. It identifies risks and lists potential responses and well as probability and impact. It is treated as a master document - This document shows how you might evaluate the priority of risks and is a part of the Risk Management Plan. - This documents how you will handle the risk process, but not any specific risks

- PMO (Project Management Office)

- This is a centralized, permanent, ongoing administrative unit or department that serves to improve project management performance within an organization. It provides support for project management concepts, tools, training, and mentoring to project managers

- Portfolio - Senior management

- This is a collection of projects, programs, and operational work to achieve the strategic business objectives of an organization - Who manages these?

-Process Flow Diagram or Flowchart

- This is a diagram that shows the inputs, steps, and outputs of a process. It would be used to examine which step in a process is the source of the problem

- Letter of Intent - PO (Purchase Order) - Fixed-Price or Lump Sum Contract - IFB (Invitation For Bid)

- This is a document that outlines an agreement between two parties before the agreement is finalized - This is a commercial document that is sent from a buyer to a seller, indicating types, quantities, and agreed prices for goods and services - This establishes a total price for a product or service. The vendor agrees to perform the work at the negotiated contract value. - This is sometimes used interchangeably with an RFQ. Unlike the other documents which specify selected vendors, this is usually widely advertised and any vendor may participate

- Vendor Knowledge Base

- This is a repository of information from which vendors may be selected to receive Requests for Proposals (RFPs) or Requests for Quotes (RFQs). This repository can include vendors from past projects (both vendors that were selected and those that were not), as well as vendors the organization is presently unfamiliar with. Internet searches, catalogs, and Requests for Information (RFIs) can be used to populate this

- Process - Project Phases / Process Groups - Project Life Cycle; for example: a project life cycle may consist of four or five phases - Tailoring - Project Management Processes

- This is a sequence of activities designed to bring about a specific result in response to a business need - These are how projects are broken down into manageable, sequential chunks of work activities - This is the name of all of these taken together - This is determining which processe sare appropriate for a given project - These are all the activities that underlie the effective practice of project management

- Operation - Project - Program - Portfolio

- This is a set of repetitive, ongoing tasks - This is a temporary endeavor that creates a unique product, service, or result. It does not always have to be done for a strategic business reason - This is a set of projects that is managed in a coordinated way. Projects within this structure do not have to share any objectives - This is a collection of projects that relate to a strategic business objective

- Benched resource - Low-quality - Dedicated - Shared

- This is a skilled resource that is retained during downtime but is not performing "billable" tasks during that time. - This resource does not possess specialized skills or qualities - This resource is one that has been committed for a project - This resource is available for multiple projects, and the involved project managers negotiate for when and how much time the resource can be used on any project

- Project Requirement 1. Business requirements: define why the project is being conducted, and every project must satisfy a business need or it should not be pursued. 2. Functional requirements: refer to what the project will accomplish. These requirements detail the desired functionality, capacity, or capability expected from the project 3. Technical requirements: detail how the project will meet the business and functional requirements, including technical needs that are crucial for a project.

- This is a statement that defines the functionality that a project is designed to accommodate and how the functionality will be achieved and satisfied by the solution - What are three ways this can be classified?

- Work Authorization System (WAS)

- This is a tool for communicating official permission to begin work on an activity or work package, which will be used to produce deliverables.

- Burndown Chart

- This is a tool that is used to track the progress of the project by plotting the number of days of Sprint against the number of hours of work remaining. It does not track how much work has been completed to date, but tracks the pending work until the team's commitment is complete. It should be a downward slope, otherwise the team may need to do things differently or increase the pace of their work

- Pareto Chart - Scatter Diagram - Control Chart - Fishbone or Ishikawa

- This is a type of histogram that contains both bars and a line graph. It is used to display the relative importance of the causes of a problem. Can find percentages - This is used to examine the correlation between an independent variable and a dependent variable. - This depicts the variability of process data over time. It includes a target mean value and upper and lower control limits; values that exceed these limits are indicative of an out-of-control process. - This illustrates how various factors may be associated with possible problems, but it does not rank the problems in order of frequency of occurrence

- Scrum - User Stories - Sprint

- This is an Agile methodology that has been developed over the last decade and can be applied to a variety of projects. It focuses on iterative and incremental delivery of products. As sections of the product are created, they are shared with the client for review and approval. - These are customer requirements or features; they emphasize the functionality of the feature and how it adds to the final product. - This is the term for when everyone begins working; it is repeated as many times as is necessary to create a releasable product

- PMO (Project Management Office) 1. Directive PMO: high control, project manager is part of PMO 2. Controlling PMO: moderate control, outside the project but they provide governance for how projects have to be done 3. Supportive PMO: low control, offer consultative advise and best practices

- This is an entity that supports project managers and creates a uniform approach to project management - What are three types of this?

- Agile project management

- This is an iterative and incremental project management approach that focuses on customer value and team empowerment; focuses on adaptability to rapid and unexpected change

- Bottom-Up Estimating

- This is the most reliable type of estimating to do, but it also takes the longest to complete and it requires a WBS (Work Breakdown Structure) all the way out to the activity list. You start at zero, look at every activity to determine how long each one will take, then you predict how long the overall project will take.

- Project Prototyping 1. Proof-of-Principle: Check some aspects of the product design without considering the visual appearance, the materials to be used, or the manufacturing process. 2. Form Study: Check the primary size and appearance of a product without simulating its exact function or design. 3. Visual: Check the design and imitate the appearance, color, and surface textures of the product but will not contain the functions of the final product. 4. Functional: Check the appearance, materials, and functionality of the expected design.

- This is the process of creating a mock-up of a product or system - What are four types of models for this?

- Teaming Agreement

- This is when you partner up with a third party to achieve a solution. It is a legal contractual agreement between two or more parties and a joint venture

- Risk-averter - Risk-neutral - Risk-seeker

- This person avoids risky situations even if there is a potential benefit such as getting more orders - This person would ask for the specific costs/benefits projections to at least consider the option - This person would say go for a risky opportunity without knowing any quantified benefits

- Gantt Chart - Network Diagram - Run Chart - Histogram

- This shows the project schedule in bar-chart form, where the lengths of bars correspond to the durations of tasks. Bars are connected with lines that represent links to predecessor and successor tasks - This shows tasks as boxes, with lines connecting the boxes to represent links to predecessor and successor tasks. Unlike the above, all tasks are the same physical size on the diagram, and task duration is written in the boxes. - This is a line graph showing plotted data points in chronological order. It can show trends in a process or improvements over time. - This is a bar chart that can show frequency distribution, but it will not show the source of a problem.

- Scope Change - Requirements Change

- This type of change increases or decreases the work the project must accomplish - This type of change affects the parameters that define the deliverables

- Pull communication - Push communication

- This type of communication is a method where stakeholders go and find the information - This type of communication is a method where information is distributed to the recipients

- Mandatory Dependency - Discretionary Dependency - External Dependency

- This type of dependency is inherent to the work itself. It is usually affected by physical constraints. Activities must be performed in a specific sequence for the work to be successful. - This type of dependency is defined by the project and the project management team. Frequently, two activities can be done in either order - This type of dependency is defined by factors which are out of your control

1. Collaborative/Problem Solving: two people have a disagreement about a solution. They are not mad at each other, just come together and collaborate on what the best way to move forward is. 2. Forcing/Directing: when person with the most power makes the decision. 3. Compromising/Reconcile: this means both parties have to give up something, neither party gets exactly what they want. This can be a lose/lose scenario 4. Withdrawal/Avoiding: this is when you simply yield to other person, like throwing up your hands at a belligerent person and saying fine, whatever, and walking away. 5. Smoothing/Accommodating: downplays the issue and tries to focus on common interests of the team rather than differences

- What are five methods of conflict resolution?

1. Projectized: your team can come from all over, they work on the project full time and only work on one project at a time. Most authority for the project manager. Downside is that as we get to the end of the project there can be some anxiety with team members about what they will do next. 2. Strong Matrix: for the three matrix structures, the name describes how much power the project manager has in relation to the functional manager. All of them are usually very messy, like a spider web, and communication requirements are often through the roof. You will have to not only talk to your own boss, but functional managers from multiple departments. Team members may be working on multiple projects at the same time and reporting to different managers. All matrix structures use resources from all over the company. 3. Balanced Matrix: functional and project managers have very close authority. Usually functional manager will have more authority when it comes to money, project manager has more when it comes to scheduling . 4. Weak Matrix: functional managers have more authority than the project manager. 5. Functional: different departments are compartmentalized from each other. No resources are shared across departments like they are in the Matrix structures. For example, the IT dept and their PM reports to their program manager. Project managers have very little power; much of the power lies with the Functional Manager. Very small communication demands: you only have to talk to your boss.

- What are five types of Organizational Structure Models that will affect how much power project manager has, decision-making abilities, communication demands, project team management, and stakeholder management?

1. Functional: inefficient & prone to silos; hierarchical reporting, team members and project manager all part-time, multiple people perform activities, each department responsible for one activity, project manager's authority is low compared to functional manager 2. Projectized: all loyalty is to the project, everyone is full-time, project manager & team operate as a separate unit, project manager has lots of authority and reports to a program manager, team members responsible for work of team members 3. Matrix: blend of functional and projectized, hierarchical and horizontal reporting, project manager is full time while team members are part-time, and can be weak, balanced, or strong depending on authority of project manager vs. functional manager 4. Composite: combination of all other types of organizations

- What are four types of organizational structures?

1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing

- What are the five phases of the Project Life Cycle?

1. Product Owner— responsible for gathering inputs about a product from the customer and translating the requirements into the product vision for the team and stakeholders. 2. Scrum Master—an individual who supports the team like a coach and works closely with the Product Owner but does not control the Scrum team. Can be either part-time or full-time. 3. Scrum Team—dedicated, self-managing, cross-functional, fully empowered individuals who deliver the finished work required by the customer; usually between 3-15 people 4. Stakeholders—individuals who can affect or be affected by the project either positively or negatively.. 5. Customers—individual or organization who requires the end product.

- What are the five types of roles unique to Scrum Management?

1. Create a vision for the process 2. Create a product backlog 3. Set a broad release plan 4. Create a sprint backlog - Sprint Cycle - 1 to 4 weeks

- What are the four stages of the Scrum process? - This represents a complete process from planning to delivery and demo of a part of the product. It begins when the Product Owner defines and prioritizes the Product Backlog - How long does this last?

1. Customer Value: requirements most important to the customer are developed first 2. Iterative and Incremental Delivery: can adapt the features to be developed in subsequent iterations based on customer feedback 3. Intense Collaboration: must be done by team members to ensure common understanding of requirements 4. Small and Integrated Teams 5. Self-Organizing Teams: must have dedicated, disciplined team members 6. Small and Continuous Improvements

- What are the six principles of Agile Project Management?

1. Product Backlog:prioritized list of customer requirements. Priority is based on the riskiness and business value of the user story. The Product Owner creates the Product Backlog based on a user story 2. Sprint Backlog: list of user stories selected from the Product Backlog that the Scrum Team chooses and commits to complete in that Sprint cycle. Used to create a deliverable at the end of the cycle - They are added to the Product Backlog and never the Sprint Backlog; nothing can be added to the Spring Backlog during the spring cycle

- What are the two types of backlogs in Scrum? - What happens if any requirements change or stories are added?

1. Sequential: starts only when previous phase is complete 2. Overlapping: phases start prior to completion of previous phase; can cause rework if next phase begins before getting important info from previous phase 3. Iterative: includes one phase at a time which is planned and carried out; helpful in environments that are uncertain and undefined.

- What are three types of phase-to-phase relationships?

- Responsible, Accountable, Consulted, Informed - Accountable, Responsible, Consulted, Informed; only one person can be Accountable, but multiple people can be Responsible

- What does a RACI matrix stand for? - What is the hierarchy or importance?

- It is a measure of how well you are performing with relation to budget. It is EV (Earned Value) / AC (Actual Cost); if this is less than one, you are tracking to go over budget - Similar to CPI but with relation to time. It is EV (Earned Value) / PV (Planned Value); if this is less than one, you are behind schedule - Remember that any index is something divided by something else. The closer it is to 1.0, the better you're doing. Less than one means you are either over budget or behind schedule

- What is CPI (Cost Performance Index) and how is it calculated? - What is SPI (Schedule Performance Index) and how is it calculated?

- EV is how much you should have spent based on what % complete you are currently at on a project - It is the current percent complete times the BAC (Budget At Completion) where BAC means the total allotted project budget - It is EV (Earned Value) - Actual Cost (AC); if this is a negative number, then you are tracking to go over budget

- What is Earned Value (EV)? - How do you calculate Earned Value (EV)? - How do you calculate Cost Variance (CV?)

- It is how much you should have spent based on what % complete you should be at based on the project schedule - It is the planned percentage completed based on the point in time you are at times the BAC (Budget At Completion) - It is the EV (Earned Value) - PV (Planned Value); if this is a negative number, then you are behind schedule

- What is Planned Value (PV)? - How do you calculate PV? - How do you calculate SV (Schedule Variance)?

- One activity has to wait for another to finish before it can finish, but it can start before the other activity is finished - One activity cannot start until the other is finished

- What is a finish-to-finish relationship? - How is this different from a finish-to-start relationship?

- MFO (Must Finish On): this lists a specific date of completion 1. ASAP (As Soon As Possible) 2. ALAP (As Late As Possible) 3. SNET (Start No Earlier Than)

- What is a type of inflexible time constraint? - What are three flexible time constraints whose dates may change based on dependent tasks?

- Firm Fixed Price; most common type, seller carries risk - Fixed Price Incentive Fee; performance incentives - Fixed Price with Economic Price Adjustment; factors in fluctuating cost of things like commodities - Stay away from this one; buyer carries risk - Cost Plus Fixed Fee; covers allowable costs, all materials, and a fixed fee. Buyer carries risk, another one to avoid - Cost Plus Incentive Fee; bonus if seller finishes early or doesn't waste materials; buyer carries risk - Time & Materials; you need a NTE (Not To Exceed) clause for this one.

- What is an FFP contract? - What is FPIF? - FP-EPA? - Cost Reimbursable? - CPFF? - CPIF? - T&M?

- It estimates how much more you will have to spend based on your current spending. It is BAC (Budget At Completion) / CPI (Cost Performance Index) - It how much more you have to put into the project to finish. It is EAC (Estimate At Completion) - AC (Actual Cost), with AC being how much you have actually spent to date

- What is the EAC (Estimate At Completion) and how is it calculated? - What is the ETC (Estimate To Complete) and how is it calculated?

- N(N-1)/2; this is the same as the mesh network topology formula, only N represents stakeholders instead of network devices - You cannot only solve for 15, the difference of 30 - 15. You have to solve both for 30 and 15, then subtract the smaller result from the larger

- What is the formula for determining how many Communications Channels are needed? - How would you use this determine how many additional communications channels are required if you currently have 15 stakeholders, but next week you will have 30?

- Subtract the buy cost from the build cost, then subtract the monthly fees for buying from the monthly fees for building. Take the difference of the Build - Buy cost and divide it by the difference of Build - Buy monthly fees. - For example: $65,000 Build cost minus $52,000 Buy cost = $13,000 - $8,500 monthly Build fees minus $10,500 monthly Buy fees = $2,000 - $13,000 / $2,000 = 6.5 months break even point

- What is the formula for determining the break even point when deciding whether to Buy vs. Build?

- All employees - Senior management and/or project sponsor - Core team members

- What stakeholders should you provide monthly news report about the project to? - Who generally wants updates weekly? - Who should get updates daily?

- Three point estimate - (O + ML + P) / 3 = Estimate - PERT estimate: it uses four Most Likely values instead of one, and then it divides by 6 instead of 3 - (O + (4ML) + P) / 6 = Estimate

- What type of estimate is a weighted amount of time a task should take based on optimistic, pessimistic, and expected durations? - What is the formula for it? - What is a different flavor of this estimate and how does its formula differ?

- RFI (Request For Information) - RFQ (Request For Quote) - RFP (Request For Proposal) - SOW (Statement Of Work); used to prepare the RFP

- Which procurement document is generally used to develop lists of qualified vendors or sellers? - This is commonly used when deliverables are commodities for which there are clear specifications and when price will be the primary determining factor. - This is commonly used when deliverables are not well-defined or when other selection criteria will be used in addition to price - This is a detailed description of the product or service that an organization intends to purchase and is used to prepare one of the above documents; which one?

Project Charter

A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

WBS Dictionary

A WBS companion document that defines all of the characteristics of each element within the WBS.

PMIS (Project Management Information System)

An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. For example: the Microsoft Project software

Executing

In which project phase does team acquisition occur? For example, if someone has the perfect candidate in mind to be lead database designer and they assign the resource

NTE (Not To Exceed) Clause

Any Time and Materials contract should include one of these

It will be the risk probability multiplied by the risk impact

How do you calculate a risk score?

Product Owner

In Scrum, this is the only person with authority to cancel a Sprint

- Analogous or Top-Down Estimating

In this type of estimating, you reference the costs of a previous, similar project. It is not accurate, but commonly used. It is the fastest, but least reliable type of estimating.

1. Expert: you are very experienced and have a lot of knowledge 2. Reward - Incentive: you are someone who will reward good work and can give bonuses 3. Formal - Positional: you don't know the team and they don't know you, you just have the position of Project Manager 4. Coercive - Penalty: when the team feels threatened by you, like if they don't do a good job you will fire them or get them in trouble 5. Referent: you have worked with the team before and they already know you; they have a reference to you. Can also be "this is the way we're gonna do it b/c Jane put me in charge"

What are five types of Project Management Powers?

1. Progress Report: summary of activities, usually each week or month 2. Status Report: cumulative project status, such as year-to-date or since project initiation 3. Dashboard Report: utilizes many indicators for an at-a-glance update of a project component 4. Variance Report: report on time, cost, and/or scope variances as needed. Can also be called Exception Report b/c it is talking about an exception to the baseline

What are four different types of reports to be aware of?

1. Scope Management Plan 2. Cost Management Plan 3. Schedule Management Plan 4. Human Resource Plan 5. Risk Management Plan 6. Procurement Management Plan 7. Quality Management Plan

What are seven types of subsidiary plans?

1. Determine Tasks 2. Determine Task start/finish dates 3. Determine Activity/Task durations 4. Determine Milestones 5. Set predecessors 6. Set dependencies 7. Sequence tasks 8. Prioritize tasks 9. Determine critical path 10. Allocate resources

What are the 10 steps, in order, for developing a project schedule?

1. Document change 2. Submit change request; this documents the change 3. Evaluate impact & justification 4. Determine approval authority for change 5. Approve or deny change 6. Implement the change 7. Validate the change 8. Update documents and apply version control

What are the eight steps in the change request process?

1. Forming: team comes together. No one knows each other much yet 2. Storming: people begin to challenge ideas & each other. Debate varies depending on how well team is getting along 3. Norming: people settle into their roles and start to rely on each other 4. Performing: team acts cohesively and get work done 5. Adjourning: everything is done, team is disbanded

What are the five steps of team development, aka Tuckman's Ladder?

1. Shielding the project team 2. Removing impediments 3. Keeping the team vision 4. Carrying food and water

What are the four duties of servant leadership in Agile?

1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan.

What are the four key values of the Agile Manifesto, or things Agile project managers would favor over others?

1. Pre-assignment: should be the first technique used, because there could be one or more highly-qualified resources within the organization that the project manager wants committed to the team very early. 2. Negotiation: second most effective technique; the project manager works with other project managers and functional managers to find the best-qualified resources. 3. Acquisition from outside 4. Virtual team

What are the four techniques available for acquiring team members for a project, in order from high to low?

1. Scope Statement 2. WBS 3. WBS Dictionary

What are the three components of the Scope Baseline?

1. Product deliverables consist of work results that satisfy project requirements. 2. Project deliverables consist of project management documents such as the written scope, a monthly status report, and cost variance report.

What are the two types of deliverables that projects produce and what do they consist of?

Project Scope Management Plan

What defines the creation of the detailed project scope statement?

- The 8/80 Rule: an activity should not be decomposed to less than 8 hours of work and no more than 80 hours of work

What helps to determine the minimum and maximum amount of time an activity should take? This helps to avoid breaking things down too small

The rolled-up activity costs, plus any activity contingency reserves, plus any work package contingency reserves

What is included in the cost baseline?

A definitive, deliverable result

What should signify the end of each phase?

Integrated Change Control

What term is given to the analysis of a proposed change and its effect on the entire project?

1. Schedule 2. Budget 3. Scope

What three factors make up the "Iron Triangle" or project management?

A diagonal line indicates correlation. If the line remains horizontal or vertical, that indicates that even as one variable changes, the other is unaffected so there is no correlation

What type of line in a scatter chart indicates strong correlation between the two variables?