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1
Q

What are the 4 sections of the Project Canvas?

A

Why, who, what, how when, where

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2
Q

What are the parts of the Why section of Project Canvas?

A

Rationale and Business Case (what are the expected Benefits?)
Purpose and passion (Why are we doing the project?)

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3
Q

What are the parts of the Who section of Project Canvas?

A

Exec.Sponsor (Who is accountable for the success of the proj)
Governance (Who is responsible for what)

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4
Q

How many are the parts of the What How When section of Project Canvas?

A

9

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5
Q

What are the parts of the What How When section of Project Canvas?

A 
Scope (what will the project deliver?)
Time (When will the project be completed)
Cost (how much it will cost, how many resources do we need?)
Quality (How do we ensure meeting the quality standards?)
Risk Management (Have the key risk been identified? Plan b?
Procurement how are we managing external contributors
HR what skills do we need/ how do we keep team motivated
Stakeholders (Key and impacted parties supporting the project?)
Change Management (how do we remove barriers to change?)
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6
Q

What are the parts of the Where section of Project Canvas?

A

Culture structure priorities competencies. Be ready to adapt to succeed in a project driven world

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7
Q

What are the Project Phases?

A

Ideation, Initiation, Planning, Execution, Monitoring, Closure

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8
Q

What are some PM tools and technics?

A

Project Canvas - initiation phase
Project Sponsor and governance - initiation phase
Critical path - planning
Triple constrains - planning
Risk management, Risk assessment map - planning
Stakeholder analysis (level of influence, level of interest) - planning
Change management - execution
Progress reporting - monitoring
RACI chart (roles and responsibilities matrix)
Change control - monitoring
Transition - closure
Lessons learned - closure

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9
Q

What are five characteristics which help differentiate projects from other functions carried out in the daily operations of the organization?

A

Established objectives
Defined life span with a beginning and end
Across-organizational participation
New or unique
Specific time, cost, and performance requirements

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10
Q

What are NOT a project characteristics?

A

Project is not exploration - it must have target outcome
A project can not go on indefinitely - has to have a defined life span
Is not a one person working alone - has to have coross organizational participation
Is not creating same thing multiple times - Creating something new or unique
It cannot have no constrains on time, cost or performance. It has to have them.

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11
Q

What is a successful project?

A

deliver the outcomes and benefits required by the stakeholders
Implement deliverables that meet agreed requirements
meet time targets
stay within financial budgets
involve all the right people
make best use of resources (capacity management)
take account of changes in the way the organisation operates
Manage any risks that could jeopardize success
take into account the needs of who will be impacted by the changes brought about by the project (rollout – change management)

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12
Q

What Triggers A Project? (say 5 triggers)

A 
Meet strategic goals
Create, improve or fix products, services
Improvements to processes
Meet regulatory, legal or social requirements
Satisfy stakeholders requests or needs
Implement or change business models 
Introduce technological strategies
Build new capabilities
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13
Q

Top 3 reasons that things go wrong with projects and fail?

A
  1. Poor Governance and lack of Executive Sponsorship
  2. Poorly Defined or Missing Project Objectives
  3. Ineffective Project Planning
  4. Insufficient (personnel) resources
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14
Q

Characteristics of Complexity in Projects

A 
Multiple stakeholder
Ambiguity of project resources, phases
Significant political influence
Unknown project features, resources, phases
Changing project governance
Significant external influences
Use of technology new to the org
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15
Q

Skills of a project management (triangle) and the in general

A
  1. Technical Project Management
    1. Leadership
    2. Strategic and Business Management
      Motivation
      Communication
      Presentation skills
      Diplomacy and assertiveness
      Organizational skills
      Delegation
      Negotiation
      Conflict management
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16
Q

What is a project stakeholder

A

Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of the execution of the project.

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17
Q

Three key elements of a project

A

People -
System -
Organization -

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18
Q

Why and how are Triple constrains interrelated?

A

They are interelated by quality. How? They is a trade-off between them. If I decrease one the three I may have to increase the other so my quality would not be impacted

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19
Q

What are the Triple Constrains

A

Time
Scope/Performance specifications
Budget/cost

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20
Q

Benefit measurement methods for business cases

A 
Net Present Value
Internal Rate of Return
Cost/Benefit Ratio
Return on Asset
Return on Sales
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21
Q

What does SMART stands for

A

Specific: provide the “who” and the “what” of the project.
Measurable: focus on “how much” the project will produce.
Achievable: trigger practical actions to achieve the project objective.
Relevant: accurately address the purpose of the project.
Time-based: have a time frame indicating when the objective will be met.

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22
Q

What does SMART do?

A

to set up Management (and not only) Goals and Objectives to what really matters and remove distractions

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23
Q

What are the stages of Risk Management

A

Risk analysis -> Risk Assessment -> Planning Risk mitigation/response -> Implementation of risk response -> Control and monitor execution -> repeat

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24
Q

The two types Quality management

A

Product Quality => ensuring the project/service produced by the project meets the expected level of quality
Project Quality => ensuring the project is managed using adequate project management tools

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25
Q

Scope Creep

A

refers to changes, continuous or uncontrolled growth in a project’s scope, at any point after the project begins.

26
Q

What are the triple constraints

A

Time, Cost, Quality/Scope

27
Q

Explain the necessary adjustments if a constrain is changed

A

Shorter time -> Higher cost, or/and Reduced quality or narrowed scope of project
Reduce cost -> More time or/and Reduce quality or narrowed scope of project
Higher quality/Increased scope -> More time or/and Higher cost

28
Q

Project Manager characteristics?

A 
Presentation skills
communication skills
assertiveness
diplomacy
people manager
organizational, planning, scheduling skills
leadership
Motivator
29
Q

What is the aim of Change Management?

A

the aim is to communicate what needs to be done clearly and accurately ensuring that the organization and its employees are ready to embrace the changes introduced by a project

30
Q

How many forms of changes exist? Which are those?

A
  1. Incremental change, Radical change, Reactive Change, Proactive change
31
Q

When is it possible to escape the concessions you make in the triple constrain?

A

The triple constrain is generally true, unless it’s possible to improve the delivery process.

32
Q

Five Levers of Organizational Change Management

A 
Communication plan 
Sponsorship plan 
Coaching plan 
Training plan 
Resistance management plan
33
Q

How does a structured communication plan look like?

A

A structured communication plan, based on best practices research, presents the right messages, at the right time, in the right format or channel and comes from the right sender.

34
Q

What are the three high level roles of the executive sponsor?

A

Three high-level roles of the sponsor: to participate actively, to build a coalition, to communicate directly.

35
Q

Project Closure Actions

A 
PROJECT CLOSURE DOCUMENT
Evaluation Survey 
Lessons Learned, Release
Resources, …
PID: Acceptance criteria & Process
36
Q

PROJECT CLOSURE DOCUMENT contains:

A

Summary and communication of major accomplishments
Analysis of achievements of original objectives
Final accounting for variances from the plan
Team performance evaluation
Issues requiring further investigation
Any unresolved or incomplete issues (including responsibility allocation)
Identification of issues and other recommendations for future projects

37
Q

Name 5 differences of Program Managers vs Project Managers

A
  1. Project managers manage projects, Program Managers manage a portfolio of projects
  2. Period of time: Projects have an end date, thus a single benefit realization. Programs are ongoing and have incremental benefit realization.
  3. Governance intensive: Programs have much more governance from top people in the org.
  4. Delivery of results: Projects run on project time. Programs are driven by quarterly results.
  5. Financial Management: Programs are much more costly than a project.
  6. Change Management: Projects have a formal change management process, Programs require executive leadership skills.
38
Q

Stages of a Program

A

Initiation (identify a program)
Definition and planning
Delivery of the Program (establishing, managing and running a program)
Renewal of the program?
Dissolution (closing the programme, Benefits review)

39
Q

top 3 PM skills

A

Communication skills
Organizational skills
Team building skills

40
Q

What is WBS and what it defines

A

Work Breakdown Structure. Is hierarchical and it breaks down the work. It’s deliverables oriented and essentially is the total scope of the project.

41
Q

What are the Milestones

A

it is a significant Point or Event on the projects schedule

42
Q

What is a Baseline

A

It is the current approved plan and schedule for a project

43
Q

What it defines the Triple Constrains

A

it defines the Quality

44
Q

what is the Project Life Cycle

A

Initiating - Planning - Executing (Monitor, Control) - Closure

45
Q

What is a Gantt chart

A

its a graphical representation of the schedule information (WBS, dates, duration)

46
Q

What is CCB

A

Chain Control Board - is a group of stakeholders. They are representatives of the stakeholder main groups. They are the people designated in the project plan that have the authority to delay, reject or make approvals of changes.

47
Q

What are the Stakeholders

A

include people or organizations that are actively involved and they interact or are positively or negatively affected by the execution of the project.

48
Q

Change Management

A

Its a PM plan on the who does what and where to Control the Scope.

49
Q

Management of Change what is it?

A

The management of the changes the project will bring and how the people and the affected parties are going to be ready for it. Via communications and training etc

50
Q

Risk Mitigation

A

Risk Management is the plan. Risk mitigation is a Risk Response Planning Technique. identifying the risk (all the time throughout the project), and what to do to Reduce Probability of the risk occurring or the Impact of the risk if it does occur.

51
Q

Characteristics of a High Performance Team

A 
Small group (ten or less members)
Voluntarybe team members
Continuous service on team - full time
They share a common purpose
Have balanced and shared roles
Accept differences of opinions and expression
Sets high personal performance standards
Identify with the team
52
Q

Best way to create a plan and establish a realistic deadline

A

By first having an initial high level launch date. Top down
After having all the activitis broken down - have a bottom up plan analysis to assess whether the initial deadline is realistc.

53
Q

What is the best and most accurate way to create a budget ?

A

The best and most accurate way to create a budget is by first having an initial high-level (top-down) orientation on the total project cost. Identify the potential budget available and look at the costs of similar past projects.
Then, after breaking the project down into activities, estimate the
cost of each activity (bottom up).

54
Q

Two types of Quality Management

A

Product Quality - quality on the outcome

Project Quality - quality on the way we managed

55
Q

Stages in Quality of Project Management Processes and Deliverables

A

Quality Planning
Quality Assurance
Quality Control

56
Q

When do you escalate something to the committee?

A

You should have a tolerance in your project. When a request for a change goes above that tolerance (e.e.5% of the Delegation Authorite or tat it affects a step that would be altering the Critical pat) then y you escalate that to the the CCB team).

57
Q

What are the two ways of optimizing a plan?

A 
Fast Tracking
– Overlapping of phases, activities or tasks that would otherwise
be sequential
– Involves some risk
– May cause rework
Crashing
– Looks at cost and schedule tradeoffs
– Add resources to critical path tasks
58
Q

Steps to achieve an integrated project plan

A
  1. Define Scope
  2. Decompose project
  3. Define activities
  4. Estimate activities
  5. Schedule activities
  6. Add resources
  7. Optimize the Plan
  8. Baseline the Plan
59
Q

What is Rolling Wave Planning

A

The most accurate way to plan correctly a long term (>12months) project result and outcomes. Estimation of the first 3 months and then from the moment of the 3. The progressive refinement of detailed work planning by continuous subdivision of far-term activities into near term work package tasks.

60
Q

PERT

A

Program Evaluation and Review Technique. The expected completion times are found by using the three time estimates: Optimistic / minimum, pessimistic / maximum and most likely. M = (min + 3x exp + max) / 5

61
Q

what is a risk

what is an issue

A

Risk is an uncertain event that might happen in the future
Issue is an event that has already occurred
When risk is identified -> analyze and create response plan
When issue has occurred -> analyze impact and resolve or escalate

62
Q

Agile principle

A

Focus on customer value
Small Batches
Integrated teams (intense collaboration, f3f, self disciplined)
Small Continuous Improvements

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