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Project PMP > AUG > Flashcards

AUG Flashcards

1
Q

Does the resource requirements have details concerning when and where resources are needed?

A

No. This is contained in the project schedule

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2
Q

If both vendors are EQUALLY capable AND you have 2 TASK for them to work
Should you choose one for each?

A

No. It is more expensive.

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3
Q

How can Master Services Agreement help the project?

A
  1. In larger projects, allows you to combine different approaches without modifying contract when you need to change something.
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4
Q

ALWAYS REMEMBER
“THERE IS A CHANGE LOG”

Where does the change log is updated

A

In Perform integrated change control

or when a change is done…

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5
Q

can development approach be updated at will?

A

No

the development approach should not be taken to better manage changes that occur
on a project. This is because the project development approach is an additional component of the project management plan that describes the product, service, or result development approach.

These include predictive, iterative, agile, or hybrid-based approaches. As part of the project management plan, which is a controlled document, the project development approach cannot be
updated at-will by the project manager.

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6
Q

Where can I find the contact info of the team

A

Project team directory

“A documented list of project team members, their project roles, and communication information.”

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7
Q

Where can I find the overall project risk

A

In the risk report

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8
Q

CRASHING VS FAST TRACKING

A

Crashing
Crashing assigns more resources to an activity to decrease the overall time to complete it. The cost benefits of this activity have to be explored in order to make it a useful technique. The trade-off between cost and schedule must be understood to get the best possible schedule compression.

Fast Tracking
Fast Tracking is the process of executing activities or phases that were originally schedule sequential in parallel. Activities can be overlapped, started earlier than proposed, start activities that require different resources, and maybe combined activities in the schedule. This process does add risk to the schedule and program and must be executed with care.

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9
Q

In which document would you store information about holidays. (Days off)

A

Project Calendar.

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10
Q

Who can serve as sponsor if there is none to approve the charter?

A

PMO. The project initiator should be at a level that is appropriate to procure funding and commit resources.

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11
Q

Describe Parkinson law

A

Bureaucracy law - work expand so as to fill the available time for it’s the completion

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12
Q

McClelland’s expectancy-value theory

A

every person has at least 1 out of 3 motivators.

  1. Need for Achievement
  2. Affiliation
  3. Power
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13
Q

Remember PMP needs to be approved.

By who?

A

Depends on matrix org.

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14
Q

Conflict resolution

  1. LOSE - LOSE =
  2. WIN - WIN = ?
A
  1. Compromise/Reconcile everybody loses something. No one gets what they wanted —- Is there something to reconcile/compromise? between A and B there is no middle ground. but between AB and AC, they can choose A as there is something in common?
  2. Collaborate/Problem Solve is win-win. Usually is the best way to resolve a problem.

“Find the facts to help the team make an objective decision and work collaboratively to work out a solution”

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15
Q

Remember

DOCUMENTS are not PART of the PLAN!!

A

Remember

DOCUMENTS are not PART of the PLAN!!

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16
Q

What are the 5 stages of team development

new

I had 1 wrong, wh

A

FORMING: Positive and polite. make and effort

STORMING:: Push against boundaries. discover conflicts against personalities. may question team goals

NORMING: Start to resolve the difference. learned strengths and respect the project manager

PERFORMING: They are able to archive goals. PM focus on the development

ADJURNING: Team says goodbye

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17
Q

What is the configuration management plan?

A

management of specification. (SPECs)

What the deliverable should have to archive the customer acceptance

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18
Q

How do you manage the specifications in the configuration management plan? (3)

A
  1. Identification of items to be configured and managed
  2. Status accounting. Record particular items that need to be configured. Report changes to certain specs. Report status of changes
  3. Verification/Audit - Ensure proper management of configuration items.
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19
Q

What is the difference between the configuration management plan and the change management plan

A

Where these focus, One is on specs and processes while the other on how changes are managed

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20
Q

*** REMEMBER ** NOT A QUESTION **
DONT FORGET the DIFFERENCE between

  1. accept deliverables
  2. Confirmation of the acceptance of the deliverables
A

one is for validating scope, the other is for CLOSE

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21
Q

What project document would you reference in order to get information on the resources required for an activity?

A

activity attributes

*** Note that this Question do not ask “ what document would you use to get the requirements for the resources?”

** Which would be the RBS.

22
Q

What is the best technique to get confidential information?

A

Interview one on one

23
Q
  1. In which process can you find the procurement strategy

2. What is the output of the procurement strategy

A
  1. in the procurement management plan

2. Delivery Methods, Type of agreements, and procurement phases

24
Q

Describe each:
1. Functional Organization

  1. Matrix Org (in general, without the 3 sub-types)
  2. Projectized org
  3. Organic or Simple
A
  1. Authority belongs to the functional manager. The role of PM is limited
  2. Combination of org structures for dynamic environment. they are agile to respond to market demand. Authority of the functional manager is Vertical while PM’s is sideways
  3. PMs are the bosses, but no security
  4. This structure is found in the very early stages of an organization;
25
Q

Describe sub-types of MATRIX organizations

A
  1. Strong (PM has more power)
  2. Weak (PM has less power, often seen as coordinator)
  3. Balanced (PM and the functional manager has equal power). Authority lies in a single person (owner)
26
Q

For small projects, would you have to do QUANTITIVE risk analysis,

A

No, this is optional also

27
Q

Where would you use this tools for Risk analysis? (4 different responses)

  1. Tornado diagram
  2. Monte Carlo Analysis
  3. Influence Diagram
  4. Decision tree analysis
A
  1. Influence of a whole range of potential risks
  2. is not used to decide between potential courses of responses, rather is computational analysis to understand the effects of potential risks should they happen
  3. An influence diagram is a graphical aid to establish relationships between project entities, outcomes, and influences. Then you simulate to indicate elements with more influence
  4. A decision tree is used to support the selection of the best of an established set of possible courses of action.
28
Q

A SIPOC (suppliers, inputs, process, outputs, and customers) model a type of flowchart that may prove useful in understanding and estimating the cost of _______

A

Quality processes

29
Q

Reminders:

  1. People can not be forced to share what they know
  2. Knowledge management plan DOES NOT EXIST! made up term
  3. Always assume PM planning is perfect unless JUNIOR PM is mentioned.

Example
1. With a small project - assume that schedule model is a simple one

A

Reminders:

  1. People can not be forced to share what they know
  2. Knowledge management plan DOES NOT EXIST! made up term
  3. Always assume PM planning is perfect unless JUNIOR PM is mentioned.

Example
1. With a small project - assume that schedule model is a simple one

30
Q

2 QUESTIONS

  1. What are the 2 items in the scheduling model
A

Schedule Model AND Tool

31
Q

REMINDERS and small Question:

BASELINES CAN BE CHANGED!!!

If Project is already delayed and you have issues that require to further delay. You can change the baseline with a ____

A

CR

32
Q

You and your project team have recently discovered a negative risk to the project and determined that it could result in a loss of $50,000 if it occurs. You have also determined that the
probability of this risk occurring is 50%.
What is the expected monetary value for this risk?,

A
  • 25K
33
Q

When you are planning, if you make a change, do you need a CR

A

No… only after the plan is approved.

34
Q

Name some of the uses of business analysist

A

Requirement related activities

35
Q

During a risk workshop to prioritize risks, what tool or technique can help you in the development of more effective risk response

OPTIONS
A. risk audits
B. Reviewing requirements
C. Categorizing Risks using RBS

A

C.

36
Q

When reading questions that suggest a CR is needed, ask yourself if you really need a change.

Example
A software development project is running behind schedule because the velocity of the project team has been slowed down by a higher than anticipated complexity of the technology used
to develop the product. To bring the project back into alignment with its objectives, the project manager implements the planned response by fast tracking some of the product testing
activities.

Do you need a CR for getting back to the baseline ?

A

NOO…

37
Q

If you want to invite an executive, knowing to schedule the meeting with their admin, what type of skill is that?

A

Political awareness

.

38
Q
  1. What is Kaizen approach?

2. What is Kaikaku?

A
  1. Incremental change through small steps.

2. Radical changes.

39
Q

When does OPS and PROJECT intersect?

A

• At each closeout phase;
• When developing a new product, upgrading a product, or expanding outputs;
• While improving operations or the product development process; or
• Until the end of the product life cycle.
At each point, deliverable and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.

40
Q

At the end of each phase, what phase do you have?

A

CLOSING

41
Q

When project retrospectives can be held

A

ANY TIME
. Retrospectives can be held at any time during the project where there is an opportunity for the project to document and discuss lessons learned, improvements, and evaluate practices.

42
Q

Where are the results store for the assessment done for the stakeholders?

A

Stakeholder register.

43
Q

To close a contract in procurement, information can be documented in the agreements, which is part of procurement documentation. Nonetheless, if you are looking for activities to execute the closure. Then, where would you look?

A

Procurement Management Plan or Project management plan

44
Q

Does project charter contain Roles and responsibilities for the stakeholders?

A

APPARENTLY YES. ACCORDING TO PREPCAST.

45
Q

charismatic vs transformational leadership styles

A

both motivate, the former strengthen relationships, the former inspires.

46
Q

In an agile project what type of leadership is expected from the PM (best practice)

What should be the focus of the PM.

A

Servant leader.

Building a collab - decision making environment

47
Q

In an agile world, who plans what will be executed in each iteration.

A

the development team

48
Q

If you are estimating cost… What document do you need to find where resources are assigned and for how long.

A

Project schedule

49
Q

Downward - sideward-outward-upward

A

specialist/temporary
peers
outside project team
boss/stakeholder/sr management

50
Q

Benchmarking vs Analogous estimate

Where should we use it?

A

Analogous(estimate activity duration/estimate cost/estimate resources),

Benchmarking for (Quality plan and collect requirements)

Project PMP (11 decks)

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