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CAPM > CAPM > Flashcards

CAPM Flashcards

1
Q

What is a RACI Chart?

A

Responsible, Accountable, Consult, Inform

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2
Q

Pareto Analysis

A

It is based largely on the “80-20 rule.” As a decision-making technique, Pareto analysis statistically separates a limited number of input factors—either desirable or undesirable—which have the greatest impact on an outcome. A pareto chart will show errors (ie. dose missed, wrong calculation)

The 80-20 rule, also known as the Pareto Principle, is a familiar saying that asserts that 80% of outcomes (or outputs) result from 20% of all causes (or inputs) for any given event.

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3
Q

SMART Goals

A

Specific, Measurable, Achievable, Relevant, Time-Bound

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4
Q

What are ways to perform root cause analysis?

A

1) The Five Whys: ask for the cause of a problem up to five times or five levels deep to truly understand it.

2) Cause and Effect Diagrams: Cause-and-effect diagrams decompose a problem or opportunity to help trace an undesirable effect back to its root cause.

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5
Q

What are two types of cause and effect diagrams?

A

Fishbone diagrams are snapshots of the current situation and high-level causes of why a problem is occurring. Identifies root cause of problem.

An Interrelationship Diagram shows graphically the cause-and-effect relationships that exist among a group of items, issues, problems, or .

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6
Q

What is the range in a control chart?

A

-3 or +3 sigma

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7
Q

Reserve Analysis

A

Analytical technique evaluates amount of risk on a project and amt. of budget and schedule reserve.

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8
Q

Earned Value Analysis

A

Measures the amount of work that is actually performed against what cost and schedule reports show

Assess the cost/schedule variance and performance of seller

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9
Q

Predictive Approach

A

Used when project can be defined, collected and analyzed at the beginning High level of risk may require reviews, change control mechanisms. Scope, schedule, cost and resources are defined at beginning of project.

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10
Q

Hybrid Approach

A

Uses both adaptive and predictive approaches. High risk or uncertainty. Uses Iterative or Incremental approaches.

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11
Q

Iterative Appproach

A

Scope determined early, time cost may change. Increments dad functionality. Clarifies requirements and explores options. Trial + error, Project gets better due to changes.

Iterative is about repeating process cycles to evolve, refine, clarify.

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12
Q

Incremental Approach

A

Deliverables are created through iterations, only complete after final iteration. Produces deliverable throughout series of iterations

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13
Q

Adaptive Approach/ Agile

A

High level of uncertainty or volatility. Reuiqrements likely to change and will likely be refined, or changed as a result of ongoing feedback. SCOPE IS NOT UNDERSTOOD AT START

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14
Q

What are the types of PMO’s?

A

Supportive: Consultative role, supply training, access to info. Provide project repository.

Controlling: Provide support and require compliance. Adaptation to frameworks and methodologies.

Directive: Directly manage projects.

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15
Q

Cost Performance Index

A

tells you how much you are earning for each dollar spent on project. Divide Earned Value by Actual Cost

EV / AC

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16
Q

Types of powers of project manager

A
  1. Referent: Comes from another person respecting you
  2. Expert: power of PM for being technical expert
  3. Reward is the pwoer of PM based on ability to provide rewards
  4. Formal is the power of PM that is based on position within organization

also positional, informational, referent, situational. personal, relational expert, reward oriented, punitive, ingratiating, guilt based persuasive

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17
Q

Examples of OPA’s

A

templates, guidelines, criteria

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18
Q

Stakeholder Mapping

A

High Interest, Low Influence: Inform completely, monitor closely

High Interest, High Influence: Regularly engage, keep satisfied

Low Interest, Low Influence:
Essential information, Minimal contact

Low Interest, High Influence:
Monitor, anticipate needs

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19
Q

3 types of communication menthods

A

Interactive: face to face, phone, meetings

Push: Push communication on the other hand entails sending information to the recipient while not expecting a response immediately. Emails, newsletters.

Pull: Pull communication is a method of allowing stakeholders to access information at their leisure. Pull communication can provide a sense of trust between stakeholders and the project manager, as it provides transparency. Project website. knowledge base.

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20
Q

Process Groups

A

Initiating
Planning
Executing
Monitor + Control
Closing

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21
Q

Project Phase

A

Start Project
Organize
Carry out Work
End Project

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22
Q

Phase Gate

A

Review at end of phase where decision is made to continue modify or end project

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23
Q

What is included in risk management plan?

A

Risk Identification
Risk Assessment
Risk Mitigation

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24
Q

Done Drift

A

The longer a project takes to complete the further the project goal of doneis likely to move.

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25
Q

Delivery Cadence

A

Frequency of deliverables.

Single Delivery
Multiple Deliveries
Periodic Deliveries

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26
Q

Project vs. Product

A

Project is temporary endeavor w/ specific scope. Product is tangible or intangible object as a result of project. Longer lifespan, broader scope.

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27
Q

5 C’s of Written Communicationq

A

Correct Grammar
Concise Expression
Clear purpose
coherent ideas
control flow words/ideas

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28
Q

WBS

A

Hierarchical decomposition of project scope. Organize work into manageable. components. Based on deliverables.

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29
Q

Requirements Criteria

A

Clear
Concise
Verifiable
Consistent
Complete
Traceable

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30
Q

Epics

A

BIG user story. Split up into user stories.

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31
Q

Critical Path

A

Longest sequence of dependent tasks that determine project duration

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32
Q

Project vs Plan vs Portfolio

A

Project - temporary endeavor
Program - group of related projects
Portfolio - collection of programs, projects

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33
Q

Issues vs. Risks vs. Assumptions

A

Issues - Positive or negative
Risks - uncertain events, may be negative
Assumptions - without proof

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34
Q

Project Charter

A

Part of initiating process group. Can be developed by sponsor or PM. Acts as north star for project: purpose, objectives, requirements, resources
Authorizes project

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35
Q

Analagous Estimating

A

Uses past data from similar activity. Used to estimate project duration when there is limited detail.

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36
Q

Operations

A

Ongoing, repetitive activities that are performed to sustain business deliver products

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37
Q

Assumption

A

True + certain w/o proof of demonstration

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38
Q

Ways to optimize process for environment?

A
  1. Lean Production Methods: remove waste, measure value, add activities
  2. Retrospective: Review, suggest changes improve process
  3. Where is the next best funding spent?
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39
Q

Timebox

A

A timebox is a time limit placed on a task or activity. A timebox in Agile determines when a team must do something, minimizing risk by implementing careful estimation techniques and project planning to achieve successful outcomes.

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40
Q

Initiating Process Group

A

Includes process to define a new project or new phase of an existing project.
1. Stakeholders identified
2. Project charter developed

INPUT = Business case, contract, EAP and OPA
START OF PROJECT. OUTPUT = PROJECT CHARTER

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41
Q

Stewardship

A

integrity
care
kindness

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42
Q

Areas of Emotional Intelligence

A
  1. Self Awareness
  2. Self Management

CALM

1 Social Aareness
2. Social Skill

BETTER BONDS

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43
Q

PM Processes

A

Inputs
Tools & Techniques
Outputs

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44
Q

Risk Response (negative)

A

Escalate
Avoidance
Transferring
Mitigating
Accepting

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45
Q

Risk Response (positive)

A

Escalate
Exploit
Share
Enhance
Accept

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46
Q

Strategies for Opportunities

A

Escalate
Expoloit
Share
Enhance Accept

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47
Q

Functional Manager

A

Ensures project receives best resources. The functional manager is the person who has management authority within a business unit/department with direct supervision over one or more resources on the project/program team, and/or direct responsibility for the functions affected by or that affect the project/program deliverable(s).

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48
Q

Budget at Completion (BAC)

A

total budget allocated to project

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49
Q

Brainstorming

A

Brainstorming is a process where team members can pool together their ideas to find solutions to business problems.

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50
Q

Scrum of Scrums

A

meeting for coordinating multiple scrum teams.

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51
Q

Retrospective Meeting

A

Conducted at end of iteration or sprint. Team reflects on performance.

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52
Q

Cost Baseline

A

Approved version of project budget

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53
Q

Negative risks are called ___ and positive risks are called

A

threats and opportunities

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54
Q

Explicit vs Tacit Knowledge

A

Explicit: knowledge codified using words number’s pics,

Tacit: knowledge such as beliefs, experience insights in yourhead.

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55
Q

Procurement

A

vendors, obtaining supplies

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56
Q

leadership vs management

A

leaders - influence motivate and listen

management: focus on means of meeting project objectives

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57
Q

Development Approach

A

method used to create product (predictive, iterative, incremental, adaptive, hybrid)

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58
Q

Contingency and Management Reserves

A
  1. contingency: identifies as part of baseline

management: unidentified risks, part of budget.

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59
Q

Burnup vs Burndown Chart

A

Burndown: shows how much work is yet to be completed

Burnup: shows how much work has been completed

shows team velocity or productivity

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60
Q

Information Radiators

A

aka BIG visible charts. Physical displays that provide info to organization. Posted in place where info can be seen easily. Manually maintained.

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61
Q

Forecasts can be ____ and ___

A

qualitative (ask for expert judgement) and quantitative (use past into to estimate future)

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62
Q

Leadership Styles

A

Laissez Faire: hands off
Transactional: goals focus to determine reward
Servant
Transformational
Charismatic
Interactional

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63
Q

Sources of complexity

A

human behavior
uncertainty/ambiguity
system behavior
technological innovation

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64
Q

Single delivery

A

projects that deliver at end of project

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65
Q

Multiple deliveries

A

project components delivered at different times

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66
Q

Periodic Deliveries

A

Project components delivered at diff times but they are on fixed schedule (monthly, weekly)

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67
Q

Continuous Delivery

A

Deliver project in increments immediately to customers through batches of work.

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68
Q

Milestone vs. task

A

milestone: timeless markers that signal progress

task: work required to reach milestone

list of tasks: WBS, scope, list detailing

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69
Q

Servant Leadership

A

focuses on understanding needs/developments of team members. Are they growing? are team members wiser? self organized teams

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70
Q

What is in Project Charter?

A

project title, description, PM, business case, stakeholder

NOT DETAILED

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71
Q

Hawthorne Effect

A

act of measuring something influences behavior

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72
Q

Crashing

A

method used to shorten duration for the least incremental cost by adding resources (ie. work overtime,expedite). Includes increased cost.

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73
Q

Strategies for Threats

A

Escalate
Avoid
Transfer
Mitigate
Accept

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74
Q

Definition of Done

A

Checklist of all criteria required to be met so deliverable can be considered ready for customer use.

What is acceptance criteria. Depends on users.

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75
Q

Fast tracking

A

Activities or phases normally done in sequence are done simultaneously. Increased risk.

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76
Q

What are examples of schedule compression?

A

Fast tracking and crashing

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77
Q

What are contingency and management reserves?

A

Contingency reserve: a planned amount of money or time which is added to an estimate to address a specific risk. Known unknown

Management reserve: a planned amount of money or time which is added to an estimate to address unforeseeable situations. PM no authority over this. Part of budget.

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78
Q

What are tools & techniques?

A

Data gathering tech
data analysis tech
data representation
decision making
communication skills
interpersonal/team skills
ungrouped tools + techniques
stakeholder mapping
earned value management
Cost benefit analysis
Agile
project reports
timesheets
Risk matrix
kanban boards
WBS
Gantt Chart

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79
Q

Project Network Diagram

A

Project network diagrams are graphical representations of a project. They look like a series of arrows that connect to boxes and they show how activities interact in a project.

80
Q

Kanban Board

A

Kanban boards are a visual task management tool that consists of a board and moving cards that represent activities.

81
Q

Project Reports

A

Project reports are simply documentation that detail either an overview or details of a project. There are many different types of project reports, each serving a different purpose, but all give a project manager data on the progress and performance of their project.

82
Q

EVM

A

Earned value management (EVM) is used in project management to integrate schedules, costs and scope as a way to measure project performance.

83
Q

Stakeholder Mapping

A

It’s a visual process that lays out the project stakeholders and lets the project manager know how to deal with the stakeholders and which ones need to know what and when.

84
Q

Scope creep

A

Additional scope or requirements are accepted without adjusting schedule. Use in change control system to combat this.

85
Q

Types of Project Documents

A

Change log
Lessons Learned
Milestone List
Project Schedule
Risk Register
Risk Report

86
Q

Contracting with external vendors

A

PM’s do not have the authority. Work with contracting officers of RFP’s and SOW (statement of work)

87
Q

Schedule Network Diagram

A

a graphical representation of the logical relationships among the project schedule activities. Use this diagram to identify the critical path and float within the project schedule.

88
Q

Spike

A

A spike is a user story for which the team cannot estimate the effort needed. In such a case, it is better to run time-boxed research, exploration to learn about the issue or the possible solutions. As a result of the spike, the team can break down the features into stories and estimate them.

89
Q

Change Control Board

A

Centerd group responsible for evaluating approving or rejecting changes to project

90
Q

Story Points

A

Story points are units of measure for expressing an estimate of the overall effort required to fully implement a product backlog item or any other piece of work.

What you need to deliver a user story.

91
Q

Competencies

A

Project management competencies are qualifications that great project managers possess. Project management competencies can include skills, knowledge, experience, traits and more.

92
Q

Project Sponsor

A

Individual accountable for project (executive or manager). Produces business case. Identifies project.

93
Q

How many PM principles are there?

A

12

94
Q

Projects initiated based on business case. A business case contains…

A
  1. Business need(why?
  2. Project justification
  3. Business strategy
95
Q

How are requirements evolved?

A

use prototypes, demos, mock ups

96
Q

Aspects that influence team…

A
  1. Environment
  2. Location of team
  3. Communication + cultures
97
Q

Change management is when…

A

changes are made to baseline

98
Q

The stakeholder cube is a three-dimensional analysis. The cube accounts for the power, interest and attitude of the stakeholder. They may hold either influential or insignificant power and have active or passive interest.How can threats be dealt with?

A

Avoid
Escalate
Transfer
Mitigate
Accept

99
Q

Factors that cause project to start

A
  1. Meet legal or social requirements
  2. Satisfy stakeholder need
  3. impement change business strategy
  4. create imrpove or fix product
100
Q

Iterative Life Cycle

A

An approach that allows feedback for unfinished work or improve and modify that work

101
Q

Stakeholder Cube

A

The stakeholder cube is a three-dimensional analysis. The cube accounts for the power, interest and attitude of the stakeholder. They may hold either influential or insignificant power and have active or passive interest.

102
Q

stakeholder Engagement

A

Unaware, resistant, neutral, supportive, leading

103
Q

PMI Talent Triangle

A

Tech project management, leadership, strategic business management

104
Q

Project Cost Management Processes

A

Plan Cost Management
Estimate Costs
Determine Budget
Control Costs

105
Q

4 types of dependencies

A

Mandatory
Discretionary
External
Internal

106
Q

Salience Model

A

Describes classes of stakeholders based on power, urgency legitimacy, 3D Model.

107
Q

Iron Triangles

A

Schedule, Cost, Scope

108
Q

What measures business value?

A

Cost-Benefit Ratio
ROI
Net Present Value: the difference between the present value of cash inflows and the present value of cash outflows over a period of time.

109
Q

Source Selection

A

Process of choosing best vendor. Negotiations, experience, price, timely delivery. Vendor selected becomes project stakeholder.

110
Q

Project management plan

A

Describes how the proejct will be executed, monitored controlled and closed.

111
Q

How is stakeholder satisfaction measured?

A

Net Promoted Score: Degree tow hich customer wants to recommend service to others -100 to +100

Mood Chart: Tracks reactions of impt. stakeholders

Morale - Surveys

Turnover

112
Q

User Story

A

Product description describes requirements that customer expects project to deliver. Documented on usery story cards (title, est, description, tasks)

113
Q

Methods of Stakeholder Categorization

A

Power/Interest Grid
Power/Influence Grid
Impact/Influence Grid

114
Q

What are two types of KPI’s?

A

Leading Indicator: Predict changes or trends in project. Negative value.

Lagging Indicator: Measure project deliverables or events after the fact.

115
Q

Lead vs. Lag

A

Leads are the predicted measurement of how long it will take to do something while lags measure how far behind a task or project phase is after it has started.

Lead - amt of time the successof activity can be advanced

Lag - the amt of time a successor activity will be delayed

116
Q

Scrum Framework (353)

A

One piece at a time is tackled. 3 roles in scrum.

3 Roles: Product Owner (goal/vision, creates to do list), Scrum Master (coaches/supports team), Development Team (

  • They gather for daily scrum. States what was done yesterday and what will be done today.

5 Meetings (Events): Daily Scrum, Sprint Review, Sprint Retrospective,

3 Artifacts: Sprint backlog, potentially shippable product increment, sprint

Sprint Review
Sprint Retrospective

117
Q

OPA (Organization Process Assets)

A

Things that have been created for you that you can use as PM. Historical info, forms, software, artifact,.

118
Q

EEF

A

Rules and policies that must be followed. Originate from outside the project. Law or regulation that must be adhered.

Organizational culture.

119
Q

Requirements Traceability Matrix

A

Connects product requirements from the start with deliverables to understand what satisfies them. Adds business value by connecting the business and project objectives.

120
Q

What are the three supporting elements of a business case?

A

business need, project justification and business strategy

121
Q

Sphere of Influence

A

Areas where PM has impact.
1) Project
2) Organization
2) Industry
4) Professional Discipline

122
Q

Project Integration Management

A

Helps combine other PM processes.

123
Q

Project Decompositon

A

Project > Deliverable > Work Package > Activity

124
Q

Mind Mapping

A

Consolidating ideas from brainstorming sessions

125
Q

Facilitation

A

Focused workshops with key stakeholders

126
Q

Precedence Diagramming Method

A

Finisht o Start
Finish to Finish
Start to Start
Start to Finish

127
Q

Schedule Network Analysis

A

Identifying early and late start/finish dates

128
Q

Develop Schedule Outputs

A

Schedule Baseline
Project Schedule
Schedule Data
Project Calendars

129
Q

Bottom Up Estimating

A

Aggregating estimates of lower level components of the WBS

130
Q

Analogous Estimating

A

Using historical data from similar project or activity

131
Q

Parametric Estmating (METRIC - MATH - USING MATH TO ESTIMATE)

A

Using algorithm build on historical data to generate an estimate

132
Q

Three Point Estimating

A

Averaging optimisitc, pessimistic and most likely estimates

133
Q

Cost of Conformance

A

Money spent to avoid failures during project

134
Q

Cost of Non-Conformance

A

Money spent to fix failures

135
Q

Design for X

A

Optimizing a specific aspect of products design

136
Q

Tuckman Ladder

A

STAGES OF TEAM DEVELOPMENT

Forming - Team members are introduced to project and roles
Norming - Team begins tow ork together and trust each other
Storming - Team ambers begin to encounter conflict
Performing - Function at high level and work collaboratively to address issues
Adjourning - team finishes current project and mvoes on to another

137
Q

What are some conflict resolution techniques?

A

Withdraw / Avoid
Smooth / Accommodate
Compromise / Reconcile
Force / Direct
Collaborate / Problem Solve

138
Q

Communication Dimensions

A

Internal
Formal
Vertical (with management)
Official
Written
External
Informal
Horizontal (with peers)
Unofficial
Nonverbal - body language

139
Q

Communication Channels Calculation

A

n(n-1)/2
n = # of stakeholders

140
Q

Negative Risk Responses (Threats)

A

Avoid
Transfer
Mitigate
Accept
Escalate

141
Q

Positive Risk Responses (Oppoortunities)

A

Exploit
Enhance
Share
Accept
Escalate

142
Q

Plan Procurement
Conduct Procurement
Control Procuruement

A

Plan - Document, identify sellers
Conduct - Collecting seller responses, choosing seller
Control - Managing procurement relationships

143
Q

Procurement Statement of Work

A

The portion of scope baseline to include in a contract

144
Q

What are ways to select vendor?

A

Advertising
Bidder conferences
data analysis
Interpersoanl skills

145
Q

Trend Analysis

A

Forecasting the estimated cost at completion (EAC_

146
Q

What is in a stakeholder Register?

A

Identification (name, organization, role)
Assessment info (requirements, expectations, influence)
Classification (power/interest, influence)

147
Q

Types of prototypes

A

Feasability
Low Fidelity
high Fidelity prototype
Live Data Prototype

148
Q

__ Knowledge area
— process groups
—- processes

A

10 knowledge area
5 process groups
49 processes

149
Q

Integration management

A

Holds everything together. Glue of everything.
- Develop project charter
- Develop PMP
- Direct and manage project work
- Monitor & Control
- Integrated Change control
- Close project

150
Q

Scope Management

A

Plan scope management
Collect requirements
Define Scope
Create WBS
Validate Scope
Control Scope

151
Q
A
152
Q

Four values of PM

A

Responsibility
Respect
Fairness
Honesty

153
Q

What does stewardship include?

A

Integrity
Care
Trustowthiness
Compliance

154
Q

What does a business case need?

A

Business need
Project justification
Business strategy

155
Q

How many project performance domains are there?

A

8

156
Q

Examples of life cycle phases

A

Feasibility
Design
Build
Test
Deploy
Close

157
Q

Flow based agile

A

Does not use life cycle or phases

158
Q

Projects phase in life cycle impacts…

A

Range
Accuracy
Precision
Confidence

159
Q

Make or buy analysis

A

Identifying services that will be developed in house and those that will be purchased externally

160
Q

Examples of Cost of Quality

A

Prevention
Appraisal
Internal failure
External failure

161
Q

Examples of tailored leadership models

A

Situational leadership ii: measures team development using competence and commitment.

162
Q

Oscar model

A

Coaching and mentoring leadership model.

Outcome
Situation
Choices
Actions
Review

163
Q

Situational leadership

A

Adapt your leadership to the situation

164
Q

OSCAR Model

A

Outcome
Situation
Choices
Actions
Review

Solution focused.

165
Q

Gulf of evaluation and execution

A

Donald Norman.
Evaluation: distance between users current state.
Execution: how do I use system. When expectations are not met.

166
Q

Intrinsic vs extrinsic motivation

A

Autonomy
Mastery
Purpose

167
Q

Theory of Needs

A

David McCllelan

Achievement
Power
Affiliation

168
Q

Theory X, Y, Z

A

Theories of motivation. McGregor
Theory X: pessimistic view of employee. Assume they are unmotivated. Control is centralized.

Theory Y: people are intrinsically motivated to do good work. Optimistic opinion of ppl.

Theory Z: individuals motivated by values and higher calling. Focus is on well being of employees.

169
Q

Adkar model

A

Change

170
Q

Virginia satir change model

A

Helps people cope with change. Feelings. Therapist.

171
Q

Transition model

A

Transition is response to change

Ending and letting go
Neutral zone
New beginning

172
Q

Stacey Matrix

A

Approach to decision making.
Certainty and agreement.

173
Q

Conflict model

A

6 ways of addressing conflict.

Confronting problem solving
Collaborating
Compromising
Smoothing accommodating
Forcing
Withdrawing avoiding

174
Q

Win win perspective found when following perspectives are present:

A

Character
Trust
Approach

175
Q

Method

A

Means of achieving outcome, output, result or project deliverable

176
Q

Crashing

A

Adding resources to reduce project duration

177
Q

Free float

A

Amt of time activity can be delayed without delaying next activity’s start date

178
Q

Earned value analysis

A

Uses formulas to understand where you are in project. Determines cost and schedule performance compares it to baseline.

Actual cost
Expected cost

179
Q

Influence diagram

A

Graphical representation of situations showing casual influences, time ordering and other relationships

180
Q

Make or buy analysis

A

Figure out whether you should contract the work or do it yourself.

181
Q

Monte Carlo Simulation

A

Method of identifying impacts of risk and uncertainty using iterations of a computer model to develop probability of different outcomes.

182
Q

Variance analysis

A

Degree of difference between baseline and actual performance

183
Q

Parametric estimating

A

Use a parameter to estimate per item.

184
Q

Bottom up estimating

A

Estimate project based on lower level aspects of WBS.

185
Q

Multipoint estimating

A

Apply average of optimistic pessimistic estimates.

186
Q

Steering committee

A

Meeting where stakeholders provide direction to project team and make decisions outside of PM’s authority.

EXECUTIVES

187
Q

Types of dependencies

A

Mandatory - can’t change
Discretionary _ can change
External
Internal

188
Q

Rolling wave planning

A

Far away - high level idea
Near term detailed plan

189
Q

Oscar

A

Coaching model

190
Q

Herzberg

A

Hygiene factors (wellness)
Motivational factors (growth)

191
Q

Theory of Needs

A

People are driven by achievement power or affiliation

192
Q

Adkar

A

Awareness and desire to change

193
Q

Transition Model

A

Ending
Losing letting
Neutral
New beginning

194
Q

Cynefin Framework

A

Complex relationships

195
Q

Stacey Matrix

A

Simple
Complicated
Complex
Chaotic

196
Q

Negotiation

A

Win win needs character maturity and trust
Win win lose
Lose lose

CAPM (2 decks)

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