CAPM Flashcards
What is a RACI Chart?
Responsible, Accountable, Consult, Inform
Pareto Analysis
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.
SMART Goals
Specific, Measurable, Achievable, Relevant, Time-Bound
What are ways to perform root cause analysis?
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.
What are two types of cause and effect diagrams?
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 .
What is the range in a control chart?
-3 or +3 sigma
Reserve Analysis
Analytical technique evaluates amount of risk on a project and amt. of budget and schedule reserve.
Earned Value Analysis
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
Predictive Approach
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.
Hybrid Approach
Uses both adaptive and predictive approaches. High risk or uncertainty. Uses Iterative or Incremental approaches.
Iterative Appproach
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.
Incremental Approach
Deliverables are created through iterations, only complete after final iteration. Produces deliverable throughout series of iterations
Adaptive Approach/ Agile
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
What are the types of PMO’s?
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.
Cost Performance Index
tells you how much you are earning for each dollar spent on project. Divide Earned Value by Actual Cost
EV / AC
Types of powers of project manager
- Referent: Comes from another person respecting you
- Expert: power of PM for being technical expert
- Reward is the pwoer of PM based on ability to provide rewards
- 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
Examples of OPA’s
templates, guidelines, criteria
Stakeholder Mapping
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
3 types of communication menthods
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.
Process Groups
Initiating
Planning
Executing
Monitor + Control
Closing
Project Phase
Start Project
Organize
Carry out Work
End Project
Phase Gate
Review at end of phase where decision is made to continue modify or end project
What is included in risk management plan?
Risk Identification
Risk Assessment
Risk Mitigation
Done Drift
The longer a project takes to complete the further the project goal of doneis likely to move.
Delivery Cadence
Frequency of deliverables.
Single Delivery
Multiple Deliveries
Periodic Deliveries
Project vs. Product
Project is temporary endeavor w/ specific scope. Product is tangible or intangible object as a result of project. Longer lifespan, broader scope.
5 C’s of Written Communicationq
Correct Grammar
Concise Expression
Clear purpose
coherent ideas
control flow words/ideas
WBS
Hierarchical decomposition of project scope. Organize work into manageable. components. Based on deliverables.
Requirements Criteria
Clear
Concise
Verifiable
Consistent
Complete
Traceable
Epics
BIG user story. Split up into user stories.
Critical Path
Longest sequence of dependent tasks that determine project duration
Project vs Plan vs Portfolio
Project - temporary endeavor
Program - group of related projects
Portfolio - collection of programs, projects
Issues vs. Risks vs. Assumptions
Issues - Positive or negative
Risks - uncertain events, may be negative
Assumptions - without proof
Project Charter
Part of initiating process group. Can be developed by sponsor or PM. Acts as north star for project: purpose, objectives, requirements, resources
Authorizes project
Analagous Estimating
Uses past data from similar activity. Used to estimate project duration when there is limited detail.
Operations
Ongoing, repetitive activities that are performed to sustain business deliver products
Assumption
True + certain w/o proof of demonstration
Ways to optimize process for environment?
- Lean Production Methods: remove waste, measure value, add activities
- Retrospective: Review, suggest changes improve process
- Where is the next best funding spent?
Timebox
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.
Initiating Process Group
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
Stewardship
integrity
care
kindness
Areas of Emotional Intelligence
- Self Awareness
- Self Management
CALM
1 Social Aareness
2. Social Skill
BETTER BONDS
PM Processes
Inputs
Tools & Techniques
Outputs
Risk Response (negative)
Escalate
Avoidance
Transferring
Mitigating
Accepting
Risk Response (positive)
Escalate
Exploit
Share
Enhance
Accept
Strategies for Opportunities
Escalate
Expoloit
Share
Enhance Accept
Functional Manager
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).
Budget at Completion (BAC)
total budget allocated to project
Brainstorming
Brainstorming is a process where team members can pool together their ideas to find solutions to business problems.
Scrum of Scrums
meeting for coordinating multiple scrum teams.
Retrospective Meeting
Conducted at end of iteration or sprint. Team reflects on performance.
Cost Baseline
Approved version of project budget
Negative risks are called ___ and positive risks are called
threats and opportunities
Explicit vs Tacit Knowledge
Explicit: knowledge codified using words number’s pics,
Tacit: knowledge such as beliefs, experience insights in yourhead.
Procurement
vendors, obtaining supplies
leadership vs management
leaders - influence motivate and listen
management: focus on means of meeting project objectives
Development Approach
method used to create product (predictive, iterative, incremental, adaptive, hybrid)
Contingency and Management Reserves
- contingency: identifies as part of baseline
management: unidentified risks, part of budget.
Burnup vs Burndown Chart
Burndown: shows how much work is yet to be completed
Burnup: shows how much work has been completed
shows team velocity or productivity
Information Radiators
aka BIG visible charts. Physical displays that provide info to organization. Posted in place where info can be seen easily. Manually maintained.
Forecasts can be ____ and ___
qualitative (ask for expert judgement) and quantitative (use past into to estimate future)
Leadership Styles
Laissez Faire: hands off
Transactional: goals focus to determine reward
Servant
Transformational
Charismatic
Interactional
Sources of complexity
human behavior
uncertainty/ambiguity
system behavior
technological innovation
Single delivery
projects that deliver at end of project
Multiple deliveries
project components delivered at different times
Periodic Deliveries
Project components delivered at diff times but they are on fixed schedule (monthly, weekly)
Continuous Delivery
Deliver project in increments immediately to customers through batches of work.
Milestone vs. task
milestone: timeless markers that signal progress
task: work required to reach milestone
list of tasks: WBS, scope, list detailing
Servant Leadership
focuses on understanding needs/developments of team members. Are they growing? are team members wiser? self organized teams
What is in Project Charter?
project title, description, PM, business case, stakeholder
NOT DETAILED
Hawthorne Effect
act of measuring something influences behavior
Crashing
method used to shorten duration for the least incremental cost by adding resources (ie. work overtime,expedite). Includes increased cost.
Strategies for Threats
Escalate
Avoid
Transfer
Mitigate
Accept
Definition of Done
Checklist of all criteria required to be met so deliverable can be considered ready for customer use.
What is acceptance criteria. Depends on users.
Fast tracking
Activities or phases normally done in sequence are done simultaneously. Increased risk.
What are examples of schedule compression?
Fast tracking and crashing
What are contingency and management reserves?
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.
What are tools & techniques?
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
Project Network Diagram
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.
Kanban Board
Kanban boards are a visual task management tool that consists of a board and moving cards that represent activities.
Project Reports
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.
EVM
Earned value management (EVM) is used in project management to integrate schedules, costs and scope as a way to measure project performance.
Stakeholder Mapping
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.
Scope creep
Additional scope or requirements are accepted without adjusting schedule. Use in change control system to combat this.
Types of Project Documents
Change log
Lessons Learned
Milestone List
Project Schedule
Risk Register
Risk Report
Contracting with external vendors
PM’s do not have the authority. Work with contracting officers of RFP’s and SOW (statement of work)
Schedule Network Diagram
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.
Spike
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.
Change Control Board
Centerd group responsible for evaluating approving or rejecting changes to project
Story Points
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.
Competencies
Project management competencies are qualifications that great project managers possess. Project management competencies can include skills, knowledge, experience, traits and more.
Project Sponsor
Individual accountable for project (executive or manager). Produces business case. Identifies project.
How many PM principles are there?
12
Projects initiated based on business case. A business case contains…
- Business need(why?
- Project justification
- Business strategy
How are requirements evolved?
use prototypes, demos, mock ups
Aspects that influence team…
- Environment
- Location of team
- Communication + cultures
Change management is when…
changes are made to baseline
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?
Avoid
Escalate
Transfer
Mitigate
Accept
Factors that cause project to start
- Meet legal or social requirements
- Satisfy stakeholder need
- impement change business strategy
- create imrpove or fix product
Iterative Life Cycle
An approach that allows feedback for unfinished work or improve and modify that work
Stakeholder Cube
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.
stakeholder Engagement
Unaware, resistant, neutral, supportive, leading
PMI Talent Triangle
Tech project management, leadership, strategic business management
Project Cost Management Processes
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
4 types of dependencies
Mandatory
Discretionary
External
Internal
Salience Model
Describes classes of stakeholders based on power, urgency legitimacy, 3D Model.
Iron Triangles
Schedule, Cost, Scope
What measures business value?
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.
Source Selection
Process of choosing best vendor. Negotiations, experience, price, timely delivery. Vendor selected becomes project stakeholder.
Project management plan
Describes how the proejct will be executed, monitored controlled and closed.
How is stakeholder satisfaction measured?
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
User Story
Product description describes requirements that customer expects project to deliver. Documented on usery story cards (title, est, description, tasks)
Methods of Stakeholder Categorization
Power/Interest Grid
Power/Influence Grid
Impact/Influence Grid
What are two types of KPI’s?
Leading Indicator: Predict changes or trends in project. Negative value.
Lagging Indicator: Measure project deliverables or events after the fact.
Lead vs. Lag
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
Scrum Framework (353)
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
OPA (Organization Process Assets)
Things that have been created for you that you can use as PM. Historical info, forms, software, artifact,.
EEF
Rules and policies that must be followed. Originate from outside the project. Law or regulation that must be adhered.
Organizational culture.
Requirements Traceability Matrix
Connects product requirements from the start with deliverables to understand what satisfies them. Adds business value by connecting the business and project objectives.
What are the three supporting elements of a business case?
business need, project justification and business strategy
Sphere of Influence
Areas where PM has impact.
1) Project
2) Organization
2) Industry
4) Professional Discipline
Project Integration Management
Helps combine other PM processes.
Project Decompositon
Project > Deliverable > Work Package > Activity
Mind Mapping
Consolidating ideas from brainstorming sessions
Facilitation
Focused workshops with key stakeholders
Precedence Diagramming Method
Finisht o Start
Finish to Finish
Start to Start
Start to Finish
Schedule Network Analysis
Identifying early and late start/finish dates
Develop Schedule Outputs
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
Bottom Up Estimating
Aggregating estimates of lower level components of the WBS
Analogous Estimating
Using historical data from similar project or activity
Parametric Estmating (METRIC - MATH - USING MATH TO ESTIMATE)
Using algorithm build on historical data to generate an estimate
Three Point Estimating
Averaging optimisitc, pessimistic and most likely estimates
Cost of Conformance
Money spent to avoid failures during project
Cost of Non-Conformance
Money spent to fix failures
Design for X
Optimizing a specific aspect of products design
Tuckman Ladder
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
What are some conflict resolution techniques?
Withdraw / Avoid
Smooth / Accommodate
Compromise / Reconcile
Force / Direct
Collaborate / Problem Solve
Communication Dimensions
Internal
Formal
Vertical (with management)
Official
Written
External
Informal
Horizontal (with peers)
Unofficial
Nonverbal - body language
Communication Channels Calculation
n(n-1)/2
n = # of stakeholders
Negative Risk Responses (Threats)
Avoid
Transfer
Mitigate
Accept
Escalate
Positive Risk Responses (Oppoortunities)
Exploit
Enhance
Share
Accept
Escalate
Plan Procurement
Conduct Procurement
Control Procuruement
Plan - Document, identify sellers
Conduct - Collecting seller responses, choosing seller
Control - Managing procurement relationships
Procurement Statement of Work
The portion of scope baseline to include in a contract
What are ways to select vendor?
Advertising
Bidder conferences
data analysis
Interpersoanl skills
Trend Analysis
Forecasting the estimated cost at completion (EAC_
What is in a stakeholder Register?
Identification (name, organization, role)
Assessment info (requirements, expectations, influence)
Classification (power/interest, influence)
Types of prototypes
Feasability
Low Fidelity
high Fidelity prototype
Live Data Prototype
__ Knowledge area
— process groups
—- processes
10 knowledge area
5 process groups
49 processes
Integration management
Holds everything together. Glue of everything.
- Develop project charter
- Develop PMP
- Direct and manage project work
- Monitor & Control
- Integrated Change control
- Close project
Scope Management
Plan scope management
Collect requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Four values of PM
Responsibility
Respect
Fairness
Honesty
What does stewardship include?
Integrity
Care
Trustowthiness
Compliance
What does a business case need?
Business need
Project justification
Business strategy
How many project performance domains are there?
8
Examples of life cycle phases
Feasibility
Design
Build
Test
Deploy
Close
Flow based agile
Does not use life cycle or phases
Projects phase in life cycle impacts…
Range
Accuracy
Precision
Confidence
Make or buy analysis
Identifying services that will be developed in house and those that will be purchased externally
Examples of Cost of Quality
Prevention
Appraisal
Internal failure
External failure
Examples of tailored leadership models
Situational leadership ii: measures team development using competence and commitment.
Oscar model
Coaching and mentoring leadership model.
Outcome
Situation
Choices
Actions
Review
Situational leadership
Adapt your leadership to the situation
OSCAR Model
Outcome
Situation
Choices
Actions
Review
Solution focused.
Gulf of evaluation and execution
Donald Norman.
Evaluation: distance between users current state.
Execution: how do I use system. When expectations are not met.
Intrinsic vs extrinsic motivation
Autonomy
Mastery
Purpose
Theory of Needs
David McCllelan
Achievement
Power
Affiliation
Theory X, Y, Z
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.
Adkar model
Change
Virginia satir change model
Helps people cope with change. Feelings. Therapist.
Transition model
Transition is response to change
Ending and letting go
Neutral zone
New beginning
Stacey Matrix
Approach to decision making.
Certainty and agreement.
Conflict model
6 ways of addressing conflict.
Confronting problem solving
Collaborating
Compromising
Smoothing accommodating
Forcing
Withdrawing avoiding
Win win perspective found when following perspectives are present:
Character
Trust
Approach
Method
Means of achieving outcome, output, result or project deliverable
Crashing
Adding resources to reduce project duration
Free float
Amt of time activity can be delayed without delaying next activity’s start date
Earned value analysis
Uses formulas to understand where you are in project. Determines cost and schedule performance compares it to baseline.
Actual cost
Expected cost
Influence diagram
Graphical representation of situations showing casual influences, time ordering and other relationships
Make or buy analysis
Figure out whether you should contract the work or do it yourself.
Monte Carlo Simulation
Method of identifying impacts of risk and uncertainty using iterations of a computer model to develop probability of different outcomes.
Variance analysis
Degree of difference between baseline and actual performance
Parametric estimating
Use a parameter to estimate per item.
Bottom up estimating
Estimate project based on lower level aspects of WBS.
Multipoint estimating
Apply average of optimistic pessimistic estimates.
Steering committee
Meeting where stakeholders provide direction to project team and make decisions outside of PM’s authority.
EXECUTIVES
Types of dependencies
Mandatory - can’t change
Discretionary _ can change
External
Internal
Rolling wave planning
Far away - high level idea
Near term detailed plan
Oscar
Coaching model
Herzberg
Hygiene factors (wellness)
Motivational factors (growth)
Theory of Needs
People are driven by achievement power or affiliation
Adkar
Awareness and desire to change
Transition Model
Ending
Losing letting
Neutral
New beginning
Cynefin Framework
Complex relationships
Stacey Matrix
Simple
Complicated
Complex
Chaotic
Negotiation
Win win needs character maturity and trust
Win win lose
Lose lose
