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CAPM > CAPM MOD 6 > Flashcards

CAPM MOD 6 Flashcards

1
Q

series of phases that a project passes through from its initiation to closure. Each phase of life cycle has specific objectives, activities, and deliverables usually completed in logical sequence.
* All projects have noticeable high-level phases as they evolve in a sequential fashion.
* Phases are sequential and logical

A

Project life cycle

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2
Q
  • Ideation (feasibility) – where charter and business case are created
  • Planning
  • Design
  • Build (execute, monitoring and controlling)
  • Close
A

phases of project life cycle

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3
Q

collection of logically related project activities that culminates in the completion of one or more deliverables

A

project phase

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4
Q

point at the end of phase for deciding whether a project should be continued and move to the next phase, continue with modification, or be terminated. Blocks further progress until approved.

A

phase gate/phase review points

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5
Q

artifact that is produced, quantifiable, and is either an end item or a component item.

A

product

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6
Q

series of phases that represent evolution of a product from concept through delivery, growth, maturity, and decommissioning (withdraw from market)

A

product life cycle

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7
Q

framework, functions, and processes that guide project management activities and to create a unique product, service, or result to meet organizational strategic, and operational goals.

A

Project governance

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8
Q

about organizing people and processes

A

Organizational structure

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9
Q

visual tool to display roles and responsibilities

A

organizational chart

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10
Q

assigned to existing functions within an organization based on their area of expertise and ability to support the outcome.

A

functional project organizational structure

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11
Q

every project is a self-contained unit. Used with organization that derive revenue from project work ex: movies, construction, etc.

A

projectized org structrure

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12
Q

merges the two – have an PMO office (like RGA) Dedicated project manager assigned to manage teams including resources from different functional areas.

A

matrix org structure

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13
Q
  • Maximize delivery of value
  • Centralize and coordinate management of projects
  • Provide support to functions such as training, standardized policies, tools, archives or info
A

benefits of project management offices (PMO)

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14
Q

____ pmo is consultive role, supply artifacts, facilitate training, provides access to info from other projects

A

supportive pmo

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15
Q

___ pmo provide support and require projects to comply with set standards (methodologies, frameworks, templates, etc,)

A

controlling pmo

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16
Q

___ pmo take control of project by directly managing projects/share resources including PM

A

directing pmo

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17
Q

for orgs that favor adaptive life cycles. Focus on coaching and mentoring efforts rather than managerial ones

A

Agile center of excellence (COE)

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18
Q

tasks of a ___ ____
* sets project directions
* usually consists of executives
* cuts across org lines
* unified authority over priorities and resources
* reviews major project risks

A

Steering committee

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19
Q

plans, processes, policies, procedures, knowledge bases specific to and use by performing organization.
* Templates
* Business plans
* Processes
* Protocols
* Policies
* knowledge

A

Organizational process assets (OPAs)

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20
Q

conditions not under direct control of team that influence, constrain, or direct project, program, or portfolio - can be internal or external

A

Enterprise environmental factors (EEFs)

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21
Q

o Org culture
o Geo distribution of resources/facilities
o Infrastructure
o IT
o Resource availability
o Employee capability

A

internal Enterprise environmental factors (EEFs)

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22
Q

o Economic conditions
o Social/cultural issues
o Legal restrictions
o Research/studies

A

external Enterprise environmental factors (EEFs)

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23
Q

method used to create and evolve a product, service or result during project life cycle. Predictive, adaptive, hybrid. Has specific characteristics like being iterative or incremental.

A

development approach

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24
Q

deliver value iteratively with frequent feedback and adjustments to improve outcomes. Promote flexible, collaborative work.

More experimentation, trials, testing, etc.

Ex: scrum, kanban
* Repeat project phases
* Moves to next phase after customer feedback

A

Adaptive/Iterative/incremental/Agile approaches

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25
Q

use __ ___ when these factors are present

  • Initial requirements are not well-known or may change
  • Opportunity to receive frequent user feedback
  • Team can change, refine, or event replace requirements
A

when to use adaptive approach

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26
Q

whole plan is created in detail before started. Traditional step by step process.

  • Sequence in clear phases
  • Structured, predictable, stable
  • Follow sequential structure from start to finish
  • Well planned steps
  • Deliver output at end of project
  • Like building according to blueprint
A

Predictive/linear approach/Waterfall/plan based/stable

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27
Q

use ___ ____ when these factors are present

  • Templates from similar projects are available
  • Planning can be done reliably upfront
  • Scope, schedule, cost and resource needs are well defined and stable
A

when to use predictive approach

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28
Q

mix of both. Use approach that best fits that portion of the project.

A

hybrid approach

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29
Q
A
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30
Q

use ___ approach when
* There’s a need for upfront research
* Requirements indicate implantation of deliverables must be predictive
Ex: Opening a restaurant, some iterative phases (1st two) + a predictive phase

A

hybrid

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31
Q

group of related activities that are critical for the effective delivery of project outcomes. 8 interlined areas of project management.

A

Project performance domain

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32
Q

Stakeholder = addresses activities and functions associated with stakeholders ex: identifying project sponsor
Team = A&f associated with people who are responsibly for producing project deliverables ex: developing team charter
Development approach and life cycle = A&F associated with development approach, cadence and life cycle phases of project. Ex: selecting agile, predictive, or hybrid approach
Planning = A&F associated with initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes. Ex: planning member start dates
Project work = A&F associated with establishing project processes, managing physical resources, and fostering a learning environment ex: determining how lessons will be shared
Delivery = A&F associated with delivering scope and quality project was undertaken to achieve. Ex: how to confirm quality of deliverable
Measurement = A&F associated with accessing project performance and taking appropriate actions to maintain acceptable performance ex: determining how value will be measured
Uncertainty = A&F associated with risk and uncertainty ex: determine project’s risk threshold and risk appetite

A

8 project performance domains

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33
Q

addresses activities and functions associated with stakeholders ex: identifying project sponsor

A

stakeholder domain

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34
Q

A&f associated with people who are responsibly for producing project deliverables ex: developing team charter

A

team domain

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35
Q

A&F associated with development approach, cadence and life cycle phases of project. Ex: selecting agile, predictive, or hybrid approach

A

Development approach and life cycle domain

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36
Q

A&F associated with initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes. Ex: planning member start dates

A

planning domain

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37
Q

A&F associated with establishing project processes, managing physical resources, and fostering a learning environment ex: determining how lessons will be shared

A

project work domain

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38
Q

A&F associated with delivering scope and quality project was undertaken to achieve. Ex: how to confirm quality of deliverable

A

delivery domain

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39
Q

A&F associated with accessing project performance and taking appropriate actions to maintain acceptable performance ex: determining how value will be measured

A

measurement domain

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40
Q

A&F associated with risk and uncertainty ex: determine project’s risk threshold and risk appetite

A

uncertainty domain

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41
Q

the “what of the project/product work

A

scope

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42
Q

___ scope includes work and processes
___ scope includes physical components of the product

A

project/product

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43
Q

know details of deliverable

A

fixed scope

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44
Q

know what needs to be done, but considering some of the finer details still

A

flexible scope

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45
Q

predictive planning with an adaptive approach. Ex: construction firm building new facility, but new wood roof is being used. So, most of project is routine (predictable) but the roofing material is uncertain and will be approached adaptively with small scale trials first

A

hybrid scope

46
Q

____ is is related to project requirements gathered through requirements elicitation process (in predictive)

A

scope

47
Q

in In ___ projects, business analysts help generate ___ – which help describe what stakeholders want. User stories are stored on product backlog and used to develop product until ___ is met

A

adaptive; user stories, definition of done (DOD)

48
Q

Elicited requirements, OPAs and EEFs (project environment), project sponsors desired outcome, business strategic plan, project manager and team’s expert judgement all help influence and define ____ _____

A

project scope.

49
Q

___ ___ is part of defining scope.

A

Project charter

50
Q

sequence of activities that represent the longest path through a project which determines the shortest duration.

How project managers estimate the shortest possible duration for project work

A

critical path method

51
Q

diagram that includes all the project work broken down into individual squares arranged in hierarchical diagram.

Project manager can assign duration to each activity

A

Work breakdown structure (WBS)

52
Q

Critical path method = sequence of activities that represent the longest path through a project which determines the shortest duration.
How project managers estimate the shortest possible duration for project work
Work breakdown structure (WBS) = diagram that includes all the project work broken down into individual squares arranged in hierarchical diagram.
Project manager can assign duration to each activity

A

predictive scheduling types

53
Q

Roadmap = product roadmap gives overview of how work should progress with key milestones and dates
Story mapping = the estimation of work happens at the user story level. Uses descriptive works to estimate and describe the work rather than giving specific duration of time
Backlog = general framework to start the work. Team chooses the work they can and should complete next
Sprints = another word for iterations
Feedback loop = team finds out what needs to be improved, changed, or fixed, to meet stakeholder needs (communications reviews for events)
Repetition = doing same work in cycles until customer is happy. (communications reviews for events). Product improves with each iteration

A

adaptive project scheduling

54
Q

___ ____ gives overview of how work should progress with key milestones and dates (scheduling)

A

product roadmap

55
Q

the estimation of work happens at the user story level. Uses descriptive works to estimate and describe the work rather than giving specific duration of time (scheduling)

A

story mapping

56
Q

general framework to start the work. Team chooses the work they can and should complete next (scheduling)

A

backlog

57
Q

another word for iterations

A

sprints

58
Q

team finds out what needs to be improved, changed, or fixed, to meet stakeholder needs (communications reviews for events)

A

feedback loop

59
Q

doing same work in cycles until customer is happy. (communications reviews for events). Product improves with each iteration

A

repetition

60
Q

enable teams to state and work towards a fixed deadline while incorporating feedback loops throughout (what we use for events) (scheduling)

A

hybrid

61
Q

Need ___ , need ___to pay for those, when you don’t have those, you need to ___ them

A

resources, budget, procure

62
Q

set cost baseline (projected expenditures + anticipated liabilities), perform funding limit reconciliation, and figures out Budget at completion (BAC) = sum of all budgets for work to be performed. For predictive planning.

A

Funding Limits and Baselines

63
Q

sum of all budgets for work to be performed. For predictive planning.

A

Budget at completion (BAC)

64
Q

assess how project is using budget and account for any variances. Used to measure and monitor health of project schedule

A

Earned value management (EVM):

65
Q

= rate at which projects burns through financial resources

A

burn rate

66
Q

things included in ___

  • Labor
  • Materials
  • Equipment
  • Facilities
  • Services
  • IT
A

budget

67
Q

responsibility matrix
Responsibility Assignment Matrix (RACI)
Procurement statement of work
Procurement solicitation document/bid document/RFP

A

resourcing tools

68
Q

grid that shows project team members assigned to each work package

A

Responsibility Matrix

69
Q

shows stakeholders who are responsible, accountable, consulted, or informed for specific deliverables

A

Responsibility Assignment Matrix (RACI)

70
Q

requirements of a give project. Once done, contracts may be solicited.

A

Procurement statement of work

71
Q

____ can be fixed price, cost plus, and time + materials

A

contracts

72
Q

advertise that work is available to subscriber organizations

A

Procurement solicitation document/bid document/RFP

73
Q

degree to which set of characteristics fulfills requirements

A

quality

74
Q

methodology used to find appropriate balance for investing in quality prevention.

A

Cost of quality (COQ)

75
Q

in ___ you create quality management plan

A

predictive

76
Q

in ___ use inherent quality methods including retrospectives

A

adaptive

77
Q

methods to ensure ____
* Cost of quality
* Retrospectives
* Quality management plan
* Quality policy

A

quality

78
Q

modification to formally controlled deliverable, project management plan component, or project document

A

change

79
Q

steps of ___ ___ plan

  • Establishes change control board (CCB)
  • Documents extent of CCB authority
  • Describes how the change control system will be implemented
A

steps of change management plan

80
Q

many projects would be more flexible/quicker with an adaptive mindset. Here the product owner act as the whole CCB and is sole approver.

A

adaptive changes

81
Q

Process of controlling change in a predictive project

A

Perform integrated change control

82
Q

project boundaries or limits variables such as time, cost or scope

A

constraint

83
Q

Uncertain event or condition that can have a positive or negative effect on one or more project objectives

A

risks

84
Q

negative risk

A

threat

85
Q

positive risk

A

opportunity

86
Q

___ are evaluated by
* Impact
* Probability
* Severity
* Advance notice

A

risks

87
Q

risks are documented in a

A

risk register

88
Q

business endeavor that will involve profit or loss. Business risk can be competitive, legislative, monetary, or operational

A

inherent risk

89
Q

degree of uncertainty organization is willing to accept in anticipation of a reward

A

risk appetite

90
Q

level of risk exposure above which risks are addressed and below which risks may be accepted

A

risk threshold

91
Q

event or situation that indicates a risk is about to occur

A

trigger condition

92
Q

factors in the planning process that are true, real, or certain without proof or demonstration.

A

assumptions

93
Q

risks that have occurred and may have impact on the project objectives.

A

issues

94
Q

PM maintains list of all issues in this log.

A

issues log

95
Q

____ techniques
* Feedback
* Attentive listening
* Interpretation of nonverbal cues (hand gestures and body language)

A

communications techniques

96
Q

___ blockers
* Filters
* Blockers

A

communication

97
Q
  • Exist on receiver and sender side
    o Ex: cultural differences, dysfunctional emotional behavior, educational background, talking past each other (not even talking about the same thing)
A

communication filters

98
Q
  • Interrupt project communications
    o Ex: poor internet communication
    o Resistant mindset
    o Taking misinformation as fact
    o Interpersonal conflict
A

communication barriers

99
Q
  1. Formal written – project charter, project plans, project reports, contracts
  2. Informal written – memos, emails, notes
  3. Formal verbal – presentations, updates, briefings
  4. Informal verbal – casual conversations
A

communication methods

100
Q

type of communication for project charter, project plans, project reports, contracts

A

formal written

101
Q

types of communication for memos, emails, notes

A

informal written

102
Q

communication for presentations, updates, briefings

A

formal verbal

103
Q

casual conversation is ___ communication

A

informal verbal

104
Q

pushing information out such as emailing project status report. Used for high-priorirty info or stakeholders

A

push communication

105
Q

stakeholders visit a site to get their information/download it. Used for low priority info and stakeholders

A

pull communication

106
Q

___ management plan component of project plan. Helps success of project.

Answers the what, why, whom, how and when information is being communicated.

  • List of communication deliverables to be included in project
  • Meetings required
  • Communication requirements analysis
  • Policies for communication
  • Procedures for technologies being used
  • Escalation procedures
  • Escalation procedures
  • Revision procedures
  • Glossary
  • Appendix
A

communication management plan

107
Q

address needs for frequency, methods, and contents of communications

A

communication requirements

108
Q

processes related to ___ ___
* Plan communications management
* Manage communications
* Monitor communications

A

processes related to communication management

109
Q

key requirements for
* Analyze communications needs
* Determine communication methods
* Communicate effectively
* Confirm communication effectiveness

A

effective project communication

110
Q

in ___ approach teams met daily for standups and retrospectives to brainstorm solutions
o Their issue log may be called an impediment list

A

adaptive

111
Q

o Data gathering
o Research
o Critical thinking – open mind, analyze objectively, logical thinking
o Creative approaches
o Quantitative/logical approaches
o Expert judgement

A

problem solving techniques

112
Q

o Identifying the problem
o Defining the problem – severity, context, using probability impact matrix
o Identifying the root cause – root cause analysis, cause effect diagram brainstorming, retrospectives, workshops
o Generating possible solutions – brainstorming, problem solving workshops
o Choosing the best solution – pareto 80/20, voting
o Implementing the solution – change request, rework, backlog refinement
o Verifying solution effectiveness – testing

A

problem solving tools

CAPM (7 decks)

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