Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

CAPM > CAPM MOD 8 , 9, 10.1-10.3 > Flashcards

CAPM MOD 8 , 9, 10.1-10.3 Flashcards

1
Q

factors that ___ ___ ___
* Organizational process assets (OPAs)
* Enterprise environmental factors (EEFs)

A

facilitate adaptive approaches

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

___ and ___ a project involves
* Managing team and project work
* Managing quality and risk
* Managing communications
* Managing stakeholder engagement
* Managing talent and procurement

A

Directing and managing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

When a change has the potential to impact project baselines, must follow __ ___ ___ ___

A

integrated change control process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q
  • Listen actively and effectively
  • Question and probe to ensure better understanding
  • Set and manage expectations
  • Motivate to perform an action or to provide encouragement or reassurance
  • Coach to improve performance and achieve desired results
  • Negotiate to achieve mutually acceptable agreements between parties
  • Resolve conflict to prevent disruptive impacts
  • Summarize, recap, and identify next steps
A

critical communication skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Need to ___, ___, and ___communications

A

plan, manage, and monitor communications

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q
  1. Analyze the communication needs of all stakeholders
  2. Determine communication methods, channels, frequency, and level of detail for all stakeholders
  3. Communicate project information and updates effectively
  4. Confirm that communication is understood and feedback is received
A

key requirements for effective communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • Emails going to spam/not delivered
  • Acronym not expanded
  • Big paragraphs that are tough to engage with – text not simplified
  • Receiver not attentive – distracted, busy, etc.
  • Poor internet connection
A

examples of communication blockers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q
  • Request email delivery and read receipts of emails
  • Expand acronyms on first instance
  • Keep message short, simple, precise
  • Seek confirmation from reader in writing
A

how to eliminate blockers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q
  • Cultural difference, language, terminology
  • Education difference
  • Emotional disfunction
  • Talking past each other
  • Accepting misinformation as fact
  • Resistant mindset
  • Interpersonal conflict
A

communication filters

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q
  • Formal written
  • Formal verbal
  • Informal written
  • Informal verbal
A

communication methods

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Use __communication for ___priority info or stakeholders
Use ___communication for ___priority info or stakeholders

A

push/high; pull/low

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q
  • What is being communicated
  • How is it being communicated
  • Why is it being communicated
  • To whom is it being communicated
  • When is it being communicated
A

5 critical questions the communications management plan answers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  • List of process deliverables to be included in the project
  • List of meetings required
  • Communication requirements analysis
  • Policies for communication
  • Procedures and technologies to be used
  • Escalation procedures
  • Revision procedures
  • Glossary
  • Appendix
A

key elements in the communications management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

___ ___ ___ ensures
* Get the right info at the right time
* Make the right decisions
* Keep the project on track

determines how communications will flow within a project

A

communication management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

PMs spend about ___% of time planning, organizing, executing, and managing project communications

A

90

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

___ involves:
* Brainstorming
* Meeting with key stakeholders
* Creating and communicating project document artifacts
* Checking for understanding
* Handling conflicts
* Engaging stakeholders

A

communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

examples of things included in ___ ___ ___
* Whether hard copies are required
* Virtual communication tools to be used
* Which names stakeholders prefer to be addresses by
* Stakeholder email addresses

A

communications management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

method that allows PM to measure work progress beyond cost and schedule reports

A

Earned value analysis (EVA)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

authorized budget assigned to scheduled work. Cumulative expected cost of the project overtime

A

Planned value (PV)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

measure of work performed expressed in terms of authorized budget (value to project has produced).

A

Earned Value (EV)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

realized cost incurred for work performed in a specific time period

A

Actual cost (AC)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost

A

Cost variance (CV)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

EARNED VALUE – ACTUAL COST

A

COST VARIANCE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Schedule performance expressed as the difference between the earned value and the planned value

A

Schedule variance (SV)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

tells the amount the project is over budget. It’s the amount of budget surplus or deficit at a given point in time

A

Schedule variance index

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

EARNED VALUE – PLANNED VALUE

> 0 = ahead of schedule
0 = on schedule
<0 = behind schedule

A

SCHEDULE VARIANCE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost

<1 = over budget
1 = on budget
>1 under budget

A

Cost performance index (CPI)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Expected total cost of completing all work expressed as sum of actual cost to date and estimate to complete

A

Estimate at completion (EAC)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

cost incurred + cost anticipated

A

Final cost

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

BUDGET AT COMPLETION/COST PERFORMANCE INDEX

A

ESTIMATE AT COMPLETION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

expected cost to finish all the remaining project work. Refers to cost at present moment to the end of the project – does not include any costs before present moment.

predicts extra cost to finish the project with current progress and budget

A

Estimate to complete (ETC)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

ESTIMATE AT COMPLETION – ACTUAL COST

A

ESTIMATE TO COMPLETE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

amount of budget deficit or surplus expressed as the difference between budget at completion and the estimate at completion

A

Variance at completion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

BUDGET AT COMPLETION – ESTIMATE AT COMPLETION

<0 = over budget
>0 = under budget

A

VARIANCE AT COMPLETION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q
  • Plan risk management
  • Identify risks
  • Perform qualitative risk analysis
  • Perform quantitative risk analysis
  • Plan risk responses
  • Implement risk responses
  • Monitor risks
A

Seven processes associated with project risk management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q
  • Description of each identified risk
  • Its impact on project objectives
  • Prevention or mitigation strategy
  • Any new secondary risk caused by risk response plan?
A

Risk response plan steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q
  • Avoid – take action to eliminate or protect from the risk
  • Transfer – shift ownership of the risk to another party to manage or to bear the risk
  • Mitigate – take action to reduce it’s probability
  • Accept – acknowledge existence but decide it’s not worth doing anything about it
  • Escalate – when project team or sponsor think risk is outside of project scope or response would exceed your authority
A

Ways to deal with threats

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q
  • Exploit – acts to ensure it can extract all value from the opportunity
  • Escalate - when project team or sponsor think opportunity is outside of project scope or response would exceed your authority
  • Share – allocating portion or all of opportunity of part that can best take advantage of the opportunity
  • Enhance – increase probability or occurrence of an opportunity
  • Accept - acknowledge existence but decide it’s not worth doing anything about it
A

ways to seize opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q
  • Ensure implemented risk responses are effective
  • See if overall level or project risk has changed
  • Check on status of identified individual project risks to see if they’ve changed
  • See if new individual project risks have arisen
  • See if risk management approach is still appropriate
  • Ensure project assumptions are still valid
  • Ensure risk management policies and procedures are being followed
  • See if contingency reserves for cost or schedule require modification
  • See if the project strategy is still valid
A

steps of continuous risk monitoring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q
  • Identify issue and put in issue log
  • Assign owner to the issue who is responsible for the resolution
  • Some issues may be more complex and have multiple tasks, but owner oversees the process
  • Learning - link issues to original risks to help learn and improve in the future
A

how to address issues

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

how well project meets its requirements

A

quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Plan quality management = involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met

Manage quality = carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards.

Control quality = monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results

A

Three processes associated with quality management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

involves the principle of planning quality rather than performing inspections for quality. Addresses what quality standards are relevant to a project and how those standards will be met

A

Plan quality management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

carrying out and executing planned quality activities. Auditing the project performance to ensure it meets standards.

A

manage quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

monitoring project results to ensure that they meet the relevant quality standards and work on fixing unsatisfactory results

A

control quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

managing quality process
leveraging expertise
shared responsibility

A

key elements of quality management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q
  • Design product with clear guidelines
  • Do audits/ Confirm proper use of quality processes
  • Enhance efficiency and stakeholder satisfaction
A

steps in managing quality process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q
  • Collaborate with organization’s quality assurance for tasks like failure analysis, experiments, and quality improvement
A

leveraging expertise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q
  • Team effort involving PM, team, sponsor, organization management, and even customer
A

shared responsibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q
  • Define problem (data, research, critical thinking, etc.)
  • Analyze root cause (root cause analysis, cause and effect diagram, brainstorming and mind mapping, problem solving workshops)
  • Generate solutions (brainstorming and mind mapping, problem solving meetings or workshops, stakeholder collaboration, testing)
  • Select the best solution (pareto principle, multicriteria analysis, Moscow analysis, decision making and voting)
  • Implement the solution – change request, rework, backlog refinement or reprioritization
  • Verify the result – testing
A

problem solving steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

prevention costs
appraisal costs
internal failure costs
external failure costs

A

cost of quality methodology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

costs to keep defects and failures away. Planned and incurred before actual operation. Associated with design, implementation, and maintenance of quality management system

A

prevention costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

incurred to determine conformance to quality requirements. Help measure and monitor quality related activities. Associated with evaluation of purchased materials, processes, products, and services to ensure they conform to specifications

A

appraisal costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

help with finding and correcting defects before customer receives the product. Costs of when results of work fail to reach design quality standards

A

internal failure costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

help with correcting errors found after product was sent to customer. Must thinking about the product’s future in operation for months and years – not just the handover date

A

external failure costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

management reviews, walkthroughs, inspections
cause-effect/fishbone/isikawa diagram
pareto principle/ 80/20 rule
control chart
six sigma

A

quality management tools

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q
  • applies data driven approach
  • Sets processes to eliminate defects
  • using empirical and statistical quality management methods
  • minimize variability in business processes
A

six sigma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

data analysis tool to capture behavior overtime to affirm stability of process, indicate if process is delivering acceptable performance, and signal unpredictability if hitting above or below expected parameters

A

control chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

pareto/ 80/20 rule

A

80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

helps find root cause of problem

A

Cause-effect/fishbone/Ishikawa diagrams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

you or a technical objective expert can inspect/examine the product

A

Management reviews, walkthroughs and inspections

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

helps find root cause of problem

A

Cause-effect/fishbone/Ishikawa diagrams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

80% of consequences arise due to 20% of root causes. If you address 20% of the core causes of problems. You can achieve an 80% improvement in quality.

A

Pareto principle/8/20 rule

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

data analysis tool to capture behavior overtime to affirm stability of process, indicate if process is delivering acceptable performance, and signal unpredictability if hitting above or below expected parameters

A

control chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q
  • applies data driven approach
  • Sets processes to eliminate defects
  • using empirical and statistical quality management methods
  • minimize variability in business processes
A

Six Sigma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q
  • Review customer acceptance of deliverables
  • Ensure smooth transition to the customer
  • Inform organizational stakeholders and update relevant processes
  • Prepare final project report
  • Address legal, regulatory, and contractual obligations
  • Archive project information
  • Release and reallocate resources as needed
A

Parts of closing a project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q
  • Business analyst will identify benefits owner for the project at the beginning
  • Create a plan for transitioning the project
  • Collaborate with business partners to execute plan
  • Include necessary training and documentation
  • Ensure successful transition of the product/service
  • Focus on realizing project benefits for the business
A

Parts of transition and benefits realization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q
  • Gather technical and tactical knowledge
  • Document team skill improvements
  • Collect valuable insights for current and future teams
  • Conduct a lessons learned meeting
  • Ensure active participation and share experience from all team members
A

Parts of knowledge capture and transfer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

PM = ensure compliance with closure process and activities
Team members = help prepare documentation for the project archive
stakeholders = acknowledge receipt of deliverables and satisfaction of requirements
business analyst = integrate deliverables back into the business
business owner = track and measure how project outcomes deliver value to business

A

roles in closing project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q
  • Identify stakeholders: create stakeholder register and rate them for their pos and neg impact on project
  • Develop plan to keep stakeholders engaged and involved
  • Monitor and manage stakeholder engagement – put plan into action
A

Stakeholder management process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

steps of __ __
create stakeholder register
determine power and influence of each stakeholder

A

Identify stakeholders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

develop plan for keeping stakeholders engaged and involved
understand unique interests of stakeholders

A

Plan stakeholder engagement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

review and update stakeholder management plan
address any stakeholder issues

A

manage and monitor stakeholder engagement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

unaware, resistant, neutral, supportive, leading

A

levels of stakeholder engagement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

matrix with columns for indicating level of support for each stakeholder

A

Stakeholder engagement assessment matrix (SEAM):

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

high level power, low interest stakeholders are in ___ quadrant

A

keep satisfied

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

high level power, high interest stakeholders are in ___ quadrant

A

manage closely

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

low level power, high interest stakeholders are in ___ quadrant

A

keep informed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

low level power, low interest stakeholders are in___ quadrant

A

monitor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q
  • Engaging stakeholders - getting them interested in the project
  • Incentivizing stakeholders - giving some kind of reward to reluctant stakeholders to encourage participation
  • Isolating stakeholders - separating stakeholder group that’s being the most difficult
A

solutions for managing stakeholders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

value individuals and interactions over processes and tools
value working software over comprehensive documentation
value customer collaboration over contract negotiation
value responding to change over following a plan

A

Agile manifesto 4 guiding principles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

o If just blinding following protocols - might implement process or use tool just because protocol says to, not because the project needs it or its the best way to go about it

A
  • Value individuals and interactions over processes and tools
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

o Documentation is important, but too much can be time-consuming and may not all be valuable
o Will shift focus from the deliverable
o Want to implement lean management where record keeping and authorization is only used when needed

A
  • Value working software over comprehensive documentation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

o Constantly using contracts changing them may slow process and act as barrier and lead to conflicts/ loss of trust
o Want to collaborate, focus on needs, define requirements, and provide quality deliverables

A
  • Value customer collaboration over contract negotiation
85
Q

o Some projects don’t have clear scope at beginning so trying to make detailed plan will hurt value creation and delivery
o Plans should have broad direction instead of small details
o Use organizational learning process to properly manage changes

A
  • Value responding to change over following a plan
86
Q

continuous delivery
changing requirements
frequent delivery
daily collaboration
motivated individuals
face-to-face conversation
working software
sustainable development
high quality and design
simplicity
self-organizing teams
continuous improvement

A

Agile working principles

87
Q

fast development cycles with high levels of experimentation - “fail fast” approach
* Use some agile framework and principles
* Shorter iterations
* An evolving product based on stakeholder feedback

A

doing agile

88
Q

dopting agile mindset and advocating for adoption of mindset
* Not every project needs agile approach, but everyone in project can have agile mindset
* Adopt flexible, change-friendly behavior way of thinking
* Understand purpose of agile practices
* Select and implement appropriate practices based on context
* Internalize agile values, mindsets, and behaviors

A

being agile

89
Q
  • Open communication
  • Share understanding
  • Shared ownership
  • Trust collaboration
  • Adaptability
  • Resilience
  • Empowerment
  • Recognition
  • Colocation
  • Limited team size
  • Experienced members
A

what characteristics agile teams need

90
Q

benefit of having ___ ____
* Collaborate better
* Define more stable project goals
* Make reliable predictions
* Finish valuable work more efficiently
* Apply previous lessons learned
* Communicate better within team and stakeholders
* Identify and evaluate central project risks

A

Benefit of experienced members

91
Q

characteristics of __ __
* Understand nuances and visions of the clients
* Political structure of org
* Significance of strategic value from project deliverables
* Work processes and techs involved
* History of prior development in a given area

A

experienced team members

92
Q

culture of __ __
hierarchical, centralized, management leadership
Activities are shared among team and the members are responsible for completing the work

A

Predictive projects culture

93
Q

culture of __ __
distributed management and leadership
Project team may self-organize to complete project
Team member may be facilitator to enable communication, collaboration, and engagement

A

adaptive projects

94
Q

principles of __ __ __

  • Value based prioritization - know how to prioritize work in limited time. Know what should and shouldn’t be done
    Delivery cadence - timeboxing - rhythm to timing of delivery
  • Iterative and incremental delivery- can check if initial scope and requirements should be adjusted
  • Self-organization - empowered to drive change, react to opportunities and challenges quickly
A

Core principles that support value driven approaches:

95
Q

PM provides these when doing __ ___
* Resources
* Support
* Political assistance
* Coching
* Fostering collaboration
* Understanding team members’ needs
* Maximize team performance

  • Remove obstacles
  • Shield time from diversions
  • Encourage and develop team
A

servant leadership

96
Q

scope is elaborated through

A

scope statement; product backlog

97
Q

use this to identify major deliverables for a project and the acceptance criteria for each deliverable

A

scope statement

98
Q

contains all features and user stories for the product

A

product backlog

99
Q

___ can elaborate scope as they are broken down into __ ___ ___

A

themes;epics;features;user stories

100
Q

logical containers for user story that is to big to fit in an iteration. Further broken down into features

A

epics

101
Q

set of related requirements described as a short phrase or function. They represent specific behaviors of a product. Each one has multiple user stories

A

features

102
Q

clear concise description of a requirement as seen from the end user’s perspective. Details of it are fleshed out in the end to avoid wasteful planning

A

user stories

103
Q

ways to describe is component or project is complete and ready for delivery

A

acceptance or completion criteria
definition of done

104
Q

document all criteria that should be met before customer accepts deliverable or before project is considered complete in a scope statement.

A

Acceptance or completion criteria:

105
Q

used with adaptive approaches. A checklist of all criteria required to be met so that a deliverable can be considered ready to use.

A

Definition of done

106
Q

a timeboxed cycle of development on a product or deliverable in which all work that is needed to deliver value is performed.

A

iteration

107
Q

___ and ___ are the logical steps that need to be completed within an iteration.

A

user stories and tasks

108
Q

clarified in __ or __ ___
* Backlog items: ordered list of user-centric requirements that a team maintains for a product

  • Acceptance criteria
  • Work effort for upcoming iteration

Story point estimating = project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.

A

iteration or sprint planning

109
Q

ordered list of user-centric requirements that a team maintains for a product

A

backlog items

110
Q

project team members may assign relative points of effort required to implement user story. Gives idea how difficult a story is in terms of complexity, effort involved, and risk.

A

story point estimating

111
Q

pros of ____
* Provide quick feedback on
o Product design
o Required changes
o Technical feasibility

  • Allow proactive exploration of risk areas
A

pros of iterations

112
Q

cons of ___
* Require ongoing business rep. involvement
* Difficult to chunk and evaluate some problem domains in small increments

  • Requires psycho. Safety for teams to share and receive feedback on incomplete increments of work to be effective.
A

Iterations

113
Q

lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.

A

retrospective meeting

114
Q

Miro/whiteboard
Start/stop or retrospective wheel

A

tools used during retrospective

115
Q

tool used to add items under categories, make decisions based on recent iteration

A

miro/whiteboard

116
Q

tool used to categorize work processes, evaluate product development

A

Start/stop or retrospective wheel

117
Q
  • Held at end of iteration to review progress and work done during that iteration
  • Interpret feedback from stakeholders
  • Product owner may update product backlog for next iteration
A

iteration review

118
Q
  • Can include demo
  • Held at end of sprint
  • Attended by team members, product owners, stakeholders
  • Includes customer feedback to adapt product

usually used in scrum

A

sprint review

119
Q

questions to ask to decide __ __
o Are the requirements complex, uncertain, or unlikely to change?
 May need to try out novel design and analyze how it will work
o Do you need early feedback from customers?
 Can release some features to customers to gain their reactions and perspectives
o Is the organization receptive to the necessary flexibility for an adaptive approach
 Leadership and team members should be willing to cultivate, adapt, and change to an adaptive mindset and approach

A

Key questions to ask to decide whether to use an adaptive approach:

120
Q
  • Product, service, or result – use attributes of expected outputs to help make your choice
    o Delivery options
    o Scope stability
    o Ease of change
    o Risk
  • Project - use attributes of project management configuration to help make your choice
    o Stakeholders
    o Schedule constraints
    o Funding availability
  • Organization - use attributes of organizational contact of project to help make your choice
    o Culture
    o Capacity
    o Organizational structure
    o Project team, size, and location
A

Adaptive/predictive selection criteria

121
Q

use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Delivery options
o Scope stability
o Ease of change
o Risk

A

product/service/result

122
Q

use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Stakeholders
o Schedule constraints
o Funding availability

A

project

123
Q

use attributes of expected outputs to help make your choice on adaptive/predictive approach
o Culture
o Capacity
o Organizational structure
o Project team, size, and location

A

organization

124
Q

want to consider __ and ___ when deciding on adaptive/predictive

A

constraints and variables

125
Q

___ projects have
* Use less formal life cycles and processes
* Require minimal documentation and procedures
* Have similar steps to predictive projects
* Focus on iterations and delivery

A

adaptive

126
Q

concept
construct and deliver
working increments delivered to customer periodically
close

A

basic steps of adaptive project

127
Q

project charter
product vision
high level requirements
product roadmap
team is created to work on project

A

artifacts of concept portion of adaptive project

128
Q

product release plan
user stories
product backlog
iteration plan
daily task plan
demonstration results
retrospective results
control charts
minimum viable product

A

artifacts of construct and deliver portion of adaptive project

129
Q

final product

A

artifacts of close portion of adaptive project

130
Q

concept part of adaptive project includes two important docs: __ __ and __ __

A

vision statement; product roadmap

131
Q

summarized, high level description of the expectations for a product such as target market, users, major benefits, and what differentiates the product from others in the market

  • Summarizes project
  • Describes best achievable outcome
  • Creates common, cohesive picture in project team members minds
  • Inspires passion for outcome
A

vision statement

132
Q

A __ __ should
* List major benefits
* What differentiates the product from others in the market
* A project summary with a powerful phrase or short description

A

Vision statement

133
Q

elevator statement
press release __ statement
product vision board/product data sheet

A

three most common formats of vision statement

134
Q

high level timeline that depicts such things as milestones, significant events, reviews, and decision points
* Live, evolving tool to plan, organize, and deliver a product
* Product owner provides product related info for the product roadmap
* Team uses roadmap as guide for daily work and to explore future product functionality

  • Product releases must be easy to understand and abstracted from detail
  • must be flexible
  • If product owner seeks to introduce product releases out of order, that should be possible
  • Features targeted for a certain release should be able to be moved around
  • Each release should be able to be don by different teams working simultaneously if it becomes necessary to compress the project timeline
A

product roadmap

135
Q

parts of __ and ___ portion of adaptive plan
* Release planning
* Project execution
* Monitoring new work and changes
o Decomposing requirements
o Estimating effort
o Ordering requirements into a prioritized backlog
o Determining a timetable for delivering iterations

A

construct and deliver

136
Q

where team logs are the work flowing into the team
o __ __ prioritizes this

A

product backlog; product owner

137
Q

teams will pull work they plan to do into

A

iteration backlog

138
Q

timebox around the teams work - where the team completes the work
usually 1-4 weeks

A

iteration

139
Q

o Iteration team usually meets for __ __ which helps them coordinate and work in quick, informal way
 Should be quick – more detailed discussion about stuff brought up should happen offline

A

daily standup or daily scrum

140
Q

when team showcases work they did in the iteration
o Focus on value delivered and stakeholder feedback

A

demo

141
Q

reviewing the product and the process and learn about evolving requirements

A

iteration review

142
Q

Iterative or incremental projects are broken down into __and __, which are broken down into __, which are then broken down into __ __

A

themes and epics; features; user stories

143
Q

the ___ ___ drives the __ __ which establishes ___

A

The product roadmap drives the release plan, which establishes iterations

144
Q

__ __ __ take place at the beginning of each iteration

A

iteration planning meeting

145
Q

during ___ ___ meeting:
* indicates the features to be included in each release
* helps team review upcoming requirements based on the user stories associated with those features
* Review and update user stories

A

Iteration planning session

146
Q

When the __ __associated with the iteration are confirmed the development team breaks those requirements into smaller __, assigns hourly estimates for each task which becomes __ __

A

user stories; ; tasks; task backlog

147
Q

happens __ iteration planning:
* Select key features for a release
* Decompose high level theme into a feature

A

before

148
Q

happens __ iteration planning:
* Review upcoming requirements
* Review and update user stories

A

during

149
Q

These are ___ ___ for features:
simple
MoSCoW
Dot voting/multi voting
buy a feature
kano model
stack ranking

A

Prioritization schemes for features

150
Q

These project artifacts need to be___:
product backlog
release backlog
iteration/sprint backlog
scrum tasks

A

prioritized

151
Q

rank priority by using simple numbers
o Ex: feature X is priority 1; Feature Y is priority 2

A

simple prioritization

152
Q

– like simple scheme but more granular
o Won’t have is something they want but It won’t happen in this iteration; out of scope for this project

A

MoSCoW prioritization scheme

153
Q

more votes an item gets, the higher it’s priority; can also do with numbers to decide which should be prioritized and how much effort it should get

A
  • Dot voting or multi voting
154
Q

same concept of dot voting, but each voter gets money and people get to decide how much they want to invest in that feature and set priority on the one with the highest amount of money

A

buy a feature prioritization

155
Q

potential features analyzed over two variables functionality and customer satisfaction. Consider features from a customer view point so team can determine importance for future state
o Basic: expected to be present by default; not much thought required from stakeholders
o Reverse: increase satisfaction of stakeholders when excluded from final product and decrease when included
o Delighters: differentiate product from competition and provide lots of satisfaction to stakeholders
o Performance: what stakeholders consciously desire and use to evaluate final solution
o Indifferent: don’t satisfy or dissatisfy stakeholders

A

kano model

156
Q

feature expected to be present by default; not much thought required from stakeholders

A

basic on kano model

157
Q

increase satisfaction of stakeholders when excluded from final product and decrease when included

A

reverse on kano model

158
Q

differentiate product from competition and provide lots of satisfaction to stakeholders

A

delighters on kano model

159
Q

what stakeholders consciously desire and use to evaluate final solution

A

performance on kano model

160
Q

features don’t satisfy or dissatisfy stakeholders

A

indifferent on kano model

161
Q

compare user stories with each other and rank them based on that
o Can also compare stories based on criteria like Value added by feature, urgency, level of effort required, risk, etc. and rank them based on that criteria

A

stack ranking prioritization

162
Q

product owner develops this at the product level. PO identifies high-value user stories and team includes selected features in the first release
o Long term list of what features should be in product

A

product backlog

163
Q

product owner identifies features to be implemented for a release then team discusses different features, then product owner prioritizes features to build minimum viable product which goes into release backlog
o Breaks down product backlog into smaller, more manageable chunks to deliver more valuable features in earlier releases

A

release backlog

164
Q

subset of product backlog. In iteration plan, team establishes priority of work items
o Interdependent items can constrain priority order; ex: if feature X contains component of feature Y, feature Y needs to be higher priority since other features are dependent on it

A
  • Iteration/ Sprint backlog
165
Q

developers have freedom to sequence their daily tasks in a chosen order

A

scrum tasks

166
Q

__ __ prioritizes product backlog

A

product owner

167
Q

__ __ and __ prioritizes release backlog

A

product owner and team

168
Q

__ __ and __ prioritizes iteration backlog

A

product owner and team

169
Q

Defines scope of the first release of a solution to customers by identifying the fewest numbers of features or requirements that would deliver value
Release this then get feedback to improve future versions

A

Minimum Viable product (MVP)

170
Q

these are __ to __ ___ ___
absolute
relative
story points

A

Methods to estimate adaptive projects:

171
Q

___ estimate
= explicit actual quantities ex: prototype will take 120 hours to complete

A

Absolute

172
Q

___ estimate
in comparison to other estimates and only have meaning within a given context

A

Relative Estimate

173
Q

Not an actual unit of measurement. It is used to compare values for relative estimation

A

Story point

174
Q

___ meeting where you talk about
lessons learned meeting to explore and improve both process and product. Determine if improvements can be made by running experiments or process tailoring. It improved team performance and ensures high quality processes and the product.

A

Retrospective meeting

175
Q

tools used in __ __
Miro/whiteboard = add items under categories, make decisions based on recent iteration

Start/stop or retrospective wheel = categorize work processes, evaluate product development

A

retrospective meeting

176
Q

common __ frameworks
* Lean
* Scrum
* Kanban
* Extreme programming (XP)
* Feature driven
* Dynamic
* Crystal

A

adaptive

177
Q

a mindset for increasing efficiency in production processes and reducing waste by using techniques like reducing lead time or response times from suppliers and vendors

A

lean

178
Q

steps for __ __

  • Identify value = from the client point of view
  • Study value stream = all actions taken to deliver product from initiation to launch
  • Investigate waste in flow = remove non-value adding steps
  • Streamline process for agility = consider customer priorities to optimize delivery
  • Perform continuous improvement = evaluate flow and activities constantly
A

eliminating waste

179
Q

popular agile with simple structure that addresses need for collaboration.
o approach with three components:
o Accountabilities = (roles) participants who create project outputs
 Developers – create product
 Product owners – propose features to be implemented
 Scrum master – coach/leader to guide team towards goals, resolve issues
o Events = actions to be carried out by the roles ex: sprint review
o Artifacts = documents developed by roles during execution of product ex: product backlog

A

scrum

180
Q

in scrum
(roles) participants who create project outputs

A

accountabilities

181
Q

in scrum
people who create product

A

developers

182
Q

in scrum
propose features to be implemented

A

product owners

183
Q

in scrum
coach/leader to guide team towards goals, resolve issues

A

scrum master

184
Q

in scrum
actions to be carried out by the roles ex: sprint review

A

events

185
Q

in scrum
documents developed by roles during execution of product ex: product backlog

A

artifacts

186
Q

__ approach steps
o Product vision
o Product roadmap
o Product backlog
o Spring planning
o Daily scrum
o Sprint review
o Sprint retrospective

A

scrum

187
Q

a team works in timeboxed iterations of equal duration to deliver features.
o For this to work, the features being developed need to be of equal size.
o Features can be measured by story points
o For instance, to determine which features can be accommodated within any given sprint. Let’s look at an example: Let us assume that Iterations 1–4 are each 20 story points (SPs).

 If we also assume that one deliverable, Feature A, is defined at 40 SPs, we can then separate Feature A into two product increments: Part 1 to be done during Iteration 1, and Part 2 to be done during Iteration 2.
 Features B and C—with approximately 20 SPs—fit into a single Iteration each.

A

iteration based agile

188
Q

team pulls features from the backlog based on its capacity, not on an iteration-based schedule.

A

flow based agile

189
Q

types of __
o Delay, wait time
o Over production
o Over processing
o Non-value adding activities
o Transportation
o Unnecessary movement or motion
o Inventory
o Defects in a project

A

waste

190
Q

o Helps manage work in progress and improve workflow
o Reduce bottlenecks, improve efficiency, increase quality
o Queue = where things wait before moving to the next step
o Criteria needs to be met to be able to move into each queue
 Can help see where to allocate staff if some queues are busier than others

A

kanban

191
Q

o Iterative, incremental, time-boxed
o Involves customers, collocated team, user stories, standups

o Pair programming = productivity increases and defects reduce when 2 developers work on single task or machine
o Refactoring = reuse and reorganize existing code, remove duplicate code, and increase cohesion
o Continuous integration = early integration helps spot defects early and prevents loss of time and effort
o Collective code ownership = every developer can improve or amend any code

A

extreme programming XP

192
Q

productivity increases and defects reduce when 2 developers work on single task or machine

A

pair programming

193
Q

reuse and reorganize existing code, remove duplicate code, and increase cohesion

A

refactoring

194
Q

= early integration helps spot defects early and prevents loss of time and effort

A

continuous integration

195
Q

every developer can improve or amend any code

A

collective code ownership

196
Q

o Pair programming - 2 people share task
o Colocation - all in one location
o Informative workspace - promote transparent communication
o Sustainable pace = avoid excessive stress
o User stories = requirements from customer perspectives
o Weekly iterations - weekly cycles build incremental design
o Quarterly planning - team plans ahead for upcoming release
o 10-minute build - team automates build process to execute in less than 10 minutes
o Slack - allocate time to other activities not related to deliverables
o Test first - before coding, create test to prove that unit of work is correct
o Continuous integration - increments integrated continuously so no one increment can cause product failure

A
  • Core practices of XP:
197
Q

software development framework that focuses on implementing features in larger, lengthy projects.
o Supports agile.
o Goal is to deliver “features” first/client valued functionality

A
  • Feature driven development (FDD)
198
Q

o Enterprise friendly
o Users iterative methods
o Scalable for any project size in any business sector
o Focuses on constraint driven delivery – sets fixed time, costs, quality at outset

A
  • Dynamic systems development method (DSDM) = vendor independent agile project delivery framework
199
Q

o Focus on business need
o Deliver on time
o Collaborate
o Never compromise quality
o Build incrementally from firm foundations
o Develop iteratively
o Communicate continuously and clearly
o Demonstrate control

A
  • DSDM principles:
200
Q

methodology based on color codes based on characteristics like team size and criticality

A

crystal

201
Q
  • Ambiguity – contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations
  • Complexity – project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system
    o Emerging tech
    o Regulatory affairs
    o Enviornmental considerations
    o Multiple suppliers
  • Volatility – project changes quickly and in unpredictable ways. Usually affects project cost and schedule
A

Conditions leading to uncertainty:

202
Q

contradictory or missing info, conflict, or changes to scope, timeline, team, or stakeholder expectations

A

ambiguity

203
Q

project is difficult to understand, forsee, and keep under control even with reasonably complete information about the project system
o Emerging tech
o Regulatory affairs
o Enviornmental considerations
o Multiple suppliers

A

complextity

204
Q

project changes quickly and in unpredictable ways. Usually affects project cost and schedule

A

volatility

205
Q

Dealing with __
* Unclear requirements
o design __ – to get early feedback to confirm approach or surface any misunderstandings
* Unsure of best technical option
o ___ __ __ – test technical feasibility through __ prototype
* Unclear of market preference
o __ - test audience responses via A/B testing

A

Dealing with ambiguity
* Unclear requirements
o design prototypes – to get early feedback to confirm approach or surface any misunderstandings
* Unsure of best technical option
o Proof of concept (POC) – test technical feasibility through POC prototype
* Unclear of market preference
o experiments - test audience responses via A/B testing

206
Q

Dealing with complexity
* System bases
o __ – break complex system into subsystems
o __ – use simulations to identify best configurations
* Reframing
o __ – create alternate system perspectives
o __ – create diverse data set
* Process based
o __– build in incremental steps
o __ – engage stakeholders
o __ – build system redundancy

A

Dealing with complexity
* System bases
o Decoupling – break complex system into subsystems
o Simulation – use simulations to identify best configurations
* Reframing
o Diversity – create alternate system perspectives
o Balance – create diverse data set
* Process based
o Iteration – build in incremental steps
o Engagement – engage stakeholders
o Failsafe – build system redundancy

207
Q

Dealing with volatility
* Changing requirements
o __ ___ - to approve changes
* Changing priorities
o __ – plan for cost and schedule reserves

A

Dealing with volatility
* Changing requirements
o change control board or product owner – appoint group or person to vet and approve suggested changes
* Changing priorities
o Reserves – plan for cost and schedule reserves

208
Q
  1. Understand the problem – clearly state problem
  2. Measure the problem – assess impact and identify root causes
  3. Devise a plan – obtain data and insight to solve problem, develop plan to manage problem
  4. Resolve the problem – use plan to resolve problem
  5. Check the resolution – measure effectiveness of plan and if problem has been resolved. Regularly check in to make sure it’s still working
A

5 steps to solve problem

CAPM (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions