Chapter 1 - Introduction

Question 1

Outcome

Answer 1

End result or consequence of a process or project
- outputs
- artifacts
- benefits & value from project

Question 2

Portfolio

Answer 2

Projects, programs, subsidiary portfolios & operations managed as a group
Achieve strategic objectives

Question 3

Product

Answer 3

An artifact that is produced and is quantifiable
- end item
- component item

Question 4

Program

Answer 4

Related projects, subsidiary programs & program activities
- managed in a coordinated manner to obtain benefits not available from management

Question 5

Project

Answer 5

Temporary endeavor
Create a unique product, service or result
Has a beginning and end
Stand alone or part of a program or portfolio

Question 6

System for value delivery

Answer 6

A collection of strategic business activities aimed at building, sustaining and/or advancing an organization.
Portfolios, programs, projects, products and operations are all part of the system for value delivery

Question 7

Identify stakeholders

Answer 7

After project charter is signed
Done by project management team throughout the entire project life cycle.
Identify both positive and negative stakeholders

Question 8

Agile scheduling

Answer 8

T-shirt sizing:
Assign a side (ex-small - ex-large) to each of the different stories of the project
Poker hand (Fibonacci):
Card values: 1, 2, 3, 5, 8 & 13
Read a user story and assign a card value to it, representing the amount of work

Question 9

Control quality process

Answer 9

Implement approved changes to quality baseline
Recommend changes, corrective & preventative actions
Ensure the deliverables comply with relevant quality standards

Question 10

Product analysis techniques

Answer 10

Translate project objectives into tangible deliverables and requirements
- by improving the project team’s understanding of the product

Question 11

Problem solving technique

Answer 11

1) define the cause of the problem
2) analyze the problem (cause and effect diagram)
3) identify solutions
4) implement the selected solution
5) review the solution
5) confirm the solution solved the problem

Question 12

Project management plan

Answer 12

A formal document that is used to describe how the project will be executed, monitored and controlled, and closed.
This is an input to all executing, monitoring and controlling, and closing processes since it describes how to do those process groups.

Question 13

Components of the project management plan

Answer 13

Management plans: plan that is used to describe how to do a particular component of a project. How-to plan.
Baselines: used to track the performance of the project.

Question 14

Change management plan

Answer 14

Outline how change requests will be collected, assessed, authorized, and incorporated into the project.

Question 15

Configuration management plan

Answer 15

Outline how the various components of a project can be configured.
Example: How to configure each computer to ensure the software works correctly.

Question 16

Performance measurement baseline

Answer 16

Check the performance of the project as it is being executed.
Integrates scope, schedule, and costs into a single baseline that can be used to track the performance of the project.

Question 17

Project lifestyle description

Answer 17

Outlines what type of lifecycle the project will be following.
Agile - adaptive lifecycle
Traditional - predictive lifecycle

Question 18

Development approach

Answer 18

Document outlining how the product will be developed.

Question 19

Assumption

Answer 19

A factor in the planning processes considered to be true or real without proof or demonstration.

Question 20

Constraint

Answer 20

A restrictive feature that affects the execution of a project.

Question 21

Project scope

Answer 21

The work achieved to deliver a product, service, or result with the specified features and functions.

Question 22

Alternative analysis

Answer 22

Involve looking at different options or ways to accomplish something.

Question 23

Product analysis

Answer 23

Analyze the product to ensure it marches the requirements of the stakeholders.

Question 24

Decomposition

Answer 24

Take the project deliverables from the scope statement and divides them into smaller parts (work packages).

Question 25

Inspection

Answer 25

Part of Validate Scope process - main tool of this process
Measure, examine, and validate that the deliverables meets requirements.
Walk-through, audits, or visual inspection.

Question 26

Product analysis

Answer 26

Translates project objectives into tangible deliverables and requirements by improving the project team’s understanding of the product.
Incudes product breakdown, system analysis, system engineering, value engineering, value analysis, functional analysis and others to perform a detailed analysis of the product, service, or result.

Question 27

Plan procurement management

Question 28

Balanced matrix organizational strucure

Answer 28

Project managers power is almost equal to the functional manager’s for the control of resources.
Share resources from a pool.
Highest likelihood of conflicts between PM and functional manager as power is even.

Question 29

Project management office

Answer 29

Provide guidance and support for all project managers in the company.
Ensure all projects follow a standard set of processes.
Provide training for project managers
Define standards and best practices
Provide templates
Help with approvals and resource gathering
Define project management roles
Provide assistant pm’s with resources needed to complete their projects

Question 30

Weak matrix

Answer 30

PM’s authority is relatively low and is managed by the functional managers.
Part-time position

Question 31

Strong matrix

Answer 31

The PM has most of the power over resources.
Full-time position
PM’s power is moderate to high.
Functional manager has very little power.
This is similar to a project-oriented company.

Question 32

Project coordinator

Answer 32

Used in a functional or weak matrix organization.
Can’t make budget decisions but can assign resources.
Some decision making power.

Question 33

Project expeditor

Answer 33

Used in a functional organization where the PM is part-time.
Less power over a project than a PM or a coordinator.
Help to organize the project work.