Chapter 2 Flashcards

1
Q

What are the two big “camps” of project management?

A

Predictive and Agile

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2
Q

Define Predictive pm approach?

A

traditional approach, where everything is predicted up front in the project. team and stakeholders work together to define the plan, resist any change to scope. (Construction)

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3
Q

Define Agile pm approach

A

flexible, changes are welcome. prioritize changes and requirements throughout the project as they happen (Software)

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4
Q

Define the hybrid approach

A

a mix of both predictive and agile, hard to define

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5
Q

what is the acronym WIP

A

work in progress

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6
Q

what does “Kanban” mean

A

japanese for visual sign

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7
Q

Acronym MVP

A

Minimum variable product

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8
Q

Define MVP

A

product is just enough to satisfy the customer, while offering customers opportunity to suggest improvements

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9
Q

what are the keys to successfully using the Lean process

A

-open communication
-defined processes
-transparency

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10
Q

What is the Lean process at its core?

A

-Constant improvements
-constant growth
-realize small improvements will result in increased business value

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11
Q

What is the goal of XP?

A

aims for quality software and a quality of life for the development team.

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12
Q

How does XP contribute to the quality of life for development team?

A

-fostering positive work environment
-reducing individual pressure and stress
-providing personal and professional growth

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13
Q

What is the acronym DA

A

Disciplined Agile

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14
Q

Define DA

A

-agile method that provides a flexible and pragmatic approach to software development
-tailored to fit the unique needs of team or organization
-combines agile and lean principles with other frameworks, like Scrum, Kanban, SAFe, to provide comprehensive approach to software development

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15
Q

Core principles of DA

A

-customer focus
-simplicity
-pragmatism
-continuous improvement

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16
Q

What does DA imphasize?

A

-importance of adopting a continuous improvement mindset, regularly assessing and improving process and practices

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17
Q

define enterprise environmental factors

A

factors and conditions that the pm must live with, they are outside of the pm control

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18
Q

what are the internal enterprise environmental factors?

A

-organizational culture, structure, governance
-geographic distribution of facilities and resources
-infrastructure (facilities, equipment, etc)
-resource availability
-employee capability
-IT software (scheduling software, network configuration, etc.)

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19
Q

What are the external enterprise environmental factors?

A

-marketplace conditions
-social and cultural influences (holidays, political climate, traditions)
-Legal Restrictions
-Commercial database (database of suppliers to help predict duration, cost, risks, etc.
-Academic research (publications, etc.)
-Industry standards (adhering to govt, org., etc.)
-Financial considerations (exchange rates, local currency, etc.)
-physical environment elements (where it will take place)

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20
Q

what is the acronym OPA

A

organizational process assets

21
Q

What are OPA’s?

A

-organizational processes, policies, procedures, and items from a corporate knowledge database
-things that help analysts do better (historic documents on similar jobs)

22
Q

What are the two catagories of OPAs?

A

-Processes, policies, and procedures (created outside of the project)
-Organizational knowledge repositories (updated throughout the project)

23
Q

difference between OPA and EEFs

A

-OPAs used to assist a project
-EEF will constrain the project
-OPA generally owned by the Organization, EEF is not

24
Q

How do you close out each sprint in SCRUM?

A

retrospective to improve upon the next sprint of the project

25
Q

what are organizational knowledge repositories?

A

Include the databases, files, and historical information that you can use for your project
-one of pms best resources

26
Q

how does the organizational system affect the pm?

A

how the pm utilizes their power, influence, leadership, and even political capital to get things done in the environement
-can be a constraint, how pm must act within the system

27
Q

define “systems” regarding project management

A

components your organization deals with to reach the desired result (Think internet transaction; company, credit card company, payment transaction, etc.)

28
Q

Define Governance Framework

A

how the objectives of the organization are created, how risks are assessed and tracked, and how organizational performance can be optimized

29
Q

what 4 factors does governance framework need to address?

A

-alignment with org mission
-risk mgmt and distribution of positive and negative risks
-performance on time, costs, and technical objectives
-communications with the correct stakeholders at the correct time

30
Q

what does PROJECT governance include?

A

-defining authority to approve changes and make other business decisions related to the project.
-can be created by pm, or governance framework can establish through the pmo, the department the project is in, or the organization itself

31
Q

Who are organizational influences?

A

people that the pm has to answer to

32
Q

What are the two big areas that project-centric organizations fall under?

A

-orgs that exist to do outside projects
-orgs that use mgmt by projects to manage their business (an IT department updating their own systems)

33
Q

what are some cultural components within an organization?

A

-defined values and expectations of work
-policies and procedures
-defined authority
-defined work hours and ethics

34
Q

what are the different organizational structures?

A

-functional (centralized)
-weak matrix
-balanced matrix
-strong matrix
-project-oriented
-virtual
-hybrid

35
Q

define functional structure?

A

-clear divisions regarding business units and their associated responsibilities (org with acct, marketing, manufacturing, all seperate departments)
-may find resistance to collaboration across departments

36
Q

PM in functional orgs have what attributes and resources?

A

-little power
-little autonomy
-report directly to a functional manager
-may be seen as coordinator, administrator, or team leader (scapegoat)
-project role is part time
-project team is part time
-little or no admin staff to expedite resources

37
Q

define a matrix structure

A

-blend dutues and employees together on a common project
-multiple departments work together
-project team has more than one boss

38
Q

Define a weak matrix structure?

A

map closely to functional structure
-project manager reports directly to a specific functional manager

39
Q

what are the attributes of a pm in a weak matrix organization?

A

-limited authority
-management of part-time project team
-part-time project role
-known as coordinator or team leader
-may have part time admin staff to help expediteb

40
Q

what is a balanced matrix structure?

A

-many similar attributes of weak matrix, but pm has more time requirements and power in project.
-includes time-accountability issues for the project team members, because functional managers will want reports on their time spent within the project

41
Q

Attributes and resources of a pm in a balanced matrix?

A

-reasonable authority
-may manage a part-time project team
-full-time role as project manager
-may have part time admin staff

42
Q

what is a strong matrix structure?

A

-equates to a strong pm
-similar to others, but pm has more power
-team may have more time available

43
Q

what are the attributes and resources in a strong matrix structure?

A

-higher level of power
-mgmt of part time to nearly full time project team
-full time role as pm
-full time admin

44
Q

what is a project oriented structure?

A

-pinnacle of pm structures
-groups employees, colocated or not, by activity on the project
-pm may have complete control over project
-pm have high level of autonomy over project, high level of responsibility

45
Q

attributes and resources of a project oriented structure?

A

-high to complete level of authority
-work full time on project with a team
-full time admin staff
-manage the budget
-support from a strong PMO

46
Q

what is a virtual structure?

A

uses network structure to communicate and interact with other groups and departments
-poc exists for each department, handles all messages in and out
-pm has low authority over team and shares authority over budget with functional managers
-pm could be full time, team is part
-could have part time or full admin staff

47
Q

what is a hybrid structure?

A

also known as composite, but a blend of the different structures

48
Q

if not identified on the test, what structure should you assume?

49
Q

what are the different types of PMOs?

A

-Supportive (plays consultative role)
-Controlling (controls project through specific methods pm must use)
-directive (manages project directly)