Exam questions Flashcards
Project charter
The team charter can be altered by team member at any time, Project Charter contains Pre-approved financial resources, can be approved by the sponsor or an authorized representative who can take financial decisions as well as provide financial resources for the project. Since Project Sponsor falls under the Upward bracket when stakeholders are classified based on direction of influence
The Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. This process has four T&T: Expert Judgement, Data Gathering, Interpersonal and Team skills (Conflict management, facilitation, etc.), Meetings.
The project charter includes the Project exit criteria which states the conditions to be met to close or cancel the project or phase. states the conditions to be met to close or cancel the project or phase.
Appraisal
It gets carried out in the Executing processes group, In a Project Performance Appraisal team members get feedback from project work supervisors.
Burndown and burnup charts
A burndown chart shows how much work is remaining to be done, whereas a burnup chart shows how much work has been completed, and the total amount of work. The burnup charts can also show the changes in project scope, making the impact of those changes visible.
They are examples of Data Analysis technique.
The total estimated Project Cost is
EAC (Estimate At Completion).
Risk avoidance
If the project team is trying to get rid of a possible threat by changing the Project Management Plan, is an example of Risk avoidance
Residual and secondary risks
Residual risks are those risks which are expected to remain after the planned response of risk has been taken, as well as those that have been deliberately accepted. Secondary risks are those risks which arise as a direct outcome of implementing a risk response.
Prevention and inspection
Prevention is keeping errors out of the process. Prevention over Inspection is the biggest slogan of Modern Quality Management.
Affinity Diagrams
Tool to organize and group the results of Root Cause Analysis, are decomposed and organize ideas creatively
Change request
The ultimate authority to approve the change request is always the sponsor.
All Change Requests are recorded in the Change log as a part of project document update. Change Log is also an example for a project document that maintains the status of all change request.
Approved Change Requests generated by Perform Integrated Change Control process becomes input to Direct and Manage Project Work, Control Quality and Control Procurements processes.
A change request must be submitted to update any baseline or Project Management Plans. The standards outlined in the Configuration Management plan determines whether any of the Project documents are subject to the change control procedures.
The Project Manager and Team should analyze the impact of change on other constraints (Schedule, Cost, Quality, Risk, etc.) first, in order assess the reasonableness of the requested change before sharing the same to the CCB.
Though there can be many reasons for a high amount of change requests, If project stakeholders are not identified in the early stage of the project, their project requirements will not be included in the project scope leading to an increased number of Change requests.
Variability risk
Is performed as a part of Perform Quantitative Risk Analysis process.
Active Risk acceptance
When a no response plan has been initiated, and a contingency reserve has been kept to handle the risk if it occurs.
CCB
Change control board, does not approve change request, they are approved be the sponsor.
Does not exist in agile
Kick off meeting
Is part of the Manage Stakeholder Engagement process
If the project is small, the kickoff meeting occurs shortly after the initiation process (in the planning process group). The meeting includes all team members, as the same team is involved with the planning and execution
Risk mitigation
Mitigation is to reduce the impact of the threat.
Control charts
Are established as a part of the Manage Quality processes
The Control chart is an example of Data Representation technique used to Control Quality process to determine its stability.
Confirmation of formal acceptance
The Confirmation of formal acceptance of sellers’ work happens during closing (close Project/phase process).
But formal acceptance of project deliverables is done as part of the validate scope activities.
Perform Quantitative Risk Analysis
Ensures risks are quantified and provides a numerical estimate of the overall effect of risk on the objectives of the project.
Availability of budget and time is a key factor that determines the need for the Perform Quantitative Risk Analysis process. A small project with a limited budget may decide to do away with this process if the project management team decides that quantitative statements about risk and impacts are not needed.
It helps determine the areas of maximum uncertainty on over all project objectives.
Fast tracking and Crashing
Fast tracking involves the performance of activities in parallel, whereas crashing involves the addition of resources to a project. In fast tracking, there is increased risk, whereas in crashing there is increased cost.
Scope baseline
Is the output of the Create WBS process.
Whereas Scope baseline is not an input for Planning Cost Management, and developing initial Cost Management Plan. It is later referred for cost estimation which is a part of Estimate Cost process and cost budgeting, part of Determine Budget process.
Resource leveling
Is a resource optimization technique in which start and finish dates are adjusted based on resource constraints.
Work Performance Information
Work performance information works as an output of control quality and as an input for Monitor and Control Project Work.
includes information about project progress, such as which deliverables have been accepted and which have not been accepted, along with the reasons behind acceptance and non-acceptance.
Contingency and management reserve
Contingency reserve is a part of Cost baseline, and it gets created before baseline gets finalized. If additional funds are required for implementing risk response plan created post planning, management reserve needs to be used. For accessing management reserve, a formal change request should be in place.
Management reserve is NOT part of Cost baseline.
Product owner
Product owner is also ultimately responsible and accountable for the end product that is built, ensures the product vision and is accountable for managing the product backlog.
Product owner is responsible for maximizing the value of the product, and only he has authority to cancel the sprint, although he or she may do under the influence from key stakeholders, sponsor, project manager or any other stakeholders.
The Product Owner cannot update the Sprint Backlog; but can cancel a sprint.
The Product Owner is accountable for ordering the Product Backlog items, whereas the team manages the sprint backlog and the task execution.
Cannot Update the business case.
Retrospectives meetings
Retrospectives are conducted during Control Schedule, Control Quality, Monitor Stakeholder Engagement processes, and all are part of Monitoring and Controlling process group.
Retrospective allow the team to learn, improve, and adapt it process. One of the principles behind the Agile Manifesto: “At regular intervals; the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Supports this concept.
Working software
Working software is used to measure the progress of the completed work. After completion of work included in the current iteration, the potentially shippable product increment of the current iteration is demonstrated to customer for approval and formal feedback of the delivered product. All these happen as a part of Iteration review meeting.
What if the the product owner requests an additional feature.
Ask the product owner to raise a formal change request is for predictive, for agile project the request should be added to the product backlog.
Product roadmap
Where the PM can see what new features would be introduced in next release and the timeline of the release.
What is the primary goal for doing project work using agile?
Providing customer value via frequent deliveries and feedback
Osmotic communication
Osmotic communication means that information flows into the background hearing of members of the team, so that they pick up relevant information as though by osmosis.
RACI charts
Do not apply for agile projects.
A responsibility assignment matrix is also known as RACI matrix. It shows project resources assigned to each work package. At high level it defines the responsibilities of the project team.
A RACI analysis is useful for:
· Workload Analysis: when used against individuals or departments, the overloads can be quickly identified.
· Re-organization: to ensure that key functions and processes are not overlooked.
· Employee Turnover: newcomers can quickly identify their roles and responsibilities.
· Work Assignment: allows duties to be redistributed effectively between groups and individuals.
· Project Management: allows for flexibility in matrix management situations.
· Conflict Resolution: provides a forum for discussion and resolving inter-departmental conflict.
Key requirement for agile
The key requirement for any agile projects are 100 percent dedicated team members for increased focus and productivity.
Scrum artifacts
Sprint backlog, product backlog, increments.
Manage quality for agile project
Agile methods involve frequent quality review steps that are built into the project. They focus on small batch systems in order to uncover the inconsistencies and the quality issues as early in the project as possible when the overall life cycle costs are low.
Agile principles
Maximizing the amount of work not done means maximizing the amount of unnecessary work not done. Agile methods stress the importance of prioritizing all work, including changes, based on business value.
Scope creep
Refers to changes, continuous or uncontrolled growth in a project’s scope, at any point after the project begins. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.
EEF (Enterprise Environmental Factors)
Enterprise Environmental Factors. (EEF) can help in the selection process of the most suitable development approach to select between waterfall/predictive or agile.
Is NOT an input to the Close Project or Phase process.
Resource location availability is an example of EEF (enterprise environmental factors) which is used as input for Estimate Activity Resources process and can work for estimating the type and quantities of materials, and suppliers necessary to perform project work.
Market conditions and industry standards are examples of the External Enterprise Environmental factors, because they are outside the control of the Project Team.
The organization Vision and the Mission are examples for Enterprise Environment Factors Internal to the Organization.
Agile manifesto
Individuals and iterations over process and tools.
Responding to change over following a plan.
Customer collaboration over contract negotiation.
Working software over comprehensive documentation.
Lightweight estimates
Can be used to generate a high-level cost of project labor costs, which can be adjusted when changes are made.
Is the best approach for the preparation of an initial cost estimate
LeSS (Large Scale Scrum)
For very large projects LeSS (Large Scale Scrum) is a framework that extends scrum with scaling guidelines while preserving the original purposes of scrum. It maintains many of the practices and ideas of one-team Scrum like a single product owner and one product backlog, one Definition of Done for all teams, one Potentially Shippable Product Increment at the end of each Sprint. Its most applicable for many teams (cross functional) working together on one product.
Potentially Releasable Product Increment
The output of every Sprint is called a Potentially Releasable Product Increment. It is the sum of the Product Backlog Items completed during a Sprint.
Backlog grooming
Backlog grooming is a regular session where backlog items are discussed, reviewed, and prioritized by product managers, product owners, and the rest of the team. The primary goal of backlog grooming is to keep the backlog up-to-date and ensure that backlog items are prepared for upcoming sprints.
User story
User story is a brief description of deliverable value for specific user, A user story is a tool used in Agile software development to capture a description of a software feature from an end-user perspective. A user story describes the type of user, what they want and why. A user story helps to create a simplified description of a requirement.
Definition of Done (DOD)
Build the thing right (Deliverables). An increment is born when a product backlog item meets the definition of done, the DOD is the formal description of the state of the increment when it meets the quality measures required for the product.
Acceptance Criteria
Building the right thing. It reflects to functionality.
The Five Whys
Is a team exercise used to get to the root cause of a given problem.
Contractual agreement most suitable for agile
A separate Fixed price contract for each of the user stories.
Swarming
It’s a technique in which multiple team members focus collectively in resolving a specific impediment.
Cross-functional team
Means that team members haver all the skills necessary to create value each sprint, Agile teams are cross-functional.
Closing
During closing, the project manager reviews the Project Management Plan to ensure all project work is completed and the project has met its objectives.
OPA
OPA gets updated as an output of Manage Project Knowledge. Other processes where OPA gets updated as an output are: - Manage Communication, Acquire Resources, Develop Team, Monitor Risks, Plan Procurement Management, Control Procurements, Close project/phase.
Policies and procedures relating to supplies and equipment is an example for OPA.
The OPA, which is also an input for the Manage Quality process, stores the results from previous audits.
Networking
Is an example of tool and technique used in processes like Manage Project Knowledge, Manage Communications, Monitor Stakeholder Engagement , that creates the condition to share tacit and explicit knowledge for stakeholders in an informal fashion.
Development approach
Is the additional component for Project Management Plan that defines whether predictive, Iterative, agile, or a hybrid model or development approach or model should be used.
Enterprise Environmental Factors. (EEF) can help in the selection process of the most suitable development approach
Benefit Management Plan
Benefit Management Plan is a type of Business document that describes how and when the benefits of the project will be delivered, and describes the mechanism that should be in place to measure those benefits. During Closing, its reviewed to measure whether the benefits of the project were achieved as planned.
Verified deliverable
QC team checks the correctness of the deliverable implemented in recent Direct and Mange Project work process, and marks them as Verified deliverable(s) if all conditions are satisfied. This Verified deliverable(s) acts as an input for Validate Scope process for customer inspection, followed by formal acceptance by customer.
Voting
Voting is a decision making technique that is applied, to reach a consensus. Other than Validate scope process, it’s also used in Collect Requirement and Perform Integrated Change Control processes.
Completion
The completion of the project scope is measured against the components of the project management plan, i.e. scope baseline. Completion of the product scope is measured against the product requirements documentation, which also serves as an input to the validate scope process.
Meetings
Meetings are not use in define scope.
QFD Quality Function Deployment
QFD Quality Function Deployment (despliegue) that falls under Facilitation technique category is an example of Interpersonal and Team Skills technique used during Collect Requirements process.
Performance Measurement
Baseline is an additional component for the Project Management Plan. Its returned as an output for Develop Project Management Plan process Performance Measurement Baseline acts as a valid input for Control Scope process. In Control Scope process, when Earned Value analysis is used, Performance Measurement Baseline is compared to actual results to determine if a change, corrective action or preventive action is necessary.
Nominal group technique
Nominal group technique is part of the Interpersonal and team skills category of technique. It is a technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.
Rolling Wave planning
Is a technique where work to be done in near term is planned in detail, whereas the work to be done in future is planned at higher level. Further this technique is effectively used in Define Activities process for planning the work to be accomplished.
T&T for Estimate Costs process
Cost of Quality and Analogous estimating this techniques are used in Estimate Costs process, NOT Plan Cost Management process.
Earned Value Analysis
Earned Value Analysis technique it’s used as technique for Control Costs process.
Alternative Analysis
Alternative Analysis is a valid technique used in Plan Cost management process to review strategic funding options and consideration of ways to acquire project resources such as making, purchasing, renting, or leasing
Determine Budget process
The major output for the process is cost baseline, which is not there in option. Other than cost baseline, project funding requirements, project document updates (cost estimates, project schedule, risk register) are other outputs.
A quality metric
A quality metric specifically describes a project or product attribute and how the Control Quality process will verify compliance to it. Quality metrics are outputs from the Plan Quality Management process NOT a tool or technique.
