Extras

Question 1

Program and the project hierarchy

Answer 1

Projects within programme or portfolio > sub projects or sub content ads within a project > work packages within a sub project > activities within a work package

Question 2

Stakeholder identification

Answer 2

Stakeholder identification is performing a brainstorming exercise to list all possible stakeholders

Rationalise stakeholders into groups of common interest

Question 3

Clarity of scoping

Answer 3

Scoping must ensure that the requirements stated by the clients are Smart

Question 4

Bottom up estimation

Answer 4

Activities > work packages > phase > project

Question 5

Activity on arrow

Answer 5

Circle with 1 points to circle with 2

Question 6

Activity on node

Answer 6

Arrow then box with A and time then arrow pointing away

Question 7

Risk register

Answer 7

The risk register provides a record of identified risks related relating the project, including their status and history

Question 8

Risk identification techniques

Answer 8

Risk identification techniques:

Review lessons

Risk checklists

Risk prompt lists

Brainstorming

Question 9

Risk estimation techniques

Answer 9

Probability trees - a graphical rep of possible events and their associated probabilities

Expected value - quantification or risk by combining the cost of the risk impact with its associated probability giving a tangible risk value

Pareto analysis - tank or Oder risks once they have been assessed to determine the order in which they should be addressed

Probability impact grid - a grid containing ranking values that may be used to rank threats and opportunities qualitatively

Question 10

Risk budget

Answer 10

A risk budget is a sum of money set aside to fund specific management responses to the projects threats and opportunities

Question 11

Fast tracking

Answer 11

Project to be completed in less than 70% of the time required to do a traditional project

Question 12

Stakeholder mapping

Answer 12

Interest low and power:

Low low monitor
Low interst high power keep satisfied
High interest low power keep informed
High high manage closely

Question 13

Audience prioritisation Matrix

Answer 13

Importance of the issue to the audience

Influence of the audience on the issue

Anything high for both would be priority audience

Anything mid would be secondary

Anything low would be ignore

Question 14

Traditional pm approach

Answer 14

Concentrated on thorough, upfront planning of the entire project

Requires a high degree of predictability to be effective

Question 15

Agile project management

Answer 15

Relies on incremental iterative development cycles to complete less predictable projects

Is ideal for exploratory projects in which requirements need to be discovered and new technology tested

Focuses on active collaboration between the project team and customer representatives

Question 16

Dis of agile pm

Answer 16

It does not satisfy topmanagement needs for budget, scope and schedule control

It’s principles of self organisation and close collaboration can be incompatible with cooperate cultures

It requires active customer involvement and cooperation

Question 17

Variability

Answer 17

Variability is the difference between the safe and aggressive cost estimates and he larger the variability, the more the contingency will be.

Question 18

A cost contingency for a project is determined as

Answer 18

Using variability in the individual cost estimates

Question 19

Responsibility assignment Matriz

Answer 19

The responsibility assignment matrix maps specific resources to the work packages from the WBS. On a resource histogram, the use of resources is shown individually or by groups over time

Question 20

Matrix organisation

Answer 20

The definition of a matrix organisation is about projects running across functional areas within an organisation. In a light weigh structure hé project manager is only coordinating activities, while in a heavy weight matrix structure they have mignonette authority. In both cases, the project manager might report to a portfolio / program managers but if he needs SPECIFIc Resources of a specific nature eg legal or finances he will need to request or direct the functional manager to provide such resources depending on his authority

Question 21

Realisation principle

Answer 21

The realisation principle states that profits on sales are achieved immediately on the sale and delivery of products

Question 22

To address quality control, quality assurance and quality improvement the quality management provides input to

Answer 22

The overall project plan

Question 23

The control cycle includes

Answer 23

Monitoring, evaluation and control

Question 24

When looking at a project life cycle, the level of uncertainty and risk is high

Answer 24

At start of the project

Question 25

Ads of project based organisation

Answer 25

Well suited for innovation and learning Flexibility high High employee loyalty

Question 26

Dis of pbo

Answer 26

I’ll suited for coordination of resources and capabilities Organisational learning suffers Danser of resource duplication across multiple Projects Due to across project mobility, careers and developments of employees might suffe e

Question 27

Project life cycle characteristics

Answer 27

Defines beggining and end of project and is typically divided into phases / stages Determines transactional action to take place at beginning an send of the project Level of uncertainty and risk (high at start) Resource allocation (grows to a max near the end) stakeholder influences (highest at start)

Question 28

Stakeholder identification

Answer 28

Perform a brainstorming exercise to list all possible stakeholders Although stakeholders may be organisations or groups, the correct individuals person to communicate must be identified Rationalise stakeholders into groups of common interests

Question 29

Project planning

Answer 29

Initiate define and authorise the project planning

Question 30

Resources

Answer 30

People Equipment Materials Information

Question 31

Why work authorisation

Answer 31

Formalises agreements between people delegating work and those accepting responsibility to do the work (SLA) Forms the baseline for task and individual work Serves as cost account for gals work Authorises a project phase

Question 32

Earned value concept

Answer 32

Integrates cost reporting with progress reporting Represents an estimate of the percentage of work completed thus far

Question 33

Schedule variance

Answer 33

Earned value - planned value

Question 34

Tien variance

Answer 34

Sp (is date when PV = EV in time units) SP - status date = Time variance

Question 35

Cost variance

Answer 35

CV= EV-AC

Question 36

Project assurance includes the three focus areas of the project board namely

Answer 36

Business assurance User assurance Supplier assurance

Question 37

Risk estimation techniques

Answer 37

Probability trees - a graphic rep of possible events Expected value = quantification of risk by combining the cost of the risk impact with its associated probability giving a tangible risk value Pareto analysis = tank an order risks once they have been assessed to determine the order in which they should be addressed Probability impact grid = a grid containing ranking values that may be used to rank threats and opportunities quantitatively

Question 38

A functional organisation

Answer 38

A functional organisation is a common type of organisational structure in which the organisation is divided into smaller groups based on specialised functional areas such as it finance or marketing

Question 39

Flat organisation

Answer 39

A flat organisation refers to an organisation structure with few or no levels of management between management and staff level employees. The flat organisation supervised employees less while promoting their increased involvement in the decision making process

Question 40

A pure project organisational model

Answer 40

A pure project organisational structure means one in which a project is housed within one functional division within a company