Gaps in knowledge

Question 1

Kotter’s 8 step model

Answer 1

Create urgency
Powerful coalition
Vison
Communicate vision
Empower action
Quick wins
Make it stick

Question 2

What is information management process?

Answer 2

Collection
Storage
Curation
Dissemination
Archiving
Destruction

Question 3

IM - Collection explanation

Answer 3

Has to be a uniform filing structure with documents (digital, audio etc), how will it be collected? How sensitive is the information you have collected?

Question 4

IM - Storage

Answer 4

Access levels considered, any legal implications of storing the information? Will it be digital or physical? How secure is it?

Question 5

IM - Curation

Answer 5

make decisions about the data, how will it be ordered and sequenced

Question 6

IM - Dissemination

Answer 6

Who needs the information and when? Look at with communications plan, what format will they receive it? Do the relevant people have access? If too much, may be overlooked, not enough. Reporting

Question 7

IM - Archiving

Answer 7

Provides audit trail. Consideration before destruction is may be needed in future.

Question 8

IM - Destruction

Answer 8

This has to be in accordance with legislation compliance- particularly if digital. Has to be unretrievable.

Question 9

Explain different types of estimates (bottom up)

Answer 9

Delphi – subject matter experts
Analytical – WBS, CBS, PBS. Used when the scope is more clear

Question 10

Explain different types of estimates (top down)

Answer 10

Analogous – from projects that you’ve done historically. Used when the organisation has a mature project history
Parametric - which is used by looking at data or units to multiply/ work out estimates. Used when there is scalable data available historically that can be used,

Question 11

Explain 3 characteristics of a matrix organisation structure when used by an organisation to deliver a change initiative

Answer 11

Dual identities (PM also has functional role)
Works better with BAU for the change as there is some level of oversight into the functional side of business
Resources are drawn from BAU
Authority flows sideways between functional and PM

Question 12

Explain 2 characteristics of a functional organisation structure when used by an organisation to deliver a change initiative

Answer 12

Usually smaller projects, functional manager manages project within department
No dedicated project team, done within BAU team
Authority flows downwards from functional manager

Question 13

Explain 2 considerations when using an organisation breakdown structure to create a responsibility assignment matrix.

Answer 13

Cost of the resources that have been assigned
If the individuals within the structure have the knowledge and experience
Whether context has been considered in assigning responsibilities

Question 14

Describe 2 ways in which a project management office can assist a project manager to successfully deliver a project.

Answer 14

Give the PM more time to work with the project team by dealing with administrative tasks.
Allocating resources by looking at what is available across the pool of the business
Provide consistency and ensure compliance

Question 15

Explain 3 ways in which a project would be influenced by the implementation of project governance

Answer 15

Health and safety need to be considered in budget
Changes in legislation may impact scope
Change control (escalated may mean closing of project)

Question 16

Explain the 3 differences between linear and iterative life cycles.

Answer 16

Linear has 4 defined phases – concept, definition, deployment, transition whereas iterative doesn’t have defined phases, but works in iterations/ time boxes. Linear usually gives deliverables at the end of the project, iterative deliverables can be throughout. Linear doesn’t necessarily need constant user feedback, iterative does.

Question 17

Explain reasons why an iterative lifecycle might be used to deliver a project rather than a linear life cycle option.

Answer 17

Time is crucial, as iterative can start iterations pretty much start straight away. You have lots of access to user feedback. Scope isn’t clear at the start of the project. Project that is looking at product development or software, as iterative approach favours this kind of project due to constant amendments and user feedback. Used when predictable.

Linear is more for projects that have more risk, as there is a clear structure. May be used if resources need to be planned clearly across the project. Construction because need to know clear size and scale before you start

Question 18

Explain 3 reasons why information management may support the effective management of a project.

Answer 18

Helps to generation of ideas and solutions
Avoids repetition of mistakes and improves lessons learnt
You can also anticipate and understand changing conditions
Cultivates talent management

Question 19

Explain 3 benefits of conducting reviews throughout the lifecycle of a project.

Answer 19

Close early
Update stakeholders
Provide confidence
Manage risk
Failing fast
Plan resource for next phase
Helps sponsor oversight

Question 20

Explain three ways in which projects and programmes can help an organisation deliver strategic change.

Answer 20

Tangible investment into the change
provides clear path to delivering change to show stakeholders
programmes may assist in changing BAU
rationalises resources to work to the change
Programmes can help manage the projects with similar goals to make sure they aligned to strategic change

Question 21

State 4/6 differences between the ways in which programmes and projects help an organisation achieve strategic change.

Answer 21

Project- single initiative, programme- align projects to align to strategic change
Programmes – consider complexities and dependencies of projects contributing to strategic change
Risk management
Scope
BAU

Question 22

Describe 3 situations where the use of portfolio management may be considered appropriate.

Answer 22

Change in legislation
Change in strategic direction
Want to better manage risk across business or check where investments are – can you invest more risk?

Question 23

Explain 2 purposes of carrying out a SWOT analysis for a project option.

Answer 23

Capabilities and capacity and change scope before project starts
Opportunities
Threats – used to help with risk analysis and mitigation strategies

Question 24

Explain two benefits of a communication plan to a project.

Answer 24

Better communicate to stakeholders based on analysis
Gives confidence to stakeholders
More likely to be accepted by end users
Focused and intentional appropriate communication

Question 25

State four factors that can positively affect communication in the project.

Answer 25

Analysing stakeholders Looking at cultures and considering them Looking at personality types Considering organisational structure

Question 26

Describe 3 sections of a typical project management plan.

Answer 26

Who What How much Scope Procurement Risk Schedules

Question 26

Outline four factors that will increase the likelihood of a win-win outcome to a negotiation.

Answer 26

Gained rapport and trying to collaborate Accommodated them as much as possible (maybe in the past) Good communication Proper planning

Question 27

Explain the relationship between stakeholder analysis, influence and engagement

Answer 27

Best approach for that stakeholder using mendulo (influence interest) Save money as not communicating unnecessarily Comms plan

Question 28

State 4/6 reasons why it is important to manage stakeholder expectations.

Answer 28

Helps acceptance of deliverables Minimises conflict and resistance Not having unrealistic expectations enhances stakeholder satisfaction Prevents extension of scope and scope creep Prevents unnecessary change requests

Question 29

Explain the benefits of requirements management process to support scope.

Answer 29

Considers MoSCoW Considers wants and needs of stakeholder Helps to be accepted by end users

Question 30

Describe 2 ways in which resources are categorised and allocated to a project with an iterative life cycle.

Answer 30

Resources allocated by time box Requirements prioritised and implemented within pre allocated resources

Question 31

Explain 3 differences in how costs would be planned for a project with a linear life cycle as opposed to an iterative life cycle.

Answer 31

Get predetermined funds at phases whereas Iterative adhoc or in timebox Costs incurred early in linear pre planned – s curve whereas it is throughout in iterative Release of funds is frequent in iterative, whereas released at decision gates in linear

Question 32

Explain 3 steps in a supplier selection process for a project

Answer 32

Research Pre-qualification Tender Award Manage (monitor they’re doing job properly) Close (who owns the intellectual property, any ongoing maintenance, any final costs, warranties)

Question 33

Explain 3 proactive responses to opportunities.

Answer 33

Exploit- changing the scope in order to achieve a beneficial outcome, e.g if you add something to the project to maximise return Enhance- enhancing probability an opportunity can be exploited in future e.g. designing in house rather than subcontract so there is more control further down the line, or cheaper price so we get more opportunities Share- Organisations may collaborate to share opportunity benefits

Question 34

Explain 3 benefits to an organisation of carrying out formal risk management in the project.

Answer 34

Improved decision making Can implement mitigations, making projects more resilient Provides confidence to stakeholders Prevents risks from turning into issues Can help turn risks into opportunities Increased chance of project success Enhances estimates

Question 35

Explain 3 reasons why quality assurance should be an independent function from the project manager and the project team.

Answer 35

Not biased (objectivity) Enhanced accountability and oversight Better project governance and confidence to stakeholders

Question 36

What to expect in Forming, and what leader should do

Answer 36

Forming – looking to leader for guidance as lots of uncertainty, provide guidance

Question 37

What to expect in Storming, and what leader should do

Answer 37

Storming – clashing and pushing boundaries, PM should define roles and responsibilities to remove uncertainty

Question 38

What to expect in Norming, and what leader should do

Answer 38

Norming – Team are finding their place. PM should guide and bond using team building

Question 39

What to expect in Performing, and what leader should do

Answer 39

Performing – team start to work together, ensure goals remain clear and maintain this phase

Question 40

What are the responses to risk?

Answer 40

TARA Transfer Accept Reduce Avoid

Question 41

Describe three approaches that a project manager could take to address conflict in the project team.

Answer 41

- if team members want something that is high value to them, and is low impact to the project, PM may accomodate - if the PM can create a solution everyone can agree on, may collaborate - if related to a KPI/ output/ outcome, may collaborate by creating a new target - may avoid if the project is close to closing, and the team may be disbanded

Question 42

Explain how situational leadership impacts upon team performance and motivation using 1 of the following models: Maslow, Hertzberg and or McGregor.

Answer 42

- esteem - new team - needs esteem needs establishing such as team building - physiological- if basic needs are not met leaders may need to adopt a more directive leadership style, providing guidance and reassurance to address concerns and ensure the well-being of team members. - self actualisation needs -By adopting a delegating leadership style, leaders can empower team members to take ownership of their work, pursue challenging goals, and contribute meaningfully to the team's success, ultimately fulfilling their self-actualization needs.

Question 43

Describe 2 factors that would be considered when developing an effective quality plan for the project.

Answer 43

- agreeing the standards (considering the needs of the stakeholders) – and what would be the pass/fail criteria (i.e acceptance criteria. - agreeing with the stakeholders the methods you would use to verify the that outputs have been met.

Question 44

What are the dimensions of the business case?

Answer 44

Strategic Management Ecomonic Commercial Financial

Question 45

BC - Strategic

Answer 45

Is there a compelling case for change?

Question 46

BC - Management

Answer 46

How will it be successfully delivered?

Question 47

BC - Economic

Answer 47

Does it optimise public value?

Question 48

BC - Commercial

Answer 48

Is it attractive in the market?

Question 49

BC - Financial

Answer 49

Is it affordable?

Question 50

State how change is caused by environment

Answer 50

Influence from environment - organsisation- business response - projects - business benefits