Important

Question 1

Matrix Structure

Answer 1

–uses resources from over the company. Like a spider web connecting all teams and departments. Communication demands are higher, more messy.
Weak - more power than Functional.
Balanced - more power, balanced competing objections
Strong - PM in charge of the team, more authority than functional structures

Question 2

Project management process groups

Answer 2

Initiating
Planning
Executing
Monitoring & controlling
Closing

Question 3

Project Scope

Answer 3

the end result, what the customer sees

Question 4

Product Scope

Answer 4

the back-end that the customer doesn’t see. I.e. 4x4’s for the building of a house, etc.

Question 5

Create a WBS

Answer 5

Decompose project scope
Deliverables-oriented
Not activities list
Project planning tools
Visualizes the project -mapping otu phases and diff components 
Defines what’s in scope
Deterrent to scope change

Question 6

Attribute Sampling

Answer 6

results either conforms or does not conform

Question 7

W. Edwards Deming - leader in quality management

Answer 7

Deming cycle focuses on continuous process improvement in which quality must be continuously improved in order to meet customer needs.
Post WW2 - China - improve quality

Question 8

Joseph M Juran - leader in quality management

Answer 8

Juan Trilogy breaks quality management into quality planning, control and improvement.

Question 9

Philip Crosby - leaders in quality management

Answer 9

Quality is conformance to requirements rather than a measure of how good a product or service is.

Question 10

Genichi Taguchi - leader in quality management

Answer 10

Taguchi method emphasizes that quality should be designed into the product; factors that cause variation can be identified and controlled

Question 11

William (Bill) Smith, Jr

Answer 11

Six Sigma emphasizes responding to customer needs and improving processes by systematically removing defects.

Question 12

Formal quality approaches

Answer 12

ISO program
Six Sigma
Total Quality Management

Question 13

Manage Quality: Key Tools & Techniques

Answer 13

Checklist
Alternatives analysis
Document analysis
Process analysis
Root cause analysis (RCA)
Matrix diagrams
Scatter diagrams
Cause-and-effect diagrams
Flowcharts
Histograms

Question 14

Examining a Control Chart

Answer 14

Upper Spec - answer 1,000 calls out of 1,000
Upper Control Limit - 975 calls
Mean - 950 calls
Lower Control Limit - 925 calls
Lower Spec - answer 900 calls out of 1,000

Question 15

communications channel formula

Answer 15

N(N-1)/2 where N represents the number of stakeholders.

Question 16

Project glossary

Answer 16

defines the jargon and abbreviations.

Question 17

Pure Risk

Answer 17

a chance that someone could get injured on your project due the work being completed.

Question 18

Delphi technique

Answer 18

The risk analysis term describes rounds of anonymous surveys to build consensus on risk

Question 19

Integrated change control

Answer 19

examines the change and how it affects all parts of the project.

Question 20

Project Transition Plan

Answer 20

the product is transferred to the stakeholders on schedule.

Question 21

Tight Matrix

Answer 21

a Scrum project and all of your team is located in one room for the project duration

Question 22

Tuckman Team Development Model in order

Answer 22

Forming, Storming, Norming, Performing, Adjourning.

Question 23

Time and materials contract

Answer 23

Time and materials contract requires the buyer to pay for cost overruns on the materials and the time invested in the project work.

Question 24

fixed fee contract

Answer 24

A fixed fee contract provides a lump sum to complete the contract; the seller absorbs any cost overruns.

Question 25

RAG

Answer 25

RAG rating defines the status of each report component as red (bad), amber (OK), green (good).

Question 26

Scope validation

Answer 26

the inspection at the end of phase or project by the customer is called scope validation.

Question 27

Iron Triangle of Project Management

Answer 27

the three constraints are time, cost, and scope.

Question 28

Variance analysis

Answer 28

Variance analysis examines the degree of variance, causal factors, and makes recommendations regarding the variance.

Question 29

Burndown chart

Answer 29

this chart shows the burning down the number of tasks per iteration or per project. Shows ideal and actual effort by project team.

Question 30

Scope validation

Answer 30

the customer-driven inspection process for acceptance is scope validation.

Question 31

Parkinson’s Law

Answer 31

“Work expands so as to fill the time available for its completion.”

Question 32

Which of the following project management tools will display the project workflow from start to completion and in the order in which the activities should happen?

Answer 32

Project network diagram

Question 33

Project network diagram (PND)

Answer 33

A project network diagram (PND) visualizes the activities within the project from start to completion. It illustrates activities’ successors and predecessors. The project network diagram is the ideal tool to display the flow of the project activities, not a flowchart, Pareto chart, or control chart; these are most often used in quality control.