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Project + > Initiating the Project & Facilitating Effective Meetings > Flashcards

Initiating the Project & Facilitating Effective Meetings Flashcards

1
Q

this position deeply understands business direction and company priorities and are familiar with the software environment.

a) subject matter expert
b) business analyst
c) architect

A

Business Analyst

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2
Q

this person designs solutions

a) developer
b) engineer
c) architect

A

Architect

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3
Q

this person may represent multiple roles that create the final product.

a) developer
b) engineer
c) architect

A

Developer or Engineer

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4
Q

this person helps ensure code quality.

a) subject matter expert
b) quality assurance
c) tester

A

Tester or Quality Assurance

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5
Q

Often referred to as “suppliers” or “business partners,”

a) artifact
b) vendor
c) subject matter expert

A

vendor

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6
Q

a general label for anybody who is a respected expert in their field.

a) artifact
b) vendor
c) subject matter expert

A

Subject Matter Expert

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7
Q

this is used to clarify who is responsible for completing and managing the activities.

a) RACI
b) Key Performance Indicator (KPI)
c) Responsibility Assignment Matrix (RAM)

A

responsibility assignment matrix (RAM)

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8
Q

RACI

a) Responsible, Accountable, Consulted, and Informed
b) Respectable, Allowable, Convenient, and Informational
d) Responsible, Allowable, Consensual, Invaluable

A

Responsible (R), Accountable (A), Consulted (C), and Informed (I)

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9
Q

Items such as plans, standards and procedures, estimations, metrics, risks, and other historical information that provide evidence for lessons learned.

a) vendor
b) artifacts
c) indicators

A

artifacts

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10
Q

Metrics generally used to evaluate factors crucial to the success of a project or organization.

a) RACI
b) Key Performance Indicator (KPI)
c) Responsibility Assignment Matrix (RAM)

A

Key Performance Indicator (KPI)

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11
Q

reflective measures

a) lagging indicators
b) Key Performance Indicator (KPI)
c) leading indicators

A

lagging indicators

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12
Q

predictive measures

a) lagging indicators
b) Key Performance Indicator (KPI)
c) leading indicators

A

leading indicators

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13
Q

the project should explain exactly what needs to change.

a) Achievable
b) Measurable
c) Specific

A

Specific

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14
Q

the project needs to include a quantifiable metric, so that you can know when you’ve met the goal.

a) Time-bound
b) Measurable
c) Relevant

A

Measurable

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15
Q

the project is meant to be realistic. Therefore, ensure the goal is within the realm of possibility.

a) Achievable
b) Measurable
c) Relevant

A

Achievable

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16
Q

the project needs to have a purpose. In an organization, it should align with business strategy or business priorities.

a) Achievable
b) Time-bound
c) Relevant

A

Relevant

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17
Q

the project needs to have a target end date.

a) Measurable
b) Time-bound
c) Relevant

A

Time-Bound

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18
Q

a qualitative goal statement.

a)objective
b) key results
c) milestone

A

objective

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19
Q

quantitative measures of success

a)objective
b) key results
c) milestone

A

key results

20
Q

describe the events, which are project checkpoints.

a) objective
b) gantt chart
c) milestone charts

A

Milestone charts

21
Q

this chart shows tasks and time in a grid to create a visual schedule view in a unique bar chart that shows time across the x-axis and a list of tasks or activities on the y-axis.

a) project charter
b) gantt chart
c) milestone charts

A

Gantt chart

22
Q

a brief, formal document that outlines the project parameters.

a) project charter
b) gantt chart
c) milestone charts

A

project charter

23
Q

to summarize the project’s intent and purpose.

a) project acceptance criteria
b) project scope description
c) project deliverables

A

Project Scope Description

24
Q

the measurable outcomes of success.

a) project acceptance criteria
b) project scope description
c) project deliverables

A

Project Acceptance Criteria

25
Q

to set the project boundaries and identify what the team will deliver.

a) project acceptance criteria
b) project exclusions
c) project deliverables

A

Project Deliverables (In Scope)

26
Q

to set the project boundaries, and identify what the team will not deliver.

a) project acceptance criteria
b) project exclusions
c) project deliverables

A

Project Exclusions (Out of Scope)

27
Q

these people gather requirements from their customers.

a) workshop
b) brainstorming
c) focus groups

A

focus groups

28
Q

a working session where a group with shared interests gathers to exchange information and conduct research.

a) workshop
b) brainstorming
c) focus groups

A

workshop

29
Q

this activity gives team members a short time limit to write down 3–5 ideas.

a) rapid brainstorming
b) stop-and-go brainstorming
c) focus groups

A

Rapid brainstorming

30
Q

In this activity you would brainstorm ideas for why you could never solve the problem.

a) reverse brainstorming
b) stop-and-go brainstorming
c) round-robin brainstorming

A

Reverse brainstorming

31
Q

First, the team brainstorms for a short period, perhaps ten minutes, and then they stop brainstorming to review and refine the results. Next, they start brainstorming and repeat the cycle.

a) reverse brainstorming
b) stop-and-go brainstorming
c) round-robin brainstorming

A

Stop-and-go brainstorming

32
Q

this activity gives every participant an equal voice. Each person offers one idea on the topic.

a) reverse brainstorming
b) rapid brainstorming
c) round-robin brainstorming

A

Round-robin brainstorming

33
Q

POWER

a) Purpose, Outcomes, Willingness, Evolutionary, Relevance
b) Project, Objective, What’s in it for me, Engagement, Roles & Responsibilities

c) Purpose, Outcomes, What’s in it for me, Engagement, Roles & Responsibilities

A

Purpose

Outcomes

WiiFM (What’s in it for Me)

Engagement

Roles & Responisibilities

34
Q

This style attempts to redirect their attention away from the conflict.

a)forcing
b)compromising
c)smoothing

A

smoothing

35
Q

In this style, you would manage conflict by deciding what needs to happen to fix the issue.

a) avoiding
b) smoothing
c) forcing

A

forcing

36
Q

this style requires both parties to meet in the middle.

a) avoiding
b) compromising
c) forcing

A

compromising

37
Q

this style is also called a “win-win situation.” In this scenario, the parties in the conflict work together to design a new idea that works for everybody.

a) compromising
b) smoothing
c) collaborating

A

collaborating

38
Q

this style ignores the conflict.

a) avoiding
b) smoothing
c) forcing

A

avoiding

39
Q

The spending of business funds for ongoing business costs, such as utilities, payroll, etc.

a) CapEx
b) OpEx
c) budgeting

A

operational expense (OpEx)

40
Q

Spending business funds to buy or maintain fixed business assets, such as data centers, servers, and buildings.

a) CapEx
b) OpEx
c) budgeting

A

capital expense (CapEx)

41
Q

this diagram represents a single decision that could have many outcomes.

a) mind map
b) quadrant diagram
c) decision tree

A

decision tree

42
Q

this diagram shows how information flows through a process or system.

a) decision tree
b) data flow diagram
c) mind map

A

data flow diagram

43
Q

this diagram visualizes categories of information around a single theme.

a) mind map
b) quadrant diagram
c) decision tree

A

mind map

44
Q

this diagram creates a four-quadrant grid. One factor is placed on each axis, and each quadrant represents a high-low combination of the two factors.

a) data flow diagram
b) quadrant diagram
c) decision tree

A

quadrant diagram

45
Q

this document describes problem scenarios that might occur in your project and how you can resolve them.

a) exit plan
b) closure report
c) escalation plan

A

escalation plan

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