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Intro Flashcards

1
Q

Most common adaptive (agile) project management approaches

A

Scrum
Kanban
Lean
Extreme programming (XP)

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2
Q

There is no project manager. Instead, the project management role is divided among 3 roles

A

Scrum

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3
Q

Three parts/members of the SCRUM approach

A

Scrum master, product owner, and development team

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4
Q

The role of the project manager is to facilitate the flow of work and ensure that the team is following the ——-principles and practices

-project manager doesn’t assign tasks and deadlines, done by team itself

A

Kanban

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5
Q

What’s covered in the sprint plan meeting?

A

-reassess product backlog
-evaluate sprint backlog
-carry out

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6
Q

What’s covered in the daily scrum meetings?

A

-finished since last meeting
-todays schedule
-roadblocks

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7
Q

What’s covered in sprint review meetings?

A

-trial features
-retrospective

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8
Q

5 phases of on the Kanban board?

A

Backlog, development, UAT(user acceptance test) phase, Deployment, Done

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9
Q

What approach has the project manager taking on traditional roles, but also work with the team to promote efficiency, accuracy, and reduce waste

A

Lean

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10
Q

Acronym RCA

A

Root cause analysis

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11
Q

Roles of a lean project manager

A

Identify bottlenecks, perform root cause analysis, and then take steps to improve bottleneck issues

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12
Q

Approach where there is no project manager, but has 2 roles, manager and coach

A

Extreme programming (XP)

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13
Q

Role of the manager in extreme programming approach

A

Tracks performance. Ensures everyone is following the rules, and leads the continual planning process

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14
Q

What is the role of the coach in the extreme programming approach?

A

Coaches the team on XP rules, remains calm even when others are panicking, helps the team become self-reliant, and intervenes only when there’s a problem that the team is overlooking

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15
Q

What are the key ingredients to an effective communication plan

A

-who needs what info
-when the info is needed
-best mode to deliver info
-who should have access to info

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16
Q

What are some communication avenues?

A

-listening and speaking
-written and spoken
-internal, focusing on stakeholders
-external, focusing on customers
-formal, like project reviews
-informal
-vertical, following organization flow chart
-Horizontal, between peers

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17
Q

Name the variables and elements of effective communication

A

-sender, receiver model
-Sender
-encoder, device that encodes message (fax machine)
-medium, transports the message (phone, fax)
-decoder, receives, like a fax machine
-receiver
-noise, any interference
-acknowledgement, receipt of message
-feedback/response
-medium selection
-style, tone or structure
-presentation
-meeting management, delivering messages appropriately in meetings

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18
Q

Acronym ADR

A

Alternative dispute resolution

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19
Q

Define ADR

A

ways of resolving negotiations other than traditional court process or litigation. (Mediation and arbitration)

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20
Q

Name the focus areas of negotiations

A

-Priorities
-development approach, specific to organization
-project scope, functions and features
-schedule
-cost
-changes to the project scope, schedule, or budget
-vendor terms and conditions,
-project team members assignments and schedules
-resource constraints, such as facilities, travel issues and team members with highly specialized skills

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21
Q

What are the 3 development approaches?

A

-traditional, predictive/plan driven
-hybrid, customized; tools, templates, and processes driven
-adaptive, agile, change driven

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22
Q

Approach for active problem solving

A

-examine the work, determine how much work they can feasibly complete in the next interaction, and then be self-organizing to determine who’ll do what work

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23
Q

How to problem solve in the XP framework?

A

Using paired programming to code, check, and partner on developing solid, quality code that works and that passes predefined tests

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24
Q

common cause-and-effect diagrams

A

Wishbone, ishikawa, and why-why

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25
What do cause and effect diagrams show?
The relationship between the variables within a process and how those relationships may contribute to inadequate quality. -help organize both the process and team opinions -generate discussion on finding a solution that guarantees quality
26
Levels of influence for project managers
-Project team -organizational mangers -project management office -steering committee -governing bodies -sponsors -end users and customers -suppliers -stakeholders
27
Pm Influence on project team
Leads and directs the team to reach the projects objectives
28
Pm influence in organizational managers
Work with the managers to have access to people, processes, and resources
29
Pm influence on project management office
Work with them to manage the project and provide assets, directions, and support
30
Pm influence on steering committee
May have to report to them for project status and progress
31
Pm influence on governing bodies
May have to report on how project is adhering to laws and regulations
32
Pm influence on sponsors
Sponsor will want info on project status and decisions the pm has made to keep the projedr moving forward toward its objectives
33
Pm influence on end users and customers
What the project is creating, how it may interfere with their lives as it moves along, and how it will contribute to their lives once it’s complete
34
Pm influence on suppliers
Need to be informed when resources and services are needed
35
Pm influence on stakeholders
All the people that are affected by the project
36
Success or failure or a project is based on what?
How well the pm led the team, balanced constraints, executed the project plan, and monitored project progress
37
What type of influence deals with people who are frustrated by a project
Social influence
38
What influence deals with cost/priority/internal organizational issues
Economic influences
39
What influence comes from wildlife, preserved land, etc.
Environmental influence
40
What must be done when the 3 influences are identified
They must be evaluated, documented, and addressed in the project plan
41
What participative competencies do successful project managers have?
-communicating collaboratively -making effective decisions -applying emotional intelligence
42
3 sides of the pmi triangle
-ways of working (how to do your job) -power skills (how to help others achieve their goals) -business acumen (how to be better)
43
What are components of power skills?
-leadership -communication -stakeholder engagement -problem solving and decision making -adaptability and flexibility -emotional intelligence
44
What are some key aspects of business acumen
-financial management -market awareness -strategic alignment -risk management
45
Different types of personal powers?
-Referent power, respected or admired, based on past experience/personality -information power, control over data, using info as a weapon/power source -expert power, deep skills
46
What are examples of positional powers
-legitimate power, power coming from their assigned position (pm), based on authority -reward power-power to reward -coercive power-power to punish
47
Difference between management and leadership
-management focuses on getting The project done -leadership is inspiring and motivating
48
Define visionary leadership
clear idea of what, plan, and strength to do it
49
Define change-agent leadership
able to set direction for change and lead change. Aware of psychology and how to engage for full buy in
50
Define authentic leadership
know who they are, what they believe, what their values and priorities are. Actions and words align perfectly
51
Define servant leadership
Puts other first and focuses on the needs of the people they serve. Provide opportunity, growth, education, and autonomy within the project
52
Define transactional leadership
Emphasizes the goals of the project and offers rewards and punishments for the team
53
Define transactional leadership
Emphasizes the goals of the project and offers rewards and punishments for the team
54
Define liassez-faire leadership
Hands off approach, let team make decisions, seems absent
55
Define transformational leadership
Inspires and motivates the project team to achieve the project goals, be innovative, and accomplish through ambition
56
Define charismatic leadership
Motivating, has high energy, and inspires the team through strong convictions about what’s possible
57
Define interactional leadership
Hybrid of transactional, transformational, and charismatic. Wants team to take action, but holds team accountable for their results
58
Define adaptive leadership
Able to adjust their approach to match the needs of their environment
59
Define affiliation leadership
Building strong relationships and leveraging them to get stuff done
60
Define dispersed leadership
Establishing leaders at all levels
61
Define Soul based leadership
Treating everyone unique, individually
62
Define situational leadership
Able to adapt their approach to whatever the situation needs
63
Define autocratic leadership
Retains authority, gives orders, expects obedience
64
Define democratic leadership
“Shared leadership”, encourages team members to help in decision making
65
Define directive leadership
Guide work goals and establish a path to completion. Set clearly defined goals and milestones
66
Define assertive leadership
Active, direct, specific, and honest. Respect themselves and expect respect from others, respecting everyone they work witj
67
Define supportive leadership
Does not simply delegate tasks and receive results, supports team members with task completion
68
Define concensus leadership
Makes decisions only after consulting with group members
69
Name some personality traits that directly affect your ability to lead
-authentic -courteous -cultural -emotional -empathetic -ethical -fail fast/lear quickly mindset -honest -integrity -intellectual -managerial -political -service-oriented -social -systemic -transparent
70
Define project integration management
Address how the project is integrated with the goals, tactics, and vision of the organization
71
Name 3 factors that contribute to project complexity
-uncertainty in projects, not everything can be known beforehand -human behavior, people not getting along -system behavior, organization framework, not the same at every business
72
Define cognitive level integration
Act of learning on purpose, not just by doing, to ensure a well-rounded knowledge of pm
73
Define context level integration
Management of a project in consideration of how the project environment has changed and is changing in organizations (social media, virtual meetings, etc.)
74
Management uses positional power to do what?
-maintain the project -administrate duties -focus on project systems -control project work -focus on next project achievements -question how and when things happen -control and administer finances -keep the status quo -do the right things at the right time -address issues and problem solve
75
Leadership influences and inspires people to do what?
-develop personality and skills -perform their work with innovation -build relationships -trust one another -examine long-range vision of projects -question why and what will happen -change the status quo -do the right thing at the right time -align with organizations vision with motivation and inspiration
76
Process of continuously updating, improving, and detailing project management plan, or parts of plan, as info becomes available
Progressive elaboration
77
Who assigns pm to projects, monitors progress, and serves as the functional manager for pm?
Head of the PMO
78
What is an example of an organizational process asset?
Stakeholder identification template
79
Who is responsible for tailoring the project management framework?
Project manager
80
In addition to pm knowledge, which two skill sets or experience are expected of a pm?
Technical knowledge and experience

CAPM (19 decks)

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