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
Q

What do cause and effect diagrams show?

A

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

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26
Q

Levels of influence for project managers

A

-Project team
-organizational mangers
-project management office
-steering committee
-governing bodies
-sponsors
-end users and customers
-suppliers
-stakeholders

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27
Q

Pm Influence on project team

A

Leads and directs the team to reach the projects objectives

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28
Q

Pm influence in organizational managers

A

Work with the managers to have access to people, processes, and resources

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29
Q

Pm influence on project management office

A

Work with them to manage the project and provide assets, directions, and support

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30
Q

Pm influence on steering committee

A

May have to report to them for project status and progress

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31
Q

Pm influence on governing bodies

A

May have to report on how project is adhering to laws and regulations

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32
Q

Pm influence on sponsors

A

Sponsor will want info on project status and decisions the pm has made to keep the projedr moving forward toward its objectives

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33
Q

Pm influence on end users and customers

A

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
Q

Pm influence on suppliers

A

Need to be informed when resources and services are needed

35
Q

Pm influence on stakeholders

A

All the people that are affected by the project

36
Q

Success or failure or a project is based on what?

A

How well the pm led the team, balanced constraints, executed the project plan, and monitored project progress

37
Q

What type of influence deals with people who are frustrated by a project

A

Social influence

38
Q

What influence deals with cost/priority/internal organizational issues

A

Economic influences

39
Q

What influence comes from wildlife, preserved land, etc.

A

Environmental influence

40
Q

What must be done when the 3 influences are identified

A

They must be evaluated, documented, and addressed in the project plan

41
Q

What participative competencies do successful project managers have?

A

-communicating collaboratively
-making effective decisions
-applying emotional intelligence

42
Q

3 sides of the pmi triangle

A

-ways of working (how to do your job)
-power skills (how to help others achieve their goals)
-business acumen (how to be better)

43
Q

What are components of power skills?

A

-leadership
-communication
-stakeholder engagement
-problem solving and decision making
-adaptability and flexibility
-emotional intelligence

44
Q

What are some key aspects of business acumen

A

-financial management
-market awareness
-strategic alignment
-risk management

45
Q

Different types of personal powers?

A

-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
Q

What are examples of positional powers

A

-legitimate power, power coming from their assigned position (pm), based on authority
-reward power-power to reward
-coercive power-power to punish

47
Q

Difference between management and leadership

A

-management focuses on getting The project done

-leadership is inspiring and motivating

48
Q

Define visionary leadership

A

clear idea of what, plan, and strength to do it

49
Q

Define change-agent leadership

A

able to set direction for change and lead change. Aware of psychology and how to engage for full buy in

50
Q

Define authentic leadership

A

know who they are, what they believe, what their values and priorities are. Actions and words align perfectly

51
Q

Define servant leadership

A

Puts other first and focuses on the needs of the people they serve. Provide opportunity, growth, education, and autonomy within the project

52
Q

Define transactional leadership

A

Emphasizes the goals of the project and offers rewards and punishments for the team

53
Q

Define transactional leadership

A

Emphasizes the goals of the project and offers rewards and punishments for the team

54
Q

Define liassez-faire leadership

A

Hands off approach, let team make decisions, seems absent

55
Q

Define transformational leadership

A

Inspires and motivates the project team to achieve the project goals, be innovative, and accomplish through ambition

56
Q

Define charismatic leadership

A

Motivating, has high energy, and inspires the team through strong convictions about what’s possible

57
Q

Define interactional leadership

A

Hybrid of transactional, transformational, and charismatic. Wants team to take action, but holds team accountable for their results

58
Q

Define adaptive leadership

A

Able to adjust their approach to match the needs of their environment

59
Q

Define affiliation leadership

A

Building strong relationships and leveraging them to get stuff done

60
Q

Define dispersed leadership

A

Establishing leaders at all levels

61
Q

Define Soul based leadership

A

Treating everyone unique, individually

62
Q

Define situational leadership

A

Able to adapt their approach to whatever the situation needs

63
Q

Define autocratic leadership

A

Retains authority, gives orders, expects obedience

64
Q

Define democratic leadership

A

“Shared leadership”, encourages team members to help in decision making

65
Q

Define directive leadership

A

Guide work goals and establish a path to completion. Set clearly defined goals and milestones

66
Q

Define assertive leadership

A

Active, direct, specific, and honest. Respect themselves and expect respect from others, respecting everyone they work witj

67
Q

Define supportive leadership

A

Does not simply delegate tasks and receive results, supports team members with task completion

68
Q

Define concensus leadership

A

Makes decisions only after consulting with group members

69
Q

Name some personality traits that directly affect your ability to lead

A

-authentic
-courteous
-cultural
-emotional
-empathetic
-ethical
-fail fast/lear quickly mindset
-honest
-integrity
-intellectual
-managerial
-political
-service-oriented
-social
-systemic
-transparent

70
Q

Define project integration management

A

Address how the project is integrated with the goals, tactics, and vision of the organization

71
Q

Name 3 factors that contribute to project complexity

A

-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
Q

Define cognitive level integration

A

Act of learning on purpose, not just by doing, to ensure a well-rounded knowledge of pm

73
Q

Define context level integration

A

Management of a project in consideration of how the project environment has changed and is changing in organizations (social media, virtual meetings, etc.)

74
Q

Management uses positional power to do what?

A

-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
Q

Leadership influences and inspires people to do what?

A

-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
Q

Process of continuously updating, improving, and detailing project management plan, or parts of plan, as info becomes available

A

Progressive elaboration

77
Q

Who assigns pm to projects, monitors progress, and serves as the functional manager for pm?

A

Head of the PMO

78
Q

What is an example of an organizational process asset?

A

Stakeholder identification template

79
Q

Who is responsible for tailoring the project management framework?

A

Project manager

80
Q

In addition to pm knowledge, which two skill sets or experience are expected of a pm?

A

Technical knowledge and experience