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PMP Exam Prep > ITTOs > Flashcards

ITTOs Flashcards

0
Q

What are the ITTOs for the project charter?

INITIATING

A

INPUTS: Business Case, Project Stmt of Work (SOW), Contract (external customer), External Environmental Factors (EEF), Organizational Process Assets (OPA)
TOOLS & TECHNIQUES: Expert Judgement
OUTPUTS: Project Charter

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1
Q

PROJECT CHARTER

INITIATING

A

Develop document that officially authorizes a project or phase

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2
Q

What does SOW contain?

INITIATING

A

SOW contains description of products or services to be supplied by project.

  • *BPS**
  • Business Need
  • Product Scope Description
  • Strategic Plan alignment
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3
Q

What is the purpose of a Business Case?

INITIATING

A

The Business Case provides information whether or not the project is worth the required investment

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4
Q

What is the purpose of the Project Charter?

INITIATING

A

Project Charter formally authorizes a project, is drafted by the PM, signed & approved by initiator, sponsor & PMO. Contains:

  • project purpose, justification, objectives
  • business needs of project
  • high level stakeholder requirements: scope, milestones, deliverables
  • high level risks, assumptions & constraints
  • summary milestone schedule
  • summary budget
  • success criteria and approval requirements
  • product description broad enough so changes are not required
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5
Q

Identify Stakeholders

INITIATING

A

Identify all of the people, groups, their interests, expectations, involvement, and their impact by and on project

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6
Q

What are the ITTOs for Identify Stakeholders

INITIATING

A

INPUTS: Project Charter, Procurement Documents, EEFs, OPAs
TOOLS: Expert Judgement, Stakeholder Analysis
OUTPUTS: Stakeholder Register, Stakeholder Management Strategy

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7
Q

Collect Requirements

PLANNING

A

Elaborate & document stakeholders needs & expectations in adequate detail.

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8
Q

What are ITTOS for Collect Requirements?

PLANNING

A 
INPUTS: Project Charter, Stakeholder Register
TOOLS & TECHNIQUES: 
- Interviews, Focus Groups, Workshops
- Group Creativity Techniques
- Group Decision Making Methods
- Questionnaires, Surveys
- Prototypes
- Observations
OUTPUTS:
- Requirements Management Plan
- Requirements Documentation 
- Requirements Traceability Matrix
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9
Q

What types of interviews are used to collect requirements?

PLANNING

A 
INTERVIEWS: 1 on 1, Q&A With SMEs
FOCUS GROUPS: Pre-Qualified Stakeholders & SMEs participate, Moderated Discussions
FACILITATED REQUIREMENTS WORKSHOPS: 
- Cross Functional Groups
- Reconcile Stakeholder Differences
- Quality Function Deployment (QFD)
- Joint Application Design (JAD)
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10
Q

What Tools & Techniques Are Used To Collect Requirements?

PLANNING

A
  • Interviews, Focus Groups, Workshops
  • Group Creativity Techniques
  • Group Decision Making Methods
  • Questionnaires, Surveys
  • Prototypes
  • Observations
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11
Q

What is included in Quality Function Deployment (QFD)?

PLANNING

A

Quality Function Deployment (QFD) includes:

  • House of Quality:
    • Customer Requirements (What), Voice of Customer (VoC)
    • Technical Requirements (How), Relationship Matrix (How well product addresses requirements), Targets (Derived from planning matrix), Planning Matrix (Competitor Assessment)
  • JAD - Users & Developers work together
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12
Q

What are the QFD Group Decision Making Techniques?

PLANNING

A

QFD group decision making techniques include

  • Unanimity: Everyone agrees
  • Majority: More than 50% members support
  • Dictatorship: One individual’s decision
  • Plurality: Largest block in group decides (may/may not = majority)
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13
Q

What are the outputs of Collect Requirements?

PLANNING

A

The outputs of Collect Requirements;

  • Requirements Management Plan
  • Requirements Documentation ( Start out high level & are progressively elaborated)
    • Business Needs, Limitations, Functional/Non-Functional Requirements, Quality Requirements, Impacts, Acceptance Criteria, Assumptions, Constraints
  • Requirements Traceability Matrix
    • Table links requirements to origin & traces them thru product life cycle
    • Traces requirements to goals, exceptions
    • Trace requirements to project scope & WBS
    • Trace requirements to product design
    • Trace requirements to test strategy and scenarios
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14
Q

What is Define Scope?

PLANNING

A

Scope Definition - Develop a detailed description of the project & product (scope statement)

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15
Q

What are the ITTOs for Collect Requirements?

PLANNING

A 
INPUTS: 
- Project Charter
- Requirements Documentation 
TOOLS & TECHNIQUES:
- Expert Judgement 
- Product Analysis
- Alternatives Identification 
  * Brainstorm 
  * Lateral Thinking
  * Pair-Wise Comparisons
NOTE: Scope Mgmt Plan that guides scope mgmt processes is developed in Develop Project Mgmt Plan
- Facilitated Workshops
OUTPUTS: 
- Project Scope Statement (assumptions & constraints)
- Project Document Updates.
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16
Q

What is the WBS?

PLANNING

A

The WBS subdivides the project deliverables into smaller, more manageable components or packages.

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17
Q

What are the ITTOS for the WBS?

PLANNING

A 
INPUTS:
- Project Scope Statement 
- Requirements Documents
TOOLS & TECHNIQUES:
- Decomposition
OUTPUTS:
- WBS
- WBS Dictionary
-  Scope Baseline
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18
Q

How do you define activities for the WBS?

PLANNING

A

Identify actions to be performed to produce the project deliverables.
P67BL

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19
Q

What are the ITTOs for WBS Define Activities?

PLANNING

A 
INPUTS: Scope Baseline
Tools & Techniques:
- Decomposition
- Rolling Wave Planning
- Templates
- Expert Judgement
OUTPUTS:
- Milestone List
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20
Q

Define Rolling Wave Planning

PLANNING

A

Rolling Wave Planning is a form of progressive elaboration.

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21
Q

Name components of the Activities List

PLANNING

A

Attributes of the Activities List are:
ID, WBS ID, name, successor, leads, lags, resources, deadlines, assumptions and constraints
p67bl

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22
Q

Name the types of Milestone Lists

PLANNING

A

The types of Milestone Lists are:
- Mandatory Milestones are required under contract or charter
- Optional Milestones are based on historical information
p67bl

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23
Q

Explain Sequence Activities

PLANNING

A

Sequence Activities - Identify and document logical relationships among activities. Activies must bee sequence accurately to achieve a realistic schedule.

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24
Q

Name the ITTOs for Sequence Activities.

PLANNING

A 
INPUTS:
- Activity List and it's attributes
- Milestone Lists
- Project Scope Statement
Tools & Techniques:
- Precedence Diagramming Method (PDM)
- Dependency Determination
- Network Templates
- Leads & Tags
OUTPUTS: Schedule Network Diagram
p68bl
25
Q

What are the types of Activity Relationships?

PLANNING

A

The types of Activity Relationships are
- Finish to Start (most common),Can’t paint wall prior to building it
- Start to Start - Can’t level concrete before found poured
- Finish to Finish - Can’t inspect electric before wiring complete
- Start to Finish- Relay runner A can’t start til runner B finishes
p68bl

26
Q

Describe Precedence Diagramming Method (PDM)

PLANNING

A

Precedence Diagramming Method (PDM)
- is also called Activity on Node (AON)
- uses boxes or rectangles as nodes to represent activities
- cconnects boxes with arrows which represent dependencies
- does not use dummy activities
- includes all 4 relationships (FF, FS, SS, SF)
- used in Critical Path Method (CPM)
p69bl

27
Q

Describe Arrow Diagramming Method (ADM)

PLANNING

A

The Arrow Diagramming Method is also called Activity On Arrow (AOA)
- uses arrows to represent activities
- connects arrows with nodes which represent dependencies
- uses dummy activity represented by dotted lines
- dummy activities connect events but do not represent work, used to show logical sequencing
-includes FS relationships only
p69bl

28
Q

What Tools & Techniques are used for Dependency Determination?
PLANNING

A

The types of dependency determination are
- External - Involves a relationship between project activities & non-project activities. Government rules & regs & environmental hearings.
- Mandatory (Hard Logic) - Inherent in the work, contractually
required. Physical limitations: room cannot be built without proper foundation
- Discretionary (Preferred Logic/Preferential or Soft Logic) - Defined by project team based on best practices.
*If conflict exists between dependencies, external dependency supersedes others
- Network Templates - Reusable portions of historical network. Also called subnetwork or fragment network.
- Lead - Accelerating the start of the next activity
- Lag - Waiting time between 2 tasks
p70bl

29
Q

How do you estimate activity resources?

PLANNING

A

You estimate activity resources by estimating the type and quantity of resources (people, equip, material or supplies). Closely coordinated with the cost estimating process.
p70bl

30
Q

What are the ITTOs for estimating activity resources?

PLANNING

A 
INPUTS: Activity Lists, Resource Calendars
TOOLS & TECHNIQUES: 9 Estimation Techniques 
1.Bottom Up Estimating
2.Alternatives Analysis
(- Published estimating data)
3.Analogous Estimating (Top-Down)
   (- Expert Judgement)
4.Parametric Estimating
5.Three-Point Estimate
6.Reserve Analysis
7.PERT Calculations (Optimistic, Pessimistic, Most Likely)
   - PERT Weighted Average = (O-M+P)/6
   - Standard Deviation (SD) = (P-O)/6
   - Variance = (SD) squared
8. Costs of Quality - Total cost of all efforts to achieve quality (design, training, re-work)
9. Vendor Bid Analysis
OUTPUTS:
- Activity resource requirements
- Resource breakdown structure  (RBS)
p71-82bl
31
Q

Define Bottom-up estimating (estimating tool #1)

PLANNING

A 
Bottom-up estimating
- Work decomposed to more detail
- Estimate prepared for detailed pieces by team
- Estimates are aggregated
- Most accurate; takes time & $
p71bl
32
Q

Define Alternatives Analysis (estimating tool #2)

PLANNING

A

Alternatives Analysis
- Different resources or capabilities
- Different machines or tools
p71bl

33
Q

Define Analogous Estimating (Top down) (estimating tool #3)

PLANNING

A 
Analogous estimating
- Using actual duration of previous similar activity as basis for estimating duration of a future activity. A historical estimate.
- A type of expert judgement
- Used for ROM estimation
p72bl
34
Q

Define Parametric Estimating (estimating tool #4)

PLANNING

A

Parametric Estimating - uses a mathematical model as a basis to estimate.
p72bl

35
Q

Define the 3 Point Estimate (estimation technique #5)

PLANNING

A 
PERT Calculations (Program Estimation Review Technique)
Optimistic = best case scenario
Pessimistic= worst case scenario
Most Likely) = normal case scenario
   - PERT Weighted Average = (O-M+P)/6
   - Standard Deviation (SD) = (P-O)/6
   - Variance = (SD)squared
36
Q

Define Reserve Analysis (estimation technique #6)

PLANNING

A

Reserve Analysis incorporates additional time (buffer - NOT padding) to activity durations to account for schedule uncertainty.

  • Also called reserve or contingency or buffer
    • time reserves
    • cost contingency
  • Compares remaining reserves to remaining risks for adequacy
37
Q

Define PERT Calculations (Estimation tool #7)

PLANNING

A

PERT Calculations (Optimistic, Pessimistic, Most Likely)

  • PERT Weighted Average = (O-M+P)/6
  • Standard Deviation (SD) = (P-O)/6
  • Variance = (SD) squared
38
Q

What is the Cost of Quality (Estimation technique #8)

PLANNING

A

The Total of Cost of Quality is the cost of all efforts to achieve quality:

  • design/training costs
  • rework
  • scrap
39
Q

Define Vendor Bid Analysis (estimation technique #9)

PLANNING

A

Vendor Bid Analysis requires the analyzation of project cost based on vendor bids.

40
Q

Define Develop Schedule

PLANNING

A

Schedule development is an iterative process that determines planned start and end dates for activites.
p74bl

41
Q

What are the ITTOs for Schedule Development?

PLANNING

A

Schedule Development (imposed deadline may require backwards schedule development. Monte Carlo Simulation is used for project duration (PERT is for task duration))
INPUTS:
- Project Scope Statement
- Activity List, attributes
- Schedule Network Diagram
- Resource Requirements, Calendars
- Duration Estimates
TOOLS & TECHNIQUES:
- Schedule Compression
- What-if Scenario Analysis
- Critical Path Method
- Resource Leveling
- Critical Chain Method (Apply Leads & Lags)
OUTPUTS:
- Schedule Baseline - Developed from project data based on network analysis of schedule model
- Project Schedule
- Schedule Data (other info that explains data)
*Milestone Chart (shows target or goals)
*Bar/Gantt Chart (shows activity start, end, duration)
p74bl

42
Q

Define Schedule Compression (schedule tool #1)

PLANNING

A

Schedule Compression - Mathematical analysis that looks for ways to shorten the project schedule without changing the project scope.
- Crashing - More people, more costs
- Fast Tracking - Performing activities in parallel, high risk
p74bl

43
Q

Define What-if Scenario Analysis (schedule technique #2)

PLANNING

A

What-if Scenario Analysis

  • Calculating multiple project durations with different sets of activity assumptions
  • Uses 3 point estimates
  • Monte Carlo Simulation (also a risk quantitative analysis technique
44
Q

Define Critical Path Method (schedule technique #3)

PLANNING

A

The Critical Path Method

  • Longest path in a network diagram
  • Slack or Float for Critical Path is zero or negative
  • Calculates the earliest project finish date
  • When deadline for a task on Critical Path is missed use
    • crashing
    • fast tracking
45
Q

How is the Critical Path calculated?

PLANNING

A

To calculate Critical Path
1. Translate tabular information to a network diagram
2. Identify all paths and their durations
3. Longest path (duration) = critical path (duration) = project duration
4. Float on all activities on critical path = 0
5. Float on activities on other paths = (F(task = CP-L(task) OR
Critical path duration-length of longest path with the activity on it.
6. When delays occur, recalculate Critical Path & Floats
7. When new activities are added, recalculate critical path and floats.
8. Also understand forward/backward pass, ES, EF, LS, LF
- Free Float = ES-EF
p75-76bl

46
Q

Define Critical Path Method (CPM)

PLANNING

A

CPM calculates early & late start & end dates and total float for all activities regardless of resource limitations
-forward pass (EF+ duration)
- backward pass (LF=LS+duration; LS=LF-duration)
- Total Slack or Total Float (F) = time an activity can be delayed from ES without delaying project finish date.
FLOAT=LS-ES; FLOAT=LF-EF
- Free Slack or Free Float = time an activity may be delayed without delaying start of successor activity.
p78bl

47
Q

Define Critical Chain Method

PLANNING

A

Critical Chain Method
- modifies project schedule to account for limited resources
- uses flexible start times, buffer management and resource leveling
- uses buffer instead of float
- focuses on best case scenarios
p78bl

48
Q

Define Resource Leveling

PLANNING

A

Resource leveling

  • keeps resource usage at a constant level OR
  • allocates scarce resources to critical path activities first
  • often results in a longer project duration
49
Q

How do you estimate project costs?

PLANNING

A

Project cost estimates are developed by approximating the monetary resources needed to complete project activities.
p80bl

50
Q

What are the ITTOs associated with project cost estimation?

PLANNING

A 
The ITTOs associated with project cost estimation are
INPUTS:
-Scope Baseline
-Project Schedule
-Human Resource Plan
-Risk Register
Tools & Techniques:
-Analagous estimating
-Bottom-up estimating
-Three-Point estimating
-Cost of Quality
-Vendor Bid Analysis
	*Reserve Analysis
OUTPUTS: Activity Cost Estimates 
1. Rough Order of Magnitude (ROM):
    Range: -25% to +75% (initiating)
2. Budget: Range: -10% to +25% (early 		     	planning)
3. Definitive Range: 5% to 10% (late planning) Prepared from well-defined specifications.

Note: A cost management plan that guides management processes is developed in Develop Project Management Plan.
p80bl

51
Q

What is used to develop a Cost Management Plan?

PLANNING

A

To develop a Cost Management Plan you need
-Level of Accuracy - Precision rounding of data
- Rules of Performance Measurement - The Earned Value Management (EVM) methods selected.
*Weighted milestones
*fixed formula
*percent complete
-Units of Measure - Money, Time
-Other: Equivalent Completed Units & Level of Effort
p80bl

52
Q

Describe the Weighted Milestones method of using Earned Value Management.
PLANNING

A

The Weighted Milestones method of EVM assigns a budget value that is earned at the completion of that milestone.
p81bl

53
Q

Describe the Fixed Formula method of EVM.

PLANNING

A

The Fixed Formula method of EVM - 0/100, 25/75, 50/50 for example 1 month milestone with 0% earned when started and 100% earned when completed.
p81bl

54
Q

Describe Percent Complete Method of EVM

PLANNING

A

Percent Complete is based on subjective estimate of the % complete.
p81bl

55
Q

What other ways can Earned Value Management be used?

PLANNING

A

Other EVM methods are
-Equivalent Completed Units
-Level of Effort
p81bl

56
Q

Name the Scope Baseline: Cost Types

PLANNING

A

The Scope Baseline: Cost Types are
- Direct: Costs that can be traced directly to a project and are not shared with other objectives or projects
-Indirect: Costs that can’t be directly traced to a project. Also called overhead.
p81bl

57
Q

Describe the Scope Baseline: Cost Behaviors

PLANNING

A

Scope Baseline: Cost Behaviors are:
-Fixed - A periodic charge that does not vary.
- Variable - Cost that fluctuates
p81bl

58
Q

Define the Types of Cost Estimates

PLANNING

A 
The Types of Cost Estimates are:
1.Rough Order of Magnitude
  Range: -25% to + 75% (initiating)
  Used during project evaluation
2.Budget
   Range: -10% to +25% (early planning)
3.Definitive
   Range: 5% to 10% (late planning)
   Prepared from well prepared specifications
p82bl
59
Q

How are budgets determined?

A

To determine the budget, aggregate the estimated costs of individual activities or work packages to establish a total cost baseline (excludes management reserves).

60
Q

What are the ITTOs related to determining a budget?

PLANNING

A 
The ITTOs related to determining a budget 
INPUTS:
-Cost Estimates
-Scope Baseline
-Schedule
-Contracts
TOOLS & TECHNIQUES:
-Cost Aggregation
-Reserve Analysis
-Funding Limit Reconciliation
OUTPUTS:
-Cost Performance Baseline
-Project Funding Requirements
61
Q

Describe the Tools & Techniques for Determining a Budget.

PLANNING

A

The Tools & Techniques for budget determination are
1.Cost Aggregation - Work package cost estimates are aggregated to higher components of WBS (example: control accounts or entire project)
2.Reserve Analysis
- Contingency Reserves for changes resulting from known risks (known unknowns). PM owns.
- Management Reserves for changes resulting from unknown risks or changes (unknown unknowns). Management owns.
3.Funding Limit Reconciliation - Reconcile planned expenditures vs funding limit (reschedule work).
OUTPUTS:
1.Project Funding Requirements
-By quarter, year…etc
-Cost Baseline=Expenses+Contingency Reserves
-Funding=Cost Baseline+Management Reserves
2.Cost Performance Baseline
-Authorized time-phased budget at completion (BAC)
-Summation of approved budget over time
- =Projected expenses+anticipated liabilities
-Used to monitor & control cost performance of project
-Also called S-Curve
-In EVM cost performance baseline is referred to as Performance Measurement Baseline (PMB)
p83bl

PMP Exam Prep (2 decks)

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