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PgMP > PgMP. Quick List > Flashcards

PgMP. Quick List Flashcards

1
Q

PERT/CPM

A

Program Evaluation and Review Technique

https://en.wikipedia.org/wiki/Program_evaluation_and_review_technique

or Critical Path Method

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2
Q

governance is a key issue when the program has high …

A

complexity

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3
Q

the critical chain method aims to reduce project duration and avoid resource conflicts by using … and …

A

buffers
resource-leveling strategies

https://acqnotes.com/acqnote/tasks/critical-chain-method

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4
Q

in a CR contract, the seller has no… to …

A

incentive to control costs
CR - cost reimbursable

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5
Q

p33 / Table 1-1

A
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6
Q

2 approaches for the estimation of programs

A

top down
bottom up

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7
Q

6 Domains BLSS-GC

A

Benefits Management
Life Cycle Management
Strategic Alignment
Stakeholder Engagement
Governance Framework
Collaboration

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8
Q

The CCM is a project management technique that focuses on… availability and … rather than on task dependencies

A

resource
constraints

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9
Q

breakdown kaizen

A

Kai - change, revision
Zen - virtue, goodness with the inherent meaning of continuous or philosphy

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10
Q

the first step in the sequence of activities for a program

A

assign a program manager

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11
Q

A depends on B. B is delayed, then you…

A

analyze the impact of the delay on the ability of the program to deliver benefits

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12
Q

ther program roadmap is a …representation of the incremental benefits and provides a vsiual aid when the ROI may help fund the future program benefits and outcomes

A

graphical

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13
Q

senior tech architect changes spec on deliverable, who will solve the rework problem

A

Program Manager, concerned project managers, and technical experts

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14
Q

is ‘other work’ included in the PWBS?

A

yes, all work but at a high level

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15
Q

scope, cost, and time cannot all be … at the same time

A

fixed

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16
Q

secondary risks arise from the … … employed from an existing risk

A

arise from the reponse plans employed from an existing risk

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17
Q

a delay in a project that is inline with the program but requires fudning from the orgnaization, that decision can be taken by

A

Program Governance Board

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18
Q

Dependencies x4 (2 and 2)

A

Mandatory
Discretionary (Preferential)
External
Internal

*project dependecies are schedule dependencies

Mandatory: Hard Logic, req by law or contract
Preferential: Soft Logic - more suitable order by nature of work
External: non project activity
Internal: between two project activities

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19
Q

programs and projects create deliverables, but programs create…

A

benefits

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20
Q

PDCA is also known as the … cycle or the … cycle

A

Plan Do Check Act
Shewart
Deming

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21
Q

project scope is the …. performed to deliver a product, service, or result with the specified … and …

A

work
features
functions

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22
Q

quality is owned by

A

management

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23
Q

who signs off the closure document of a project?

A

sponsor

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24
Q

when you cancel a program project because it is no longer needed

A

scope verfication

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25
Q

when do you escalate a positive risk?

A

outside scope
exceed PM’s authority

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26
Q

program lessons learned, who? x4

A

Program Manager, project managers, PMO representatative, select stakeholders

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27
Q

scope statement x5 DDAE

A

Description, Deliverables, Acceptance Criteria, Exclusions

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28
Q

JIT

A

Just in time

supply and dispose of materials for production on demand

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29
Q

CCM

use to perform… network analysis
to prepare the project schedule when … or … resources are available

A

critical chain method

schedule
limited or restricted

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30
Q

WBS, RAM, RACI, LRC

A

Work Breakdown Structure
Responsiblity Assignment Matrix
Responsible, Accountable, Consuted, Informed
Linear Responsibility Chart

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31
Q

the components of a program are related through … goals

A

complimentary

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32
Q

cost of conformance quality is the money spent durin the proejct …

A

to avoid failures

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33
Q

Definitive accuracy range

A

-5% to +10%

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34
Q

8 Wastes - DOWN TIME

A

Defects
Overproduction
Waiting
Not used Talent
Transporation
Inventory
Motion
Extra Processing

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35
Q

cost of noncoformance quality is teh money spent during or after because of …

A

failure

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36
Q

Muda

A

Futility
uselessness
wastefulness

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37
Q

usually the starting point in all the planning processes on a program or project

A

scope planning

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38
Q

the difference between Enhance and Exploit Risk Reponses

Exploit seek to remove the … related with risk response by ensuring that it happens

Enhance increases the … and/or the … impact of an opportunity

A

uncertainty

probability
positive

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39
Q

the three forms of waste

A

Muda
Mura
Muri

Waste
Deviations
Overloading

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40
Q

zero base budgeting is where each item of the budget has to be … afresh

A

has to be justified afresh

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41
Q

when a program manager has a new idea and wants to seek a charter, what is the first step?

A

identify a sponsor

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42
Q

product scope is the … and … that characterize a product, service, or result

A

features and functions

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43
Q

programs create … benefits

A

incremental

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44
Q

reviewing business cases, look for organization…

A

feasability

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45
Q

projects themselves do not create … …

A

incremental benefits

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46
Q

zero defects

A

when lifesaving

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47
Q

ISO

A

International Standards Development

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48
Q

scope cannot be baselined independent of … and … requirements

A

schedule
financial

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49
Q

new market, first move

A

business case for business justification

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50
Q

if activities are not being managed in a coordinated way to achieve benefits, then it is not a

A

program

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51
Q

after program scope is finalized, work distributed, PWBS created…

A

Scope is first / work is first
then schedule cost resources

scope>sched, cost, res

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52
Q

the scope management plan does not contain…. rather, it explains… the overall socpe wil be managed

A

the actual scope

how

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53
Q

The Program Scope Management Plan, how is it used by proejct managers? To determine…

A

how the sope of the overall program will be managed

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54
Q

the uncontrolled expansion t prodcut or project scope without adjustmend to time, cost, and resources

A

scope creep

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55
Q

5.5 Validate Scope T&T x2

A

Inspection - measuring, examining, and comparing the characteristics of the deliverables to see that they fulfill the requirements and product acceptance criteria developed at the beginning of the project.

Decision Making - deciding on the acceptance criteria, it is also important to agree ahead of time on how the decision will be made

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56
Q

program manager does not create benefits, he…(I,P,E)

A

identifies, plans and ensures

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57
Q

kaizen invovles proactively improving the …

A

organization

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58
Q

Father of Quality Management

A

W. Edwards Deming

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59
Q

Deming TQM 3 points
being …
utilizing … and leadership
…. as a company

A

being proactive
utilizing accountability and leadership
continuously improving as a company

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60
Q

Where is the information to understand the likely cash inflows and outflows on the programs in coming years x2

A

program financial management plan

benefits register

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61
Q

the working realationship between the program manager and the … team is criical

A

operations

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62
Q

benefits are not realized until the program is

A

completed

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63
Q

figure out: 3 point estimation techniques

using standard deviation
variablity of project compared to the mean

Answer: b)The variability of project B as compared to the mean (σ/μ) is the highest, so there seems to be maximum uncertainty about it. In the absence of any other information, the program manager needs to keep a closer eye on Project B.

A

mu is the mean (average)
sigma is the standar variation

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64
Q

a contract is good only if…

A

it helps seller and buyer

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65
Q

backward integration is a type of … that involves taking control of the … side of the buisness by … the input supplies for production internally or … the supplier company

A

vertical integration
supply chain
producing
acquiring

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66
Q

a program steering committee may assume the responsiblities of …

A

program sonsor

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67
Q

study differences between a project and a program

A
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68
Q

any changes to the schedule or cost baselines can only be approved through the

A

integrated change control process

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69
Q

matrix org is where team members reprot to … leaders

A

report to multiple leaders

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70
Q

Program Managers job with resources

A

optimization

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71
Q

change requests are processed through review and disposition through the

A

integrated change control process

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72
Q

portfolios are not constituted with a…

A

timeframe in mind

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73
Q

Resource Leveling: Resolving … or … to ensure a project can be completed with the available resources

A

overallocation or scheduling conflicts

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74
Q

As far as the project is concerned, the risk (resource leaving) has already occurred, so it has to be logged in the project’s … log. For the program this gives rise to an interface related risk (since it involves an uncertainty), so it needs to go into the program risk registe

A

Issue

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75
Q

what do you not transfer

A

Program Personnel

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76
Q

Positive Risk Responses

A

Escalate
Enhance
Exploit
Accept
Share

77
Q

zero defects is a term coined by Phillip … in the book “… of Quality Management”

A

Crosby
Aboslutes

78
Q

FP contracts do not guarantee…

A

on time delivery

79
Q

who prepares SOW for external projects

A

customer

80
Q

What phase is the Program Manager defined in?

A

Defintion

81
Q

CPM

a strategy for scheduling project activities and identifying the … path of tasks

A

critical path method

longest
based on tasks not resources

82
Q

a document that provides detailed deliverable, activity, and scheduling information, about each component in the WBS

A

WBS Dictionary

83
Q

see section 2 and 3.8

A
84
Q

PERT

A

Program/Project evaluation and review technique

by USN in 1957 for Polaris Project

85
Q

risk tolerance and appettite drive program …

A

risk

86
Q

Free Float vs Total Float

A

FF is the time it can be late in finishing without affecting the following activity

TF is the time it can be late without impacting the end date of the project

87
Q

Beneifts Identification Costs is done during…

A

business case analysis

88
Q

normal order of closure processes on a program (5) CPBFP

A

component closure
procurement closure
benefits tranistion and sustainment
financial closure
program closure

89
Q

who authorizes and/or funds a component within a program?

A

the sponsor

90
Q

Monte Carlo simulation allows you to forecast the varation in target values based on a mathematical model and …

A

probability distirubtions

91
Q

smoothing refers to trying to … to buy time so that a better solution may be found

A

reduce the temperature of the

92
Q

3 point estimating techniques

A

Triangular 3 divided by 3
Beta Distribution 3 divided by 6 weight Most likely by 4

Optimistic
Pessimistic
Most Likely

93
Q

depricate

A

made obsolete

94
Q

the governance board is not a … committee

A

consensus

95
Q

How can the Program Scope Management Plan be used by the project managers?

A

to determine how the scope of the overall program will be managed

96
Q

wihtout information about how the work is linked to strategic business objectives, it cannot be a…

A

portfolio

97
Q

ROM accuracy range

A

-25% to +75%

98
Q

EAC

A

(Actual Expenditure Till Date) + (Estimated Future Expenditure)

or

EAC=AC+ETC

99
Q

according to the principle of total quality management, who is responsible for quality?

A

the management

100
Q

resource intensive means

A

a lot of resources

101
Q

a centralized reporting system to capture, communicate and record program work, risks, changes, benefits mgmt, and other aspects of

A

PMIS

102
Q

Benefit: …. and … realized by the organization and stakeholders as a result of outcomes delivered

A

gains & assets

103
Q

team member makes a mistake, what do you do next

A

Defect repair validation

104
Q

matrix org resources are owned by …

A

functions

105
Q

what document mandates a certain timeline , presents milestone for delivery and/or incremental benefits

timeline
milestones
incremental benefits

A

program charter

106
Q

p35 / Table 1-2

A
107
Q

when the program is not working or finger pointing

A

collocate

108
Q

Six Sigma standard is … DPMO

A

3.4 defects per million opportunities

109
Q

resource optimization is more important than

A

right skill right time

110
Q

Delphi Technique / ETE

A

Estimate Talk Estimate
Systematic, Interactive forecasting from panel of experts

111
Q

refusing to speak to each other is what in the communications model

A

barrier

112
Q

with contingency reserves established at the program level, how frequently should the program manager review the project level risks during the program

A

Only as requested by the project manager

113
Q

benefits are … and linked to the … of the proejct, portfolio, or strategy

A

measurable
outcome

114
Q

a large construction project:
1) if no info on link to strategic business objectives
2) if not time bound
3) if no info on being mapped to benefits

A

if no info on work linked to strategic business objectives then not a portfolio

time bound since it is construction so not an operation

no info on how being mapped to benefits so not a program

115
Q

program level quality is to provide… and … to set up governance frameworks around quality

A

guidelines and policies

116
Q

a bar chart that illustrates a project schedule

A

Gantt Chart
Henry Gantt in 1910 to 1915

117
Q

Owns quality

A

Management

118
Q

Benefits will not be realized until the tranistion into …

A

transition into operations

119
Q

determines if the project should be allowed to continue

A

kill point

120
Q

Program 6 domains
BCGLSS

or

1,2,3

A

Benefits Mangement
Lifecycle Management
Strategic Alignment
Stakeholder Engagement
Governance Framework
Collaboration

A-Z
BCGLSS

in 2s
1, 2, 3
Collaboration

Benefits and Lifecycle Management

Strategic Alignment
Stakeholder Engagement
Governance Framework

121
Q

if a change affects operations, get…

A

operations buy in

122
Q

PWBS based on

A

deliverables

123
Q

a document that will capture stakeholders concerns, perceived threats, and specific objectives about the program and its projects

A

Scope Statement

124
Q

resource management at the program level is when resources are…

A

shared by multiple projects

125
Q

critical path: longest … of tasks and milestones with no … … between them

A

time delay

126
Q

Program 8 prinicples
bless / tragic
BLSS / TRGC

2,2,4

A

Stakeholders
Benefits Realization
Synergy
Team of Teams
Change
Leadership
Risk
Governance

BR
TofT

SS
GRCL

127
Q

integrated change control review the impact on…

A

all knowledge areas

128
Q

when there is a time gap between two activities

A

lag

129
Q

KPIs are not part of the Governance plan, they are more likely a part of the

A

benefits register or benefits realization plan

130
Q

new improvement projects are linked to prgram…

A

goals

131
Q

projects provide… to programs
programs provide … to portfolios
portfolios…

A

deliverables
benefits
strategic importance

132
Q

IRR vs Cost of Capital is better than (3)

A

NPV, BCR less than one, PBP

133
Q

critical path reveals the … date the project can finish

A

earliest

134
Q

in a T&M contract, the buyer is in control of …

A

the resources

135
Q

who makes the PWBS (3)

A

Program manager, PMs, and the teams

136
Q

what plan defines how you will transfer benefits

A

Program transition plan

137
Q

conducting training before a thing happens is

A

preventative action

138
Q

how to respond to an RFP (2)
… proposal
…. based on requirements

A

detailed proposal
feasibility based on requirements

139
Q

the process of delivering Program benefits is…

A

Direct and Manage Program Execution

140
Q

the difference between scope control and scope verfication

A

validation scope verifies deliverables meet acceptance criteria

scope veri

141
Q

to terminate a vendor’s contract, what two tings must be documented?

A

complete work
uncomplete work

142
Q

5 Performance Domains BLSSG

A

Benefits Mgmt
Life Cycle Mgmt
Strategy Alignment
Stake Eng
Governance

BLSSG - Bless G

143
Q

Program closure - 5
CT&S
LL
AP&PR
CC
CA

A

component transition & sustainment
lessons learned
archive project and program records
close contracts
customer acceptance

144
Q

PM suggests adding a marketing campaign during OPS training, who handles this

A

Change Request to program board

145
Q

3 Phases

A

Definition
Delivery
Closure

146
Q

Negative Risk Responses

A

Escalate
Mitigate
Transfer
Avoid
Accept

147
Q

Program Management Principles x8 (BLSS TRGC)

A

Benefits Realization
Leadership
Synergy
Stakeholders

Team of Teams
Risk
Governance
Change

148
Q

Y theory give maximum authority to the

A

team

149
Q

Program’s role in quality is to determine… and… that can be applicable to multiple components

A

policies
standards

150
Q

if the group is not providing resources, then they are not …

A

sponsors

151
Q

programs are conducted primarily to deliver … to their target …

A

benefits
stakeholders

152
Q

near the end of a program closure process

CT
CC
FC
TB
BS
CLL

A

closure
component transition
close contracts
financial closure
transition benefits
benefits sustainment
create lessons learned

benfits transtion and sustaiment
financial and contract closure
lessons learned

153
Q

in adaptive lifecycles, what three processes are repeated

A

collect requirements
define scope
create WBS

154
Q

the PMO establishes consistent… x3

A

policies
standards
traiing

155
Q

management style is driven by the … at any given time

A

needs

156
Q

fixed formula progress reporting uses…

A

a partial credit approach

for when the duration of most activies is equal to or less than two reporting periods

157
Q

the program baseline represents the… between the program and its staekholders about what the program will deliver

A

agreement

158
Q

building confidence that a future output will be completed in a manner that meets the specified requirements and expectations through tools and techniques such as audits and failure analysis

A

quality assurance

159
Q

.. corrects the process itself, not just special defects

A

quality assurance

160
Q

management horizon

A

payback period

161
Q

the three T&T of Close Project or Phase

A

Expert Judgement
Data Analysis
Meetings

162
Q

What is the output of close project or phase

A

Lessons Learned
Final PSR
Final Report
Template & Checklist updates

163
Q

What is the most dangerous contract type for the buyer

A

cost plus percentage of cost

164
Q

what is the most risky contract for the seller

A

Fixed Price

165
Q

which compression techniqe adds more risk

A

fast-tracking

166
Q

PWBS encompasses all … to be delivered by the program

A
167
Q

PWBS is a … hierarchical decomposition encompassing the … scope of the program and includes the deliverables to be produces by the constituent …

A

deliverable-oriented
total
components

168
Q

kickoff meeting is associated with the end of planning and the start of execution

and may occur at the beginning of each phase

A
169
Q

in control scope, what does not help you?

A

change requests

170
Q

monte carlo is a … technique used to estimate the possible … of an … event

A

mathematical
outcomes
uncertain

171
Q

what is the most common simulation technique

A

monte carlo

172
Q

Roadmap: a chronological representation of a program’s intended … that graphically depicts the … between major …. and … and reflects the … between the business … and the program work

A

direction
dependencies
milestones
decision points
linkage
strategy

173
Q

Financial Managment: activities related to identifying the program’s … sources and resources, integrating the … of the program components, developing the overall .., and controlling …

A

financial
budgets
budget
costs

174
Q

portfolio components can be …

A

independent

175
Q

program components should be … to achieve teh full intended benefits

A

related

176
Q

3 Environmental Analysis Techniqes

A

Porter’s Five Forces
PESTLE Analysis
SWOT Analysis

177
Q

Porter’s Five Forces

A

Threat of Substitutes
Threat of New Entrants
Buyer’s Bargaining Power
Supplier’s Bargaining Power
Rivalry Among Competition

178
Q

PESTLE Anlaysis

A

Political
Economic
Social
Technological
Legal
Environment

179
Q

2 stakeholder variables

A

importance and influence

180
Q

difference between stakeholder importance and influence

A

importance is the degree with which the project cannot be successful if needs are not met

influence indicates relative power

181
Q

you can be important and not involved

A
182
Q

risk

A

probablilty and impact

183
Q

Scope Mgmt / Planning

A

Plan
Collect Requirements
Analyze Requirements
Create WBS

184
Q

construction assumption

A

weather

185
Q

A project assumption is used in project planning to define a factor that’s true, real or certain, even if there isn’t … You have to presume that there are certain truths to proceed with planning your project.

A

proof

186
Q

The … is a process in project management for calculating the late start and late finish dates for uncompleted activities by working backwards through the project schedule from the project’s end date.

A

Backward Pass

187
Q

project is complete but overbudget, what do you do?

A

file in lessons learned

188
Q

Issue a current condition or situation that may have an impact on project deliverables

A
189
Q
A

PgMP (14 decks)

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