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PMP > Plan the Project > Flashcards

Plan the Project Flashcards

1
Q

Project mgmt plans for predictive enable PMs to…

A
  • Execute
  • Monitor
  • Control
  • Close
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2
Q

Project documents

A

Project documents are not components of the project management
plan; however, they are necessary to manage the project effectively.

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3
Q

Rolling wave planning

A

A form of progressive elaboration
applied to work packages, planning
packages and release planning

Used in adaptive or predictive
approaches

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4
Q

Product roadmap

A

Envisions and plans the “big picture”

  • Displays product strategy and direction and the value to be delivered
  • Leads with the overarching product
    vision and uses progressive elaboration to refine vision
  • Uses themes (goals) to provide structure and associations
  • Provides short-term and long-term
    visualization
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5
Q

Milestone

A
  • Markers for big events
  • Triggers for reporting requirements or approvals
  • Created by project manager, customers or both
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6
Q

Milestone list

A

All milestones & which are mandatory vs optional

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7
Q

Requirements mgmt plan

A

Plan to ensure all requirements are captured, analyzed, managed and addressed by the project plan

How will you identify requirements
How will you prioritize the requirements
Who is responsible
Who establishes traceability
How will the requirements be managed

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8
Q

Product owner & team role Scope planning for agile

A

Product owner
- created release backlog
- explains prioritized user stories in detail to team

Team
- estimates effort
- puts stories into iteration backlog

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9
Q

Functional vs non-functional product requirements

A

Functional - features
Non-functional - supplemental conditions that make product effective (ex: speed, security, etc.)

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10
Q

Requirements documentation

A

Description of how individual requirements meet the business needs of the project

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11
Q

Requirements traceability matrix

A

product requirements only. A grid that links product requirements from their origin to the deliverables that satisfy them

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12
Q

Techniques for requirements prioritization

A

MoSCoW analysis
Kano model
Paired comparison analysis
100 points

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13
Q

MoSCoW

A

Requirements prioritization model

Must have
Should have
Could have
Won’t have (for now)

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14
Q

Kano model

A

Requirements prioritization model

Categorize into groups:
- Delighters (high value features)
- Satisfiers (some value features)
- Dissastifiers (features taht if NOT included, would cause the user to dislike the product)
- Indifferent (no impact)

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15
Q

Paired comparison

A

requirements prioritization model

rank alternatives against each other; good for small groups of requirements

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16
Q

100 points method

A

requirements prioritization model

a group of people each get to allocate 100 points across all requirements to see which the group prioritizes

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17
Q

Mind mapping

A

Consolidate ideas
created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas

Useful for scope planning/requireemnts gathering

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18
Q

Affinity diagram

A

Allows large numbers of ideas to be classified for review and analysis

Useful for scope planning/requireemnts gathering

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19
Q

Prototyping

A

An evaluation and experimentation tool that allows for early feedback to further develop a list of requirements

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20
Q

Project scope statement

A

Includes:
- scope description
- acceptance criteria
- required deliverables
- out of scope items for clarification
- constraints/assumptions

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21
Q

WBS (Work Breakdown Structure)

A

Decompose high level work into low level components
Assign an identification system
Review decomposition of work packages and ensure they align with requirements

100% rule - everything in, nothing excluded
Project > Deliverables > Work package

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22
Q

WBS Dictionary

A

The details on the work packages - includes deliverable, activity, scheduling

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23
Q

Scope baseline

A

Approved version of the scope statement, WBS, and WBS dictionary

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24
Q

Release planning vs iteration planning

A

During release planning (or agile release planning), decide:
* Number of iterations or sprints needed
* Features contained in the iteration
* Goal dates of each release

During iteration planning (or sprint planning):
* Prioritize
* Agree on effort

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25
Q

Backlogs

A

Agile lists of user stories

Product backlog > Release backlog > Sprint backlog

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26
Q

Story map

A

A story map organizes user stories into functional groups and within a narrative flow (“the big picture”) of the product roadmap.
* Helpful for discovering, envisioning and prioritizing the product and a way ahead!

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27
Q

Epics, Features, Stories

A

EPICs > a major deliverable
Features > Capabilities
Stories > Short description of required functionality

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28
Q

User story

A

As a (role), I want (goal), so that (benefit)

Format allows teams to focus on the value

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29
Q

Schedule mgmt plan

A
  • Describes how activites will be defined
  • Identifies method & tool used
  • Determines format
  • Defines maintenance process
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30
Q

Project mgr role in predictive schedule planning

A
  • Break down work package to required activities
  • Determine dependencies
  • Estimate duration
  • Determine critical path
  • Resolution for resource overallocations
  • Compression of schedule if needed

Work package > Activities List > Activities (Use verbs to build schedule)

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31
Q

Types of schedule dependencies

A

Mandatory/hard - contractually required; must schedule

Discretionary - Established because of best practice; can reorder if needed

External - Required outside of team’s work; limited control

Internal - Can/should be completed by the team; have control

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32
Q

Types of precedence relationships

A

Finish > Start (most common)
Start > Start
Finish > Finish
Start > Finish (very rare)

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33
Q

Duration vs. Effort vs. Elapsed Time

A

Duration - work periods required to complete an activity

Effort - labor unites required to complete an activity

Elapsed time - actual time

Ex: 1 painter takes 10 days (effort)
2 painters take 5 days (duration)
Elapsed time = 7 days incl weekends

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34
Q

Predictive Estimating techniques

A

Analogous
Parametric
Bottom-Up
Three-point

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35
Q

Analogous

A

A type of estimating technique

Uses historical data to estimate a project duration or cost (ex: top down estimating)

Less costly and time consuming; may be inaccurate

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36
Q

Parametric

A

A type of estimating technique

Uses an algorithm to calculate duration/cost (math)

Higher level of accuracy, doesn’t account for a learning curve

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37
Q

Bottom-up

A

Estimates the lowest level components and aggregates

most accurate and most time consuming

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38
Q

Three-point

A

Uses most likely, pessimistic and optimistic estimates to define a range

May improve accuacy, requires detailed information and expert knowledge

Triangular method
E = (O + M + P)/3

BETA (PERT) average - weighted method (weights the most likely outcome the highest)
E = (O + 4M + P)/6

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39
Q

Critical path

A

Critical path activities are those in the schedule that take the longest to complete; They are the shortest possible project duration

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40
Q

Schedule presentation formats

A

Roadmap
Gantt chart
Milestone chart
Project schedule network diagram

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41
Q

Smoothing

A

A type of resource optimization

Adjust activities within resource limits and float times but does not change critical path or delay the completion date

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42
Q

Leveling

A

A type of resource optimization

Adjusts start and finish dates based on resource contraints; can change the critical path

43
Q

Schedule compression techniques

A

Fast-tracking - move items from a sequence to overlap

Crashing - shortens duration by adding resources/cost (ex: overtime, more people) - only works on critical path

44
Q

On Demand vs Time boxed scheduling approaches for Adaptive

A

On demand (kanban) - team pulls work from the queue

Time boxed/iterative - specific work interval

45
Q

Agile Methods for estimating effort

A

Relative sizing - tshirt

Story points - fibonacci sequence

Planning poker - uses deck of fibonacci numbers

46
Q

Velocity

A

Average # of story points per sprint

Can change over time

47
Q

DoR and DoD

A

DoR - definition of ready
- what needs to be in place to begin work; use DoR check lists

DoD - definition of done
- describes the goal or desired state (similar to acceptance criteria)

48
Q

RACI

A

responsibility assignment matrix (RAM) or RACI chart to designate types of responsibilities and keep information visible

Responsible - performs work to complete task
Accountable - delegates/reviews work
Consult - input/feedback
Inform - informed on progress, don’t need details

49
Q

Procurement

A

Procurement is the process of purchasing goods or services, usually in reference to business spending.

50
Q

Bid documents

A
  • Request for information (RFI)
  • Request for proposal (RFP)
  • Request for quotation (RFQ)
51
Q

Bidder conference

A

Method of solidifying bids from vendors

Useful to ensure all prospective vendors have a clear and common understanding of the procurement

Good for highly regulated industries

52
Q

Cost reimburseable contracts

A

Contacts that involve payment for costs incurred a fee (seller profit)

Cost plus fixed fee (CPFF)

Cost plus incentive fee (CPIF)
- predefined incentives

Cost plus award fee (CPAF)
- more subjective performance criteria

53
Q

Fixed price

A

Firm fixed price (FFP)
- price wont change unless scope changes

Fixed price incentive fee (FPIF)

Fixed price with economic price adjustment (FPEPA)
- allows for provisions based on inflation, cost increases, etc.

54
Q

Cost baseline

A

Used in predictive

Used to monitor and measure cost performance throughout the project and compare it with actual results
Includes budget contingencies
Can be changed only through formal change control procedures

Includes contingency reservces but EXCLUDES management reservces

55
Q

Predictive vs Agile budgeting

A

Predictive
- Begin w/ fixed budget and amend using change protocols
- Budgeting looks at labor, materials, equipment, facilities, services, IT, contingencies

Agile
- Incremental budgeting approaches
- Consider burn rate (number of team members, blended rate of team, time of involvement)
- Lightweight estimation methods

56
Q

Risk

A

An uncertain event or condition that can have a positive (opportunities) or negative (threats) impact on the project

Indicated by a trigger condition

57
Q

RBS - risk breakdown system

A

Risk breakdown system

A grouping of project risks that organizes and defines the total risk exposure of the project. Each descending level represents an increasingly detailed definition of sources of risk to the project

58
Q

Qualitative & Quantitative risk assessment

A

Qualitative first, THEN quantitative

Qualitative assessment includes probability and impact

Quantitative assessment is conducted if further support is required - this includes assessing money & time (not all risks need quantitative assessment)

59
Q

Risk register

A

List of risks, impact, trigger condition, owner, etc.
method of qualitative assessment

60
Q

Decision tree analysis

A

Type of quantitative risk assessment method

Branches represent decisions or events with associates costs/risks
End points of branches represent the outcome (negative or positive)

61
Q

Influence diagrams

A

Type of risk assessment method

A helpful diagramming technique using a chart, diagram, or other display of information

Helps understand uncertainties and the relationships between different factors

62
Q

Expected Monetary Value (EMV)

A

Risk quantification begins with attempting to calculate the “expected monetary value (EMV)” of a risk. Multiply the “risk event probability” by the “risk event impact” to calculate “expected monetary value.”

63
Q

Contingency plan

A

Plan ready to implement if a risk occurs

64
Q

Fallback plan

A

Plan ready to implement if the primary risk respone plan fails

65
Q

Trigger condition

A

Signals a risk could occur

66
Q

Residual risk

A

Remains after risk response have been implemented

67
Q

Secondary risk

A

Can arise as a direct response of the risk response implementation

68
Q

Contingency reserve

A

Money and time in the cost and schedule baselines which are allocated for identified risks and their response strategies

69
Q

Quality vs Grade

A

Quality - degree to which something fulfills requirements

Grade - Distinguish something with the same functional use but with different technical characteristics (ex: bells & whistles)

Ex: Toyota is good quality, so is Lexus - Lexus is higher grade

70
Q

Cost of Quality (CoQ)

A

Cost of conformance
- prevention costs (training, documenting, equipment, time to do things right)
- appraisal (testing & inspections)

Const of nonconformance
- internal failure costs (rework, scrap)
- external failure costs (liabilities, warranty, lost business)

71
Q

Standards

A

Quality standards
- documents established as a model by an authority (ex: dictionary)

72
Q

Quality Regulations

A

Quality regulations
- requirements that can establih product, process, or service characteristics, including government compliance (ex: language rules)

73
Q

De facto standards or regulation

A

Quality - widely accepted and adopted throuogh use (ex: jargon, slang)

74
Q

De jure standards or regulation

A

Mandated by law or approved by experts (ex: word enters dictionary and becomes a defined word)

75
Q

Quality methods for continuous improvement (CI)

A

Sig sigma DMAIC
Define, Measure, Analyze, Improve, Control

Kaizen
- change for better/improve

PDCA
- Plan, Do, Check, Act

Agile (scrum, kanban)

76
Q

Fast tracking

A

Fast-tracking - move items from a sequence to overlap

Schedule compression technique

77
Q

Crashing

A

Crashing - shortens duration by adding resources/cost (ex: overtime, more people) - only works on critical path

Schedule compression technique

78
Q

Project budget

A

Cost baseline (includes work packages + contingency reserves) + mgmt reserve

79
Q

Cost of compliance

A

Prevention
Appraisal

80
Q

Cost of non compliance

A

Internal failure (waste, scrap, rework)
External failure (warrant, repairs, returns, complaints)

81
Q

Hawthorne effect

A

Act of measuring something influences behavior

82
Q

5 strategies for dealing with threats

A

Avoid - eliminate the threat

Escalate - appropriate when response exceeds project managers authority

Transfer - shift to a third party

Mitigate - early action to reduce the probability or impact, often more effective than repair after

Accept - no proactive plan

83
Q

OSCAR model

A

A coaching and mentoring model with 5 contributing factors for supporting individuals who have an action plan for personal development

Outcome - desired long term
Situation - current
Choices/consequences - how you could get there
Actions - commitments
Review

84
Q

Pink intrinsic and extrinsic motivation

A

Extrinsic motivation matters to a point (ex: salary)

Then intrinsic:
Autonomy
Mastery
Purpose

85
Q

Wideband Delphi

A

Estimating where estimating is done individually and then explained to the group and repeated until consensus is achieved

Wideband has those that did the highs and lows explain their rationale

86
Q

Time and materials contract

A

Time & materials (T&M)
- useful for staff agumentation

87
Q

Project budget

A

cost baseline + management reserves

88
Q

Contingency reserves vs. Mgmt reserves

A

Contingency reserves are identified risks

Mgmt reserves are for unidentified risks

89
Q

Schedule performance index

A

Shows how you are progressing against your scheduled baseline

Less than 1 is bad, greater than 1 is good

90
Q

Cost performance index

A

Shows how you are progressing against baseline cost

Less than 1 is bad (over budget), greater than 1 is good (under budget)

91
Q

Verified deliverable process

A
92
Q

Communications formula/stakeholder comm channel calculation

A

Used to identify the potential number of communication channels in a project

N(N-1)/2

Ex: 21 stakeholders = (21(21-1)/2 = 210

93
Q

Types of opportunity reaponses

A

Exploit - ensure opportunity is realized and benefit is captured

enhance - increase the impact of the opportunity (early is better)

accept - acknowledge existing, no further action

Share - transfer to a third party

Escalate - Opportunity is outside of scope, mgmt is notified

94
Q

When is fixed price contract suitable

A

Suitable when the type of work is predictable and the requirements are well defined and not likely to change

95
Q

When is cost reimbursable contract suitable

A

When the work is evolving, likely to change, or not well defined

96
Q

When is time & materials suitable

A

When the scope of work is not well defined and the contract duration is not fixed

97
Q

How to manage stakeholders from a power/interest grid

A

High power/high interest - manage closely

High power/low interest - keep satisfied

Low power/high interest - keep informed

Low power/low interest - monitor only

98
Q

Crawford slip method

A

The Crawford Slip Method is a system aimed at handling a large amount of inputs from a large number of people. It is a way to interview a crowd. It employs the use of a looseleaf style of note taking that is, it uses information written on individual slips that can later be sorted and grouped easily.

99
Q

Agile 4 key values

A

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

100
Q

Iterative vs incremental

A

Iterative products get to market before incremental products, but incremental will be more complete when initially released

101
Q

INVEST

A

User stories should be INVEST

Independent
Negotiabel
Valueable
Estimable
Small
Testable

102
Q

3 C’s of User Tories

A

Card, Conversation, Confirmation
Keeps the purpose of the user story in perspective

103
Q

3 Scrum Questions

A

What did you do yesterday?
What will you do today?
Are there any impediments in your way?

Daily scrum is for developers and should not be used to check progress

PMP (5 decks)

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