PMBOK, Agile & PMI Standard Foundations

Question 1

Value Delivery

Answer 1

There are components such as portfolios, projects, programs, and
operations to name a few that when used either individually or
collectively help create value for an organization to meet its strategic
goals and objectives

Question 2

Information Flow

Answer 2

The value delivery system is at its best when there is open and constant
flow of information and feedback that is being shared by the key
components within the system.

Question 3

Organizational Governance

Answer 3

is a structured approach to provide the
needed direction and control through the use of policies and processes
so that meet defined strategic and operational goals.
• Enforce legal, regulatory standards and compliance requirements
• Define operational, risk, and legal polices.

Question 4

Project Governance

Answer 4

is the framework, functions, and processes that give
the project the needed guidance and control to execute the activities
needed by the project to achieve the organizational, strategic, and
operational goals.
• Guiding and overseeing the project work by evaluating changes, issues and
risks
• Enforcement of polices, standards, and guidelines.

Question 5

Cost of Quality

Answer 5

Cost of quality (COQ) methodology, which identifies four categories of cost, is used to find the appropriate balance of investing in quality
prevention and appraisal to avoid defect or product failure.
• Prevention.
• Appraisal.
• Internal failure.
• External failure.

Question 6

Measurement Performance Domain

Answer 6

The performance domain that addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.

Question 7

Effective Measures

Answer 7

KPIs (Key performance indicators): leading and lagging indicators
SMART: specific, meaningful/measurable/achievable/relevant, realistic, reasonable/timely,time bound

Question 8

What to measure?

Answer 8

deliverable metrics, delivery, baseline performance, resources, business value, stakeholders, forecasts

Question 9

Measurement Pitfalls

Answer 9

• Hawthorne effect. The Hawthorne Effect is used to describe a change in the behavior of an individual that results from their awareness of being observed..
• Vanity metric. The Vanity metric is a measure that shows data but does not provide any useful information for making a decision
• Demoralization. If goals are set that are not achievable team morale will fall as they continually fail to meet their targets.
• Misusing the metrics. One definition is that data that is misunderstood is then misused. Another is that data can be distorted to focus on the wrong thing.
• Confirmation bias. The tendency to search for, interpret, favor, and recall information in a way that confirms or supports one’s prior beliefs or values.
• Correlation versus causation. Correlation simply means that there is a statistical association or pattern between two variables, while causation not only implies a specific kind of relationship, known as
a cause-and-effect relationship. This means that a change in one variable is causing a change in the
other.

Question 10

Uncertainty Performance Domain

Answer 10

The Uncertainty Performance Domain addresses activities and functions associated with risk and uncertainty.

Question 11

Effective execution of this performance domain results in the
following desired outcomes:

Answer 11

An awareness of the environment in which projects occur, including, but not limited to, the technical, social, political, market, and economic environments.
Proactively exploring and responding to uncertainty.
An awareness of the interdependence of multiple variables on the project.
The capacity to anticipate threats and opportunities and understand the consequences of issues.
Project delivery with little or no negative impact from unforeseen events or conditions.
Opportunities are realized to improve project performance and outcomes.
Cost and schedule reserves are utilized effectively to maintain alignment with project objectives

Question 12

Risk Strategies

Answer 12

Threats/negatives: avoid, escalate. transfer, mitigate, accept

Opportunities/positives: exploit, escalate, share, enhance, accept

Risk Review: Establishing a constant cadence of review and feedback on risks be it in a daily stand up or weekly status meeting to ensure that the effort of risk management remains relevant to the current state of the project.

Question 13

Tailoring

Answer 13

is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand

The goal of tailoring is to increase the commitment of the team to the
project, be more focused on the needs of the customer and to be
efficient with the use of the project resources.

Question 14

Tailoring Steps

Answer 14

1. select approach
2. tailor for the org
3. tailor for the project
4. implement ongoing improvement

Question 15

Tailoring Steps

Answer 15

1. select approach
2. tailor for the org
3. tailor for the project
4. implement ongoing improvement

Question 16

Model

Answer 16

is a thinking strategy to explain a process, framework, or phenomenon.

Question 17

Method

Answer 17

is the means for achieving an outcome, output, result, or project deliverable.

Question 18

Artifact

Answer 18

can be a template, document, or project deliverable.

Question 19

Motivation Models

Answer 19

• Hygiene and Motivational Factors.
• Intrinsic vs Extrinsic Motivation.
  
  • Autonomy.
  • Mastery.
  • Purpose.
• Theory of Needs.
  
  • Achievement.
  • Power.
  • Affiliation.
• Theory X, Y and Z.

Question 20

Change Models

Answer 20

Managing Change in Organizations:
• Formulate change.
• Plan change.
• Implement change.
• Manage transition.
• Sustain change.

ADKAR Model:

1. Awareness.
2. Desire.
3. Knowledge.
4. Ability.
5. Reinforcement.

Kotter’s 8 Step Process for Leading 
Change:
1. Create urgency.
2. Form a powerful coalition.
3. Create a vision for change.
4. Communicate the vision.
5. Remove obstacles.
6. Create short-term wins.
7. Build on the change.
8. Anchor the changes in corporate 
culture.

Question 21

Change & Complexity Models

Answer 21

Virginia Satir Change Model:
• Late status quo.
• The foreign element.
• Chaos.
• The transforming idea.
• Practice and integration.
• New status quo.

Transition Model:
• Ending, losing and letting go.
• The neutral zone.
• The new beginning

Cynefin Framework.
• a problem-solving tool defined by 
cause-and-effect relationships in a 
variety of situations to categorize a 
problem or decision and respond 
accordingly

Stacey Matrix.
• designed to help understand the 
factors that contribute 
to complexity and choose the best 
management actions to address 
different degrees of complexity.

Question 22

Project Team Development Models

Answer 22

Tuckman Ladder
• Forming. 
• Storming. 
• Norming.
• Performing.
• Adjourning.

Drexler/Sibbet Team Performance Model

1. Orientation.
2. Trust building.
3. Goal clarification.
4. Commitment.
5. Implementation.
6. High performance.
7. Renewal.

Question 23

Conflict Models

Answer 23

• Confronting/problem solving.
• Collaborating.
• Compromising.
• Smoothing/accommodating.
• Forcing.
• Withdrawal/avoiding.

Question 24

Negotiation Models

Answer 24

• Win-win.
• Win-lose / Lose-win.
• Lose-lose.

Question 25

Process Groups Models

Answer 25

• Initiating.
• Planning.
• Executing.
• Monitoring and Controlling.
• Closing.

Question 26

Strategy Artifacts

Answer 26

• Business case.
• Business model canvas.
• Project brief.
• Project charter.
• Project vision statement.
• Roadmap.

Question 27

Logs & Registers Artifacts

Answer 27

• Assumption log.
• Backlog.
• Change log.
• Issue log.
• Lessons learned register.
• Risk-adjusted backlog.
• Risk register.
• Stakeholder register.

Question 28

Plans Artifacts

Answer 28

• Change control plan.
• Communication management plan.
• Cost management plan.
• Iteration plan.
• Procurement management plan.
• Project management plan.
• Quality management plan.
• Release plan.
• Requirements management plan.
• Resource management plan.
• Risk management plan.
• Scope management plan.
• Schedule management plan.
• Stakeholder management plan.
• Stakeholder engagement plan.
• Test plan.

Question 29

Hierarchy Charts Artifacts

Answer 29

• Organizational breakdown structure.
• Product breakdown structure.
• Resource breakdown structure.
• Risk breakdown structure.
• Work breakdown structure.

Question 30

Baseline Artifacts

Answer 30

• Budget.
• Milestone schedule.
• Performance measurement baseline.
• Project baseline.
• Scope baseline.

Question 31

Visual Data and Information Artifacts

Answer 31

• Affinity diagram.
• Burndown / burnup charts.
• Cause-and-effect diagram.
• Cumulative flow diagram (CFD).
• Cycle time chart.
• Dashboards.
• Flowchart.
• Gantt chart.
• Histogram.
• Information radiator.
• Lead time chart.
• Prioritization matrix.
• Project schedule network diagram.
• Requirements traceability matrix.
• Responsibility assignment matrix (RAM)
• Scatter diagram.
• S-curve.
• Stakeholder engagement assessment 
matrix
• Story map.
• Throughput chart.
• Use case.
• Value stream map.
• Velocity chart.

Question 32

Reports Artifacts

Answer 32

• Quality report.
• Risk report.
• Status report.

Question 33

Agreements and Contracts Artifacts

Answer 33

• Fixed-price contracts.
• Cost-reimbursable contracts.
• Time and materials (T&M).
• Indefinite delivery indefinite quantity (IDIQ)
• Memorandum of understanding
• Memorandum of agreement
• Service level agreement
• Basic ordering agreement

Question 34

Other Artifacts

Answer 34

• Activity list.
• Bid documents.
  
  • Request for information (RFI).
  • Request for quotation (RFQ).
  • Request for proposal (RFP).
• Metrics.
• Project calendar.
• Requirements documentation.
• Project team charter.
• User story.

Question 35

A System for Value Delivery

Answer 35

Creating Value. 
Organizational Governance Systems.
Functions Associated with Projects. 
Project Environment. 
Product Management Considerations.

Question 36

Functions Associated With Projects

Answer 36

Provide oversight and coordination.
Present objectives and feedback.
Facilitate and support.
Perform work and contribute insights. 
Apply expertise. 
Provide business direction and insight.
Provide resources and direction.
Maintain governance.

Question 37

Projects are influenced by both internal and external environments to varying degrees.

Answer 37

The influence can be positive, challenging, or neutral to the project objective, stakeholders, and team members

Question 38

Internal Environment

Answer 38

• Process assets.
• Governance documentation.
• Data assets.
• Knowledge assets.
• Security and safety.
• Organizational culture, structure, and governance.
• Geographic distribution of facilities and resources.
• Infrastructure.
• Information technology software.
• Resource availability.
• Employee capability.

Question 39

External Environment

Answer 39

• Marketplace conditions.
• Social and cultural influences and issues.
• Regulatory environment.
• Commercial databases.
• Academic research.
• Industry standards.
• Financial considerations.
• Physical environment.

Question 40

Product

Answer 40

Product is an artifact that is produced, is quantifiable, and can be either an end item itself or a component item.

Question 41

Product management

Answer 41

Product management involves the integration of people, data, processes and business systems to create, maintain, and develop a product or service throughout its lifecycle.

Question 42

True or False: Product lifecycle is the same regardless of industry or product. Project lifecycle, on the other hand, can vary across both

Answer 42

True

Question 43

What are the 12 principles of project management which are in full alignment and complementary with the PMI Code of Ethics and Professional Conduct?

Answer 43

1. Be a diligent, respectful, and caring steward.
2. Create a collaborative project team environment.
3. Effectively engage with stakeholders.
4. Focus on value.
5. Recognize, evaluate and respond to system interactions.
6. Demonstrate leadership behaviors.
7. Tailor based on context.
8. Build quality into processes and deliverables.
9. Navigate complexity.
10. Optimize risk response.
11. Embrace adaptability and resiliency.
12. Enable change to achieve the envisioned future state.

Question 44

One PM principles is Be a Diligent, Respectful, and Caring Steward. What is stewardship?

Answer 44

Stewards act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines. They demonstrate a broad commitment to financial, social, and environmental impacts of the projects they support.

Question 45

One PM principles is Create a Collaborative Project Team Environment. What is a project team?

Answer 45

Project teams are made up of individuals who wield diverse skills, knowledge, and experience. Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own.

Question 46

One PM principles is Effectively Engage with Stakeholders. What is need to effectively engage with a stakeholder?

Answer 46

The identification, analysis, prioritization, and engagement of stakeholders happens from start to end of the project to ensure success.

Engagement of stakeholders involves awareness of others and their perspectives, building and maintaining of relationships which relies on interpersonal skills.

The purpose of engagement of stakeholders helps project detect, collect, and evaluate information, data, and opinions.

Strong stakeholder engagement throughout the project increases positive impacts, performance, and outcomes for the project.

Question 47

One PM principles is Focus on Value. What is needed for this?

Answer 47

Continually evaluate and adjust project alignment to business objectives and intended benefits and value.

Question 48

One approach to initiate a project is to detail the intended value contribution of the project outcome in a business case. The business case should include the following elements:

Answer 48

Business need: provides the rationale for the project, explaining why the project is undertaken. reflected
in the project charter or other authorizing document. It provides details about the business goals and objectives

Project justification: connected to business need. It explains why the business need is worth the investment and why it should be addressed at this time. The project justification is accompanied by a cost-benefit analysis and assumptions

Business strategy. the reason for the project and all needs are related to the strategy to achieve the value

Question 49

One PM principles is Recognize, Evaluate, & Respond to System Interactions. What is needed for this?

Answer 49

Systems Thinking- Recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in a holistic way to positively affect project performance.

Question 50

One PM principles is Demonstrate Leadership Behaviors. What is needed for this?

Answer 50

Demonstrate and adapt leadership behaviors to support individual and team needs.

Question 51

One PM principles is Tailor Based on Context. What is needed for this?

Answer 51

Design the project development approach based on the context of the project, its objectives, stakeholders, governance, and the environment using “just enough” process to achieve the desired outcome while maximizing value, managing cost, and enhancing speed.

Question 52

What are some benefits of Tailoring?

Answer 52

Organization Benefits.
• Deeper commitment from project team members.
• Being more efficient with the use of project resources.

Positive Outcomes of Tailoring.
• Increased team efficiency, innovation and productivity.
• Continuous improvement of the organization’s practices, methods and methodolgy.
• Increased flexibility for the organization long-term.

Question 53

One PM principles is Build Quality into Processes and Deliverables. What is needed for this?

Answer 53

Maintain a focus on quality that produces deliverables that meet project objectives and align to the needs, uses, and acceptance requirements set forth by relevant stakeholders.

Question 54

What are the dimensions of quality?

Answer 54

Performance. 
Conformity. 
Reliability.
Resilience. 
Satisfaction. 
Uniformity.
Efficiency. 
Sustainability.

Question 55

One PM principles is Navigate Complexity. What is needed for this?

Answer 55

Continually evaluate and navigate project complexity so that approaches and plans enable the project team to successfully navigate the project life cycle.

Question 56

What are some Common Sources of Complexity?

Answer 56

HUMAN BEHAVIOR.
SYSTEM BEHAVIOR.
UNCERTAINTY AND AMBIGUITY.
TECHNOLOGICAL INNOVATION

Question 57

One PM principles is Optimize Risk Responses. What is needed for this?

Answer 57

Continually evaluate exposure to risk, both opportunities and threats, to maximize positive impacts and minimize negative impacts to the project and its outcomes.

Question 58

One PM principles is Embrace Adaptability and Resiliency. What is needed for this?

Answer 58

Build adaptability and resiliency into the organization’s and project team’s approaches to help the project accommodate change, recover from setbacks, and advance the work of the project.

Question 59

What are some Capabilities That Support Adaptability & Resilience

Answer 59

Tight feedback loops to adapt as needed.
Continuous improvement through inspection and adaptation of project work.
Transparent planning that engages both internal and external stakeholders.
Leverage new ways of thinking and working.
Act on learnings from past similar projects.

Question 60

One PM principles is Enable Change to Achieve the Envisioned Future State. What is needed for this?

Answer 60

Prepare those impacted for the adoption and sustainment of new and different behaviors and processes required for the transition from the current state to the intended future state created by the project outcomes.

Question 61

What are the 8 Project Performance Domains?

Answer 61

1. STAKEHOLDERS.
2. TEAM.
3. DEVELOPMENT APPROACH AND LIFE CYCLE.
4. PLANNING.
5. PROJECT WORK.
6. DELIVERY.
7. MEASUREMENT.
8. UNCERTAINTY.

Question 62

What are the 4 project life cycles?

Answer 62

• Predictive
• Iterative
• Incremental
• Agile

Question 63

Servant leaders approach projects in this order

Answer 63

Purpose, People, Process

Question 64

In agile, 3 different roles are used

Answer 64

Cross functional team member,
Product owner,
Team facilitator

Question 65

Definable vs. High Uncertainty Work

Answer 65

• Definable projects have clear and well understood procedures and
processes that have a proven track record of success on similar projects.
• High uncertainty projects have high rates of change, complexity, and risk.

Question 66

Agile Manifesto

Answer 66

• Individual and Interaction Over Process and Tools
• Working Product Over Comprehensive Documentation
• Customer Collaboration Over Contract Negotiation
• Responding to Change Over Following the Plan

Question 67

12 Agile Principles Behind Agile Manifesto

Answer 67

(insert screenshot)

Question 68

Uncertainty and Life Cycle Selection is derived from the Stacey Complexity Model. True or false?

Answer 68

True- insert screenshot

Question 69

Agile approaches and Agile methods / practices are umbrella terms that cover a variety and methods in the Agile guide. True or false?

Answer 69

True

Question 70

Role of project manager in Agile

Answer 70

• With an Agile project the role is somewhat of an unknown as most frameworks do not address the role.
• Project managers shift from being the center to serving the team and management.
• We are servant leaders, changing the focus to coaching people, fostering greater collaboration on the team and keep aligning the needs of stakeholders.

Question 71

Characteristics of predictive life cycle

Answer 71

• Take advantage of high certainty around requirements, a stable team, and low risk.
• The team requires detailed plans to know what to deliver and when.
• Team leaders try to minimize change.

Question 72

Characteristics of iterative life cycle

Answer 72

• Improve the product or result through successive prototypes or proofs of concepts which provides new stakeholder feedback.
• Teams may use timeboxing on a given iteration.
• Benefits projects when complexity is high, have frequent changes, or when the scope is subject to differing stakeholder views.

Question 73

Characteristics of incremental life cycle

Answer 73

• Optimize work for delivering value to sponsors or customers more often than a single final product.
• Teams plan initial deliverables before beginning their work.
• The degree of change and variation is less important than ensuring customers get value as soon as possible.

Question 74

Characteristics of agile life cycle

Answer 74

• Team expects requirements to change.
• Iterative and Incremental approaches provide feedback to better plan the next project.
• Incremental uncovers hidden or misunderstood requirements.
• Agile life cycles fulfill the principals of the Agile Manifesto.

Question 75

What is the scrum framework?

Answer 75

• Single team process framework used to manage product development.
• Framework consists of Scrum roles, events, artifacts, and rules, and uses an iterative approach to deliver working product.
• Based on concepts on industrial process theory
• Self organization
• Emergence - progressive elaboration - change
as we learn

Question 76

What are sprints and iterations?

Answer 76

Slotted time in scrum framework

Question 77

What are the Agile roles?

Answer 77

Agile Team(s), Product Owner, Scrum Master (Servant Leader)

Question 78

What is the product owner in Agile?

Answer 78

• The Product Owner is also accountable for
effective Product Backlog management,
which includes:
• Developing and explicitly communicating the Product Goal and Business Value;
• Creating and clearly communicating Product Backlog items;
• Ordering Product Backlog items based on the business value communicated
by stakeholders; and,
• Ensuring that the Product Backlog is
transparent, visible and understood.
• For Product Owners to succeed, the entire
organization must respect their decisions.
• The Product Owner is one person, not a
committee.

Question 79

What is the scrum master in Agile?

Answer 79

• The Scrum Master serves the Scrum Team in several ways, including:
• Coaching the team members in self-management and cross functionality;
• Helping the Scrum Team focus on
creating high-value Increments that meet the Definition of Done;
• Causing the removal of
impediments to the Scrum Team’s progress; and,
• Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.

Question 80

What are themes?

Answer 80

are long-term strategic objectives with a broader scope.
• They provide context for decision-making and help navigate the product strategy within the organization.
• Agile themes sit on top of the work breakdown hierarchy and drive the

Question 81

What are epics?

Answer 81

are collections of tasks or user stories.
• Epics break down development work into shippable components while keeping the daily work connected to the larger theme.
• Epics are more specific than themes and can be measured so that PMs can observe their contribution to the organization’s overall goal.

Question 82

What are user stories?

Answer 82

are the smallest piece of work in the agile framework.
• A user story is a brief explanation of a product feature written from the end user’s perspective that articulates how the user will experience value.
• Some organizations may classify larger user stories (stories that can’t be delivered within a single sprint) as epics.
• Alternatively, larger stories could be broken down into sub-tasks.

Consist of role, goal, benefit

Question 83

What is Scrum – Product Backlog?

Answer 83

• Prioritized list of items to be delivered
• Relatively independent of each other
• Items = User Stories
• Backlog may be reprioritized at any time
• New requirements are prioritized by your project stakeholders and added to the stack
• Product Owner (PO) is responsible for representing all stakeholders - One voice for the team

Question 84

What is Scrum – Release Planning?

Answer 84

Release Planning Meeting
• Team, Scum Master, Product Owner get together to review Vision and Backlog
• Break backlog down to the user stories
• No user story is larger than a sprit -must be broken-down
• Need to determine how long a Sprint will be

Question 85

What is Scrum – Daily Scrum?

Answer 85

• 10 to 15 minute for the team to
report to the team
• Focus on answering the key questions
• What did we get accomplished yesterday?
• What are we going to get done today?
• Do you have any blockers?
• Held same time every day - never gets skipped
• Stand up to update Team Board -Visual artifact
• Scrum Master is the facilitator of meeting

Question 86

What is Scrum – Retrospective?

Answer 86

Key meeting results:
• Discussing what worked in the current sprint.
• Identifying challenge areas.
• Suggesting process improvements.
• Establishing best practices to be implemented in the next sprint.

Question 87

What is a Sprint Review?

Answer 87

• Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
• The Developers demonstrate the work that it has “Done” and answers questions about the Increment;
• The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed);
• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to
subsequent Sprint Planning;
• The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint.

Question 88

What are the Agile estimating techniques?

Answer 88

Story Point, Planning Poker, Buckets Theory, Dot Voting, T-shirt Size Method

Question 89

What is a story point?

Answer 89

Story points are a unit of measure for expressing an estimate of the overall effort that will be required to fully implement a product backlog item or any other piece of work.
• When we estimate with story points, we assign a point value to each item.
• The raw values we assign are unimportant. What matters are the relative values.
• A story that is assigned a 2 should be twice as much as a story that is assigned a 1. It should also be two-thirds of a story that is estimated as 3 story points.
• Because story points represent the effort to develop a story, a team’s estimate must
include everything that can affect the effort. That could include:
• The amount of work to do
• The complexity of the work
• Any risk or uncertainty in doing the work

Question 90

What is planning poker?

Answer 90

Planning poker is an agile estimation technique that makes use of story points to estimate the difficulty of the task at hand.
• It is based on the Fibonacci sequence; the story point values that can be assigned either following the Fibonacci or a modified Febonacci numbering sequence.
• Each of these represent a different level of complexity for the overall project.

Question 91

What is buckets theory?

Answer 91

Similar to planning poker, the bucket technique aims for consensus through discussion, and by assigning
values to each task.
• This method relies on placing different values on a table. We call the placements ‘buckets’, but you can just use cards. The values are generally
0,1,2,3,4,5,8,13,20,30,50,100 and 200
• Discussion is key to make sure everyone agrees before the final estimates are set.

Question 92

What is dot voting?

Answer 92

• This one is fairly simple: each person gets a number of dots and uses them to vote on which projects are big and small.
• More dots mean more time and effort is required. Fewer dots indicate a fairly straightforward and quick item.

Question 93

What is the T-shirt Size Method?

Answer 93

• The items are estimated in standard tshirt sizes (i.e., XS, S, M, L, and XL).
• It can give a quick and rough estimate for how much work is expected for a project. The sizes can be converted into numbers at a later stage – when the team assigns a relative size to the project on hand.
• If estimators propose sizes that do not match up, then the team voices their opinions on the topic and must eventually reach a consensus.
• This is a pretty informal method that is great to use for a large number of items.

Question 94

What are some agile information radiators?

Answer 94

Task board, Product and Sprint Backlog, Backlog Grooming, Burndown & Burnup Charts, Velocity

Question 95

What is velocity?

Answer 95

• At the end of each iteration, the team adds up
effort estimates associated with user stories that were completed during that iteration. This total is called velocity.
• Knowing velocity, the team can compute (or revise) an estimate of how long the project will take to complete, based on the estimates associated
with remaining user stories and assuming that velocity over the remaining iterations will remain approximately the same.

Question 96

What is disciplined agile?

Answer 96

• Disciplined Agile — a tool kit that harnesses hundreds of Agile practices to guide you to the best way of working for your team or organization. More of a hybrid approach
• The Disciplined Agile (DA) tool kit provides straightforward guidance to help organizations streamline their processes in a context-sensitive
manner, providing a solid foundation for business
agility.

Question 97

What is extreme programming- XP?

Question 98

What is Kanban?

Answer 98

• Kanban is a lean method to manage work.
• This approach aims to manage work by balancing demands with available capacity, and by
improving the handling of systemlevel bottlenecks.
• Work items are visualized to give participants a view of progress and process, from start to finish.
• Work is pulled as capacity permits, rather than work being pushed into the process when requested.

Question 99

What is needed to assemble a project team?

Answer 99

• estimate, aquire and manage teams of people as well as human resources required outside of the team

Question 100

What is a stakeholder?

Answer 100

An individual group or org that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, programs, or portfolio

Question 101

What is a stakeholder register?

Answer 101

a list of individuals or orgs who are actively involved in the project, whose interests may be negatively or positively affected by the performance or completion of the project and whose needs or expectations need to be considered

Question 102

What is a resource management plan?

Answer 102

Project doc that identifies resources and how to acquire, allocate, monitor and control them

Contains:
Role/responsibilities: Defines roles, authority, responsibility, competence

whats in the plan: project org chart, resource mgmt, training strategies, team devt methods, resource controls, recognition plan

Question 103

What is a RACI chart?

Answer 103

A common type of responsibility assignment matrix (RAM)
Responsible, Accountable, Consulted and Informed statuses define the involvement of stakeholders in project activities- outlaid in table with R A C or I assigning to roles and tasks

Question 104

What is a team skills appraisal?

Answer 104

Enable the team to holistically identify its strengths and weaknesses, assess opportunities for improvement, build trust, and establish effective communication

Question 105

What are the pre-assignment tools?

Answer 105

Helps assess candidates before assigning and confirming team roles

Attitudinal surveys, specific assessments, structured interviews, ability tests, focus groups

Question 106

What is a team charter?

Answer 106

A document that enables the team to establish its values, agreements, and its practices as it performs its work together

Question 107

A team charter includes:

Answer 107

shared values, guidelines for communication, decision making guidelines, conflict resolution measures, meeting time/frequency and channel

Question 108

What are ground rules?

Answer 108

clear expectations regarding the code of conduct for team members

Question 109

What is conflict managment?

Answer 109

Apply strategies or resolutions methods to deal with disagreements

Question 110

What are some conflict management approaches?

Answer 110

Withdrawal/avoid:
smooth/accommodate:
compromise/reconcile:
force/direct:
collaborate/problem solve:

Question 111

Project agreement objectives

Answer 111

Reporting and verification criteria for objectives are an important part of the project agreement. the project mat also specify a Definition of Done

Traditional: identify each deliverable and objective acceptance criteria for each

Agile: deliverable will vary as the product backlog is added to, reprioritized and so forth

Question 112

What is an agile negotiation strategy?

Answer 112

Exact deliverables will vary as the customer modifies, adds, and reprioritizes items in the product backlog

Question 113

What is an traditional negotiation strategy?

Answer 113

An important objective clearly designates the project’s intended deliverables and how they will be measured and compensated

Question 114

Prioritization techniques to determine objectives

Answer 114

Can include: review product backlog, kano model, MoSCoW (MSCW) analysis, paired comparison analysis, 100 points method

Question 115

Resource calendars

Answer 115

Identify working days, shisfts and when specific resources are made available to the project

Question 116

Lessons learned register

Answer 116

A project document used to record knowledge gained during a project so that it can be used in the current project and entered in the lessons learned repository

Question 117

Special intervals when projects may require scheduled down time for various reasons

Answer 117

Examples:
Black out times when deliverables are handed over for implementation
Go Live- occurs at end of project timeline
Agile- uses iterations or numerous releases of aspects of the solution over the projects timeline

Question 118

What are the methods to reach consensus?

Answer 118

Fist of five: closed fist disagreement, fist of 5 complete agreement
Roman voting: thumbs up or down (sometimes sideways for neutral)
Polling: hear opinions then vote
Dot voting: distribute dots equally, then each person allocates dots according to highest preference

Question 119

What is consensus?

Answer 119

A collaborative process to reach a decision that everyone can support

Question 120

What is the formula for 3 point estimating?

Answer 120

Asks the estimators to provide most likely (tM); optimistic (tO); and pessimistic (tP) estimates then divide by 3

tE= (tO + tM + tP) / 3

time estimated= (optimistic + most likely + pessimistic) / 3

Question 121

Should you avoid using absolute time estimates in an agile approach?

Answer 121

Yes, Story Point techniques uses points, NOT time units, to estimate the difficulty of implmenting a user story. It’s an abstract measure of effort required to implment work

Question 122

What’s another term for standard deviation?

Answer 122

One sigma

Question 123

What is retrospective?

Answer 123

• A regular check on the effectiveness of quality processes
• look for the root cause of issues then suggest trials of new approaches to improve quality
• evaluate any trial processes to determine if they are working and should be continued, need adjusting or discontinued

Question 124

What are the 5 phases of retrospective?

Answer 124

1. set the stage
2. gather and share data
3. generate insights
4. make decisions
5. close

Question 125

What are T shaped skills?

Answer 125

measured off of breadth of knowledge and depth of knowledge

T- Generalist
I- Specialist

Question 126

What is the project vision?

Answer 126

A clear vision of the desired objectives and how it aligns with the orgs strategic goals. Might include:

• key desired objectives
• key features/benefis
• differentiators

Question 127

Formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

Answer 127

Project charter

Question 128

What are the project charter contents?

Answer 128

• Assigned PM and responsibility / authority level
• name and authority of project sponsor
• requirements, objectives, risk, etc

Question 129

What is the project overview statement?

Answer 129

Communicates enterprise -wide the intent and vision of the project

• written with brevity and clarity
• captures objective, problem of oppty, criteria for success

Question 130

What does the kickoff meeting consist of?

Answer 130

Meeting goals:
- establish project context, assist in team formation, ensure team alignment to the overall project vision

Activities:
- define vision statement, estimation of effort, prioritization, product backlog

Question 131

What is iteration planning?

Answer 131

A collaborative agile ceremony, sometimes called sprint planning, for the team and the customer to:

• review the highest prioritized user stories or key outcomes
• ask questions
• agree on forecasts for story completion in the current iteration

Question 132

What are some Agile Ceremonies?

Answer 132

Scrum
Sprint planning meeting
Sprint
Daily standups
Sprint review
Print retrospective

Question 133

what are sprint boards?

Answer 133

help to visualize work and enable the team and stakeholders to track progress as work is performed

promote visibility and maximize efficiency and accountability

Question 134

What is a product box collaboration game?

Answer 134

Techniques used to explain an overarching solution. Helps to understand:

• different types of users of a solution
• their priorities and likes/dislikes
• key aspects of a solution that drive the most critical value aspects

Question 135

What is a business case?

Answer 135

• documented economic feasibility
• establishes benefits of project components
• provide a basis for authorization of further project activities

Question 136

Business needs document contain

Answer 136

• provide high-level deliverables
• prerequisite of formal business cases
• describe requirements- what needs creating and or performing

Question 137

Project implementation plan

Answer 137

• consider all stakeholders, schedules, risks, budgets, quality standards
• identify deliverables- due at end of project
• identify project outputs- delivered throughout the project

Question 138

Rolling wave plan

Answer 138

an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the the future is planned at a higher level

Question 139

Rolling wave planning is

Answer 139

• used in agile or predictive approaches
• a form of progressive elaboration applied to work packages, planning packages, and release planning
• decompose work down to the known level of detail during strategic planning
• decompose work packages into activities as work progresses

Question 140

Progressive elaboration

Answer 140

The iterative process of increasing the level of detail in a project mgmt plan as greater amounts of info and more accurate estimates become available

Question 141

What is the agile PM methodology?

Answer 141

• team works collaboratively with the customer to determine the project needs
• the coordination of the customer and the team drives the project

Question 142

What is the predictive / plan driven PM methodology?

Answer 142

• project needs, requirements and constraints are understood and plans are developed accordingly
• plans drive the project forward

Question 143

What is the hybrid driven PM methodology?

Answer 143

• combines strategies from the agile or predictive as required
• can switch approaches based on need, changing work requirements or circumstances

Question 144

Insert details on life cycles

Question 145

Scope management plan is..

Answer 145

A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled and validated

Question 146

Scope management plan contains..

Answer 146

• should include processes to prepare a project scope requirement
• enables the creation of WBS from the detailed project scope statement
• establishes how the scope baseline will be approved and maintained
• specifies how formal acceptance of the completed project deliverable will be obtained
• can be formal or informal, broadly framed or highly detailed

Question 147

What are the scope management tools and techniques

Answer 147

• expert judgement
• alternative analysis
• meetings

Question 148

Project requirements

Answer 148

The actions, processed, or other conditions the project needs to meet e.g. milestone dates, contractual obligations, contraints, etc.

Question 149

Product requirements

Answer 149

The agreed upon conditions or capabilities of a product, service, or outcome that the project is designed to satisfy

Question 150

Project scope

Answer 150

The work performed to deliver a product, service, or result with the specified features and functions

Question 151

Product scope

Answer 151

The features and functions that characterize a product, service or result

Question 152

Project and product scope contain..

Answer 152

• Predictive: the scope baseline for the project is the approved version of the project scope statement, WBS, and associated WBS dictionary
• Agile-Backlogs: including product requirements and user stories, reflect current project needs
• Measure completion of project scope against the project mgmt plan
• measure completion of the product scope against product requirements

Question 153

Tolerances…

Question 154

Enterprise environmental factors (EEFs)

Answer 154

Conditions (internal or external) not under the control of the project team, that influence, constrain, or direct the project at organizational, portfolio, program or project level

Question 155

Organizational process assets (OPAs)

Answer 155

Plans, processes, policies, procedures and knowledge bases specific to and used by the performing org. these assets influence the mgmt of the project

Question 156

EEFs and OPAs..

Answer 156

• projects exist and operate in environments that may influence them, favorably or unfavorably
• are two major categories of project influences

Question 157

What are some internal and external Enterprise environmental factors (EEFs)

Question 158

What are some assets for Organizational process assets (OPAs)

Question 159

Document analysis

Answer 159

Technique used to gain project requirements from current documentation evaluation

Question 160

Focus groups

Answer 160

An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result

Question 161

Questionnaires and surveys

Question 162

Benchmarking

Answer 162

Comparison of actual or planned products, processed, and practices to those of comparable orgs to identify best practices, generate ideas for improvement and provide a basis for measuring performance

Question 163

Benefits of benchmarking

Answer 163

• Evaluates and compares a business or project’s practices with others
• Identifies best practices in order to meet or exceed them

Question 164

Interviews

Answer 164

A formal or informal approach to elicit info from stakeholders by talking with them directly

Question 165

Benefits of interviews

Answer 165

• Helps to identify a stakeholder’s reqs, goals, or expectations for a project
• use to identify/define features and functions of desired projects deliverables

Question 166

What are some group decision making techniques?

Answer 166

Voting:
Autocratic decision making:
Multicriteria decision analysis:

Question 167

Types of voting

Answer 167

Unanimity:
Majority:
Plurality:
Agile methods:

Question 168

What are 2 types of data representation?

Answer 168

Mind Mapping

Affinity Diagram

Question 169

What does mind mapping do for data representation?

Answer 169

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

Question 170

What does an affinity diagram do for data representation?

Answer 170

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

Question 171

Observations

Answer 171

A technique used to gain knowledge of a specific job role, task, or function in order to understand and determine project reqs

Question 172

Facilitated workshops

Answer 172

Organized working sessions led by qualified facilitators to determine project requirements and to get all stakeholders together to agree on project outcomes

Question 173

Context diagrams

Answer 173

Visual depiction of product scope, showing a business system (process, equipment, computer system, etc.) and how people and other systems interact with it

Question 174

Storyboarding

Answer 174

a prototyping method using visuals or images to illustrate a process or represent a project outcome

Question 175

Prototyping

Answer 175

Assists in the process of obtaining early feedback on reqs by providing a working model of the expected product before building

Question 176

Requirements documentation

Answer 176

• describes how individual reqs meet prject business needs

Question 177

Types of requirements

Answer 177

• business
• stakeholder
• transition and readiness
• quality
• project
• solutions (functional and non-functional)

Question 178

What are 4 types of nonfunctional requirements?

Answer 178

• availability
• capacity
• continuity
• security

Question 179

Requirements management plan

Answer 179

A component of the project or program mgmt plan that describes how requirements will be analyzed documented and managed

Question 180

Requirements Traceability Matrix (RTM)

Answer 180

Links product requirements from their origin to the deliverables that satisfy them

Question 181

What is involved in collecting project requirements?

Answer 181

Review

• scope mgmt plan
• reqs mgmt plan
• stakeholder engagement plan
• project charter
• stakeholder register

Question 182

Project scope statement

Answer 182

The description of the project scope, major deliverables, assumptions and constraints

Question 183

What are some scope tools and techniques?

Answer 183

• Expert judgement:
• Facilitation:
• Product analysis:
• Multi criteria decision analysis
• Alternatives analysis

Question 184

Product Analysis

Answer 184

Tool to define scope by asking questions about a product and forming answers to describe the use, characteristics and other relevant aspects of the product

Question 185

Product analysis consists of..

Answer 185

Product breakdown:
Requirement analysis:
Value analysis:
Value engineering:
Systems engineering: 
Systems analysis:

Question 186

Work breakdown structure (WBS)

Answer 186

A hierarchical decomposition of a project’s total scope of work to accomplish project objectives and create the required deliverables

Question 187

Code of accounts

Answer 187

Numbering system that uniquely identifies each component of WBS

Question 188

WBS dictionary

Answer 188

Provides detailed deliverable, activity, and scheduling info about each component in the WBS

Question 189

Decomposition

Answer 189

A technique of dividing and subdividing the project scope and deliverables into smaller more manageable parts

Question 190

Control account

Answer 190

A mgmt control point where scope, budget, actual cost and schedule are integrated and compared to earned value for performance measurement

Question 191

Planning package

Answer 191

A WBS component below with the control account with known work content but without detailed schedule activities

Question 192

Work package

Answer 192

the work defined at the lowest level of the WBS for which cost and duration are estimated and managed

Question 193

Scope baseline

Answer 193

Approved version of a scope statement, WBS and its associated WBS dictionary, that can be changes using formal change control procedures and is used as a basis for comparison to actual results

Question 194

Scope baseline components include

Answer 194

Project scope statement, WBS, work packages, planning packages, WBS dictionary

Question 195

Product backlog

Answer 195

A list of the expected work to deliver the product

Question 196

Iteration backlog

Answer 196

include items from the prodcut backlog that can conceivably be completed within the time period based on the team’s capability

Question 197

User stories

Answer 197

Short descriptions of required functionality; told from user’s POV

Question 198

User stories do what?

Answer 198

• Help teams fopcus on that value provided to the user
• suggest who will benefit from the work and how
• driven by description instead of technical specifications to give holistic view

Question 199

Tools and techniques for verifying scope are..

Answer 199

• Definition of done
• Definition of ready
• Acceptance criteria
• Iteration reviews
• Variance analysis
• Trend analysis

Question 200

Definition of done

Answer 200

checklist of required critera for a deliverable to be considered ready for customer use

Question 201

Definition of ready

Answer 201

checklist for a user-centric requirement with all required info to begin work

Question 202

Acceptance criteria

Answer 202

a set of conditions to meet before acceptance of deliverables

Question 203

Iteration reviews

Answer 203

interval at or near the conclusion of a timeboxed iteration when the project team shares and demonstrates the work produced during the iteration with stakeholders

Question 204

Variance analysis

Answer 204

technique for determining the cause and degree of difference between the baseline and actual performance

Question 205

Trend analysis

Answer 205

an analytical technique that uses the mathematical models to forecast future outcomes based on historical results

Question 206

Schedule management plan

Answer 206

A component of the project or program mgmt plan that establishes the criteria and activities for developing, monitoring, and controlling the schedule

Question 207

Benefits of schedule management plan are

Answer 207

• describes how activities will be defined and elaborated
• identifies a scheduling method and scheduling tool to be used
• determines the format of the schedule
• establishes criteria for developing and controlling the project schedule

Question 208

Components of the schedule management plan

Answer 208

• accuracy of activity duration estimates
• project schedule model used
• organizational procedure links used with the WBS
• units of measure to be used
• rules of performance measurements to be used
• process descriptions to explain how schedule mgmt processes are to be documented throughout project
• reporting formats to be used
• control thresholds to be used for monitoring schedule performance

Question 209

Iterative scheduling with backlog benefits

Answer 209

• delivers business value early and incrementally
• allow changes during the entire project
• does not work well with projects featuring complex dependency relationships

Question 210

Iterative scheduling with backlog process

Answer 210

• use progressive elaboration (rolling wave) to schedule activities
• use a specific time window
• define reqs in user stories
• prioritize stores
• select based on priority and time box
• add remaining stories to backlog
• construct later based on their priority

Question 211

On demand scheduling

Answer 211

• does not use traditional schedules
• team members “pull” work from a queue when available
  based on Kanban and lean methodologies
• provides incremental business value
• levels out work of team members
• works best when activities can be divided into equal amounts
• does not work well with projects comprised of complex dependency relationships

Question 212

Project activity

Answer 212

a distinct, schedule portion of work performed during a project

Question 213

A work package is the lowest level of the WBS. True or false?

Answer 213

True

Question 214

A task refers to the project mgmt software. True or false?

Answer 214

True

Question 215

Feature

Answer 215

a set of related requirements that allows the user to satisfy a business objective or need

Question 216

Epic

Answer 216

a very large collection of user stories. Epics can be spread across many sprints

Question 217

Features and epics

Answer 217

• usually described as short phase

- includes activities and efforts such as documentation, bug fixes, testing, and quality/defect repairs

Question 218

Benefits of working with features

Answer 218

• scheduling aligned to features ensure associated work is coordinated
• estimating features offers visibility to when blocks of functionality can be released to the business and end users
• progress can be measured by drawing a ration of accepted to remaining features

Question 219

Milestones

Answer 219

a significant point or event in a project, program or portfolio

Question 220

Milestone chart

Answer 220

• provides the summary level view of project milestones
• uses icons or symbols
• useful for upper mgmt who only require an overview

Question 221

Milestone list

Answer 221

identifies all project milestones and indicates whether the milestone is mandatory, such as those are optional or required by contract

Question 222

Activity Dependency

Answer 222

a logical relationship that exists between two project activities
determine the precedence relationships

Question 223

Types of activity dependencies

Answer 223

• Mandatory
• Discretionary
• External
• Internal

Question 224

Mandatory activity dependency

Answer 224

a relationship that is contractually required or inherent in the nature of the work

Question 225

Discretionary activity dependency

Answer 225

a relationship that is established based on knowledge of best practices with a particular application area or an aspect of the project where a specific sequence is desired

Question 226

External activity dependency

Answer 226

a relationship between activities and non-project activities

Question 227

Internal activity dependency

Answer 227

contingent on inputs within the project team’s control

Question 228

Precedence Relationship

Answer 228

• express a logical dependency in precedence diagramming methods
• it is a logical relationship between activities that describes what the activity sequence should look like
• always assigned to activities bases on the dependencies of each activity: predecessor activity drives the relationship, successor activity is driven by the relationship

Question 229

Activity Duration Estimates Types

Answer 229

• Activity duration
• Elapsed time
• Effort

Question 230

Activity duration estimate

Answer 230

The quantitative assessment of the likely numver of time periods that are required to complete an activity

Question 231

Elapsed time

Answer 231

The actual calendar time required for an activity from start to finish

Question 232

Effort estimate

Answer 232

The number of labor units required to complete a scheduled activity or WBS component, often expressed n hours, days, or weeks. Contrast with duration

Question 233

Gantt Chart

Answer 233

A bar chart of schedule inof where activities are listed on the vertical axis, dates are shown on the horizontal axis, and the activity durations are shown as horizontal bars placed accordingl to start and finsih dates

Question 234

Gantt chart useful for

Answer 234

• start and end dates, duration and order
• precedence relationships
• % completion and actual progress
• presentation of project status to team and mgmt

Question 235

Critical path method

Answer 235

Estimates the minimum project duration and determines the amount of schedule flexibility on the logical network paths with the schedule model

Question 236

critical path activity

Answer 236

Any activity on the critical path in a project schedule

Question 237

Use the critical path method..

Answer 237

• sequence activities to represent the longest path through the project
• goal is to determine the shortest possible project duration
• use early start (ES); early finish (EF); late start (LS); and late finish (LF) dates for all activities
• Do not factor in resource limitation

Question 238

Forward path math always takes the highest # / input

Answer 238

True

Question 239

Backwards path math always takes the smallest number

Answer 239

True

Question 240

What are the different types of float?

Answer 240

• Float
• Total Float
• Free Float

Question 241

What is float?

Answer 241

The amount of time an activity can be delayed from its early date without delaying the project finish date or consecutive activities

Question 242

What is total float?

Answer 242

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint

Question 243

What is free float?

Answer 243

The amount of time that a scheduled activity can be delayed without delaying the early start date of any successor or violating a schedule constraint

Question 244

What is agile release planning?

Answer 244

High-level timeline of the release schedule based on product roadmap and vision for the product’s evolution

Question 245

What does agile release planning do?

Answer 245

• Determines the number of iterations or sprints in the release
• Allows product owner and team to decide how much needs to be developed and how long it will take to have a releasable product

Question 246

Ongoing progress based on traditional methodology

Answer 246

Measure progress according to schedule by:

• Monitoring project status to update the schedule
• Managing changes to schedule baseline

Question 247

Ongoing progress based on agile methodology

Answer 247

Evaluate progress by:

• Comparing the total amount of work delivered and accepted to the amount estimated for the current time period
• Reviewing work in regular spring demos
• Conducting scheduled reviews to record lessons learned (or retrospectives)
• Determine the rate at which deliverables are produced, validated and accepted

Question 248

Smoothing techniques

Answer 248

• Adjusts the activities of a schedule model to keep resource reqs within the predefined resource limits and within free and total floats
• Does not change the critical path or delay the completion date
• May not optimized all resources

Question 249

Levelling techniques

Answer 249

• Adjusts start and finish dates based on resource constraints
• Goal is to balance demand for resources with available supply
• Use when shared or critically required resources have limited availability or are overallocated
• Can change the critical path

Question 250

Levelling and Smoothing techniques help

Answer 250

use resource optimization to adjust the start and finish dates

Question 251

What are some schedule compression techniques?

Answer 251

• Crashing

- Fast-tracking

Question 252

What does crashing technique do?

Answer 252

Shortens schedule duration for the least incremental cost by adding resources *overtime, addl resources

• works only for activities on critical path
• does not always produce a viable alternative and may result in increased risk and cost

Question 253

What does fast-tracking do?

Answer 253

Perform activities in parallel to reduce time

- May result in rework, increased risk, and cost

Question 254

Cost estimates

Answer 254

• Develop an approximation of the cost for each activity in project
• Use logical estimates to provide a basis for making sound decisions and they establish baselines

Question 255

What are some cost / estimating techniques?

Answer 255

• Analogous estimating
• Parametric estimating
• Bottom up estimating

Question 256

What are some advantages and disadvantages for analogous estimating?

Answer 256

Adv: can ensure no work is inadvertently omitted from work estimates
Dis: can sometimes be difficult for lower-level managers to apportion cost estimates

Question 257

What are some advantages and disadvantages for parametric estimating?

Answer 257

Adv: is not time consuming
Dis: may be inaccurate depending on the integrity of the historical info

Question 258

What are some advantages and disadvantages for bottom-up estimating?

Answer 258

Adv: is very accurate and gives lower-level mgrs for responsibility
Dis: may be very time consuming. Can be used only after the WBS has been well-defined

Question 259

Project compliance plan is

Answer 259

A sub-plan of the project management plan to classify compliance categories, determine potential threats to compliance, analyze the consequences of noncompliance and determine the necessary approach and action to address compliance needs

Question 260

Lessons learned register

Answer 260

• is used during and after projects
• starts with budgets from previous, similar projects
• contain valuable cost-estimating info, both successes and shortcomings

Question 261

Cost baseline

Answer 261

Is the approved version of the time-phased project budget, excluding any mgmt reserves.
It can only be changes though a formal change control and is basis for comparison to actual results

Question 262

Cost baseline helps

Answer 262

• monitor and measure cost performance
• includes budget contingency
• is tailored for each project

Question 263

Funding limit reconciliation

Answer 263

Is the process of comparing the planned expenditure of project funds against and limits of the commitment funds for the project to identify and variances between the funding limits and the planned expenditures
- balance the check book (look at how much spent)

Question 264

Quality

Answer 264

Is the degree to which a set of inherent characteristics fulfill requirements

Question 265

Standards are

Answer 265

Documents established as a model by an authority, customer or by general consent

Question 266

Regulations are

Answer 266

Reqs that can establish product, process or service characteristics including applicable administrative provisions that have govt-mandated compliance

Question 267

De facto regulations

Answer 267

regulations that are widely accepted and adopted through use

Question 268

De jure regulations

Answer 268

regulations that are mandated by law or have been approved by a recognized body of experts

Question 269

ISO 9000 Series

Answer 269

is a quality system standard that can be applies to any product, service or process in the world

Question 270

Quality mgmt plan

Answer 270

is a component of the project mgmt plan that describes how applicable policies, procedures and guidelines will be implemented to achieve the quality objectives

Question 271

What are benefits of a quality mgmt plan?

Answer 271

• decisions based on accurate info
• sharper focus on projects value prop
• cost reductions
• mitigate schedule overruns from rework

Question 272

Cost of quality (CoQ)

Answer 272

is all costs incurred over the life of the product by investment in preventing nonconformance to reqs, appraisal of the products or service for conformance to reqs and failure to meet reqs

Question 273

Quality metrics

Answer 273

A description of a project ort product attribute and how to measure it

Question 274

Tolerance

Answer 274

quantified description of acceptable variation for a quality req

Question 275

Quality audit

Answer 275

a structured , independent process to determine if project activities comply with organizational and project policies, process and procedures

Question 276

What are some control quality tools?

Answer 276

• data gathering
• data analysis
• data representation

Question 277

What are types of data gathering?

Answer 277

• questionnaires and surveys
• checklists
• statistical sampling

Question 278

What are types of data analysis?

Answer 278

• performance reviews

- root cause analysis

Question 279

Performance reviews

Answer 279

technique that is used to measure, compare, and analyze actual performance of work in progress on the project against the baseline

Question 280

Root cause analysis

Answer 280

Analytical technique used to determine the basis underlying reason that causes a variance, defect or a risk
- FMEA (failure mode and effect analysis)

Question 281

What are 4 types of data representation for quality?

Answer 281

• cause and effect diagram
• scatter diagram
• control chart
• pareto chart

Question 282

Cause and effect diagram

Answer 282

Breaks down the causes of the problem statemen identified into discrete branches, helping to identify the main or root cause of the problem
- also called (ishikawa or fishbone diagram)

Question 283

Cause and effect diagram is also called

Answer 283

Fishbone diagram, why why diagrams. or Ishikawa diagrams

Question 284

Scatter diagram

Answer 284

Graph that shows the relationship between 2 variables
- demonstrated a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis

Question 285

Control chart

Answer 285

A tool used to determine the predictability, behavior and stability of a process over time. A graphic display of project data against established control limits to reflect both the ma and min values
- rule of 7 means frequency outside of mean (below or above) where it is 7 in a row: possibility of it going back to above or below mean is not likely

Question 286

what are some benefits of a control chart?

Answer 286

• gives visibility to where corrective actions can prevent further problems
• ideal for repetitive processes with predictable results

Question 287

Pareto chart

Answer 287

a histogram used to rank causes of problems in a hierarchical format that is used to help determine the most frequent defects, complains, or other factors that affect quality
- reflects back to 80/20 rule

Question 288

What are some characteristics of a pareto chart?

Answer 288

• demonstrates the frequency of occurrence
• analyzes data sets related to a specific problem or issue
• does not define the root cause of a problem

Question 289

Integration management

Answer 289

assessment and coordination of all plans and activates that are built, maintained, and executed throughout a project that helps get an integrated view of all the plans and can identify and correct gaps or conflicts

Question 290

Project management information system (PMIS)

Answer 290

an information system consisting of tools and techniques used to gather, integrate, and disseminate the outputs of project mgmt processes (ex. Microsoft project)

Question 291

Configuration mgmt plan

Answer 291

identify and account for project artifacts under configuration control and how to record and reprt changes to the,
- identification, maintenance, status, reporting and verification of configurable items

Question 292

Change mgmt plan

Answer 292

provided direction for managing the change control process and documents the roles and responsibilities of the change control board (CCB)
- identification, impact analysis, documentation and approving or rejecting of change requests

Question 293

What are some approaches for managing change?

Answer 293

• disciplined agile (DA)
• scrum of scrums
• scaled agile framework (SAFe)

Question 294

Disciplined agile (DA)

Answer 294

a hybrid tool kit that harnesses hundreds of agile practices to devise the best “way of working” (WoW) for your team or organization

Question 295

Scrum of scrums

Answer 295

a technique for operation of scrum at scale for multiple team working on the same product, coordination discussions of progress on interdependencies, and focusing on how to integrate the delivery of software

Question 296

Scaled agile framework (SAFe)

Answer 296

a knowledge base of integrated patterns for enterprise-scale, lean-agile development

Question 297

Procurement strategy

Answer 297

The approach by the buyer to determine the project delivery method and the type of legally binding agreements that should be used to deliver the desired results

Question 298

Delivery solution

Answer 298

Planning and analysis–> detailed design–> implementation or installation–> testing–> training–> handover–> support an maintenance

Question 299

Make or buy analysis

Answer 299

the process of gather and organizing data about product reqs and analyzing them against available alternatives including the purchase or internal manufacture of the product

Question 300

Make or buy decisions

Answer 300

decisions made regarding the external purchase or internal manufacture of a product

Question 301

Statement of work (SOW)

Answer 301

a narrative description of products, services, or results to be delivered by the project

Question 302

Procurement SOW

Answer 302

describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services or results

Question 303

Procurement mgmt plan

Answer 303

a component of the project or program mgmt plan that describes how a project team will acquire goods and services from outside of the performing org

Question 304

What are some benefits of a procurement mgmt plan?

Answer 304

• specifies the type of contracts that will be used
• describes the process of obtaining and evaluating bids
• mandates standardized procurement docs
• describes how providers will be managed

Question 305

Source selection criteria

Answer 305

A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract

Question 306

Bidder conferences

Answer 306

meeting with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement

Question 307

What are some different types of traditional contracts?

Answer 307

• fixed price
• cost reimbursable
• time and material

Question 308

Fixed price contract

Answer 308

sets the fee will be paid for a defined scope of work regardless of the cost or effort to deliver it

• also known as lump sum contract
• provides a max protection o buyer but requires a lengthy prep
• for projects with a high degree of certainty about parameters

Question 309

Cost-reimbursable contract

Answer 309

involving payment to the seller for the seller’s actual costs, plus a fee typically representing the seller’s profit

• includes incentives for meeting certain objectives, such as costs, schedule, targets
• suited for projects when parameters are uncertain

Question 310

Time and material (T&M) contract

Answer 310

hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price. combined a negotiated hourly rate and full reimbursement for materials
- suite for projects when a precise statement of work cannot be prescribed

Question 311

What are some agile contract types?

Answer 311

• capped time and materials contract
• target cost contracts
• incremental delivery contracts

Question 312

Capped time and material contract

Answer 312

works like a traditional T&M contractt however has an upper limit set on customer payment

• customer pay up front for the capped cost limit
• suppliers benefit in case of early time-frame changes

Question 313

Target cost contract

Answer 313

supplier and customer agree on final price during project cost negotiation

• primarily for mutual cost savings if runs below budget
• may allow both parties to face addl costs if budget exceeds

Question 314

Incremental delivery contracts

Answer 314

customers review contracts during the contract life cycles at pre-negotiated designated points of the contract lifecycle
- customers can make required chances, continue to terminate the project at these points

Question 315

Control procurements process

Answer 315

Process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate and closing out contracts

Question 316

Project governance

Answer 316

the framework, functions and processes that guide project mgmt activities in order to create a unique product, service, or result to meet organizational, strategic and operational goals

Question 317

Phase gates

Answer 317

a review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project/program
- also called gate, tollgate. kill point

Question 318

What are some types of phase-to-phase relationships?

Answer 318

• sequential relationships

- overlapping relationships

Question 319

Sequential relationship

Answer 319

contain consecutive phases that start only when the previous phase is complete
- reduces the level of uncertainty

Question 320

Overlapping relationship

Answer 320

contain phases that start prior to the previous phase ending

- increases the level of risk and may cause rework if something from the previous phase directly affects the next phase

Question 321

Knowledge mgmt

Answer 321

a store of historical information about lessons learned in projects

Question 322

Risk

Answer 322

An uncertain event or condition that if it occurs, has a positive or negative effect on one or more project objectives

Question 323

Trigger condition

Answer 323

An event or situation that indicates that a risk is about to occur

Question 324

Project risk mgmt

Answer 324

Includes the processes if conducting risk mgmt planning, identification, analysis, response planning, response implementation, and monitoring risk on a project

Question 325

Risk mgmt plan

Answer 325

A component of the project, program, or portfolio mgmt plan that describes how risk mgmt activities will be structured and performed

Question 326

What are some risk identification techniques?

Answer 326

• expert judgement
• data gathering
• data analysis
• interpersonal and team skills
• prompt lists
• meetings

Question 327

What are some risk classification approaches?

Answer 327

• effect-based risk classification

- source-based risk classification

Question 328

What are the components of effect-based risk classification approach?

Answer 328

Schedule, cost, quality, scope

Question 329

What are the components of source-based risk classification approach?

Answer 329

Internal. external, technical, non-technical, industry-specific, generic

Question 330

What are the 4 types of risk classification?

Answer 330

• known known: info that is fully studied and well understood
• known unknown: info that is understood to exist but is not in the possession of the person seeking it
• unknown unknown: something unforeseeable
• unknown known: info that an individual or org has in its possession but whose existence, relevance or value has not been realized

Question 331

Risk threshold

Answer 331

The max amount of risk, and the potential impact of that risk occurring, that a project manager or key stakeholder is willing to accept

Question 332

Risk appetite

Answer 332

The degree of uncertainty an organization or individual is willing to accepting anticipation of a reward

Question 333

Risk tolerance

Answer 333

The level of risk exposure above which risks are addressed and below which risks may be accepted

Question 334

Qualitative risk analysis

Answer 334

Process of prioritizing individual project risks for further analysis or action by assessing their profitability of occurrence and impact as well as other characteristics

Question 335

What are some benefits of qualitative risk analysis?

Answer 335

• focuses on high priority risks
• subjective based on team’s perception of risks
• provides the list of prioritized risks for further actions

Question 336

Probability and impact matrix

Answer 336

A grid of mapping the probability of each risk occurrence and its potential impact on project objectives (x and y axis with probability and impact)

Question 337

Quantitative risk analysis

Question 338

What are some characteristics / benefits of quantitative risk analysis?

Answer 338

• provides addl quantitative risk info to support risk response planning
• best for large/complex projects, strategically important projects, when required by contract or key stakeholder

Question 339

Contingency response strategies

Answer 339

Responses which may be used in the event that a specific trigger occurs. also known as contingency plan or fallback plan

Question 340

Business value

Answer 340

Net quantifiable benefit derived from a business endeavor. Benefit may be tangible, intangible or both

Question 341

Product roadmap

Answer 341

Strategic doc and plan which guides why the product will be delivered and how the product will meet objectives and the product vision
- mostly used in agile approaches

Question 342

What are benefits of incremental delivery?

Answer 342

• enables value delivery sooner
• get higher customer value and increased market share
• allows partial delivery to customers
• enables early feedback for the project team allowing for adjustments to the direction, priorities, and quality

Question 343

Minimum viable product (MVP)

Answer 343

Smallest collection of features that can be included in a product for customers to consider it functional
- “bare bones” or “no frills” functionality in Lean

Question 344

What are some benefits of minimum viable product (MVP)?

Answer 344

• allows stakeholders to see and experience project outcomes
• channel feedback and idea generation
• provides inspiration to team and models urgency

Question 345

Minimum business increment (MBI)

Answer 345

In disciplined agile- the smallest amount of value that can be added to a product or service that benefits the business
- all releases that are after the MVP

Question 346

What are advantages of minimum business increment (MBI)?

Answer 346

• enable project team to deliver value sooner
• help team validate improvements
• enables team to incrementally build on success or pivot as needed

Question 347

What are benefits of cycles and timeboxes?

Answer 347

• timeboxes allow for better telemetry over time
• timeboxes create a sense of urgency
• cycling the project through similar timeboxes provides progress measurement from one timebox to the next
• more predictable measurements

Question 348

Communications mgmt plan

Answer 348

A component of the project, program, or portfolio mgmt plan that describes how, when and by whom info about the project will be administered and disseminated

Question 349

Communication models

Answer 349

A description, analogy, or schematic used to represent how the communication process will be performed for the project

Question 350

Communication methods

Answer 350

A systematic procedure, technique, or process used to transfer info among project stakeholders

Question 351

What are 2 communication methods?

Answer 351

• push, pull: Push communication method is suitable when the urgent response is not required. However, the recipient takes some action on receipt of the message. Pull communication is an informational type of communication. Senders convey the message through websites, bulletins, etc.
• interactive: most efficient method of communication to ensure a common understanding as it is real time. Interactive communication should be used when an immediate response is required and when the communication is sensitive or likely to be misinterpreted

Question 352

What are the stakeholder categories?

Answer 352

Sponsors, customers and users, sellers, functional managers, organizational groups, business partners, other stakeholders

Question 353

Stakeholder register

Answer 353

Includes but is not limited to: identification info, assessment info, and stakeholder classification

Question 354

Stakeholder engagement assessment matrix

Answer 354

A matrix that compares current and desired stakeholder engagement levels

Question 355

Project artifacts examples to agile projects

Answer 355

Product backlog, increment, roadmap, vision statement, release plan, sprint backlog

Question 356

Configuration mgmt

Answer 356

A tool used to manage changes to a product t service being produced as well as changes to any project docs

Question 357

Configuration mgmt system

Answer 357

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts

Question 358

What are the benefits of configuration mgmt?

Answer 358

• controls product iterations
• controls the steps for reviewing and approving product prototypes, testing, standards and blueprints
• ensures that the product specification are current

Question 359

Version control

Answer 359

A system that records changes to a file in a way that allows you to retrieve previous changes made to it

Question 360

What are some causes of project changes?

Answer 360

• inaccurate initial estimates
• specification changes
• new regulations
• missed reqs

Question 361

Change control systems

Answer 361

A set of procedures that describes how modification to the project deliverables and documentation are managed and controlled

Question 362

What are some change control systems?

Answer 362

Forms, tracking methods, processes, approval levels

Question 363

Change control board

Answer 363

A formally chartered group responsible for reviewing, evaluating, approving, delaying or rejecting changes to the project, and for recording and communicating such deliveries

Question 364

Approved change requests

Answer 364

Requests that have been received and approved in accordance with the integrated change control plan and are ready to be schedule for implementation

Question 365

What are types of change requests?

Answer 365

• corrective action: adjusts the performance of the project work with the project mgmt plan
• preventative action: ensures future performance of the project work with the project mgmt plan
• defect repair: modifies a non-conformance within the project
• update: modifies a project doc or plan

Question 366

What are the differences between risks and issues?

Answer 366

Risks: focused on the future, can be positive or negative, are documented in risk register, response is called a risk response

Issues: focused on the present, will always be negative, are documented in the issue log, Response is called a workaround

Question 367

Issue log

Answer 367

A document where info about issues is recorded and monitored

Question 368

What are the different types of knowledge types and their differences?

Answer 368

Explicit: can be codified using symbols such as works, numbers and pics. Can be documented and shared with others

Tacit: personal knowledge that can be difficult to articulate and share such as beliefs, experience and insights

Question 369

Servant leadership

Answer 369

The practice of leading through services to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance

Question 370

Key performance indicators (KPIs)

Answer 370

Metrics used to evaluate an orggs progress toward meeting its goals and objectives

Question 371

Team development stages (Tuckman ladder)

Answer 371

• forming
• storming
• norming
• performing
• adjourning

Question 372

What are some performance tracking techniques?

Answer 372

• scrum/agile/kanban boards
• throughput metrics
• cycle time
• quality metrics
• earned value
• bar charts
• velocity

Question 373

Scrum/agile/kanban boards

Answer 373

Based on the Japanese mgmt method of pulling cards to various stages as they are work on, physical or electronic boards can track work as it progress across various stages or categories

Question 374

Throughput metrics

Answer 374

measurement of the team’s work that has moved from one stage to another stage over a certain time

Question 375

Cycle time

Answer 375

Measurements of work that has progressed all the way from plan to completed or delivered

Question 376

Quality metrics

Answer 376

Various measurements to track quality deliverables, defects and acceptable output

Question 377

Earned value

Answer 377

Tracking cost and effort performance against a planned value

Question 378

Bar charts (gantt)

Answer 378

Using the project schedule to track performance over time

Question 379

Velocity

Answer 379

Measurement of total output from an iteration to attempt to predict iteration outputs

Question 380

Earned value mgmt (EVM)–> insert addl details from course snapshots

Answer 380

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress

Question 381

In projects that use Earned value mgmt (EVM), the cost baseline is referred to as the performance measurement baseline. True or false?

Answer 381

True

Question 382

Planned value (PV), earned value (EV), and actual cost (AC) determine..

Answer 382

Schedule and cost variance

Question 383

Planned value

Answer 383

The authorized budget assigned to the scheduled work

Question 384

Earned value

Answer 384

The measure of work performed expressed in terms of the budget authorized for that work

Question 385

Actual cost

Answer 385

The realized cost incurred for the work performed on an activity during s specific time period

Question 386

What are the Earned value mgmt (EVM) measures for schedule control?

Answer 386

Schedule variance (SV)
Schedule performance index (SPI)

Question 387

Schedule variance (SV)

Answer 387

A measure of schedule performance expressed as the difference between the EV and PV
(SV=EV-PV)
- a positive SV indicates a project is ahead of schedule
- a 0 SV indicates a project is on schedule
- a negative SV indicates a project is behind schedule

Question 388

Schedule performance index (SPI)

Answer 388

A measure of schedule efficiency expressed as the patios of EV to PV
(SPI=EV/PV)
- SPI greater than 1.0 indicates a project is ahead of schedule
- SPI of 1.0 means it is on schedule
- SPI is less than 1.0 means it is behind schedule

Question 389

What are some Earned value mgmt (EVM) measure for cost control?

Answer 389

• Cost variance (CV)

- Cost performance index (CPI)

Question 390

Cost variance (CV)

Answer 390

The amount of budget deficit/surplus at a given point in time, expressed as the difference between EV and AC
(CV=EV-AC)
- a positive CV indicates a project is ahead of schedule
- a 0 CV indicates a project is on schedule
- a negative CV indicates a project is behind schedule

Question 391

Cost performance index

Answer 391

A measure of cost efficiency of budgeted resources expressed as the ration of EV to AC
(SPI=EV/PV)
- CPI greater than 1.0 indicates a project is ahead of schedule
- CPI of 1.0 means it is on schedule
- CPI is less than 1.0 means it is behind schedule

Question 392

Estimation at completion (EAC) analysis

Answer 392

The current projected final cost of the project

• based on the current spending efficiency (CPI)
• calculated from the following formula where BAC is the projected budget at completion (BAC)

EAC = BAC / CPI

Question 393

Estimate at completion analysis (ETC)

Answer 393

The amount of money needed to complete the project
- based on the current spending efficiency of the project

ETC = EAC - AC

Question 394

What are some performance report types?

Answer 394

• information radars
• burndown chart
• burnup chart
• earned value mgmt reports
• variance analysis reports
• work performance reports
• quality reports
• dashboards
• task boards

Question 395

Information radiators

Answer 395

Big visual boards to display in high traffic public locations about the project and the advancement of the project. Aim is to radiate info to all about the project work

Question 396

Burndown chart

Answer 396

A graph to show the progress by plotting the burning down of work during an iteration or other time period

Question 397

Burnup chart

Answer 397

A graph to show the progress and gains made by the project team over time

Question 398

Earned value mgmt reports

Answer 398

Graphs and values based on the earned value mgmt equations

Question 399

Variance analysis reports

Answer 399

Graphs and their analysis comparing actual results to expected results

Question 400

Work performance reports

Answer 400

The physical or electronic representation of work performance info compiled in project docs, intended to generate decisions, actions, or awareness

Question 401

Quality reports

Answer 401

Charts and reports based on the qulaity metrics collected

Question 402

Dashboards

Answer 402

Physical or electronic summaries of the progress, usually with visuals or graphics to represent the larger data set

Question 403

Task boards

Answer 403

Physical or electronic depictions of the work that must be done and their current state

Question 404

Value stream map

Answer 404

A lean enterprise technique used to document, analyze and improve the flow of info or material required to produce a product or service for a customer

Question 405

Retrospectives and lessons learned do..

Answer 405

• gather data on improvements and recognize successes
• review what went well and what could have been better
• involve everyone and respect their input
• avoid the blame game and focus on improvements

Question 406

Agile retrospectives are held

Answer 406

as necessary throughout the project

Question 407

Lessons learned are held

Answer 407

at the end of projects

Question 408

Impediments

Answer 408

situations, conditions and actions that slow down or hinder progress
- track with issue log, kanban board, SW applications

Question 409

Obstacles

Answer 409

Barriers that should be able to be avoided or overcome with some effort or strategy

Question 410

Blockers

Answer 410

Events or conditions that cause stoppages in the work or advancement

Question 411

Daily standup (daily scrum)

Answer 411

A brief, daily collab meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated

Question 412

What are some causes of conflict?

Answer 412

• competition
• difference in objectives, value and perceptions
• disagreements on role reqs, work activities, approached
• communication breakdowns

Question 413

Conflict mgmt

Answer 413

application of one or more strategies to deal with disagreements

Question 414

What are some conflict mgmt appproaches?

Answer 414

• smooth / accommodate
• withdrawal / avoid
• collaborate / problem solve
• force / direct
• compromise / reconcile

Question 415

Smooth / accommodate conflict mgmt approach

Answer 415

• emphasizes areas of agreement

- concede position to maintain harmony and relationships

Question 416

Withdrawal/avoid conflict mgmt approach

Answer 416

• retreat from the situation

- postpone the issue

Question 417

Collaborate / problem solves conflict mgmt approach

Answer 417

• incorporate multiple viewpoints

- enable cooperative attitudes and open dialogue to reach consensus and commitment

Question 418

Force / direct conflict mgmt approach

Answer 418

• pursue your viewpoint at the expense of others

- offer only win/lose solutions

Question 419

Create card for EVM and applicable formulas / tips

Question 420

Stakeholder engagement plan

Answer 420

Identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution

Question 421

What are some self-regulating elements?

Answer 421

• self control
• trustworthiness
• innovation
• adaptability
• conscientiousness

Question 422

Empathy

Answer 422

the ability to understand feelings of another, to see from their point of view

Question 423

Organizational theory

Answer 423

The study of how people, teams, and orgs behave

Question 424

What are 5 characteristics of organizational theory?

Answer 424

• self actualization
• esteem
• belonging
• safety
• physiological

Question 425

What are 4 theories of organizational theory?

Answer 425

• Maslow’s hierarchy of needs
• McGregor’s theory x and theory y
• McClelland’s achievement theory
• Herzberg’s motivation theory

Question 426

What are 3 characteristics of active listening?

Answer 426

• reflecting: repeat message, verify understanding
• attending: eye contact, lean towards
• following: non verbal gesture or verbal response, questions

Question 427

Why should you use a risk register?

Answer 427

• to track and manage risks
• validate legal and regulatory compliance for deliverables
• perform a summary check of compliance before end of project

Question 428

For compliance-related risks, include..

Answer 428

• the identified risk
• risk owner
• impact of realized risk
• risk responses

Question 429

Configuration mgmt system allows to

Answer 429

• track, versioning and control
• records deliverable components
• includes compliance info, including proof of validation
• records deliverable components
• is handed over with the deliverables

Question 430

Variance analysis

Answer 430

create regular reports on project variance and details of actions taken to control and keep the project on track
- should include identification of the variant, plans for bringing the project or deliverable back into compliance, any proposed changes required to meet compliance reqs

Question 431

What are some potential threats to compliance?

Answer 431

• identification of new vulnerabilities
• changes in legal or regulatory reqs
• errors in testing and validation to confirm compliance
• error or bugs in deliverables
• lack of awareness of compliance reqs

Question 432

What are some implications of not remediating compliance issues?

Answer 432

• negative impact on the timeline
• cost overruns
• increased risks

Question 433

Quality mgmt plan

Answer 433

a component of the project mgmt plan that describes how applicable policies, procedures, and guideline will be implemented to achieve the quality objectives

Question 434

Quality mgmt plan does what?

Answer 434

• describes resources and activities needed to achieve the necessary quality objectives
• sets expectations for the project’s quality reqs

Question 435

Control quality process outputs

Answer 435

• verifies they meet functional and nonfunctional reqs
• identifies and suggests potential improvements
• validates alignments with compliance reqs
• provides feedback on any identified variances

Question 436

Quality audits

Answer 436

process conducted by an external team that confirms the implementation of approved change requests including updates, corrective actions, defect repairs and preventive actions

Question 437

Sampling is used when

Answer 437

QA cant inspects every product or deliverable to ID quality issues
- can provide similar results and reduce cost of quality

Question 438

What are 2 types of sampling?

Answer 438

• Attribute sampling

- variable sampling

Question 439

Attribute sampling

Answer 439

result either conforms or does not conform

- yes or no, specific

Question 440

Variable sampling

Answer 440

result is rated on a continuous scale that measures the degree of conformity
- not within yes or no- within scale,

Question 441

Business value

Answer 441

the net quantifiable benefit derived from a business endeavor, the benefit of which may be tangible, intangible or both

Question 442

Benefits mgmt plan

Answer 442

a document that describes how and when the benefits of a project will be derived and measured

Question 443

What are the components of a benfits mgmt plan?

Answer 443

• target benefits: tangible and intangible business value to be realized
• strategic alignment: how the benefits align with the orgs business strategies
• timeframe: when the benefits will be realized
• benefits owner: person that monitors, records and reports the benefits
• metrics: diret and indirect measurements of realized benefits
• risks: risks associated

Question 444

What are sprint reviews and demos?

Answer 444

At end of each iteration or sprint, team does a print review or demo

• in early stages, help obtain the product owner’s acceptance of the story and any feedback
• focus on completing whole user stories in each sprint
• verify that the capability is “potentially shippable”

Question 445

Disciplined agile

Answer 445

A hybrid tool kit that harnesses hundreds of agile practices- agile, lean and traditional sources- to guide you to the best way of working for team/org

Question 446

You should use disciplined agile (DA) approaches to support dynamic work environments. True or false?

Answer 446

True

Question 447

What are some advantages pf disciplined agile (DA) approaches?

Answer 447

• feature or capability assessment
• improve org tolerance for change
• a time cadence for subsequent releases

Question 448

Benefit cost analysis

Answer 448

A systematic approach to estimating the strengths and weaknesses of alternatives used to determine options which provide the best approach to achieving benefits while preserving savings

Question 449

What are some characteristics of a benefits cost analysis?

Answer 449

• frequently used to compare potential projects to determine which one to authorize
• select the alternative which demonstrates that benefits outweigh costs by the greatest amount
• alternative should not be chosen when costs exceed benefits
• accuracy of the estimates of cost and benefits determines the value of the benefit cost analysis

Question 450

Present value (PV)

Answer 450

Current value of a future sum of money or stream of cash flows given a specific rate of return

Question 451

Present Value (PV) calculation

Answer 451

PV= FV / (1 + R)^n

Ex: if you need $3000 in three yrs and can invest your money at 8% interest
$2381.5= $3000 / (1 + .08)^3

r=rate, n=periods, PV=present value

Question 452

Net present value

Answer 452

I financial tool used in capital budgeting comparing the value of a currency unit today to the value of the same currency unit in the future, after taking inflation and discount rate into account

• Present value of all cash outflows minus the present value of all cash inflows
• PV cashflows minus PV cash inflows
• bigger is better

Question 453

Internal rate of return (IRR)

Answer 453

The discount rate at which the NPV of the project is 0. it is calculated iteratively by setting up the NPV calculation in a spreadsheet or other software and changing the discount rate until the NPV equals 0
- The interest rate that makes the net present value of all cash flow equal to 0. IRR is also a financial tool often used in capital budgeting
bigger is better

Question 454

Net promoter score (NPS)

Answer 454

a metric used in customer experience programs to measure customer loyalty

Question 455

A/B Testing

Answer 455

Used in marketing, is a method for determining user preferences. different sets of users shown similar services and asked to determine the difference which is the independent variable
- used to optimize the solution you provide to users

Question 456

Monte carlo simulation

Answer 456

analysis technique in which a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches
- outputs are generated to represent the range of possible outcomes for the project

Question 457

Simulation

Answer 457

analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives

Question 458

Difference between Stakeholder engagement plan and Stakeholder mgmt plan:

Answer 458

Stakeholder engagement plan: how to

Stakeholder mgmt plan: ??

Question 459

What are some skills related to emotional intelligence?

Answer 459

Personal

• self awareness
• self regulation
• motivation

Interpersonal

• social skills
• empathy

Question 460

What are some elements of self-awareness?

Answer 460

• emotional intelligence
• accurate self-assessment
• self confidence

Question 461

Maslow hierarchy of need

Answer 461

states that people are motivated by having a purpose of contribution via pyramid structure
- physiological, safety, belonging, esteem, self-actualization

Question 462

McGregor’s Theory X and Y

Answer 462

X: Early 1900s indiustrial revolution mgmt approach
- people are last in the chain behind money, material, equipment’s
- workers seen as self-centered, lazy
- need stric supervision
Y: enlightened approach
- willing and eager to accept responsibility and work to org objectives
- work without supervision and direct own efforts
- recognition of potential in people
- can delegate

Question 463

McClelland theory of needs

Answer 463

most motivated by one of 3 needs

• need for achievement: drive to excel and succeed, challenges
• need for affiliation: be liked and belong, collaborative
• need for power: control and status, competitive

Question 464

Herzbergs. Motivator Hygien Theory

Answer 464

Money does not create motivation. 2 main factors for workplace success

• hygiene factors:” areas related tp workplace (pay, stable job, environment)
• motivating agents: focused on non financial characteristics of work (do more, education, etc.

Question 465

Decision tree analysis

Answer 465

a diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty

Question 466

decision tree analysis characteristics

Answer 466

• support selection of the best several action options
• branches represent different decisions or events, each of which can have costs and risks
• the end points of branches in the tree repreent the outcome from following that path, negative or positive
• calculate the expected monetary value of each branch

Question 467

What does PESTLE stand for?

Answer 467

• Political
• economic
• social
• technical
• legal
• environmental

Question 468

What does PESTLE do?

Answer 468

Identifies the external business environment factors that can affect the value and desired outcomes of a project

• help better understand the external factors that can introduce risk, uncertainty, provide opps
• TECOP (technical, environmental, commercial, operational, political)
• VUCA (volatility, uncertainty, complexity, ambiguity)

Question 469

Backlog reprioritization

Answer 469

re-prioritizes the backlog as stories or reqs change

- business value determines the priority in changes

Question 470

Benefit cost ratio

Answer 470

Compares the benefit to the cost of the initiative

• bigger is better
• format is 4:1 which means benefit outweighs the cost

Question 471

Opportunity cost

Answer 471

associated with taking another oppty. what you give up or leave on the table to take another oppty
- the biggest amount not chosen

Question 472

Payback period

Answer 472

amount of time needed to earn back the original investment on the project
- select the project with the shortest payback period

Question 473

Expected monetary value (EMV)

Answer 473

total threats - total opptys = contingency reserves

Question 474

Project mgmt office (PMO)

Answer 474

A mgmt structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques
- types: supportive, controlling, directive

Question 475

Continuous improvement

Answer 475

Ongoing effort to improve products, services or processes

- includes improving business strategy, business results, and customer, employee, and supplier relationships

Question 476

Characteristics of continuous improvement

Answer 476

• aim for small, incremental improvements or large breakthroughs
• a business strategy that is developed at the org level for projects to adopt and use
• might be implemented by an orgs PMO

Question 477

W. Edwards Deming’s philosophy of improving quality

Answer 477

Aims to reduce expenses, increase productivity, and thus increase market share. 4 concepts

• better design
• higher level
• improvement
• greater sales

Total quality mgmt (TQM) mgmt and employees focus on ways to improve quality

Question 478

Pioneers of quality

Answer 478

• W Edward Deming
• ## Joseph Curan

Question 479

Plan- do - check - act (PDCA)

Answer 479

Model frame from Deming for continuous improvement

Question 480

Continuous improvement (Kaizen) / lean manufacturing

Answer 480

the deliver of customer value to the customer with the least amount of waste in short period of time

Question 481

Joseph Duran top pricniple

Answer 481

1. top mgmt involvement
2. widespread training in quality
3. project by project approach to quality improvement

Question 482

Duran 80/20 and pareto principle

Answer 482

80% of problems due to 20% problem causes

Question 483

Fitness for use

Answer 483

Real needs of the customers and stakeholders are defined and then attempted to satisfy
- main goal is to ID and satisfy the real need of each

Question 484

Zero defects

Answer 484

doing it right the first time believes can avoid defects that focused on prevention

Question 485

insert quality theorist info here

Answer 485

refer to notes

Question 486

Kaizen

Answer 486

• many small changes or improvements
• small changes less likely to require major expenses
• ideas come from workers
• all emplyees should improve their performance
• all encouraged to take ownership

Question 487

Two types of continuous improvement approaches

Answer 487

• Kaizen

- plan do study act

Question 488

What are some continuous improvement tools?

Answer 488

• lessons learned register
• retrospectives
• experiments

Question 489

Models Across different performance domains

Answer 489

Question 490

Methods Across different performance domains

Answer 490

Question 491

Artifacts Across different performance domains

Answer 491

Question 492

Project Lifecycles Snapshot

Answer 492

Question 493

The agile scrum framework

Answer 493