PMBOK BOOK Flashcards

Question 1

Q

What is “Organizational context”?

Answer

A

When the type of organization and other environmental factors greatly influence how a project is carried out.

Example: Pharmerica projects are dramatic due to limited operational support and resources available.

Question 2

Q

What is a process?

Answer

A

A process does or creates something necessary and valuable for the project.

Question 3

Q

What is “Identify Risks”?

Answer

A

Identify risks is the process where the list of risks is created.

Question 4

Q

Processes consist of only three types of ingredients…what are they?

Answer

A

I.T.T.Os

Inputs
Tools & Techniques
Outputs

Question 5

Q

What does each phase of a project produce?

Answer

A

A deliverable.

Question 6

Q

What is an “Exit Gate”?

Answer

A

An exit gate is the point at the end of a phase where the deliverable (what is produced at end of phase) will be evaluated to determine whether or not next phase should be started.

Question 7

Q

What are two characteristics of a project?

Answer

A

Time limited
A project is unique

Question 8

Q

What is project elaboration?

Answer

A

Simply means that you do not know all of the characteristics of a product when you begin the project.

Like a science experiment…you learn more as you go.

Question 9

Q

What is Historical Information?

Answer

A

Organizational Process Assets.

Used to help predict trends and avoid mistakes for the current project and to evaluate the project’s feasibility.

Question 10

Q

What is a “baseline”?

Answer

A

A version of a plan once it has been stabilized.

The plan cannot be changed whenever…any changes will need to be approved and documented through a change control process.

Question 11

Q

What is a “regulation”?

Answer

A

A regulation is a official document that provides a guideline.

Regulations are issued by government agencies or other official organizations.

Question 12

Q

What is a project manager?

Answer

A

The person who is ultimately responsible for the project.

Formally empowered
Authorized to spend money
Authorized to make decisions.

Question 13

Q

What is a project coordinator?

Answer

A

Sometimes project managers don’t exist - coordinators then step in.

Weaker than a PM.
may not have many abilities to spend or make decisions.

Found in weak or functional organizations.

Question 14

Q

What is a “project expeditor”?

Answer

A

Weakest role. Usually an assistant to an executive.

Part time.

Can be found in functional organizations.

Question 15

Q

What is a “functional manager”?

Answer

A

The departmental manager in most companies….like Director of Marketing.

Owns the resources. (Pharmacy example would be the Pharmacy Director.)

Functional managers tend to argue with project managers.

Question 16

Q

What is a “organic organization”?

Answer

A

Teams and groups naturally form to address priorities.

Question 17

Q

Who is In charge in an organic organization?

Answer

A

Varies based on company priority and personality of employees.

Question 18

Q

What is a benefit of an organic organization?

Answer

A

Due to its loose nature can be adaptive to environment.

Question 19

Q

Negatives of organic organization?

Answer

A

Lack of company maturity.

Short sighted.

RLH

Question 20

Q

What is a “functional organization”?

Answer

A

Most common organization type.

Company is separated in departments.

Project managers have low influence due to working with functional managers (directors).

Question 21

Q

Who is in charge in a functional organization?

Answer

A

Functional department manager.

Question 22

Q

What are benefits of a functional manager?

Answer

A

Deeper company expertise by area (ops, billing, marketing, IT)

High degree of specializations (pharmacists, masters in Marketing, etc)

Defined career paths for your team

Question 23

Q

Negatives of a functional organization

Answer

A

Project manager is weak.
Projects aren’t as big of a priority due to everyone having day to day tasks.

Question 24

Q

What is a “matrix organization”?

Answer

A

A hybrid organization where individuals (Melissa mannino) has a functional manager (olaitan) and a project manager (Jared).

Weak matrix has Melissa favoring olaitan. A strong matrix has Melissa favoring PM, Jared.

Balanced matrix has equal respect.

Question 25

Q

Who is in charge in a matrix organization?

Answer

A

Power is shared between a functional manager and a project manager.

Question 26

Q

Benefits of a matrix organization?

Answer

A

Best of both worlds.

Project managers can gain a deep expertise of a functional organization while still managing resources of a project.

Question 27

Q

Negatives of a matrix organization?

Answer

A

High overhead.

Individuals (melissa) get confused on who to report to.

High chance of conflict between functional and PM.

Staff tends to favor Functional Manager.

Question 28

Q

What is a “projectized organization”?

Answer

A

Company is structured around projects rather than departments.

Project manager is over both staff and project.

Consulting environments usually have this.

Question 29

Q

Who is in charge in a projectized environment?

Answer

A

Project managers

Question 30

Q

Benefits of a projectized environment?

Answer

A

PM has complete authority.
Communication is easy.
Loyalty is strong (no FM conflict)

Question 31

Q

Negatives of a projectized organization?

Answer

A

Team members aren’t as expertise.
Team members don’t have anywhere to go when job is done.
Development can be difficult.

Question 32

Q

What is a “virtual organization”?

Answer

A

Contains part time and full time workers.

Communication can be peer to peer.

Question 33

Q

Who is in charge in a virtual organization?

Question 34

Q

Benefits of virtual organization

Answer

A

No cost of transportation
Projects can be worked around the clock due to time zones and part time hours.

Question 35

Q

Negatives of a virtual organization

Answer

A

Relationships are weak.
Accountability is challenging.

Question 36

Q

What is a “composite” organization

Answer

A

Has both functional and projectizer structures.

Combination of function, matrix and projectized.

Question 37

Q

Who is in charge in a compsote organization

Question 38

Q

Project life cycle phases

Cpctic

Answer

A

Concept
Planning
Construction
Testing
Implementation
Closure

Question 39

Q

What is the triple constraint (or iron triangle)?

Answer

A

Concept that scope, time, and cost are closely interrelated.

You can’t change one side without affecting the others.

Question 40

Q

What is a “work authorization system”?

Answer

A

Used to ensure that work gets performed at the right time and in the right sequence.

Question 41

Q

What is a project management plan?

Answer

A

A single approved document that guides how to execute, monitor & control and close a project.

Question 42

Q

What is an organizational process asset?

Answer

A

Anything that your organization owns or has developed to help you on a current or future project.

Example: templates, lessons learned , estimating data.

Question 43

Q

What are a few examples of enterprise environmental factors?

Answer

A

Company structure.
Corporate culture.
Stakeholder appetite for risk.
Laws and regs are different in states/countries.

Question 44

Q

Who writes the project charter?

Answer

A

The project sponsor and/or Customer.

Signed by the organizations sponsor.

Question 45

Q

What does a project charter do?

Answer

A

Explains a need.
Designates the project manager and assigns authority regarding $ or resources.

High level.

Question 46

Q

When is work performance data an input/output?

Answer

A

Output after the execution phase. That’s when you can pull it.

It is an input in the monitoring/controlling phase.

Question 47

Q

What is a project management information system?

Answer

A

Sharepoint.

Automated system that optimizes schedule and helps collect and distribute information.

Question 48

Q

What is the point of a configuration management?

Answer

A

To manage different configurations of a product.

Alpha
Beta
Final product

Question 49

Q

What is the process of Perform l integrated change control?

Answer

A

Requested changes within a project are evaluated for impact on whole project and ultimately approved/denied.

Question 50

Q

What is a methodology?

Answer

A

A set of processes and practices performed a specific way to accomplish a project.

Question 51

Q

Organizations with no methodology tend to rely on….

Answer

A

Organizations with no methodology rely on heroic effort of their employees.

No methodology means success is not repeatable and lessons from failures are not learned.

Question 52

Q

Types of Agile Methodology

Answer

A

Scrum
Lean
Kanban
Feature-driven development
Extreme programming

Question 53

Q

Describe predictive methodology

Answer

A

Plan
Do
Check
Act

Question 54

Q

Systems development life cycle (waterfall approach)

Answer

A

Analysis
Design
Implementation
Testing
Evaluation

Question 55

Q

What do agile projects value?

Answer

A

Self organizing teams w/ no formal manager.

Meetings and projects are conducted out in the open, with communication freely among all team members.

Question 56

Q

Describe scrum meetings

Answer

A

Daily
Each member communicates
What they covered yesterday, will do today
What obstacles they are encountering.

Question 57

Q

How does agile teams handle change?

Answer

A

They welcome change.

Team will meet, evaluate the change, and look at impact

Question 58

Q

What is Incremental development (destiny)

Answer

A

Usable features are delivered in each new version of the software.

Question 59

Q

What is iterative development?

Answer

A

The practice of performing small work circles/iterations/sprints that include planning, development and control activities.

Question 60

Q

How long does an iteration/sprint last?

Answer

A

21 days, performed in succession.

Question 61

Q

Benefit of delivering results in small updates would be….

Answer

A

Keeps teams focus sharp..priority
Gets feature to customer more quickly
Allows to get used tested and quicker feedback.

Question 62

Q

What is a spike in agile?

Answer

A

When problems come up and you don’t know which path to take a team will host a spike or experiment to determine best route.

Question 63

Q

What is a retrospective and when?

Answer

A

Retrospective is held at end of each iteration.
What went well vs what didn’t.

Goal is for continuous improvement.

Question 64

Q

What is kaizen?

Answer

A

Continuous improvement.

Answer 63

A

Traditional includes customer in beginning then tends to keep them at arms length.

Agile includes customer throughout and gathers input.

Answer 64

A

When there is complex decision making

Answer 65

A

When a project team knows most of the details and is rational.

Answer 66

A

Illustrates spectrum of environments….rational to chaos.

Helps determine agile vs traditional

Answer 67

A

No coach or servant leader.

Answer 68

A

Value individuals and interaction over processes and tools.

Working software over documentation

Customer collaboration over contract negotiation

Responding to change vs following a plan

Answer 69

A

1) our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2) welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.

3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale.

4) business people and developers must work together daily throughout the project.

5) build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6) the most efficient and effective method of conveying information to and within a development team is face to face conversation.

7) working software is the primary measure of progress.

8) agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9) continuous attention to technical excellence and good design enhances agility

10) simplicity - the art of maximizing the amount of work not done - is essential.

11) the best architectures, requirements, and designs emerge from self-organizing teams.

12) at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Answer 70

A

1) continuous value
2) accept change
3) Deliver frequently and asap
4) no gap between AM and Ops
5) avoid micromanagement
6) face to face exchange
7) progress is results
8) constant pace/ development
9) better design, easier to maintain
10) simplicity is essential
11) teams are self organizing
12)daily stand up meetings

Answer 71

A

Around 8 (plus or minus 3 team members)

Includes:

The development team
The product owner
Agile coach

Answer 72

A

AKA product owner.

Customer works with project sponsor to make sure adequately funded.

Customer will help create the initial Backlog of features (tells us what they want)

Customer writes the user stories.

Answer 73

A

Team members are highly interchangeable.

Should be cross functional

T shaped skills (broad skills with in depth knowledge)

Answer 74

A

A servant leader.

When a new team member is hired, the coach helps this person understand how agile is interpreted.

Helps eliminate obstacles.

Can be called a team facilitator, Project manager, scrum master or a team lead. Title doesn’t matter.

Answer 75

A

Anyone involved in the project.

Answer 76

A

Beginning of project = large estimate variability

The longer the project, the more progress which means less margin of error for estimates.

Answer 77

A

Overview of each planned release and its features

Answer 78

A

Rare agile documentation that shows user experience and user elements. It’s quick and dirty.

Answer 79

A

What you are accomplishing during the current initiation.

Answer 80

A

Independent
Negotiable
Valuable
Estimable
Small
Testable

Answer 81

A

Lean technique used to focus on value and identify waste.

Answer 82

A

Instead of planning everything in beginning you plan in phases.

Answer 83

A

Estimating by ranking stories based on their relative size to other stories.

Goal is to rank one at a time not focusing being on precise but a rough estimate of most difficult to easiest tasks.

Once done the team will assign points to each story

Used when planning the next iteration.

Answer 84

A

Goal is to get expert estimates without group member bias.

During meeting, issue is discussed without assigning numbers. After the meeting, individuals prepare estimates alone.

Take data, graph it (without name of estimator) and then group discuss range.

Answer 85

A

Estimating technique.

Works with about 10 people…assign value at once at end of each user story.

Answer 86

A

A way to rapidly estimate your back log.

1) team decides ranking system (xl,l,m,s,xs)
2) each story is read out loud
3) with no discussion team assigns value

Answer 87

A

The literal definition of how much time a project would take without interruptions or distractions.

Answer 88

A

Ideal time plus distractions or delays.

Ideal would be 6 hour drive. Elapsed time would be 8 hours.

Answer 89

A

First iteration for planning

Answer 90

A

Last iteration where there are no need features.

Answer 91

A

States an activity will take as much time as you allow it.

Answer 92

A

Sets a fixed reasonable time allotment for each user story.

Positive: maintains urgency and focus.

Negative: could result in wasted effort. Iteration stops regardless.

Answer 93

A

All code changes are checked in and entire system is built and tested at end of each day.

Helps determine what change broke the system.

Answer 94

A

1) What they have been working on
2) what they plan to do today
3) what obstacles they are encountering.

Answer 95

A

Big visual in an effort for transparency.

Shows progress so nobody can lie and highlites who is failing.

Answer 96

A

Large open environment where employees are face to face no head phones no large barriers.

Open door policy.

All about the team.

Answer 97

A

Modeling the behaviors and values that you desire the team to adopt and not asking anything from your team that you would not do yourself.

Allows teammembers to take lead.

Egoless.

Mostly applies to the “coach” but could be anyone.

Answer 98

A

Can use agile type of meetings/communication bit the project plan is more traditional.

Can be traditional but use agile mindset to overcome hurdles.

Answer 99

A

No one size fits all.

The more uncertain the more you should be agile.

Construction is usually more predictive/traditional

Gravitate toward answer where we work together to adapt to their needs and adopt a hybrid approach.

Hybrid is best!

Answer 100

A

just as ingredients are the building blocks for recipes.

inputs are raw materials.

Answer 101

A

action or method used to turn an input into an output.

tool could be a software to help plan the project.
technique could be flowcharting.

Answer 102

A

part of a bigger deliverable.
output is the result of our effort.

Answer 103

A

Start
Begin

Answer 104

A

Create
Develop
Identify

Answer 105

A

Start, Begin

Answer 106

A

Manage
Acquire
Do

Answer 107

A

Validate
Review
Control
Monitor
Compare
Adjust

Answer 108

A

They think that you only do:
- initiating/ planning/ executing/ monitoring and controlling/ closing
once.

All 49 processes could be performed one or more times in each project phase.

Answer 109

A

Made up of only two processes:

Develop Project Charter
Identify Stakeholders
assumption list

Answer 110

A

should try to be done first or early on in the process.

This is important because we want the project to be initiated properly.

Answer 111

A

a project was initiated properly because it would have:

clear business need defined (project charter)
clear direction for scope of project (project charter)
clear list of why the project was chosen (Project charter)
list of project stakeholders (identify stakeholders)

Answer 112

A

Yes - it can be beneficial to initiate the project during each phase of a long or riskier project to maintain focus

Answer 113

A

1) Develop Project Management Plan
2) Plan Scope Management
3) Collect Requirements
4) Define Scope
5) Create Work Breakdown Structure
6) Plan Schedule Management
7) Define Activities
8) Sequence Activities
9) Estimate Activity Durations
10) Develop Schedule
11) Plan Cost Management
12) Estimate Costs
13) Determine Budget
14) Plan Quality Management
15) Plan Resource Management
16) Estimate Activity Resources
17) Plan communication Management
20) Plan risk management
21) Identify Risks
22) Perform Risk Analysis
23) Plan Risk responses
24) Plan procurement management
25) Plan Stakeholder Engagement

Answer 114

A

This phase the work of the project actually gets carried out.

manage team
manage commnunications
manage stakeholder engagement (control scope creep)

direct and manage project work
manage project knowledge
manage quality
acquire resources
develop team

Answer 115

A

taking results from the execution phase and comparing to the plan.

if the results differ - we either change the plan or we go back to the execution phase and change how we did something.

monitor and control project work
perform integrated change control
validate scope
control scope
control schedule
control costs
control quality
control resources
monitor communications
monitor risks
control procurements
monitor stakeholder engagement

Answer 116

A

They will have two inputs.

One of these will be something that was planned - the other will be an actual result.

Comparing the product with the expectation.

Work experiment and project management plan.

Answer 117

A

The project does NOT end with customer acceptance.

After a project has been verified against scope and delivered to satisfaction - post project (update records, lessons learn, team release, project archives are carried out).

Answer 118

A

7 processes that are soley on the project manager.

the practice of making certain that every part of the project is coordinated.

In integration management, the project is started, the project manager assembles the project plan, executes the plan, and verifies the results of the work, and then the project is closed.

Answer 119

A

Planning is a team activity - decision making in execution phase is not.

plans/ projects change over time and will need to be updated.

integration processes need to be tailored to fit the size and complexity of a project.

Answer 120

A

Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project

Answer 121

A

Develop Project Charter

Answer 122

A

Develop Project Management Plan

Answer 123

A

Direct and Manage Project Work
Manage Project Knowledge

Answer 124

A

Monitor and Control Project Work
Perform Integrated Change Control

Answer 125

A

Close Project or Phase

Answer 126

A

Project Charter and Assumption Log

Answer 127

A

Project Management Plan

Answer 128

A

Deliverables
Work Performance Data
Issue Log

Answer 129

A

Lessons Learned Register

Answer 130

A

Work Performance Reports goes in. Work performance reports come out.

Answer 131

A

Approved Change Requests
Project Documents Updates (Change log)

Answer 132

A

Final Product
Final Report
Project Documents Updates

Answer 133

A

The project’s birth certificate.

document that starts the project.

Answer 134

A

Essential for creating a project.

No project charter = no official project = no official power as a Project Manager

Answer 135

A

Earliest performed.

some light pre-planning can occur before the charter but nothing is official until it is done.

Answer 136

A

Business case
Project benefit plan

Business case - describes the need for the project, the problem it will solve and its benefit cost analysis.
project benefits plan - describes how the project contributes to the organization

Answer 137

A

Benefit Measurement methods - most common method used to quantify monetary benefits to selecting the project.

Constrained Optimization - calculus/ programming methods.

Benefit Cost Ratio
Economic Value Add
Internal Rate of Return
Net Present Value
Opportunity Cost
Payback Period
Return on Investment
Return on Invested Capital

Answer 138

A

Ratio of benefits to cost.

cost of shrimp lights: $50
market rate for shrimp lights: $200

BCR/ Benefit Cost Ratio is $4:$1 profit.

Answer 139

A

What you made minus what you could have made.

how much value a project has truly created for shareholders….factors in opportunity cost.

After tax profit - (capital expenditures x cost of capital) = Economic Value Added

Example:

invested into xbox: $175
returned net profit: $10
could have made 6% in interest = $10.50

$175 - (175 x 0.06) = -0.50

we would have been better off investing in savings.

Answer 140

A

compares the projects value in a percentage…looks at it as an interest rate.

Answer 141

A

Determines the cost of investing in other opportunities….the smaller the opportunity cost the better the project looks

Answer 142

A

determines how long would it take to get back the money you invested in the project.

The goal would be the quicker the better.

Answer 143

A

Present value is the idea that a dollar today is worth more tomorrow. takes time out of the equation.
3 payments of $300; project is worth less than $300 since it won’t be paid until completion.
Bigger is better.

Net Present Value takes out time but factors in cost.

constructed an xbox for present value of $500 but it cost $350 to make the Net Present Value is actually $150.

Answer 144

A

shows % a company makes by investing.

Buy $20 in eggs but it normally costs $25; the ROI would be 25%
bigger the better.

Answer 145

A

For every dollar I invest, how many dollars will I get back in return?

ROIC = Net income (after tax)from a project / total capital invested

Invested: $250
Generated: $60 in revenue
Cost: $20
Tax: $8

ROIC = $32/ $250
ROIC = 12.5% ROIC annually

Answer 146

A

Expert Judgement
Data Gathering
Interpersonal and Team Skills
Meetings

Answer 147

A

Project Charter
Assumption Log (allows us to move forward without fact checking everything we know)

Answer 148

A

specifies the who, what, when, where and how.

guides the team’s work on the project.

Answer 149

A

The plan is progressively elaborated; meaning it is continually updated.

Answer 150

A

Project Charter
Enterprise Environmental Factors
Organization Process Assets

Answer 151

A

Expert Judgement
Data Gathering
Interpersonal and Team Skills
Meetings

Answer 152

A

The output would be the Project Management Plan itself.

It is a formal, approved document that defines how the project is managed, executed and controlled.

Keys: Formal, single document.

Answer 153

A

could be any of the following:

NOT THE CUSTOMER

Project Manager
Project Sponsor
Functional Manager
The team who is putting in the work.

Answer 154

A

basically its a combination of all the other management plans and baselines in one formal document.

Scope management plan
REquirements management plan
schedule management plan
Cost management plan
quality management plan
resource management plan
communications management plan
risk management plan
procurement management plan
stakeholder engagement plan
change management plan
configuration management plan
scope baseline
schedule baseline
cost baseline
performance measurement baseline
project life cycle description
development approach
managmeent reviews

Answer 155

A

contrary to how it seems…..most of the time a PM spends is in execution phase.

This is where you create the project deliverables.

Answer 156

A

This process is where you start to see real progress.

buildings get built; roads get paved; websites get coded, etc.

Answer 157

A

No finite amount of time. You could repeat this process multiple times.

this is not a singular occurrence - but occurs anytime you are creating deliverables.

Answer 158

A

Inputs:

Project Management Plan (guides the management and execution of project)
Project Documents
Any approved change request (tells you new specifications of the deliverable you are making)
Enterprise Environmental Factors
Organized Process Assets

Answer 159

A

Expert Judgement
Project Management Information System (keeps you on schedule, updates files)
Meetings

Answer 160

A

Deliverables (tasks accomplished to evaluate for project approval)
Work Performance Data (inputs into M and C)
Issue Log (unresolved problems)

Answer 161

A

potential change requests
potential project management plan updates
project document updates
organizational process assets updates (lessons learned register, etc)

Answer 162

A

Use previous lessons learned to help during your own execution phase. also plan to update this as you go along a swell.

Answer 163

A

history is doomed to repeat itself if we don’t learn from it.

Answer 164

A

technically anytime
update AFTER a deliverable has been completed.

Answer 165

A

Project Management Plan (influences how you do your project)
Project Documents
Deliverables
Enterprise Environmental Factors
Organizational Process Assets

Answer 166

A

Expert Judgement
Knowledge Management
Information Management System (sharepoint)

Answer 167

A

explicit knowledge is info written down for future lessons learned.

tacit knowledge is belief or opinion or ability.

Answer 168

A

updates the lessons learned register with what did and did not work out.

Answer 169

A

takes a look at the work being done on a project and compares the deliverables to the project plan

Answer 170

A

Compares the work already done (deliverable) with the project maanagement plan to make sure everything is gravy.

Answer 171

A

identifies any necessary changes that need to happen to either the work process or the project management plan itself.

Answer 172

A

closely tied to the Direct and Manage Project Work phase and takes place as long as there is work on the project to be carried out.

Answer 173

A

Project Management Plan
Project Documents (assumption Log, estimates)
Cost Forecasts (issue log, lessons learned, milestone list, quality reports, risk register, risk report)
Schedule Forecasts
Work Performance Information

Answer 174

A

Expert Judgement
Data Analysis
Decision Making
Meetings

Answer 175

A

Work Performance Reports (they go in…they go out…actionable items)
Change Requests (if work performance is bad then we need to make changes)
Project management plan updates (if we need to fix something)
Project Document Updates (if we change one we change them all)

Answer 176

A

one of the most important processes.

every change (whether requested or not) needs to be processed through Perform Integrated Change Control.

Allows you to assess real impact on a project.

Change the project to accept the deliverable or change the plan to create a diff deliverable.

Answer 177

A

assesses real impact across project.

Monitor and Controlling manages the way the work is carried out - Integrated Change Control is how we decide if its responsible to allow the change.

Answer 178

A

takes place as long a sthere is work on the project to be carried out.

some organizations have a change control board that reviews the change requests.

Answer 179

A

Inputs:

Project Management Plan
Project Documents
Work Performance Reports
Change Requests (enterprise Environmental Factors and Organizational Process Assets)

Answer 180

A

Expert Judgement
Change Control Tools (any system or if there is a formal board)
data analysis
decision making
meetings

Answer 181

A

An approved Change Request (or denial)
Update of change log and lessons learned (formal documents)

Answer 182

A

projects are temporary.

all about shutting down a project properly. Includes the paperwork to do so like archives, lessons learned, and updating all organizational process assets.

Answer 183

A

projects that skip this are left open and ongoing.

ensures these documents become organizational process assets for future use on new projects.

Answer 184

A

performed as the last process on a project or phase.

Answer 185

A

Project charter - charter shows exit criteria so we can validate it is truly complete.
Project management plan - confirm all requirements are completed
Project documents - need to complete
accepted deliverables (make sure we are done)
business documents (closed out)
organizational procsss assets
procurement documentation

Answer 186

A

Expert Judgement
Data Analysis
Meetings

Answer 187

A

Lessons learned updated (project documents updated)
final product or service
final report

Answer 188

A

the team does the work of the pm
project charter is developed by team
Project Management plan is used to mitigate risk; agile welcomes and embraces the change.
Direct and Manage project work has an output of deliverables, work performance data and issue log. this is delivered in smaller iterations during an agile.
managing project knowledge is shared in a lessons learned register for PM; shared in daily meetings iwth agile.
managing and controlling work is done through daily meetings with hurdles and face to face discussions
agile teams do not need an integrated change control. they welcome change.
agile teams don’t produce much documentation so not as formal of a closure.

Answer 189

A

Scope Management is a logical group of processes to help you understand:

requirements how many rooms do we paint
breakdown how do we paint, when do we paint
control Scope make sure we are painting and quality of paint
verify project was completed. Ensure all rooms have been painted.

Answer 190

A

Everything that must be completed to meet the product requirement.

work needed to successfully complete the project AND ONLY the work.

Answer 191

A

Project manager is ALWAYS in control.

Any change should be handled in a structured way.

Answer 192

A

Makes sure the scope (what is needed to be accomplished to be succesful) is well communicated.

un-necessary changes are limited.

Answer 193

A

define the need
set stakeholder expectations
deliver expectations (communicate)
manage changes
minimizes surprises

Answer 194

A

deliver more than agreed upon
exceed quality - sometimes customers will ask for more.

Answer 195

A

increase risk
increase uncertainty
increase cost
potentially add probelms

Answer 196

A

Plan Scope Management - figure out how to stop Microsoft from changing the specs of xbox.
Gather the requirements - what do we need to do to create the xbox.
Define the Scope - break project into objectives
Create the Work Breakdown - break objectives into activities Structure (and baseline)
Validate and Control the Scope make sure we are making xbox well.

Answer 197

A

Planning
Monitoring and Controlling

Answer 198

A

Inputs:

Project Charter
Project Management Plan
Enterprise Environmental FActors
Organizational Assets

Answer 199

A

Expert Judgement
Data Analysis
Meetings

Answer 200

A

Create the Scope Management Plan

Create the Requirements Management Plan

Answer 201

A

Defines the activities the team will perform in order to gather and manage the project requirements.

This is the PLAN for how the requirements will be managed.

DOES not contain the requirements itself.

Answer 202

A

Shows how requirements will be gathered.

Shows how decisions will be made.

How requirements will be documented.

Answer 203

A

Process of understanding what it will take to satisfy the stakeholders. Then documenting that understanding.

Answer 204

A

This document helps keep everyone focused on the stakeholders expectations.

Refers to this document during scheduling, budgeting, quality specifications, risk factoring and resource planning.

Answer 205

A

Inputs:

Stakeholder Engagement plan
Project Charter
Project Management Plan
Project Documents (Assumption Log, Lessons Learned, Stakeholder Register)
Business Agreements
Enterprise Environmental Factors
Organizational Process Assets

Answer 206

A

T&T:

Data Gathering (brainstorming, interviews, focus groups, questionaires, benchmarking)
Data Analysis
Decision Making
Data Representation

Answer 207

A

Outputs:

Requirement Documentation
Requirements Traceability Matrix

Answer 208

A

A document that identifies the source of each requirement (product feature needed or service completed).

Can include information about who owns the requirement, the status of the requirement, etc.

Answer 209

A

Develop a clear understanding of the requirements to be:

executed
verified
delivered

Answer 210

A

Scope is what drives the execution of a project.

The importance of defining scope correlates with the amount of risk you are willing to tolerate.

The greater you define the exact needs - the more likely you are to succeed.

Answer 211

A

As soon as the collect requirements process has been completed.

you need to know the requirements before you can plan how you accomplish them/ how you get there.

Answer 212

A

Inputs:

Project Charter
Project Management Plan
Project Documents (assumption log, requirements documentation, risk register)
Environmental Factors
Organizational Process Assets

Answer 213

A

T&T:

Expert Judgement
Data Analysis
Decision Making
Product Analysis

Answer 214

A

Outputs:

Project Scope Statement
Project Documents Updates

Answer 215

A

Contains:

Goal of the project
Project Description
Requirements of a Project
Constraints of a Project
Assumption of a Project
Identified Risks related to the scope

Answer 216

A

Once created, is a hub of info. and is most important component of a project plan.

A WBS is used when creating risk analysis, activities, costs, quality attributes and procurement decisions.

Answer 217

A

The primary tool is Creating a Work Breakdown Structure

Answer 218

A

After a project charter is created, you identify who is making these expectations (stakeholders), after you collect their expectations (requirements) and the scope has been defined (determined how you are going to meet their expectations).

Answer 219

A

Inputs:

Project Management Plan
Project Scope Statement
Project Requirements Documentation
Enterprise Environmental Factors
Organizational Process Assets

Answer 220

A

T & T:

Expert Judgement
Decomposition (main tool - breaks down deliverables into smaller components

Answer 221

A

Ask yourself:

are your work packages small enough to be estimated for time and cost?
is the team satisifed that the current level of detail provides enough info to proceed?
is each “work package” small enough that you can assign a value to a single person?

Answer 222

A

The Scope Baseline:

A baseline is the original plan plus all approved changes.

Work Breakdown Structure:

A document that defines each language in a WBS

Answer 223

A

How you break down your wbs

Control Account = Monthly Concur/ Online Purchasing App

Planning Package = Onboarding Supplies

Work Package = Blue Books (assigned to one specific person)

Answer 224

A

Validate Scope is the process of ensuring the product, service or result that matches the documented scope.

Making sure we aren’t wasting our time.

Answer 225

A

Controlling quality is done before you validate.

Control quality is concerned with correctness
Control Scope is concerned with completeness

Answer 226

A

Once the validation of scope is completed - the project goes to be accepted by:

Project Manager
Customer
The Sponsor
Sometimes functional manager or stakeholder

Answer 227

A

Validate scope after the quality has been controlled.
Can be performed multiple times throughout a project
usually performed after at least some of the product components have been delivered

Answer 228

A

Main one is a verified deliverable
Work performance data

Remember you are in the monitoring and controlling phase

Answer 229

A

Inspections
Decision Making

Answer 230

A

“Accepted” Deliverables
MandC - input work data you get back work data
Change Requests (assuming the output sucks)
Project Document Updates

Answer 231

A

Maintain Control by preventing scope change requests from overwhelming the project.

Keeps the scope baseline current.

Answer 232

A

Makes sure all change requests are understood and managed.

This prevents un-necessary changes from occuring.

Answer 233

A

ongoing process.

Begins as soon as the scope baseline is created. Aka after WBS

Answer 234

A

Work Performance Data
Updates to Project Management Plan
Updates to Project Documents/ Process Assets

Answer 235

A

Analyzing Data

Answer 236

A

Work Performance Information (anytime you input work info you output work info)

Change Requests (any decision making still goes to a change request)

Project Management Plans
Project Document Updates

Answer 237

A

Predictive Approach tries to identify all and control change.

Agile approach tries to get product in customer’s hands and then embrace any new requirements discovered.

Answer 238

A

low emphasis because the overall process is flexible.

Answer 239

A

In agile setting, this is an ongoing process because we give you the prototype and you tell me new features you would like or changes.

Answer 240

A

Agile setting defines scope through user stories, story maps and release plans.

Predictive breaks it down to objectives and activities. (WbS)

Answer 241

A

Predictive WBS is broken down through Decomposition of activities.

Agile WBS is broken through disaggregation of Story Maps into smaller stories.

Answer 242

A

every phase/ iteration in an agile setting is validated by the teams approval of “done”

Answer 243

A

large amount of change requests for predictive setting would be troublesome (because all risk is already predicted)

large amount of change requests in agile is encouraging as there is high user engagement

Answer 244

A

The project manager should be in control of the schedule (and not vice versa)

A schedule should be rigorously managed but as flexible as possible.

Answer 245

A

1) Plan Schedule Management (planning out the next five processes)
2) Define Activities (list the project activities)
3) Sequence Activities (order the activities and create the project diagram)
4) Estimate Activity Durations (determine time estimates for each activity)
5) Develop Schedule (create the schedule)
6) Control Schedule (monitor and adjust schedule performance)

Answer 246

A

The Schedule Management Plan

Answer 247

A

Activity List
Activity Attributes

Answer 248

A

Project Schedule Network Diagrams (activity sequence list or visual)

Answer 249

A

Activity Duration Estimates

Answer 250

A

Project Schedule

Schedule Baseline

Answer 251

A

Work Performance Information
Change Requests
Schedule Forecasts

Answer 252

A

Project Charter
Project Management Plan
Enterprise Factors
Organizational Assets

Answer 253

A

Expert Judgement
Data Analysis
Meeting

Answer 254

A

Schedule Management Plan

Answer 255

A

Once you create the scope baseline, you can use this to decompose (breakdown) the work into the smaller activities that are necessary to do the project.

This list is what needs to occur for the project to be completed.

Answer 256

A

You cannot build a schedule until you know what needs to happen.

Answer 257

A

Common to create the activity list after the requirements documentation.

Answer 258

A

Project Management Plan
Scope Baseline
Schedule Management Plan

Answer 259

A

Expert Judgement
Decomposition
Rolling Wave Planning (plan is continuously evolving)

Answer 260

A

Activity List
Activity Attributes
Milestone List
Change Requests
Project Management Plan UPdate

Answer 261

A

arranging the activity list in order they should be performed.

Answer 262

A

a picture in which each activity is drawn and placed in order it must be performed.

think of dominos

Answer 263

A

after you define your activity but before you schedule

Answer 264

A

Schedule Baseline
Schedule Management Plan
Activity List

Answer 265

A

Precedence Diagramming Method (PDM)
Dependency Determination and Integration
Lead and Lags

Answer 266

A

Precedence Diagramming Method creates a graphical visual of the schedule activities in order in which they must be performed.

rectangles and lines/nodes

Answer 267

A

Dependencies influence which activities must be performed first.

In making a scrambled egg - the mixing of the egg is dependent on cracking the egg.

Answer 268

A

Mandatory Dependencies (one that can’t be broken)

Disretionary Dependencies (best practice dictates we paint before we lay down carpet…but technically we still could carpet first)

External Dependencies (manufacturer etas…capsa)

Internal Dependencies (marketing team has to finish logos before website can be released)

Answer 269

A

A lead is one activity getting a jumpstart on another.

a lag is a waiting period that exists between two activities.

Answer 270

A

The project Schedule Network Diagram (diagram shows a visual way of depicting schedule activities and their dependencies.

project document updates

Answer 271

A

analyzing each activity to see how long it will take.

Answer 272

A

Project Management Plan (Schedule Management Plan & Scope Baseline)
Project Documents (Activity List, Activity Attributes, Resource Requirements, Resource Calendars)
Enterprise Factors
Organizational Process Assets

Answer 273

A

Mandatory Dependencies (one that can’t be broken)
Disretionary Dependencies (best practice dictates we paint before we lay down carpet…but technically we still could carpet first)
External Dependencies (manufacturer etas…capsa)
Internal Dependencies (marketing team has to finish logos before website can be released)

Answer 274

A

This is monitoring how long each activity will take - not focusing on the effort.

Answer 275

A

These activity duration estimates will become a primary input into creating the schedule.

Answer 276

A

After the activity resource requirements have been gathered and before the schedule is developed.

Answer 277

A

Project Management plan
Project Documents (Activity List, Activity Attributes and Resource Requirements, Resource Calendars)
Enterprise Environmental Factors
Organizational Process Assets

Answer 278

A

Expert Judgement

Analogous Estimating (comparing to previously done project [top down])

Parametric Estimating (Parametric Estimating is dimensional analysis….takes 1 person 10 minutes…takes 1000 people 100000 minutes

Three Point Estimating (PERT: use three data points innstead of one. These are pessimistic, most likely and optimistic estimates)

Bottoms Up Estimating (opposite of analogous estimating)

Answer 279

A

Top down estimating

Comparing to an estimate from a previous project.

Answer 280

A

Scaleable estimating.

If it takes 100 feet one day
Then it will take 10 days to do 1000

Answer 281

A

Aka PERT (program evaluation and review technique)

Uses pessimistic, most likely, optimistic

Answer 282

A

Beta distribution
Triangular distribution

Answer 283

A

(Pessimistic + 4 x realistic/most likely+ optimistic)÷ 6

Answer 284

A

(Pessimistic - optimistic)÷6

Answer 285

A

Evenly weighted.

(Pessimistic + realistic/most likely+optimistic)/3

Answer 286

A

Opposite of analogous estimating
Each step of an activity is added together.

Accurate when there is few unknowns.

Top down is comparing to a previous project and compares entire cost at once.

Bottom up is adding up the tasks first then compiling into an estimate. This happens the most.

Answer 287

A

Make or buy analysis to determine if you should outsource or not.

Point is to make optimal decisions.

Answer 288

A

Reserve time/contingency is extra time added to activity duration estimate.

Revisited throughout project.

Answer 289

A

Durations Estimates
Basis of Estimates (shows how Estimates were determined)
Project Document Updates

Answer 290

A

Like 20 inputs:

Project management plan (schedule management plan and scope baseline)

Project documents (activity list, activity attributes, assumption log, Basis of Estimates, lessons learned, milestone list, Project schedule network diagrams, project team assignments, resource calendars, resource requirements, risk register)

Agreements
Enterprise environmental factors
Organizational process assets

Answer 291

A

Schedule network analysis (group of techniques)
Critical Path Method
Resource optimization
Data analysis
Lead and lag
PMInfomation system

Answer 292

A

A critical path is the combination of activities that, if delayed, will delay the projects finish.

Answer 293

A

1) calculate the finish date
2) identify the float (which activities can slip)
3) identify highest risk activities (can’t slip)

Answer 294

A

Gather realistic activity duration
Assemble schedule
Identify the longest critical path

Basically plan for the longest route.

Answer 295

A

Estimates each activity aggressively
Builds the schedule network

Adds a lump sum buffer to end of project track

You don’t let the team know of buffer so they are pressured into the aggressive schedule.

Longest path - shortest path = invisible buffer

Answer 296

A

When your resource needs meet up with organizations ability to supply resources.

Resource leveling is more about people/material

Resource smoothing is about time constraint.

Answer 297

A

1) use critical path method to calculate and analyze all network paths for project.

2) apply resources to see what effect is made to schedule.

3) creates a change to critical path and project completion date.

Answer 298

A

Looks at the schedule when there is resource constraints.

Resource smoothing is less disruptive - completion date and critical path do not change.

Answer 299

A

A way of looking at risk to determine how certain events or scenarios would impact the schedule.

Goal = is schedule practical? Are the reserves and buffers appropriate?

Answer 300

A

Completing the schedule earlier without cutting the project scope…..without eliminating features.

Answer 301

A

crashing means adding resources to an activity to complete more quickly. Crashing almost always increases costs.

fast tracking means that you reorder the sequence of activities so that some of the activities are performed at the same time.

Answer 302

A

agile projects use the product backlog to create an overall release plan.

prioritized by value to the customer and then estimated by difficulty. then the team selects the planned releases.

Answer 303

A

Create the schedule baseline
Create the project schedule
Create bar charts (or Gantt charts) to show length of activity schedule.
Create Milestone Charts (represents key events)
Project Schedule Network Diagram

Answer 304

A

Create the schedule baseline
Create the project schedule
Create bar charts (or Gantt charts) to show length of activity schedule.
Create Milestone Charts (represents key events)
Project Schedule Network Diagram
Schedule Data
Project Calendars
Change Requests
Project Management Plan Updates
Project Document Updates

Answer 305

A

Compare the work results to the plan and ensure that they line up.

Answer 306

A

Making sure the time related performance on the project is in line with the plan.

Answer 307

A

Project Management plan
Project Documents (Lessons leanred, project calendars, project schedule, resource calendars, schedule data, work performance data, organizational process assets)

Answer 308

A

Data Analysis (Earned Value Analysis, Iteration Burndown chart, performance reviews, trend analysis, variance analysis, What-if scenario analysis)

Critical Path Method

Project Management Information System

Resource Optimization

Leads and Lags

Schedule Compression

Answer 309

A

Work Performance Information
Schedule Forecasts
Change Requests
Project Management Plan Updates
Project Document Updates

Answer 310

A

Agile do not try to define scope up front.

Agile expects sscope to change.

The agile approach is to plan in much smaller, more flexible increments, prioritized by what is most most valuable.

On-demand scheduling.

Answer 311

A

low applicability to agile projects. each iteration or sprint has a plan for that particular sprint.

one at a time.

Answer 312

A

Agile projects do estimate, alhtough they do it differntly (planning poker, or relative sizing exercies)

Answer 313

A

Agile projects may develop release plans which show features

Answer 314

A

Agile monitor and adjust schedule performance during either their iteration planning or their respective at the end of an iteration.

Answer 315

A

a network path refers to a sequence of events that affect each other on the project from start to finish.

highlite different sets of sequences in which activities must be performed.

Answer 316

A

made up of activities that cannot be delayed without delaying the finish of the project.

critical path is the longest path.

Answer 317

A

Yes - there could be two paths that tie for the longest path. In this event, schedule risk is increased because there is an increased number of ways the project could be delayed.

Answer 318

A

Float is slack - how much time an activity can slip before it changes the critical path.

maximum amount of time an acitivty can slip.

Answer 319

A

Zero float

Answer 320

A

Early start is the earliest date that something can start factoring in other dependencies.

Answer 321

A

AKA Early Start.

We are moving forward through the diagram.

Answer 322

A

Early start date plus the duration estimate minus 1 unit.

Answer 323

A

AKA Early Finish

Answer 324

A

Says this is the latest the activity could start and not delay the project’s finish date.

You calculate this by adding the float to the early start

Answer 325

A

AKA late start

Answer 326

A

Late finish is the late start plus the activity duration - 1 unit.

Early finish would be week 8 day 1
Late finish would be week 8 day 6

Answer 327

A

AKA Free Slack.

free float is the amount of time an acitivyt can be delayed without affecting the early start date of dependent acitivites.

9 - 10 - 4
9 - 6 - 4
19-15 = 4 free float.

Answer 328

A

occurs when an activity’s start date occurs before a precedening acitvity’s finish date.

negative float tells you when an activity’s finish date happens vefore its scheduled start date.

TELLS YOU YOUR SCHEDULE IS WRONG.

Answer 329

A

reworking the logic of the schedule
“crashing”
“fast tracking”

Answer 330

A

a activity visual in a chart that shows the relationship but doesn’t show the time associated.

Answer 331

A

ES Duration EF
LS FLOAT LF

EF (aka forward pass)= ES + D - 1
ES= EF - D + 1

LS= LF - du + 1
LF= LS +du - 1

Critical Path has zero float

Float = LF- EF
simultaneously
Float = LS - ES

Answer 332

A

value added to work.

lag time is + time (increases duration)

Example: anytime you are waiting. Concrete is poured - takes two days to harden.

lead time is negative (-) time (reduces duration)

Example: procurement takes 30 days; need cabinets in 45 days….lead time is 15 days (when you reorder)

Answer 333

A

Estimating total cost from start to finish.

Answer 334

A

Squeeze more benefits w/o reducing scope.

Gets more out of project in every phase.

Answer 335

A

Scope is first
Schedule is second
Cost and budget is 3rd.

Answer 336

A

Input:

Project charter
Project management plan
Enterprise environmental factors
Organizational process assets

Answer 337

A

Tools and techniques:

Expert judgement
Data Analysis
Meetings

Answer 338

A

Plan that describes how the processes of Estimate costs, determine budget, and controlled costs will be carrier out.

Answer 339

A

Rough order of magnitude estimate
Preliminary estimate
Definitive estimate

Answer 340

A

-25% to +75%

Answer 341

A

-20% to + 30%

Answer 342

A

-5% to +10%

Answer 343

A

Project management plan

Project Documents (lessons learned, Project schedule, resource requirements, risk register)

Enterprise factors
Org. Process Assets

Answer 344

A

Expert judgement

Analogous estimating
Parametric Estimating
Bottoms up estimating
3 point estimating

Alternative analysis
Reserve analysis
Cost of quality

Project management info system
Decision making

Answer 345

A

cost estimates

Basis of Estimates

Project document updates

Answer 346

A

Never enough detail

Include info on how you derived the activity cost estimates

Answer 347

A

Time phases the cost estimates so that the company will know how to plan for cash flow and expenditures.

Answer 348

A

Performed after you define activities, estimate activity Durations, estimate activity resources and developed the schedule.

Answer 349

A

Project management plan (cost management, resource management plan, scope baseline)

Cost management
Cost estimate
Schedule

Project Documents (basis of Estimates, cost estimates. Project schedule, risk register)

Business documents (business case and benefits management plan)

Agreements
Environmental factors
Organizational process assets

Answer 350

A

Expert judgement
Cost aggregation
Data Analysis
Historical info
Funding limit reconcilliation
Financing

Answer 351

A

Cost estimates should be rolled up to the work package level where they will be measured, managed and controlled.

Answer 352

A

Companies can be required to budget for projects in advance. When this happens there can be a funding limit when project has begun.

Answer 353

A

Cost baseline (budget = cost baseline plus management reserves)

Project funding requirements
Project Documents updates

Answer 354

A

1) they are proactive - they do not wait for changes to occur.

2) controlling processes measure what was executed against vs what was planned.

If the results do not match the cost baseline, then steps are taken to bring them in line.

Answer 355

A

Cost variance.

Good or bad variance need to be understood and the plan needs to be adjusted.

Answer 356

A

Throughout the project. The greater change something could peak or change the more often you measure/ check

Answer 357

A

Project management plan
Project Documents
Project funding requirements
Work Performance data
Organizational process assets

Answer 358

A

Expert judgement
Data Analysis (Earned Value Analysis: actual performance vs plan, variance analysis, trend analysis, reserve analysis)

To-complete performance index

Project management info system

Answer 359

A

Earned Value technique that focuses on the performance needed in order to achieve your targets.

based on performance now - can you hit the original budget at completion OR is it more likely to hit your new estimate at completion

Answer 360

A

Outputs:

Work Performance info
Cost forecasts
Change requests
Project management plan updates
Project document updates

Answer 361

A

Agile favors flexibility vs long term plans and budgets.

EVM is powerful tool in predictive but is difficult to apply in agile.

To do EVM in agile you would need to define scope, schedule, cost estimates where it would then be barely possible.

Answer 362

A

Most agile don’t produce a formal cost plan.

Agile run burn rates stats which indicate how much the team will cost per month, quarter year or other period.

Answer 363

A

Predictive environments measure cost per work package.

Agile measures cost per iteration.

Hard to be accurate due to changes coming.

Answer 364

A

More relevant in predictive. Not really able to change much while in middle of iteration.

Answer 365

A

Predictive uses EVM to forecast costs and make changes.

Agile wants to forecast costs and be transparent just difficult to change cost in middle of iteration.

Answer 366

A

If you spend a dollar you are earning a dollar back into your project.

Answer 367

A

How much was originally planned for this project to cost?

No formula

Answer 368

A

Aka Budgeted Cost of Work Scheduled

How much work should have been completed at a point in time based on the plan.

PV= planned % complete × BAC (Budgeted at Completion)

Answer 369

A

Aka Budgeted Cost of Work Performed

How much work was actually completed during a period of time.

EV = actual % complete × BAC (Budgeted at Completion)

Answer 370

A

Aka actual cost work performed

The money spent during a period.

AC = Sum of all costs

Answer 371

A

The difference between what we expected to spend vs what actually was spent

CV = EV (Earned Value) - AC (Actual Cost)

Answer 372

A

The difference between where we planned to be in schedule vs where we are in schedule.

SV = Earned Value - Planned Value

Answer 373

A

The rate at which the project performance is meeting cost expectations from the beginning up to a point in time.

CPI = Earned Value÷Actual cost

If it’s less than 1 that means we are losing money.

Answer 374

A

The rate at which the project performance is meeting schedule expectations up to a point in time.

SPI = Earned Value ÷ Present Value

Answer 375

A

The rate at which the project performance is meeting cost expectations from the beginning up to a point in time.

CPIC = Earned Value ÷ Actual cost

Answer 376

A

Projecting the total cost at Completion based on project performance up to a point.

How much are we going to be at the end of the project based on performance now.

EAC= BAC (Budgeted at Completion) ÷ CPIC (Cumulative Cost performance Index)

Answer 377

A

Projecting how much more will be spent on the project based on past performance.

how much will we need to complete

ETC= EAC (Estimate at Completion) - Actual Cost

Answer 378

A

Difference between what was Budgeted and what will actually be spent.

VAC= BAC (Budgeted at Completion) - EAC (Estimate at Completion)

Answer 379

A

TCPIC = (Budgeted at Completion - Earned Value)÷ remaining funds

Answer 380

A

Cost that stays the same throughout the project.

Answer 381

A

Hourly labor

Answer 382

A

Expenses billed directly to a project.

Example would be materials to construct a building.

Answer 383

A

Costs that are shared and allocated amongst several projects.

Example: managers salary.

Answer 384

A

Costs that have been invested into a project.

Example: we spent 10k on this project so we can’t turn back now. Sink cost is spilt milk or unrecoverable.

Answer 385

A

The cost of the loss of potential benefit from alternatives when a choice made excludes it.

Answer 386

A

CPI is less than 1 = over budget
VAC is negative = over budget

Answer 387

A

Earned Value is where you are at in the project
Planned Value is where you expected to be at and its cost
Actual Cost is what you spent.

Answer 388

A

TCPI = (BAC - EV/ remaining funds BAC - AC)

Answer 389

A

TCPI = (BAC -EV / remaining funds EAC - AC)

Answer 390

A

CPIC is another name for CPI

Answer 391

A

Proactive approach.

it costs more to fix an error than it does to prevent them.

Answer 392

A

Plan
Do
Check
Act

Answer 393

A

Plan quality is how you plan on tackling your project.

Manage quality is how you actually do it.

Control quality is how you inspect it.

Answer 394

A

The degree to which a set of inherent characteristics fulfills requirements.

AKA

a product can be low grade and high quality because that is what the requirement stated or implied.

Answer 395

A

Planning = Plan Quality Management [Output = Quality Management Plan; Quality Metrics]
Executing = Manage quality [Output = Quality Reports, Test and Evaluation Documents]
Monitoring and Controlling = Control Quality [Output = Quality Control Measurements; Verified Deliverables]

Answer 396

A

Everyone in the company is responsible for quality and is able to make a difference.

TQM shifts focus from product that is produced and looks at quality of how it is produced.

how something is produced is better than what is produced. Japanese processes

Answer 397

A

Kaizen means continuous improvement

Answer 398

A

A philosophy that stresses constant process improvement in the form of small changes.

Answer 399

A

manufacturing method that brings inventory down to zero or (near zero) levels. It forces a focus on quality,m since there is no excess inventory on hand to waste.

think of fresh deserts

Answer 400

A

Ensure companies document what they do and do what they document.

Contributes to Manage quality - whats the point of a quality process if nobody does the process.

Answer 401

A

2 processes that are not linked or dependent upon each other. rolling a dice/roulette

Answer 402

A

one choice excludes the other.

flipping a coin results in heads or tails. if it is heads it excludes tails.

Answer 403

A

calculated by averaging all data points to get a mean

then calculate the differences between each data poiint and the mean

square each of hte differences

divide the sum of the squared differences by the number of data points minus 1

Answer 404

A

1) the higher the standard deviation the more diverse your data points are.
2) Standard deviation can be used to set quailty levels
3) standard deviation can be used to set control limits

Answer 405

A

popular philosophy of quality management that focuses on achieving very high levels of quality by controlling the process and reducing the defects.

strives to make the overwhelming majroity of the bell curve fall consistently within customer quality limi9ts.

Answer 406

A

1 standard deviation from the mean. 1 standard deviation should control 68.25% of all outputs will meet quality standards

Answer 407

A

99.99966% of all outputs will meet the quality standards.

3.4 out of every 1,000,000 outputs do not meet quality standards.

Answer 408

A

99.99966% of all outputs will meet the quality standards.

3.4 out of every 1,000,000 outputs do not meet quality standards.

Answer 409

A

refine the process so that human error and outside influence no longer influence results and any remaining variations are completely random.

Answer 410

A

1 sigma = 317,500 defects per million (lowest quality)
3 Sigma = 2,700 defects per milliion (higher quality)
6 sigma = 3.4 defects per million (highest quality)

Answer 411

A

basically anything with death.

pharmaceutical, airline or power utilities.

Answer 412

A

prevention is keeping defects from occuring.

inspection is about identifying and catching the errors before they impact others outside of hte project.

Answer 413

A

prevention

Answer 414

A

Attribute sampling is binary; either a result is quality or is not.

variable sampling measures how something conforms to quality. variable is on a continuous scale.

Answer 415

A

special causes are preventable where as common causes are generally accepted.

assembly errors are special causes.
quality of materials is common causes

Answer 416

A

Tolerance is the limit your project has for acceptance.

weight between 13 and 15 grams would be your tolerance.

Control limit is usually 3 standard deviations above and below a mean. as long as your results fall within the control limits you are in control of your process.

tolerance focuses on whether the product is acceptable.
control limit focuses on the process itself is acceptable.

Answer 417

A

does it do the right thing (Whats intended)?
Does it do the thing right?

Answer 418

A

project managers job to make sure the focus stays on quality management.

however, everyone is responsible for quality.

Answer 419

A

goal is to get the product in the customer’s hands as quickly as possible and to adapt constantly.

to make this work, agile takes on small tasks (per each iteration) GETS FEEDBACK FROM USERS AND IMPROVES THE PRODUCT.

in an agile setting, problems should be detected early and thus cost less and require fewer resources to fix than if it were detected later.

Answer 420

A

Decisions made about quality directly impact:

Scope
Time
Cost
Risk

Answer 421

A

Project charter
Project Management Plan

Requirements Management Plan
Risk Management Plan
Stakeholder Engagement Plan
Scope Baseline
Project Documents
Enterprise environmental factors
Organizational process assets

Answer 422

A

Data representation
Test and inspection planning
Meetings

Expert judgement
Data gathering
Data Analysis
Decision making

Answer 423

A

Quality management plan for:

Supplier
Inputs
Processes
Outputs
Customers

Answer 424

A

Quality cannot be inspected in….meaning quality is connected to processes.

Inspection is an important part of quality and should be scheduled and planned from start.

Answer 425

A

Quality management plan
Quality Metrics

Project management plan updates
Project document updates

Answer 426

A

Objective.
Quality Metrics become an input from monitoring and controlling

Examples: # of defects, weights, and measures. Hours spent on rework, downtime, customer survey results, response time.

Answer 427

A

Manage quality is referred to as quality assurance. It relates to product design and to process improvement.

Control quality is the inspection of the product.

Answer 428

A

1) to put the quality management plan into practice and to see that the product, service or result achieves quality.

2) to improve and streamline the overall process of producing the product, service or result.

Answer 429

A

If processes are improved then greater efficiency, more quality product and less waste.

Answer 430

A

Traditional/waterfall = project manager

Agile= team is responsible

Answer 431

A

Project management plan
Project Documents
Organizational process assets

Answer 432

A

Data gathering
Data Analysis
Decision making
Data representation
Audits
Design for x
Problem solving
Quality improvement methods

Answer 433

A

Example: to solve construction problems…..

Get Sticky note cards and use affinity system to categorize the data into four columns and move each note card under one of the cats.

Answer 434

A

Cause and effect/ why why

Identify root causes. Quality problems typically are traced back to their root causes to prevent rather then fix through inspection.

Answer 435

A

Bar chart capable of showing multiple views of data.

Example:

Shows number of defects per month and shows % of defects per each supplier.

Answer 436

A

Quality audits are usually carried out by an objective person or team and it is best if they are not part of hte project team.

Answer 437

A

Design for Excellence (DfX)

Methodology where design is applied to the top priorities.

Answer 438

A

DfC = Design for Cost

DfA = Design for assembly

DfM = Design for Manufacturing

DfL = Design for Logisitics

DfS = Design for Servicability (prioritize ease of repair and service)

Answer 439

A

Define the problem
Root Cause Analysis (Define the problem)
Identify Possible Solutions
Choose a solution
Implement the solution
Verify the Solution

AKA Plan - Do - Check - Act

Answer 440

A

Quality Reports (quantitative or qualitative)
Test and Evaluation Documents

Change Requests
Project Management Plan Updates
Project Document Updates

Answer 441

A

Inspected, measured and tested

uses statistical sampling rather than inspecting every single item.

Answer 442

A

Project Management Plan
Project Documents
Approved Change Requests
Deliverables
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

Answer 443

A

Data Gathering
Data Analysis
Inspection**
Testing and Product Evaluations**
Data Representation (such as cause and effect diagram, control chart, histogram, scatter diagram)
Control Chart

Answer 444

A

Upper Control Limit
3 standard deviations
Mean
3 standard deviations
Lower Control Limit

Answer 445

A

Process is out of control.

cause should be investigated and determined.

Answer 446

A

if 7 consecutive data points fall on one sign of the mean they should be investigated.

Answer 447

A

quality control measurements
verified deliverables that have been inspected and measured to ensure quality
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates

Answer 448

A

Predictive = inspection

agile = DoD (definition of done)

agile incorporates testing scenarios that incorporate acceptance criteria

Answer 449

A

predictive is done in the monitoring and controlling hase > control quality > inspection

agile is done in the Iteration H phase (hardening) or by getting the product in the customer’s hands quickly.

Answer 450

A

Define and manage the physical resources
Define the role and the responsibilities of the team.

Answer 451

A

PMs are responsible for project - they should delegate power and responsibilities.

In return

the team provides positive results and accountability

Answer 452

A

Communication and collaboration can be more difficult
team building can be harder since you never see each other

Answer 453

A

Inputs:

Project Charter
Project Management Plan
Proejct Documents
Enterprise Environmental Factors
Organizational Process Assets

T&T:

Expert Judgement
Data Representation (Hierarchical Charts, Responsibility Matrix, RACI, Text Oriented)
Organizational Theory

Outputs:
Resource Management Plan
Team Charter
Project Document Updates

Answer 454

A

Responsibility Assignment Matrix

Responsibility
Accountable
Consult
Inform

Answer 455

A

Basically job position descriptions

Answer 456

A

Groups behave differently than individuals

Answer 457

A

Identification of Resources
Plan for acquiring resources
Staffing roles and responsibilities

Answer 458

A

Shows resource usage for a given time.

Answer 459

A

Inputs:

Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Technique:

Expert Judgment
Bottom-Up Estimating
Analogous Estimating
Parametric Estimating
Data Analysis
Project Management Information System (PMIS)
Meetings

Outputs:
Resource Requirements
Basis of Estimates
Resource Breakdown Structure

Answer 460

A

this process is done usually throughout the project.

you may need different skill sets and materials throughout the project.

Answer 461

A

Input:

Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques:

Decision Making
Interpersonal Team Skills
Pre-Assignment
Virtual Teams

Outputs:

Physical Resource Assignments
Project Team Assignments
Resource Calendars
Change Requests
Project Management Plan Updates
Project Document Updates
Enterprise Environmental Factor Updates
Organizational Process Assets Updates

Answer 462

A

Input:

Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Tools and Techniques:

Colocation
Virtual Teams
Communication Technology (SharePoint or skype)
Interpersonal and Team skills
Recognition and Rewards

Outputs:

Team Performance Assessments
Change Requests
Project Management Plan Updates
Project Document updates
Enterprise Environmental Factors Updates
Organizational Process Assets Updates

Answer 463

A

Stages of Team Development

Forming
Storming
Norming
Performing
Adjourning

Answer 464

A

the team understands the project and their roles

eveyrone first meets each other.

Answer 465

A

the team begins to do the work but there is conflict and chaos

Answer 466

A

behavior normalizes and the group functions as a team. PM shares more leadership with the team.

Answer 467

A

the team is working at an efficient level that exeeds what an individual could accomplish alone.

the project manager’s role changes to be one of overseeing and delegating.

Answer 468

A

stage where hte project is closed an d the team is released. everyone is sad project is done.

Answer 469

A

theory of human motivation

needs at the bottom (basic survival) must be met before the upper needs can be met (fulfillment and potential met)

Answer 470

A

Self-Actualization (living and working at full potential)
Esteem (feeling of importance, recognitions)

Answer 471

A

Acceptance
Security
Physiological (food clothing sleep)

Answer 472

A

Make choices based on the expected outcomes.

basically -only work hard if the goal is achievable.

Answer 473

A

X - unmotivated workers that need micromanagement
Y - highly motivated trustworthy people that can work on their own….telecommute

Answer 474

A

effectiveness is dependent on two factors:

1) are you a task oriented leader o a relationship - oriented leader
2) how stressful is the environment?

Answer 475

A

focuses on the absence of certain factors can lead to unhappy workers.

hygiene factors - paycheck allows you to have potential for motivation; recognition is the actual factor.

Answer 476

A

employees are motivated out of theee primary needs

achievement
power
affiliation(feeling of a team)

Answer 477

A

Reward Power
Expert Power
Legitimate Power (formal power)
Referent Power (personality or respect)
Punishment

Answer 478

A

Input:

Project Management Plan
Project Documents
Work Performance Reports
Team Performance Assessments
Enterprise Environmental Factors
Organizational Process Assets

Tools and Tech:

Interpersonal and Team Skills (problem-solving, collaboration, compromise, forcing, smoothing, withdrawal, Decision Making, Emotional Intelligence, Influencing, Leadership,
Project Management Information System

Outputs:

Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors Updates

Answer 479

A

Forcing is bringing to bear whatever force or power is necessary to get the door open. Forcing is bad team work.

confrontation is problem solving it is tackling the problem head on.

Answer 480

A

AKA Accomodating

downplays the problem and talks about what is going well.

smoothing basically tries to diminish the problem rather than resolve it.

Answer 481

A

avoidance of the issue

Answer 482

A

Inputs:

Project Management Plan
Project Documents
Work Performance Data
Agreements
Organizational Process Assets

Tools and Tech:

Data Analysis
Problem Solving (Identify, Define, Investigate, Analyze, Solve, Check)
Interpersonal and Team Skills
Project Management Information System (PMIS)

Outputs:

Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates

Answer 483

A

IDENTIFY - Isolate the problem
DEFINE - Understand the problem
INVESTIGATE - Get more information
ANALYZE - Determine the root cause
SOLVE - Find the best solution
CHECK - Verify the results

Answer 484

A

Agile projects have the team responsible for quality and deliverables
physical resources procured in smaller quantities to satisfy a single iteration
- could increase cost but definitely reduces risk
agile don’t really rely on plan resource management they refer to the team charter
agile doesn’t estimate activity resources they gauge the level of difficulty for user stories
as far as resources go agile teams are made up of generalists rather than specialists
developing a team is highly applicable to agile. Agile is to seek performacne throughout the life of a project
- agile teams are self organiz9zing and self managing. the role of a mentor is to coach not manage.

Answer 485

A

Work is handed from 1 group to the next

when one team finishes early but the other team cannot start that is a dropped baton.

Answer 486

A

Planned procrastination.

A student will only start to apply themselves to an assignment at the last possible moment.

Answer 487

A

Work expands so as to fill the time available for it’s completion.

A task will take as long as you are given.

Zero refill report could take 1 hour or 8 hours .

Answer 488

A

People protecting themselves in task or conflict.

Saying or doing things that cannot hurt you in the future. Very calculated.

Answer 489

A

Under promising; over delivery
they set low expectations so they can over deliver.

Eric Barber with radio sales.

Answer 490

A

Plan Communications Management
Monitor Communications
Manage Communications

follows the same mindset of Plan, Execute, and Control

Answer 491

A

Communication.

An effective project manager spends about 90% of his time communicating, and fully 50% of the time is spent communicating with the project team.

Answer 492

A

How often communications will be distributed and updated?
In what format the communications will be distributed (e.g., e-mail, meetings, printed copy, web site, etc.)
What information will be included in the communications.
Which project stakeholders will receive these communications.

Answer 493

A

Sets stakeholders’ expectations on the project.

Let’s the stakeholder know what they will receive, when they will receive it and how they will receive it.

Answer 494

A

Project charter
Project management plan
Project documents
Enterprise Environmental Factors
Organizational process assets

Answer 495

A

-Expert Judgement
-Communication Requirements Analysis (identify which stakeholders, what comms they should receive, how they should receive these comms, how often they should receive them)
-Communication technology
-Communication Models
- Communication Methods
- Interpersonal and Team Skills
- Data representation
- Meetings

Answer 496

A

Communications Management plan
Project Management Plan Updates
Project Document Updates

Answer 497

A

amount of channels = n x (n-1)/2

n is hte amount of people

Answer 498

A

a formal way of understanding how messages are sent and received.

Sender

Message

Receiver

Answer 499

A

Encode the message clearly (create the message)
select a communication method (email)
send the message (hit send)
Confirm the message was received and understood

Answer 500

A

Decode the message
Acknowledge (confirm that the message was received)
Respond and give feedback

Answer 501

A

requires the receiver to take steps to ensure that the message was understood.

very similiar to effective listening.

Answer 502

A

monitor non-verbal and physicals communications and to provide feedback when understood.

Answer 503

A

verbal and nonverbal cues a speaker must monitor to see whether the listener fully comprehends the message.

Nodding and smiling might be considered positive feedback and indicate the message was understood.

asking questions or repeating the speaker’s words are feedback.

Answer 504

A

vocal but not verbal….tone of voice, volume or pitch.

Answer 505

A

email messages

Answer 506

A

Contract
Project Documents
Legal notices

Answer 507

A

phone calls
conversations

Answer 508

A

meetings, speaches, presentations

Answer 509

A

emails to team
presentations to senior management

Answer 510

A

messages to customers
messages to investors

Answer 511

A

a meeting where people can ask questions

Answer 512

A

A bulk email blast

Answer 513

A

A website where a video presentation or white paper can be downloaded

Answer 514

A

1) Always deal with the problem.
2) Always communicate directly
3) Always tell the truth
4) Always distribute accurate information

Answer 515

A

Project Management Plan

Project dDocuments
Work Performance Reports
Etnerprise Environmetnal Facotrs
Organizational Process Assets

Answer 516

A

Communication technology
Communication Methods
Communication Skills
Project Management Information System
Project Reporting
Interpersonal and Team Skills
Meetings

Answer 517

A

Communication technology
Communication Methods
Communication Skills
Project Management Information System
Project Reporting
Interpersonal and Team Skills
Meetings

Answer 518

A

Project Communications
Project Management Plan Updates
Project Document Updates
Organizational Process Assets Updates

Answer 519

A

Project Managment Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizaitonal Process Assets

Answer 520

A

Expert Judgment
Project Management Information System
**Data Representation [ Stakeholder Engagement Process ]
**Interpersonal and Team Skills [ Manage By Walking Around….AKA Stay Engaged]
Meetings [ lessons learned meeting]

Answer 521

A

Agile = more open and dynamic communication
Osmotic communication due to being collocated and constantly learni9ng from each other.
Product owner is embedded on the team so effective and efficient communication.
Agile is rapid communication - no barriers all transparent communication.
Information about performance, value delivery and priorities are visible 24/7 on a big board.
communication plan is not important due to reliance on informal communications

Answer 522

A

daily stand up meetings
retrospectives
Visible information (burndown charts, burn up charts, kanban boards and product backlogs)

Answer 523

A

1) Risk is related to an uncertain event.

2) Risk can be negative OR positive.

3) There is a difference between individual project risk and overall project risk.

individual project risk = threat to objective. overall project risk = threat to project.

Answer 524

A

Size of project
Project Complexity
Inherent Project Risk
Project Methodology
Importance

Answer 525

A

Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Implement Risk Responses
Monitor Risks

Plan
Do
Check
Act

Answer 526

A

Project Charter
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Answer 527

A

Expert Judgment
Data Analysis
Meetings

Answer 528

A

you create the risk management plan.

Risk management plan level of risk, managed risk, who is responsible of risk activities, the amount of time and resource per each risk, an how risk findings will be communicated.

Answer 529

A

RBS

Risk Breakdown Structure

Answer 530

A

Inputs:

project management plan
Project Documents
Agreements (contracts)
Procurement Documentation
Enterprise Environmental FActors
Organizational Process Assets

Answer 531

A

Expert Judgment
Data Gathering
Data Analysis
Prompt Lists

Answer 532

A

Brainstorming
Checklists are the right risks that are identified.

Answer 533

A

Root Cause Analysis (aka fishbone or ishikawa diagram)

ASK “WHY” Five Times > gets to root cause

Assumptions and Constraint Analysis (what are the “relaxed” CONSTRAINTS? IS THE ASSUMPTION INCORRECT?)
SWOT analysis (Strength, weaknesses, opportunities, threats)
-Document Analysis

Answer 534

A

a prompt list is a framework of questions/ categories that are used to help identify risks.

PESTLE framework would be political, economic, social, technological, legal and environmental

Answer 535

A

Risk Register

risk register contains the identified risks, the potential risk owners, and a list of potential responses to those risks.

Answer 536

A

Qualitative for a project is about probability of impact and prioritization/ranking.

Answer 537

A

Inputs:

Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Answer 538

A

Expert Judgment
Data Gathering
Data Analysis
Interpersonal and Team Skills
Risk Categorization

Answer 539

A

Risk Data Quality Assessment (garbage in; garbage out. make sure the data is high quality)

Risk Probability and Impact Assessment/ Probability and Impact Matrix
Assessment of Other Risk Parameters

Answer 540

A

each risk in the risk register is evaluated for likelihood of occurring and potential impact on the project.

assign values like low, medium, high or 1-10….then multiple each other to determine a value and then rank.

Answer 541

A

Propinquity is the measure of how important the project’s stakeholders perceive this risk to be. Lower propinquity is more desirable.

Answer 542

A

qualitative is about ranking or prioritizing

quantitative is about how long or how much it would cost

Answer 543

A

project management plan
project documents
Enterprise Environmental Factors
Organizational Process Assets

Answer 544

A

Expert Judgement
Data Gathering
Interpersonal and Team Skills
Representations of Uncertainty
Data Analysis (monte carlo analysis, sensitivity analysis, decision tree analysis and influence diagram)

Answer 545

A

likelihood of risk occurrence.

Beta distribution is uneven where most of risk happens in beginning of project.
Triangular distribution is like a triangle - most of risk happens in middle of project.

Answer 546

A

a computer simulation to help determine quantitative risk analysis - provides what if scenarios to determine potential costs and delays.

Answer 547

A

shows how risk effects other factors.

Answer 548

A

used to determine if you should buy or build type of analysis. factors in risk and associated revenue.

Answer 549

A

Escalate is when you hand it off to your boss

last resort - it is when something is an issue without your authority.

Answer 550

A

You avoid something is really finding an alternative solution.

Answer 551

A

Transfer would be hiring a legal consultant. The policy is no longer in your company’s problem its another compnay’s problem.

Answer 552

A

attempt at making a risk “less”

to mitigate the heat we will build in the morning. Does not elimintate the heat it could still be hot but greater chance it is less hot.

Answer 553

A

if the consequences aren’t that bad….if its not too expensive or too long of a delay.

you accept risk if you cannot escalate, avoid, transfer or mitigate the risk.

Answer 554

A

no proactive steps.

Answer 555

A

setting aside a contingency reserve in case the risk event occurs.

Answer 556

A

where the project team may decide to mitigate a risk upon certain conditions.

Answer 557

A

The point is to establish your posture toward risk, understand and analyze the risk and to plan appropriate action.

Identify
Analyze/Understand
Plan
Act
Monitor

Answer 558

A

look to see if there is something else you can use or do instead of the risk.

Answer 559

A

check to see if the response does not cost more than the risk.

Answer 560

A

Work performance data is what was done.

Work performance reports focus on what was done vs the baseline.

Answer 561

A

Technical Performance Analysis (compares the results with the plan)
Reserve Analysis (ensure enough reserves are there for cost and schedule)

Answer 562

A

less risk planning/ more of a rapid risk response
uncertainty can change backlog priority (focus on bigger risk - may eliminate smaller features)
Agile has built in risk plan through small incremental changes.

Answer 563

A

the purchasing party

Answer 564

A

The vendor

Answer 565

A

The seller has the risk.

Fixed price means the seller has a cap in revenue. any cost overrun is on the seller.

Answer 566

A

The buyer has the risk.

Seller gets the cost of the materials (mulch) PLUS a flat fee. that means the buyer is responsible for all unused inventory.

Answer 567

A

The buyer AND the seller faces the risk.

Buyer faces the burden of cost. The seller faces risk of losing incentive if the costs are high or takes too long.

Answer 568

A

The buyer has the risk.

the buyer is paying for all the materials and runs risk of paying more if the employees take too long. the employees don’t have an incentive to work faster since faster work equals less pay.

Answer 569

A

If all things are equal (including cost) it is better to buy external.

Answer 570

A

Project Charter
Business Documents
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets

Answer 571

A

Expert Judgment
Data Gathering
Data Analysis (make or buy analysis)
Source Selection Analysis (how you choose a seller)
Meetings

Answer 572

A

Focus on:

Least Cost (if quality doesn’t matter)
Qualifications Only (I need it to be small an black)
Quality-Based (technical score). Usually a compromise is had between cost and quality.
Quality and Cost-Based Ranking (rank the highest of the two)
Sole Source (a buyer negotiates with only one vendor)
Fixed Budget (tell a cake designer I’ve got $2,000 to spend…what can you give me)

Answer 573

A

Procurement Management Plan
Procurement Strategy
Bid Documents
Procurement Statement of work
Source Selection Criteria
Make or Buy Decisions
Independent Cost Estimates
Change Requests
Project Document Updates
Organizational Process Assets Updates

Answer 574

A

Explains a section of the scope to potential sellers in enough detail to decide if they want (or if they can…..qualifications) to do the work in question.

Answer 575

A

issue the bid package to potential sellers
- hold bidder confrences
- evaluate proposals you receive
-select your seller (in the form of a contract)

Answer 576

A

Project Management Plan
Project Documents
Procurement Documentation
Seller Proposals**
Enterprise Environmental Factors
Organizational Process Assets

Answer 577

A

**Advertising the bid
** bidder conferences
Data Analysis
Interpersonal and Team Skills

Answer 578

A

Selected Sellers** request for proposal was generated, sellers have submitted and negotiations taken place.

Agreements**Contracts

Answer 579

A

Are the goods or services being delivered?

Are the goods or services being delivered on time?

Are the right amounts being invoiced or paid?

Are additional conditions of the contract being met?

Is the buyer/seller relationship being properly managed and maintained?

Answer 580

A

Project Management Plan
Project Documents
Agreements(contracts)
Procurement Documeentation
Approved Change Requests
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

Answer 581

A

Expert Judgment
Claims Administration (disagreements)
Data Analysis (Earned Value Analysis)
Inspection (product itself)
Audits of process

Answer 582

A

disagreements with a vendor about the scope, impact of a change or interprateation of hte contract.

DISPUTES MUST BE MANAGED AND RESOLVED. A Claim Process should be defined in advance.

Answer 583

A

Closed Procurements
Work Performance Information
Procurement Documentation Updates
Change Reequests
Project Managmeent Plan Updates
Project Document Updates
Organizational Process Assets Updates

Answer 584

A

Agile projects like vendors….collaboration.

Collaboration over negotiations

Agile doesn’t plan procurement management-favor creative and adaptive solutions.

Predictive Agile would involve the team evaluating bids, select a seller and award a contract. Agile projects may involve the team selecting a seller and possibly even add them to the team.

Agile projects under a contract with a vendor or customer will review performances during the control stage.

Answer 585

A

Focuses on identifying the relevant stakeholders, creating a plan, executing that plan, and monitoring and controlling.

Manage the expectations that drive stakeholder satisfaction

Answer 586

A

Inputs:

Project Charter
Business Documents
Project Management Plan
Project Documents
Agreements
Enterprise Environmental FActors
Organizational Process Assets

T&T:

Expert Judgment
Data Gathering (brainstorming, surveys, questionaires)
Data Analysis
Data Representation
Meetings

Outputs:

Stakeholder Register
Change Requests
Project Management plan Updates
Project Document Updates

Answer 587

A

1) Stakeholder identification (names, titles and roles)
2) Stakeholder assessment (their needs are and when those needs are expected to arise in the life of the project. )
3) Stakeholder classification (grouping of stakeholder)

Answer 588

A

Inputs:

Project Charter
Project Management Plan
Project Documents
Agreements (contracts)
Enterprise Enbironmental FActors
Organizational ZProcess Assets

Tools and Techniques:

Expert Judgment
Data Gathering
Data Analysis
Decision Making
Data Representation
Meetings

Outputs:

Stakeholder Engagement Plan

Answer 589

A

The purpose of this is to chart the current and desired states of project stakeholders which will inform the stakeholder engagement plan.

Answer 590

A

Inputs:

Project Management Plan
Project Documents
Enterprise Environmental FActors
Organizational Process Assets

T&T:

Expert Judgment
Communication Skills (FEEDBACK)
Interpersonal and Team Skills (soft skills)
Ground Rules (apply to stakeholders and team)
Meetings

Outputs:

Change Requests
Project Management Plan Updates
Project Documents Updates

Answer 591

A

Input:

Proj. Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizational Process Assets

T&T:

Data Analysis
Decision Making
Data Representation
Communication Skills
Interpersonal and Team Skills (active listening)
Meetings

Outputs:

Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates

Answer 592

A

Agile approach to stakeholder management is different than the waterfall approach. Stakeholders are actively engaged and even part of the team.
Public places have progress and team performance to keep stakeholders up to date and well informed.

Agile and predictive identify stakeholders….stakeho9lder register is important!!!!!

agile stakehoolders receive transparent communication.

Issues or issue log is visible to the team and all stakeholders.