PMP-1 Flashcards
Parametric Estimating
METRIC - More specific than Analogous Example - A mile of road building takes 2 days….
Analogous Estimating
Historical and uses relative information. It took another team to do this so… Fastest and least accurate method. Done early..
Control Chart
Are used to determine if stable or out of control. Anything below or above the control limits or 7 consecutive points out of mean, product out of control
Communication Management Plan
Describes what information will we be reported, how it will be reported and to who. HOW TO ESCALATE
Stakeholder Engagement Plan
Describes how to identify and engage with stakeholders to gather feedback and expectations.
Contingency Reserve
Allocated funds are reserved ONLY for planned risks
Risk Register
Contains information on each risk/opportunity facing the project and the response plan for each opportunity or threat.
Risk Report
Contains information about the overall project risk and summary information on each risk/opportunity.
Enterprise Environment Factors
Internal and external factors that influence our decisions, usually intangible.
Organizational Process Assets
Internal assets that we use to make decisions. Tangible assets such as Policies, Templates Artifacts.
Minimum Business Increment
Smallest amount of value that can be delivered in the shortest amount of time.
SPRINT
Product Owners identify possible Products from backlog but Team chooses work.
Daily Scrum
Team discuss what they completed, going to work on, and any impediments. Solutions are not discussed.
Sprint Review
Stakeholders are shown MVP and give feedback. Doing this validates scope or doesn’t.
Sprint Retrospective
End of interation, Team manages quality, discuss improvements and improves ways of working.
Salience Model
Ven diagram that helps prioritize stakeholders. More circles, the higher priority.
Stakeholder Engagement vs Communication Management
Stakeholder Engagement is identifying, planning, executing and monitoring whereas communication mgmt is doing.
Resource Breakdown Structure
A graphical representation of resources needed and output of the Resoure Management Plan. Looks like an Organization Chart
Re-Baselining
Change Request is needed to correct after an approved change or condition causes the budget, cost, or schedule to be affected.
PERT Estimate
PERT=(O+(ML×4)+P)/6
Team Charter
A working agreement for the project team and defines how they will work together.
Bottom Up Estimating
Most detailed method of estimating by aggregating the lower components (WBS). It is the longest and most expensive option to do.
Iteration H
Agile - Iteration dedicated to ensure quality and address coding standards.
Agile - Change Requests
Project owner analyzes change requests for impact of project scope and if approved, change goes on Product Backlog.
Change Management Plan
Describes all processes for submitting evaluating and implementing changes to the project. Impact Analysis can happen here too.
Project Closure
Complete handoff,
Facilitation
Is the ability to effectively guide a group event to a successful decision, solution, or conclusion.
Cost of Quality - Good
Prevention - Lessons Learned and education.
Appraisal - Calibration, auditing, in-process, and incoming inspection.
Cost of Quality - Bad
Internal Failure- Rework, retest, delay.
External Failure - Warranty, returns, repair, loss of sales.
Agile Estimation (Relative)
T-Shirt - Activities that determine work to complete a User Story.
Planning Poker - Each member will determine the effort to complete the User Story (Delphi).
Decision Tree Analysis
Deciding between two options using financial, forecasting, modeling, and expert judgment.
Pareto Analysis
80/20 Rule - The thought that 80% of the problems are caused by 20% of the root cause cases. I histogram is created.
PROJECT MANAGEMENT OFFICE TYPES
Controlling- Like Supportive PMO accept has power to enforce compliance.
Directive - Full or high degree of control and PMs are assigned.
Lead
When the successor activity can start before the predessor is finished. Can compress schedule by compressing lead time.
Lag
The delay that must happen before a successor can start.
Control Quality
Process that focuses on defect identification. Checklists, statistical sampling, inspection, and testing.
Manage Quality
Process of preventing defects in execution/building.
Rough Order of Magnitude
Estimates based on HIGH-LEVEL historical data. Usually done early in Project. -25% to +75%
Complexity (Risk)
Is often the result of human behavior, system interactions, technical innovation, uncertainty, and ambiguity.
Benchmark
Using external historical, best practice comparison data to create requirements or evaluate performance.
Fast Tracking
Activities in parallel, increases risk. COMPRESSION
Crashing
Adding resources on the critical path. Increases risk. COMPRESSION
Smoothing
Adjust activities by using their float that does not affect critical path. OPTIMIZATION TECHNIQUE
Leveling
Balance demand for resources by adjusting start dates. Can change critical path. OPTIMIZATION
Predictive
Cost
Estimating
Beginning - -25% to +75%
Mid - 5% to +10%
Agile
Estimate Types
Probabilistic - range of estimates
Relative - comparisons to others
Deterministic - absolute specific
Avoid/Withdrawal
Conflict Resolution
Do not take action or remove the conflict. Reassignment of personnel.
Smoothing/Accommodate
Finding a solution by ignoring unimportant details recognizing feelings
Compromise/reconcile
When both parties need to win. Equal distribution…
Force/Direct
When your decision is a win/lose. Do not apply to powerful stakeholders.
