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PMP > PMP-1 > Flashcards

PMP-1 Flashcards

1
Q

Parametric Estimating

A

METRIC - More specific than Analogous Example - A mile of road building takes 2 days….

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2
Q

Analogous Estimating

A

Historical and uses relative information. It took another team to do this so… Fastest and least accurate method. Done early..

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3
Q

Control Chart

A

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

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4
Q

Communication Management Plan

A

Describes what information will we be reported, how it will be reported and to who. HOW TO ESCALATE

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5
Q

Stakeholder Engagement Plan

A

Describes how to identify and engage with stakeholders to gather feedback and expectations.

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6
Q

Contingency Reserve

A

Allocated funds are reserved ONLY for planned risks

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7
Q

Risk Register

A

Contains information on each risk/opportunity facing the project and the response plan for each opportunity or threat.

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8
Q

Risk Report

A

Contains information about the overall project risk and summary information on each risk/opportunity.

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9
Q

Enterprise Environment Factors

A

Internal and external factors that influence our decisions, usually intangible.

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10
Q

Organizational Process Assets

A

Internal assets that we use to make decisions. Tangible assets such as Policies, Templates Artifacts.

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11
Q

Minimum Business Increment

A

Smallest amount of value that can be delivered in the shortest amount of time.

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12
Q

SPRINT

A

Product Owners identify possible Products from backlog but Team chooses work.

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13
Q

Daily Scrum

A

Team discuss what they completed, going to work on, and any impediments. Solutions are not discussed.

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14
Q

Sprint Review

A

Stakeholders are shown MVP and give feedback. Doing this validates scope or doesn’t.

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15
Q

Sprint Retrospective

A

End of interation, Team manages quality, discuss improvements and improves ways of working.

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16
Q

Salience Model

A

Ven diagram that helps prioritize stakeholders. More circles, the higher priority.

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17
Q

Stakeholder Engagement vs Communication Management

A

Stakeholder Engagement is identifying, planning, executing and monitoring whereas communication mgmt is doing.

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18
Q

Resource Breakdown Structure

A

A graphical representation of resources needed and output of the Resoure Management Plan. Looks like an Organization Chart

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19
Q

Re-Baselining

A

Change Request is needed to correct after an approved change or condition causes the budget, cost, or schedule to be affected.

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20
Q

PERT Estimate

A

PERT=(O+(ML×4)+P)/6

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21
Q

Team Charter

A

A working agreement for the project team and defines how they will work together.

22
Q

Bottom Up Estimating

A

Most detailed method of estimating by aggregating the lower components (WBS). It is the longest and most expensive option to do.

23
Q

Iteration H

A

Agile - Iteration dedicated to ensure quality and address coding standards.

24
Q

Agile - Change Requests

A

Project owner analyzes change requests for impact of project scope and if approved, change goes on Product Backlog.

25
Q

Change Management Plan

A

Describes all processes for submitting evaluating and implementing changes to the project. Impact Analysis can happen here too.

26
Q

Project Closure

A

Complete handoff,

27
Q

Facilitation

A

Is the ability to effectively guide a group event to a successful decision, solution, or conclusion.

28
Q

Cost of Quality - Good

A

Prevention - Lessons Learned and education.
Appraisal - Calibration, auditing, in-process, and incoming inspection.

29
Q

Cost of Quality - Bad

A

Internal Failure- Rework, retest, delay.
External Failure - Warranty, returns, repair, loss of sales.

30
Q

Agile Estimation (Relative)

A

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).

31
Q

Decision Tree Analysis

A

Deciding between two options using financial, forecasting, modeling, and expert judgment.

32
Q

Pareto Analysis

A

80/20 Rule - The thought that 80% of the problems are caused by 20% of the root cause cases. I histogram is created.

33
Q

PROJECT MANAGEMENT OFFICE TYPES

A

Controlling- Like Supportive PMO accept has power to enforce compliance.
Directive - Full or high degree of control and PMs are assigned.

34
Q

Lead

A

When the successor activity can start before the predessor is finished. Can compress schedule by compressing lead time.

35
Q

Lag

A

The delay that must happen before a successor can start.

36
Q

Control Quality

A

Process that focuses on defect identification. Checklists, statistical sampling, inspection, and testing.

37
Q

Manage Quality

A

Process of preventing defects in execution/building.

38
Q

Rough Order of Magnitude

A

Estimates based on HIGH-LEVEL historical data. Usually done early in Project. -25% to +75%

39
Q

Complexity (Risk)

A

Is often the result of human behavior, system interactions, technical innovation, uncertainty, and ambiguity.

40
Q

Benchmark

A

Using external historical, best practice comparison data to create requirements or evaluate performance.

41
Q

Fast Tracking

A

Activities in parallel, increases risk. COMPRESSION

42
Q

Crashing

A

Adding resources on the critical path. Increases risk. COMPRESSION

43
Q

Smoothing

A

Adjust activities by using their float that does not affect critical path. OPTIMIZATION TECHNIQUE

44
Q

Leveling

A

Balance demand for resources by adjusting start dates. Can change critical path. OPTIMIZATION

45
Q

Predictive
Cost
Estimating

A

Beginning - -25% to +75%
Mid - 5% to +10%

46
Q

Agile
Estimate Types

A

Probabilistic - range of estimates
Relative - comparisons to others
Deterministic - absolute specific

47
Q

Avoid/Withdrawal
Conflict Resolution

A

Do not take action or remove the conflict. Reassignment of personnel.

48
Q

Smoothing/Accommodate

A

Finding a solution by ignoring unimportant details recognizing feelings

49
Q

Compromise/reconcile

A

When both parties need to win. Equal distribution…

50
Q

Force/Direct

A

When your decision is a win/lose. Do not apply to powerful stakeholders.

PMP (1 decks)

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