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Business Law > PMP - Creating High Performance Team (L1) > Flashcards

PMP - Creating High Performance Team (L1) Flashcards

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1
Q

Set of individuals who support the project manager in performing the work of the project to achieve its objectives.

A

Project Team

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2
Q
  • Estimate, acquire, and manage teams of people
  • Estimate resources team members need to carry out
    work
  • Obtain the people
  • Create effective team environment
  • Track team performance, improve based on
    feedback, resolve issues, manage team personnel
    changes
A

Critical elements of Project Resource Management

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3
Q

** Generalized Specialists **

A

Has a core competency but also has general skills in other areas that can be leveraged as needed by the team to support its objectives (i.e. you need these people on your team because you don’t want just one person who has the specific knowledge/skill for the team)

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4
Q

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

A

Stakeholder

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5
Q

** Servant Leadership **

A

Encourages the self-definition, self-discovery, and self-awareness of team members by listening, coaching, and providing an environment which allows the team to grow.

Servant leaders remove work barriers, facilitate team work, educate stakeholders on the processes being followed, and celebrate the teams work.

-When a boss will take time to help you resolve problems and help you in the trenches (your best ally)

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6
Q

** RACI Chart **

A

Common type of Responsibility Assignment Matrix (RAM) that uses Responsible, Accountable, Consulted, and Informed. Used to provide clarity on roles and responsibilities for each project team member.

  • You cannot have two people accountable
  • Multiple people can be responsible
  • You can be both accountable and responsible
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7
Q

** Pre-Assignment Tools **

There are a number of tools and techniques to support skills appraisals. They include:

A
  • Attitudinal Surveys
  • Specific Assessments
  • Structural Interviews
  • Ability Tests
  • Focus Groups - (i.e. Dream Team)
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8
Q

Diversity & Inclusion

A

PMs are asked to work on projects with global scope, broadly diverse project team with members of different cultural backgrounds or who even speak different languages (most important)

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9
Q

A component of the project management plan that describes how the project resources are acquired, allocated, monitored, and controlled

A

Resource Management Plan

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10
Q

Kanban Board

A

A tool that provides a means to visualize the flow of work, make impediments/bottlenecks easily visible, and allow flow to be managed by adjusting the work-in-process limits.

The concept of Throughput (i.e. McDonald’s drive-thru, moving people down the chain very quickly and efficiently)

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11
Q
  • Experience
  • Knowledge
  • Skills
  • Attitude
  • International Factors
A

Project Responsibilities within the Team

Attitude is most important!

Resource requirements should be met using the most cost effective resource based on… ATTITUDE!!

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12
Q

Le-Ze-Faire

A

A hands off approach, lets the team make own decisions and establish their own goals, do whatever you want, do what you think is right

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13
Q

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

A

Team Charter

The team writes the team charter, NOT the PM!!

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14
Q
  • Teams Shared Values
  • Guidelines for team communication
  • How the team makes decisions
  • How the team resolves conflicts
  • How and when the team meets
A

Elements of a good Team Charter

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15
Q

Identify a series of potential solutions to a problem, perform various types of analysis to assist team in picking the most appropriate alternatives

A

Brainstorming

  • we accept all ideas
  • brainstorming goes until every idea has been exhausted
  • everyone participates, open forum
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16
Q
  • Responsibility
  • Respect
  • Fairness
  • Honesty
A

Most important values PMI identifies for a project manager to have on a project

-If you physically see something, turn them into PMI Headquarters. If you don’t see anything, say nothing

17
Q

Basic Contract between a service provider (internal or external) and the end user that describes the level of service expected from the service provider.

A

Service Level Agreement

18
Q

** Scrum ** (Agile Practice/Ceremony)

A

Cadence of Meetings to assist the team in preparing and progressing the project.

Four most common ceremonies:
-Sprint Planning - meeting with customer/product
owner to determine small goals for team to complete
-Daily Standup - 10/15 mins each day
-Sprint Review - review at end of iteration with product
owner to review progress, get early feedback, where
PO reviews and accepts stories delivered in iteration
-Sprint Retrospective - identify improvements

Daily Standup/Scrum is 10-15 mins:

  • What did you do yesterday?
  • What are you doing today?
  • What’s standing in your way
19
Q
    • Prioritization Techniques Include: **
  • Kano Model
  • MoSCoW Analysis
  • Paired Comparison Analysis
  • 100 Points Method
A

Kano Model - identifying features as Basic, Performance, Excitement, helps in in prioritizing what is truly must have, what features may create competitive differentiators etc.

MoSCoW - Must Have, Should Have, Could Have, Won’t Have. Helps customers organize their thinking about truly must have capabilities, enables identification of Minimum Viable Product (MVP)

Paired Comparison - Looking at each pair of stories and prioritizing one over the others

100 Points Method - Each stakeholder given 100 points and can multi-vote their points across all stories, which then give a weighted priority when combined

20
Q

A project document used to record knowledge gained during a project

A

Lessons Learned Register

21
Q

Where the project document containing the knowledge gained during the project is entered into

A

Lessons Learned Repository

22
Q

Should be performed by people doing the work, the ones who are closest to it

A

Estimating Tasks

23
Q

** How long does a Sprint last **

A

1 - 4 Weeks

-time boxed event to facilitate planning, improve quality of estimation, and set consistent cadence for the team

24
Q

** What percentage of Communication makes up Project Management ? **

A

90%

25
Q

** Project Charter **

A

Document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources.

  • Executive Management can write the project charter
  • Project Sponsor can write the project charter
  • Project Initiator can write the project charter
  • Project Manager can write the project charter

The above have accountability if they write it. Vision is also captured in the project charter. It is the only document that NEVER changes throughout the project.

26
Q

** Elements of the Project Charter **

High Level Information

A
  • Purpose
  • Measurable project objectives
  • High level requirements
  • High level project description, boundaries, and key deliverables
  • Overall project risk
  • Summary milestone schedules
  • Pre-approved financial resources
  • Key Stakeholders List
  • Project Approval Requirements
  • Project Exit Criteria
  • Assigned project manager and responsibility/authority level
  • Name and authority of project sponsor
27
Q

** What is the primary reason to have a kick-off meeting? **

A

To energize & enthuse the team!

28
Q

Refers to a person with one deep area of specialization and broad ability in the rest of the skills required by the team

A

T-Shaped Skills, (or Generalized Specialist)

29
Q

1-4 week iterations where the team works together with customer representative to:

  • Review highest prioritized user stories (key outcomes customer wants the solution to provide)
  • Ask questions
  • Come to agreement on which stories team will complete in iteration
A

Sprint Planning

AkA Iteration Planning

30
Q

Common Techniques to reach Consensus Include:

  • Fist of Five
  • Roman Voting
  • Polling
  • Dot Voting
A

Fist of Five:

  • Five Fingers - Team fully agrees and is on board
  • Fist - Strong Disagreement from team and requires adjudication

Roman Voting:
People Vote either thumbs up (agreement) or thumbs down (disagreement) - Gladiator Style

Polling:
If team is unanimous, a decision is reached and team moves on. If objections are raised, the facilitator works to surface the objection and tries to help the team work to solve the problem

Dot Voting:
Used to prioritize brainstormed list by team. Each stakeholder is given a number of sticky dots; the number should be sufficient to help produce spread in the results. Each stakeholder can then vote with the sticky dots based on weight they believe should be provided to that list item. Each person can multi-vote, i.e. if they have 10 dots they can put all 10 on one item.

31
Q 
*Attributes of a Resource Calendar*
1.
2.
3.
4.
A
  1. Working days, shifts, hours, weekends, holidays
  2. Physical resource availability
  3. When and for how long resources will be available during the project
  4. Attributes such as skills, experience levels, and geographies
32
Q
  • Model for Sprint Retrospective* (Agile Ceremony)
    1. Set the Stage -
    2. Gather & Share Data -
    3. Generate Insights -
    4. Make Decisions -
    5. Close -
A
  1. Set the Stage - Do some kind of check-in activities to
    engage team
  2. Gather & Share Data - Team performance metrics, Earned Value Analysis, etc.
  3. Generate Insights - What’s working? What are challenges?
  4. Make Decisions - Agree on 1-2 improvements/challenges to try in the subsequent iteration
  5. Close - New information, Appreciation, and Thanks yours
33
Q 
*Employee Training Cost Estimates*
1.
2.
3.
4.
5.
6.
A
  1. Content creation and editing costs
  2. Content hosting and delivery costs
  3. Instructional costs
  4. Courseware printing and distribution
  5. Venue costs
  6. Logistics costs

-People who take training are not part of the cost structure i.e. employee salaries should NOT be considered as part of cost estimate!!

34
Q
  • Estimation Techniques* (Agile Techniques)
    1. T-Shirt Sizing
    2. Modified Fibonacci Sequence
    3. Planning Poker
A
  1. T-Shirt Sizing - S,M,L,XL,XXL, based on the combination of risk, complexity, and labor or effort (i.e. S requires simple user story, no complex work involved, whereas XXL is for complex lengthy work, requiring more resources to accomplish)
  2. Modified Fibonacci Sequence - 1,2,3,5,8,13,20,40,100,infinity, based on the same factors above. These are often story points, they are unit-less and attempt to capture the overall impact of work
  3. Planning Poker - user story is presented to team, conversation among team members with the customer (Product Owner in Scrum), and when the team has asked its questions, the facilitator (Scrum Master or Agile coach) asks the team to use a card deck (generally with the modified Fibonacci numbers) to vote for the number of points to assign the story.
35
Q

Technique used to explain overarching solution. Stakeholders try to describe aspects of a solution in the same way a marketer might describe product features and benefits

A

Product Box Exercise

  • This exercise can help the team better understand the different types of users of a solution, their priorities, and likes/dislikes, key aspects of the solution that drive the most critical value aspects of the solution, etc..
  • NOT an Estimation Technique!
36
Q

Self-Organization (Agile approach)

A

In agile approach, teams will self-organize by assessing the work requirements and deciding how to perform the work, and who will perform the work to help meet the teams objectives.

  • Effective project managers will encourage teams to “self-organize”
  • Using a pull-based approach to ensure effective use of team resources is an example

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