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PMP Training > PMP - Free for All Questions > Flashcards

PMP - Free for All Questions Flashcards

Random Nuggets of Test Information

1
Q

Gulf of Evaluation

A
  • The way I describe it may not be how you hear it ( Telephone Game)
  • Misunderstanding can breed conflict, rework
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2
Q

Where are the team ground rules defined?

A

Team Charter
- Define expectations and ground rules as early as possible
- Confirm approaches for Knowledge Transfer (lessons learned registry, osmosis learning, etc.)
- Violations to ground rules must be addresses

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3
Q

What is emotional intelligence and how is it best used?

A
  • Assessing of behavior through the use of personality indicators (know you own feelings and how they will impact others)
  • Promote team performance through the use of emotional intelligence

-Adjust emotional intelligence and how you communicate to stakeholders

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4
Q

What is MVP

A

Minimal Viable Product -
Functional, viable, minimal level of functionality while focusing on breaking project down into smaller deliverables/increments

  • Quick way to obtain feedback and confirm understanding from Stakeholders
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5
Q

Communication Channels Formula

A

n * (n -1) / 2

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6
Q

What is the Risk Register

A

Where risks are captured and identified

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7
Q

How prioritizes the Product Backlog

A

The Product Owner prioritizes the backlog based on perceived value

  • In Agile iterations, the most valuable work is done first
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8
Q

Define the (2) Types of Risk

A

1 - Negative Risk == Threat/Issues
2 - Positive Risk == Opportunities

  • Engage team and stakeholders to remediate issues
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9
Q

Name several external business environmental impacts to a project

A
  • Regulations
  • Politics
  • Technology
  • Market
  • Assess and prioritize the impact on project scope / product backlog based on changes in the external business environment
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10
Q

What must happen before a traditional project can be formally closed?

A
  • all bills and paid off, the lessons learned register updated, and the resources released
  • This holds true for projects terminated early
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11
Q

When selecting a contract to use on a project with a potential seller it is important to do what?

A

Always use a contract that is mutually beneficial to both the seller and the buyer and satisfies the overall project value and business objectives

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12
Q

What is being a servant leader?

A
  • Be a servant leader to the team at all times.
  • Impower the team and remove impediments
  • Providing the tools for the team to succeed while staying out of their way
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13
Q

What is PERT (Project Evaluation and Review Technique)?

A
  • A scheduling tools that uses a weighted average formula to predict length of a project
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14
Q

What is Analogous Estimating

A
  • Top-Down Estimating
  • Using historical Information to predict estimates
  • Used when limited information is available; not very accurate
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15
Q

What is Bottom-Up Estimation ?

A
  • A detailed estimation based on the separate estimate / break-down of each task from the WBS and aggregated up to a summary mode
  • Very detailed & accurate; extremely time consuming & labor intensive / costly
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16
Q

What is Parametric Estimation

A
  • An estimate based on statistical relationship between historical data and other variables (always includes a divisor)
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17
Q

What is 3-Point Estimation

A

An estimate that calculates an expected duration using a weighted average of 3: Optimistic, Pessimistic, Most Likely

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18
Q

What is the formula for Beta Distribution in 3-Point Estimation?

A

(Optimistic Estimate + (4 x Realistic Estimate) + Pessimistic Estimate) / 6

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19
Q

What is the formula for Standard Deviation in 3-Point Estimation?

A

(Pessimistic Estimate - Optimistic Estimate) / 6

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20
Q

What is the formula for Triangular Distribution in 3-Point Estimation?

A

(Optimistic Estimate + Realistic Estimate + Pessimistic Estimate) / 3

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21
Q

What is Reserve Analysis?

A
  • Money set aside for risks
  • Slack Time, Contingency Reserves, or Time Reserves
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22
Q

What is Critical Path Method (CPM)?

A
  • Calculated the Early Start (ES), Early Finish (EF), Late Start (LS), and Late Finish (LF) dates to help determine leads/lags, activity relationships and schedule constraints
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23
Q

What does the relationship of “Start to Start” mean in CPM (Critical Path Method)

A
  • Relationship of “Start to Start” is when a successor activity cannot start until the predecessor activity has started
  • This means that they both generally start at the same time, but may not finish at the same time
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24
Q

What is “crashing” in project scheduling?

A
  • Schedule compression by adding more resources to a project activity
  • always adds more cost
  • may add additional risk
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25
Q

What is “fast-tracking” in project scheduling?

A
  • Performing activities in parallel
  • may add more costs
  • may increase risks
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26
Q

What are the (3) types of Estimate Costs?

A
  • Definitive Estimates (-5 to +10%)
  • Budget Estimates (-10 to 25%)
  • Rough Order of Magnitude Estimates (-25 to 75%)
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27
Q

What is the project budget made of?

A

The project budget is the cost baseline + management reserves

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28
Q

What is the Cost Baseline in a Traditional Project?

A
  • The cost of all activities aggregated into a work package plus contingency reserves
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29
Q

What is Student Syndrome?

A

Planned procrastination
- Applying oneself to an assignment at the last possible moment
- eliminates potential safety margins

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30
Q

What is Parkinson’s Law?

A

Work expands as to fill the time available for completion

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31
Q

What is Self-Protection?

A
  • People protecting themselves in a task of conflict
  • Saying/doing things that will damage/hurt them in the future
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32
Q

What is Sand-Bagging?

A

An act of under-performing and over-delivering

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33
Q

What is a “dropped baton”?

A
  • Happens when work is handed over to the next team. One team finishes early and the other team is not ready to accept it
  • Leads to the wasting of time
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34
Q

What are the (4) core values of Agile?

A
  • Individuals and Interactions over Processes and Tools
  • Working software over Comprehensive Documentation
  • Customer Collaboration over Contract Negotiations
  • Responding to change over following a plan
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35
Q

What is Kanban

A
  • A Japanese word meaning “signboard”
  • An “information radiator”, ensures efficient dissemination of information
  • (5) core principles: Visualize the workflow, Limit WIP, Manage Flow, Make process policies explicit, Improve Collaboration
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36
Q

What is Little’s Law?

A
  • Cycle times are proportional to the queue lengths (we can predict completion times based on queue size)
  • Related to Kanban principle of Limiting WIP
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37
Q

What is the Basis of estimates

A
  • Describes how schedule, cost and resource estimates were developed. - Includes the confidence level and ranges
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38
Q

What is MoSCoW Prioritization?

A
  • Prioritization technique for defining business value:
    Must Have
    Should Have
    Could Have
    Wolud Like To Have
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39
Q

What is Kano Analysis

A

Used in Agile Estimation to help customers understand satisfaction using a 4-quadarent graph:
- Delighters/Exciters
- Satisfiers
- Dissatisfiers
- Indifferent

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40
Q

What is “Money for nothing and change for free” contracting?

A

Fixed cost based on most needed features as the projects progresses

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41
Q

What is a “Graduated Fixed Price” contract?

A
  • Buyer/Seller share in risks and rewards
  • Different hourly rates based on: Finish Early, Finish on Time, and Finish Late
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42
Q

What is the advantage of a “Fixed Price” work package estimation?

A
  • Mitigates the risk of under/over estimating
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43
Q

What is the “Definition of Done”?

A
  • Creating a shared vision with the Product Owner of what done looks like
  • Should be done for: User Stories, Releases, Final Project Deliverables
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44
Q

What is a “Project Tweet” in Agile?

A
  • Describes a project goal in 140 characters or less
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45
Q

What are the (5) levels of conflict?

A

Level 1: Problem to solve - sharing of information
Level 2: Disagreement - Personal Protection
Level 3: Contest - Must Win
Level 4: Crusade: Protecting one’s group
Level 5: World Ware, Must destroy the other

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46
Q

What is “Shu-Ha-Ri” in team development?

A
  • Model of Skill Mastery:
    SHU - Obey
    HA - Moving Away
    RI - Finding Individual Paths
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47
Q

What are the (5) stages of Tuckman’s Team Development?`

A
  1. Forming - Team comes together and starts to get to know one another
  2. Storming - Team members start to have conflict with each other; Learn of each other’s ideas and may not agree with them. Most conflict occurs at this stage
  3. Norming - Team members begin to agree with each other on the best methods to build deliverables (General Consensus)
  4. Performing - Team is performing well and is working out conflict (doing the work)
  5. Adjourning - the project is completed and the team is reassigned
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48
Q

What is adaptive leadership in Tuckman’s (5) Stages of Team Development?

A

Forming –> Directing
Storming –> Coaching
Norming –> Supporting
Performing –> Delegating
Adjourning

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49
Q

What is a “burn-up” chart in Agile?

A

Work that has been done

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50
Q

What is a “burn-down” chart in Agile?

A

Work that remains to be done

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51
Q

What is a “velocity” chart in Agile?

A

A chart that shows how the team is performing

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52
Q

What is “rolling wave” planning in Agile?

A

Planning at multiple points in time as data becomes available

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53
Q

What are the (4) Decomposing Elements of Requirements in Agile?

A

Epics
Features
Stories
Tasks

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54
Q

What is “HIPPO” in Agile?

A

“Highest Paid Person’s Opinion” in agile estimation

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55
Q

What is an “architectural spike” in Agile?

A
  • A period of time dedicated to a POC for an iteration
  • Used to clarify requirements, certify viability of an approach
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56
Q

What is a “Risk-based” Spike in Agile?

A
  • A period of time dedicated in an iteration for team investigation to reduce/eliminate risk
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57
Q

What is “Lead Time” in Agile?

A

How long something takes to go through the entire process

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58
Q

What is “Cycle Time” in Agile?

A
  • How long something takes to go through part of the process. It’s a part of Lead Time.
  • Cycle Time = WIP / Throughput
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59
Q

What are “escaped defects” in Agile

A
  • Defects that make it to the customer
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60
Q

What are “lagging metrics” in Agile?

A
  • Trend analysis that provides information on something that has already happened
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61
Q

What are “lead metrics” in Agile?

A
  • Trend analysis that provide information on something that is or is about to occur
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62
Q

What is the formula for “Expected Monetary Value”?

A

= Impact ($) x Probability(%)

63
Q

What is the formula for “Risk Severity”?

A

= Risk Probability(%) x Risk Impact ($)

64
Q

What are the (4) steps of Kaizen?

A

Plan
Do
Check
Act

65
Q

What is the definition of a Project?

A
  • A temporary endeavor that produces a unique product, service or result
  • must be temporary
  • must have a start/end date
  • can be part of a large program or portfolio
66
Q

What is the definition of Program Management

A

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
- must add value by managing them together
- a Project may or may not be part of a program

67
Q

What is a Portfolio?

A

A collection of projects, programs, subsidiary portfolios and operations managed as a group to achieve strategic objectives

68
Q

What is the definition of a PMO (Project Management Office)?

A

An organizational structure that standardizes the processes and facilitates the sharing of resources, methodologies, tools and techniques for a project or program

69
Q

What is a “supportive” PMO?

A

Supports the project manager by providing templates, training or lessons learned from other projects

70
Q

What is a “Controlling” PMO?

A

Determines the framework or methodology and use of specific forms in a project or program

71
Q

What is a “Directive” PMO

A

Controls the project. A PM will be assigned and report to the PMO

72
Q

What is a “Project Lifecycle”?

A

The number of phases that a project typically goes through from start to finish

73
Q

What is “Project Governance”?

A
  • A set of rules/framework within which project decisions are made.
  • 3 pillars: Structure, People, Information
74
Q

What is a “Project Milestone”?

A
  • A significant event or achievement in a project that marks a key point or completion of a major deliverable
  • a task with a zero duration
75
Q

What are some project constraints?

A
  • Scope
  • Schedule/Time
  • Cost
  • Risk
  • Quality
  • Resources
76
Q

What are the (4) values in the PMI Ethics & Code of Conduct for PMs?

A
  1. Responsibility
  2. Respect
  3. Fairness
  4. Honesty
77
Q

What is “Slack” in a project?

A
  • The amount of time that you can burn/waster without impact to the project timeline (delays)
  • AKA: Float, or Total Float
  • Calculation: (Early Start - Late Start) or (Early Finish -Late Finish)
78
Q

What is the formula for “Forward Path” in Critical Path Modeling?

A
  • Early Start to Early Finish:
    Early Start + Duration - 1 = Early Finish
    (it’s the same as critical path value)
79
Q

What is the formula for “Backward Path” in Critical Path Modeling?

A
  • Late Finish to Late Start:
    Late Finish - Duration + 1 = Late Start
80
Q

What is “gold plating” with regards to project scope?

A

Providing extra work that is not included in the original scope

81
Q

What is “resource leveling”?

A
  • The flattening of the schedule when resources are over-allocated
  • Ensures that workers are not overextended
82
Q

What is a “Monte Carlo Simulation”?

A

A “What if” scenario used during the development of a project schedule to aide in project estimations.

83
Q

What is Cost of Quality (COQ) for a product?

A

All cost incurred over the life of the product ensuring that it meets quality standards

  • Conformance: Prevention Costs, Appraisal Costs
  • Non-Conformance: Internal/External failure costs
84
Q

What is “SWOT Analysis”?

A

Analyzing based on: Strengths, Weaknesses, Opportunities, and Threats

85
Q

What are the strategies for Negative Risks or Threats?

A
  • Escalate
  • Avoid
  • Transfer
  • Mitigate
  • Accept
86
Q

What are the strategies for Positive Risks or Opportunities?

A
  • Escalate
  • Exploit
  • Share
  • Enhance
  • Accept
87
Q

What are the (3) types of “Fixed Priced” contracts (Lump Sum)?

A
  • Firm Fixed Price (FFP)
  • Fixed Price Incentive Fee (FPIF)
  • Fixed Price Economic Price Adjustment (FP-EPA)
88
Q

What are the (3) types of “Cost-Reimbursable” contracts?

A
  • Cost Plus Fixed Fee (CPFF)
  • Cost Plus Incentive Fee (CPIF)
  • Cost Plus Award Fee (CPAF)
89
Q

What is a “Procurement Statement of Work”

A

Allows potential sellers to know if they qualify to bid on a contract

90
Q

What are the (5) levels of the Stakeholder Engagement Matrix?

A
  • Unaware
  • Resistant
  • Neutral
  • Supportive
  • Leading
91
Q

What is a “Salience Model”?

A

a model used to describe stakeholders based on their power level, influence, urgency or legetimacy

92
Q

What is “Work Performance Data”?

A
  • Information/status of the project deliverables during the execution project phase
  • Tracks positive/negative against the plan/baseline (costs/duration)
  • Work completed (start/end dates), # of change requests, # of defects, etc.
93
Q

What are the (3) types of Change Requests?

A
  • Corrective Actions
  • Preventative Actions
  • Defect Repairs
94
Q

What is an “affinity diagram”?

A
  • a diagram that is used to group ideas together
95
Q

What is a “Ishikawa” diagram?

A

A “Cause - and - Effect” diagram; a fishbone diagram

96
Q

What is a “Pareto” Chart?

A

-A chart that is used in quality management to shows what issues might be causing the most defects in a project

  • It follows the principle of the 80/20 rule
97
Q

How might a “Scatter” diagram be used

A

To show trends in relation to different variables

98
Q

What are Maslow’s Hierarchy of needs?

A
  1. Physiological: air, water, food, clothing, shelter
  2. Safety
  3. Social
  4. Esteem
  5. Self-Actualization
99
Q

What is Herberg’s Theory of Motivation?

A

Hygiene Agents - Factors to influence satisfaction at work

100
Q

What is McGregor’s Theory of X

A

Micromanagers; distrust in people

101
Q

What is McGregor’s Theory of Y

A

“Good” people are self-motivated

102
Q

What is the Theory of Z

A

Increased loyalty at the workplace, emphasizes the well-being of the employee; encourages steady employment

103
Q

What is the Expectancy Theory

A

People behave on what they expect as a result of behavior

104
Q

What are the (3) needs of the McClelland Theory

A
  1. Achievement
  2. Power
  3. Affiliation
105
Q

What are the (5) forms of Power?

A
  1. Reward of Power - ability to give rewards
  2. Expert Power - SME
  3. Legitimate Power (Formal Power)
  4. Referment - Respect/Personality of the manager
  5. Punishment - To punish associates when they fail
106
Q

What is the “OSCAR” Model when managing a team?

A

Outcome - Identify outcome
Situation - assess skills/knowledge
Choices/Consequences - identify all the avenues to attain the desired outcome
Actions - Action plan to obtain goals
Review - Retrospective to keep on task and motivate the team

107
Q

What are the (7) levels of the Drexler/Sibbet Team Performance Model?

A
  1. Orientation - Why
  2. Trust Building - Who
  3. Goal Clarification - What
  4. Commitment - How, define the plan
  5. Implementation - Work Begins
  6. High Performance - Reach a high level
  7. Renewal - Working through change
108
Q

What is
“Problem-Solving” in conflict resolution?

A

**Confronting (win-win)

  • the greatest project conflict is between the PM and the Function Manager (schedules, priorities, resources)
109
Q

What is “Forcing” in conflict resolution

A

Win-Lose

110
Q

What is “Compromising” in conflict resoultion?

A

Lose-Lose

111
Q

What is “Withdraw” in conflict resolution?

A

Lost-Win

112
Q

Who are the “Change Control Board”?

A

A group responsible for reviewing all change requests, evaluating, approving or rejecting, the changes for a project

113
Q

What is the “Rule of Seven”?

A

Quality Control measure where one charts 7 points in the same plane
- results in a change control as the process is out of control

114
Q

What is Claims Administration?

A

How disputed charges can be settled; negotiation is preferred

115
Q

What is “Expert Judgement”?

A
  • People with specialized knowledge or training
  • Always use the help of others by hiring an expert or SME to help plan a process or conduct a process
116
Q

What is a “Sprint Planning Meeting”?

A

A meeting done by the agile project team to determine what features will be done in the next Sprint

117
Q

What is a “Sprint”

A

A short iteration where the project teams work to complete work in the sprint backlog (usually 1-4 weeks)

118
Q

What are the (3) questions to be answered in a Sprint Stand-up?

A
  1. What did you do yesterday?
  2. What did you do today?
  3. Do you have any blockers/impediments?
119
Q

What is a “Retrospective” in Agile?

A

A meeting to determine what went wrong during the sprint, what went right, lessons learned for the next sprint

120
Q

What is a “Release” in Agile?

A
  • A deliverable from several sprints worth of work directed to operations to possible rollout and testing
  • Releases are determined by the Product Owner
121
Q

What is refactoring?

A

To remove redundancy, eliminate un-used functionality and rejuvenate obsolete designs
- Good to refactor through the entire project/product lifecycle
- Keeping code clean and concise so that it’s easier to understand, modify and extend

122
Q

What are the principles of Lean?

A
  • Eliminate Waste
  • Empower the Team
  • Deliver Fast
  • Optimize the whole
  • Build Quality in
  • Defer Decisions
  • Amplify Learning
123
Q

What are the (7) “Wastes of Lean”?

A
  1. Partially done work
  2. Extra Processes
  3. Extra Features
  4. Task Switching
  5. Waiting
  6. Motion
  7. Defects
124
Q

What is “Return on Investment” (ROI)?

A

The ratio of benefits received from an investment to the money invested; usually a percentage

125
Q

What is Internal Rate of Return (IRR)?

A

The interest rate you will need to get in today’s money to receive a certain amount of money in the future.

126
Q

What is “Percentage Value / Net Present Value” (NPV)?

A

Value of future money in today’s terms (inflation rate considerations)

126
Q

What is “Earned Value Management”?

A

Formulas that monitor the value of a project and how it is progressing

127
Q

What is a “Rate of Progress” KPI?

A

A way to measure project progress by how many story points have been completed

128
Q

What is a “Remaining Work” KPI?

A

How much work is yet to be done from the backlog

129
Q

What is the “Likely Completion Date” KPI?

A

The estimated date/time to completion

130
Q

What is the “Likely Cost Remaining” KPI?

A

How much $$ do we still have to spend?

131
Q

What is a “Cumulative Flow Diagram”?

A

A stack graph that should how work is progressing

132
Q

What is “Tacit Knowledge”?

A

Information that is not written down, but is known and supported though collective group knowledge

133
Q

What is “ideal time”?

A

The time it would take to complete a task, assuming zero interruptions or unplanned problems

134
Q

What is “wide-band delphi” estimiating?

A
  • A group based estimation approach
  • Used to prevent: Bandwagon effect, HIPPO (Highest Paid Person’s Opinion) decision making, Group Think
135
Q

What does “slicing the stories” mean in Agile?

A

Breaking down user stories that are too large to be completed in 1 iteration

136
Q

What is “Technical Debt” in Agile projects?

A
  • The backlog of work caused by no doing regular clean-up of old/bad code
  • If not done, will lead to the increased cost of development and make it harder to implement change (Refactoring is the solution)
137
Q

What is a “Pre-Mortem” in Agile?

A

A team meeting that looks at possible things that can cause failure during a project before they take place

138
Q

If an activity is on the critical path, how much slack will it have?

A

Zero.
- If an activity is on the critical path, it will have zero slack

139
Q

If an activity is not on the critical path, how much slack will it have?

A

Non-critical path activities will have a slack of at least 1 day.

140
Q

What does the term “mutually exclusive” mean?

A

2 events cannot happen at the same time, they are separate from one another

141
Q

What does the term “Statistically Independent” mean?

A

Statistical independence is a term that is used in probability when one event cannot affect the other event.

142
Q

What is “Free Float”?

A
  • Free Float is the amount of time you can delay an activity without delaying the next activity
143
Q

What is “Lag”

A

Lag is the amount of time you need to delay an activity before the next activity starts

144
Q

What is a “mandatory dependency”?

A

When activities must be done in a certain order

145
Q

What is “Paired Programming”?

A
  • When one programmer writes the code and another inspects the code as it’s being written.
  • This leads to the code being inspected in minutes
  • Part of XP
146
Q

What is a “Lead” in project scheduling?

A

A lead is an overlap between project activities. This means that work will start before the predecessor work is complete.

147
Q

What are “focus groups” used for?

A

Focus groups bring together SMEs to understand their perspectives and how they would go about solving a problem

148
Q

What is an “ affinity diagram”?

A

Affinity diagrams are used to group a larger number of ideas together to be analyzed.

149
Q

What is “Qualitative Risk Analysis”?

A

Qualitative risk analysis is a process done to rank the identified risk according to probability and/or impact

150
Q

What is “Quantitative Risk Analysis”

A

Quantitative Risk Analysis is a process done in order to assign values to the risk.

151
Q

What is “Progressive elaboration”?

A

Progressive elaboration occurs when more detailed information emerges over time

152
Q

What is a “Bubble Chart”?

A

Bubble charts are tools in the perform quantitative risk analysis process and can show the probability, impact, and ranking of risk.

153
Q
A

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