PMP Group and Knowledge Areas Flashcards
Project Charter
High level req Risks Milestones Pre-approved finances Key stakeholders`
Project scope statement
- description
- acceptance criteria
- deliverable
- Project exclusion
- constraints
- assumptions
Scope baseline
Approved:
- project scope statement
- WBS
Other name for Requirements Mgmt Plan
Business Analysis Plan
Difference between projects charter and scope statement
- project charter - more about objectives and very high level
- project scope statement - focus only on actual project outcome
Output of Collect Requirements Proess
Requirements traceability Matrix
Requirements documentation
Requirements documentation
Requirements from different areas like:
- Business req.
- Stakeholders req.
- Quality req.
- and others
Affinity diagrams
grouping of elements
Nominal group technique
- Silent brainstorming
- collecting ideas
- Discuss pros and cons of all ideas
- voting
Task decomposition process (steps):
- identified deliverables
- Organize WBS
- Decompose
- add unique ID
- check if work packages are aligned with requirements
Precedence diagram method
metoda diagramu pierwszeństwa
Finish to start
itp
Lead and Lag
Lead - how much next task can be advanced
Lag - how much next task will be delayed
Management by objectives
Setting objectives at the beg. of project/phase enforce commitment and engagement
Schedule model
Representation of the plan + all schedule artifacts
Brook’s law
More people at the end of project may delay it in overall
Resource optimization - Leveling
Resources = constant; schedule -> may change
Resource optimization - Smoothing
Schedule = constant; Resources-> may change
Schedule compression
Crashing (more people) Fast tracking (overlapping)
Project budget component
- Work package cost estimate = Activity cost Estimates + Activity contingency reserves
- Control Account = Contingency reserves + Work package cost estimate
- Project Budget = Management reserves + Cost Baseline (Control account)
Cost of quality
Cost of conformance: Preventive cost & appraisal cost
Cost of nonconformance: Internal/external failure costs
Vision
set of artefacts/mindsets/deliverables/aspects which should not change during the Project
Behavior Modeling
be an example for the others
Salience Model
(Model istotnosci) Divide stakeholders by: Power Urgency Legitimacy
Push/Pull methods
Push: To som specific group. Meails/letters/fax/voice msg
Pull: websites/ eleraning/ knowleadge bases/ bulletin boards
Hurdle (przeszkoda)
- Impediments - some situation which may slow down project
- Obstacles - problems which can be solved
- Blockers - Events that stops work/progress
Delphi technique
for complex issues -> estimate probability of some event
risk identification
- structured review of documents
- gathering info by brainstorming, Checklist itp
- assumptions & constrains analysis
- SWOT analysis
Difference between Risk and issue
Risk - focused on the future/ positive or negative/ documented in risk register/ risk response
Issue - focuesd on the present/ positive or negative/ documented in issue log / warkaround
Qualitative Risk Analysis
Set priority to risks
Must have
Quantitative Risk Analysis
Precise numbers related to risk probability
nice to have - only for most important
Use probabilistic distribution/simulations
Risk response - Thread
escalate avoid transfer mitigate accept
Risk response - Opportunity
escalate exploit share enhance accept
Contract types
firm fixed price - price & scope = const
fixed price incentive fee - price ceiling + performance
fixed price with economic price adjustment - price + inflation
cost-reimbursable contracts
(zwrot kosztow)
cost plus fixed fee
cost plus incentive fee (cost + performance)
cost plus award fee (cost + 100x perf)
Procurement mgmt -> source selection methods
sole source - no competition but proposal is negotiated
Fixed price - price = const but scope may change
Bid documents - type of requests
- request for info - question aboutwhat seller need to estimate cost
- request for quotation - what is the cost
- request for proposal - very formal with rules and restrictions
Stakeholder Analysis
group stakeholders by similarities
Stakeholder engagement Assessment Matrix
Compare current engagement level with desired. categories:
Unaware/Resistant/Neutral/Supportive/Leading
Explicit and Tacit knowledge
tacit - know how, experience
explicit - knowledge codified and digitized in books, documents, reports
scope of Knowledge mgmt
All opportunities to share knowledge
scope of information mgmt
Ways to codify explicit knowledge
case and effect diagram
Ishikawa diagram
fishbone diagram
design for X
optimize X where X is a project aspect
Agile estimating
rolling-wave planning methods -> task level on a just-in-time basis
Quality assurance
actions needed to create product with required quality
5 phillars of compliance
- Compliance Documentation: draft documents (dynamically will change) -> aligned with ISO 9000 -> because it is treated as a deliverable of the project.
- Compliance Council: Group of people (with experts) which needs to tak part in compliance process
- Compliance Risk: Not only during project but also those which extend scope
- Compliance Audit: Body independent from management wich will verify all aspects of project if they fulfill compliance needs
- Compliance Responsibilities: all activities and their corresponding compliance objectives shall be allocated as parts of the project’s tasks and processes. Project managers must extract themselves from the compliance responsibility and act only as coordinators of the resources and activities required to achieving the proposed objectives.
Tuckman ladder
forming/storming/norming/performing/adjourning
Conflict mgmt technique
- withdraw (avoid) -> lose-leave
- smooth (accommodate) ustapic by zachowac harmonie -> yield-lose
- compromise (reconcile) pogodzic -> moderate lose-moderate lose
- force (direct) -> win-lose
- collaborate (problem solve) -> integrative
Variance analysis
collect data of performance/estimations/… and use it as a base for retrospective discussions
Key Performance Indicator
need to satisfy SMART (specific, measurable, achievable, relevant, time-bounded)
Information Radiators
agile practice. Shared place where important info are shared
Velocity Chart
overview how much work has been delivered for each sprint
Value Stream Map
Mapa strumienia wartości to schemat przepływów informacji i materiałów w procesie. Dzięki tej technice można wykluczyć czynności zbędne w procesie
change control board
committee that consists of Subject Matter Experts who decide whether to implement proposed changes to a project
change control system - provides:
forms
tracking methods
processes
approval levels
Validate scope -> flow
- Verified deliverable (quality controle) + Work performance date (Develop and Manage project work)
- Validation
- Accepted deliverable + Work perf. info OR change req.
Project-Funding Requirements
How much (money) is needed by project in paritcular moment in time
Validate scope -> flow
- Verified deliverable (quality control) + Work performance date (Develop and Manage project work)
- Validation
- Accepted deliverable + Work perf. info OR change req.
Project-Funding Requirements
How much (money) is needed by project in particular moment in time
claims administration
disputes between seller and buyer
Key activities in closing project phase
- customer approvals
- procurements
- storing info/knowledge
- actions to move to next phase
Project overview statement
very short description of project to inform all stakeholders what is it about
XP Metaphore
require to crete nontechnical metaphore for some problem which help to understand and solve it
Product Box Exercise
imagine that you are designing box for your product. What will be on it to best represent your product?
McGregors theory X and Theory Y
lazy employs assigned to theory X require micromanagement, ambition employs assigned to theory Y and they require ownership of their work
Herzberg Motivation-hygiene theory
there are hygiene factors which are impacting satisfaction/dissatisfaction. Examples for diss…: salary/security/status/work environment & for satis: recognition/achievements
McClelland’s Acquired needs theory
People are motivated by following needs: achivement/affiliation/power (osiagniecia/przynaleznosc/wladza)
Vrooms Expectancy theory
people are motivated thanks to reward they will get for their effort
Termination by extinction
The project may be stopped because it has been either successful, or unsuccessful
Termination by addition
This is where a project is made more or less an external, but full-fledged addition to the parent organization
Termination by integration
The output of the project becomes part-and-parcel of the operating systems of the parent or client, becoming embedded in day-to-day operations
Termination by starvation
financial, human, and material resources needed to execute the project are curtailed or withheld
Business case
list objectives critical success factors why project undertaken analysis of situation recommendations
Constrained optimization analysis
- Project Selection Method
- mathematical model of calculating whether the project is financially viable or not
- finding “best available” values of some objective function given a defined domain
Project Selection Methods
- Benefit Measurement Method (comparing one project with other competing projects)
- Constrained Optimization Method (mathematical model of calculating whether the project is financially viable or not )
