PMP - Introduction

Question 1

What are the 3 styles of PMOs

Answer 1

Supportive, Controlling, Directive

Question 2

Describe predictive project management environment?

Answer 2

plan based approach. activities done in a specific order or in a linear fashion. Phases can be sequential or overlapping. Key roles: project manager and team. Deliverables transition to customer at completion.

Question 3

OPM

Answer 3

organization project management - strategy execution framework that coordinate projects, programs, portfolios and operations management, and which enables organizations to deliver on strategy

Question 4

Name 3 types of authority in organizational structures

Answer 4

Functional, matrix, project oriented

Question 5

Define Functional relative authority

Answer 5

team member is part time on project and reports to a functional manager.

Question 6

define matrix relative authority

Answer 6

team member is part time on a project and reports to both a functional manager and a project manger. Conflicted loyalty. PMP has medium control of the project and authority is shared with functional manager/sponsor

Question 7

define project oriented relative authority

Answer 7

team member is full time on a project and reports to a project manager. PM high control over team members. Loyalty to Project

Question 8

8 project performance domains

Answer 8

team, stakeholder, development approach and life cycle, planning, project work, delivery, measurement, uncertainty

Question 9

Agile Manifesto 4 values

Answer 9

individuals and interactions > process and tools
working software > comprehensive documentation
customer collaboration > contract negotiation
responding to change > following a plan

Question 10

Describe a Agile/SCRUM project management environment

Answer 10

Change based approach with incremental or iterative development. work is timeboxed in iterations/sprints or continuous flow. Key roles: product owners, project team, team lead/scrum master, agile. Value: iterative/incremental delivery to the customer, regular customer feedback cycles that enable continuous development

Question 11

PESTLE

Answer 11

political, economic, social, technical, legal, environmental. typically used for a profit company to see if they have market space in a new place.

Question 12

TECOP

Answer 12

technical, environmental, commercial, operational, political. Can we do business in this place (e.g. can we sell this across state lines). practical/technical

Question 13

VUCA

Answer 13

Volatility, uncertainty, complexity, ambiguity. typically used for political spaces.

Question 14

EEFs

Answer 14

Enterprise Environmental Factors. Culture. How people act. Conditions outside the control of the team and can influence, constraints or direct the project, program or portfolio. internal and external to the org. (e.g. resource capabilities, organizational culture, IT software, distribution of facilities)

Question 15

OPAs

Answer 15

Organizational Process Assets. Project policies, procedures, and templates. Historical project info. All the input or assets on process used by an org in operating its business (e.g. org charts, onboarding procedures, business plans, processes, policies, protocols, and knowledge, data as stored)

Question 16

List 6 business values

Answer 16

financial gain
new customers
social benefit
first to market
improvement (tech, process, etc.)
regularization (alignment or compliance with standards and regulations)

Question 17

what is a needs assessment

Answer 17

Kick off doc done by a business analyst done before the business case that involved understanding the business goals and objectives, issues, and opportunities.

Question 18

define a business document

Answer 18

developed prior to business start (usually by business analyst)
contains info about project objectives and contribution to business goal
helps determine if a project is worth it (required time, money, resources)

Question 19

benefits management plan

Answer 19

what work/projects should we be doing? should include:
- process for creating, maximizing, and sustaining project benefits
- time frame for short and long term benefits realization
- benefits owner or accountable person
- metrics
- assumptions, constraints and risks

Question 20

business case

Answer 20

More specific doc of why to do this particular project. Validates the project’s benefits and establishes boundaries.
- cost benefits anlysis
- business need
- quality specifications
- schedule or cost constraints

Question 21

OKRs

Answer 21

Objectives and Key Results. Objectives are goals and intents. Key results are teim bound with measurable milestones

Question 22

Incremental value delivery

Answer 22

when you preview a piece of your design to check to see if the end users likes it. Enables early feedback, allowing for adjustments to the direction, priorities, and quality of the product.

Question 23

ADKAR

Answer 23

Model for creating individual change
A - awareness of the need for change
D - desire to support the change
K - knowledge of how to change
A - ability to demonstrate new skills and behavior
R - reinforcement to make the change stick

Question 24

Project Governance

Answer 24

The framework, functions, and processes that guide project management activities to create a unique product, service, or result to meet organizational, strategic, and operational goals. Establish by PMO and critical for managing change in scope, budget, schedule, resources, quality, etc. Too much governance or too little is an issue. Also interface with the public as the face of a project for the company.

Question 25

Stage gates

Answer 25

point at which you review a project. governance can decide to kill the project based on the data the PMP shows. aka phase gate, decision point, toll gate, etc. stop, do a retrospective and make sure we are ready to move on and have met our exit criteria.

Question 26

How long is a scrum huddle?

Answer 26

15 minutes

Question 27

thresholds or tolerance levels

Answer 27

PMP have a specific zone of authority based on the company’s tolerance of risk. if outside the risk tolerance then escalate to to governance.

Question 28

Compliance

Answer 28

internal and external standards including government regulations, corporate policies, product and project quality, project risk. PMO monitors compliance at the organizational level. Project team also needs to follow project activity related compliance including quality or process, procurement of vendors,

Question 29

Compliance 5 best practices

Answer 29

1. documentation
2. risk planning
3. compliance council – quality/audit specialists and legal/technical specialists
4. compliance audit
5. compliance stewardship