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PMP Questions 1 Flashcards

1
Q

A project is…

A

something temporary in nature that delivers a product service or result.
Has start and finish,
Creates something new or improves on what exists.

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2
Q

Predictive Projects

A

Deliverable at the end with the goal of controlling the scope, costs, and schedule. Little change or change adverse. (Waterfall, traditional)

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3
Q

Adaptive Projects

A

Incremental, Iterative, and Agile

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4
Q

Incremental projects deliver…

A

products or value in “batches” or increments with the goal of speed.

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5
Q

Iterative projects embrace…

A

change by getting customer feedback to make changes over time.

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6
Q

Agile projects are…

A

iterative and incremental with the desire to get customer feedback and generate value as early as possible while providing continuous improvement.

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7
Q

What comprises the scope baseline?

A

Scope Statement, WBS, WBS Dictionary

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8
Q

What is needed before you can determine a schedule, budget, or resources?

A

The scope baseline

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9
Q

The Scope Management Planning creates…

A

the Scope Management Plan and the Requirements Management Plan.

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10
Q

The Scope Management Plan explains…

A

how you will develop, maintain and control the Scope Statement and WBS.

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11
Q

Collecting the requirements involves…

A

creating the Requirements Traceability Matrix and Requirements Documentation.

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12
Q

Defining the scope means…

A

creating the Scope Statement.

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13
Q

The Scope Statement is…

A

what the Product and Project will be
what the Product & Project won’t be
What variations, tolerances, thresholds, and alternatives there are
The Acceptance criteria of the project

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14
Q

Create a WBS…

A

Highest Level = Planning Package (where the PM manages the project from) = Control Accounts
Lowest Level = Work Package

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15
Q

Work packages get decomposed when…

A

defining activities (Schedule Management)

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16
Q

Predictive Estimating tool: Analogous (Top-Down) =

A

Using past experience or lessons learned to form your estimates.

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17
Q

Predictive Estimating Tool: Parametric =

A

Using a historical and multiplying it by the amount of times you have to repeat it.

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18
Q

Predictive Estimating Tool: Bottom-Up =

A

Most accurate, but most timely
A way to determine how to get back on track

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19
Q

Sequencing activities and estimating activity duration happen…

A

at the same time and end up on the Network Diagram

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20
Q

Schedule Management/Network Diagramming: Forward Pass

A

Largest number wins

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21
Q

Schedule Management/Network Diagramming: Backwards Pass

A

Critical Path Wins

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22
Q

In Project Network Diagramming, Slack, Float, and Total Float…

A

are all the same thing - the amount of time an activity can be delayed.

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23
Q

What is free float?

A

The amount of time that an activity can use without affecting the successor.

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24
Q

What are schedule compression options?

A

Crashing: Adds resources to an activity to get it done faster. Only crash the critical path.
Fast-Tracking: increased risk (never add risk without approval)

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25
Early Start .... Late Start ....
Early Finish Late Finish
26
Cost Baseline
Time phased spending of money
27
Budget at Completion
Aggregated costs + contingency reserve
28
The contingency reserve is for...
things in the risk register (you knew, you planned, and you thought it might happen)
29
Management reserve is for...
things I did not plan for. Must ask senior management for the money. (You didn't know, you couldn't have planned for, you are surprised, or was unexpected)
30
SV +$
Ahead of Schedule
31
SV -$
Behind Schedule
32
CV +$
Under Budget
33
CV -$
Over Budget
34
CPI > 1
Under Budget
35
CPI <1
Over Budget
36
TCPI =
(BAC-EV) _________ (BAC-AC) or EAC-AC
37
Earned Value (EV)
How much has been completed to this point?
38
Actual Costs (AC)
How much have you spent so far?
39
Estimate at Completion (EAC)
How much you will spend by the end?
40
Estimate to Complete (ETC)
How much do you have left to spend?
41
Variance at Completion (VAC)
What is the difference in saving or losses from your original budget?
42
TCPI
<1 = Good >1 = Bad Measure of Efficiency for the remainder of the project
43
Resource Management Plan
How to manage people, equipment, materials, and supplies. Creates Team Charter
44
Estimate Activity Resources requires
Activity list
45
Responsibility Assignment Matrix (RAM)
RACI Responsible, Accountable, Consulted, Informed RASI Responsible Accountable, Supported, Informed
46
Communication Channels equation
(N(N-1))/2
47
What are the two required parts of communication security?
1. List of people who have access 2. Specified Technology to use
48
What is the communication Model?
Sender "Encodes" Receiver "Decodes" Only the intended receiver can decode a message
49
Osmotic Communication
Communication in the background that is picked up by the team due to environmental/working conditions (co-location)
50
High bandwidth communication
Face to Face comms Most preferred.
51
Hierarchical Communication Dimension is...
Upward, Downward, and horizontal.
52
Risk management plan risk definitions should...
have clear definitions to ensure everyone knows what high, medium, and low is.
53
What should be taken and documented in the Risk Management plan to ensure we can meet expectations.
An evaluation of Stakeholder's risk tolerance
54
A Risk is...
something positive or negative that may impact your project and has a risk response planned (annotated on the risk register).
55
An Issue is...
something that may impact your project, is ALWAYS negative. (annotated and tracked on the issue log).
56
Before creating a workaround...
check the risk register to see if a risk response was already planned.
57
If an issue is not on the risk register (did not plan for it)...
the create a workaround for the issue.
58
Management reserve is used for...
unanticipated issues (issues not on the risk register).
59
Contingency reserve is used for...
anticipated risks (on the risk register).
60
Burn down chart
Used to measure the remaining tasks and can forecast estimated time for completion
61
Burn up chart
Used to measure work completed and can forecast estimated time for completion
62
Kanban Board
Information Radiator that shows the work in progress and uses a Pull method. Aids in identifying bottlenecks and delays.
63
Information Radiators
Visual tools used to display the status or information of the project. Agile Artifacts that project the status of the project so it is visible and transparent. Kanban boards Backlogs Burnup/Burn-down charts Flowcharts Roadmaps Vision Statements
64
Quality Reports
Used to determine if desired quality is being achieved
65
Work performance data
the raw observations of the project work
66
Work Performance Information
The analysis of the observations made compared to the plan
67
Work Performance Report
Reports providing context on the current status of the project for stakeholders
68
Stakeholder analysis
To identify stakeholders. Categorized stakeholders into groups, identify expectations, and requirements of each stakeholder or group of stakeholders
69
Ways to assess stakeholders
Power/Interest Grid Power/Influence Grid Salience Model
70
Stakeholder Register
List of all stakeholders with expectations, requirements, importance, influence, and support. Updated throughout project.
71
Stakeholder Engagement Plan
Ensures a plan of action for dealing with stakeholders based on expectations of the project and established requirements. Includes SEAM
72
Stakeholder Engagement Assessment Matrix (SEAM)
shows current state vs desired state for each stakeholder or group
73
Kaizen
change is good
74
Cost of conformance
Prevention costs vs appraisal cost
75
cost of non-conformance
internal vs external failure
76
What is needed for quality to take place?
the organization needs to have a shared culture of quality
77
Why should you conduct audits?
to ensure your processes work and your people are following the process
78
Inspect deliverables to ensure...
they meet requirements specifications.
79
Look for opportunities to...
improve, become more efficient, save costs, and shorten the time it takes to reach the customer's hands.
80
Deliverables workflow...
Collect Requirements Create Scope Baseline Do the Work Internal Inspection - Quality Control Verified deliverables to customer for inspection - Validate Scope Accepted Deliverables -> Close out project/phase Admin/Legal/Financial
81
Project Baseline Performance Tracking
Baselines, Work performance -> Control Scope/Schedule/Costs -> Current State & Forecasts
82
What kind of activity is 'Identifying Stakeholders'?
Continuous Activity
83
Organizational Structures
Functional Matrix Projectized
84
Organizational Structure - Functional
PM Authority - little to none Resource availability - little to none Who Manages? Functional Manager PM role? Part time PM Admin Staff? Part time
85
Organizational Structure - Matrix
Weak - Balanced - Strong PM Authority: Low, Mod, High Resources: Low, Mod, High Manager?: Funct. Mng, Mixed, PM PM Role: Part time, full, full PM Admin Staff: part, part, full
86
Organizational Structure - Projectized
PM Authority: High, almost total Resources?: High to almost total Manager?: PM PM Role?: Full-time PM Admin Staff?: Full-time
87
Predictive Project Artifacts
Business Documents: Business Case, Business Needs Document, Benefit Management Plan Project Charter: Names the Project Manager, and provides authority. Signed by the sponsor.
88
McGregor's Theory X
Lack Integrity Avoid Responsibility Work as little as possible Prefer direction
89
McGregor's Theory Y
Have Integrity Work towards objectives Wants to achieve Will make decisions
90
McClelland's Achievement Theory
Achievement Power, Emotional Needs, Affiliation
91
Frederick Herzberg's Two Factor Theory - Job Dissatisfaction
Hygiene Factors Working Conditions Coworker relations Policies and rules Supervisor quality Base wage and salary Status
92
Frederick Herzberg's Two Factor Theory - Job Satisfaction
Motivation Factors Achievement Recognition Responsibility Work Itself Advancement Personal Growth
93
Maslow's Hierarchy of Needs
Self-Actualization - desire to become the most one can be Esteem - respect, self-esteem, status, recognition, strength, freedom Love and belonging - friendship, intimacy, family, sense of connection Safety needs - personal security, employment, resources, health, property Physiological needs - air, water, food, shelter, sleep, clothing, reproduction
94
Tuckman's Ladder Model of Team Development
Forming Storming Norming Performing Adjourning
95
Forming - Team Leader Role
Outlines mission; Looks for agreement on team roles, rules, and guidelines for decision making
96
Storming - Team Leader Role
Team deals with confusion and conflict over goals, decision-making, roles and control TL Facilitates discussion; ensures common understanding of agreements
97
Norming
Team accepts goals, roles, rules, works positively TL - Encourages norming process; supports and coaches, celebrates success
98
Performing
Team focuses on achieving goals; personal growth for team members; conflict handled positively TL - Encourages high performance; facilitates communication; celebrates success
99
What is the worst conflict management approach?
Withdraw/Avoid
100
What is the best conflict management approach?
Collaborate/Problem Solve (takes time)
101
Conflict Management Approaches
Withdraw/Avoid (Worst) Smooth/Accommodate (giving in rather than addressing issue) Compromise/Reconcile (Both sides lose something) Force/Direct (When resolution needs to be immediate) Collaborate/Problem Solve (Best but takes time)
102
Active Listening - Reflecting
- Repeat the gist of the message - Verify your understanding of the message
103
Active Listening - Attending
- Lean slightly toward the speaker - Stay at eye-level - Maintain eye contact without staring
104
Active Listening - Following
- Respond with non-verbal gesture or verbal response - Ask questions - Allow speaker moment to collect their thoughts
105
Servant Leadership Duties
- Shield the team from interruptions - Remove impediments to progress - Communication (and re-communicate) the project vision Carry food and water (have essential resources to nourish the team)
106
Leadership Tasks
- Practice Transparency through visualization - Create a safe environment for experimentation - Experiment with New Techniques and processes - Share Knowledge through collaboration - encourage emergent leadership via a safe environment
107

Project Management Professional (6 decks)

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