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Project + > Preparing for the Project & Selecting the Project Framework > Flashcards

Preparing for the Project & Selecting the Project Framework Flashcards

1
Q

Phase that occurs before the project starts.

a) concept phase
b) initiation phase
c) planning phase

A

Concept or Discovery Phase

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2
Q

Phase when the Official project work starts

a) concept phase
b) initiation phase
c) execution phase

A

Initiation Phase

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3
Q

Phase where The team will define all the activities they need to complete and a good activity sequence.

a) concept phase
b) initiation phase
c) execution phase

A

Planning Phase

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4
Q

Phase where The team delivers work

a) concept phase
b) initiation phase
c) execution phase

A

Execution Phase

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5
Q

Phase where The project is winding down

a) concept phase
b) closing phase
c) execution phase

A

Closing Phase

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6
Q

a brief synopsis of the rest of the business case.

a) executive summary
b) problem analysis
c) project definition

A

Executive Summary

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7
Q

shares more details about a problem

a) problem statement
b) problem analysis
c) project definition

A

Problem Statement

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8
Q

provides more context about why the project should be a priority.

a) executive summary
b) problem analysis
c) project definition

A

Problem Analysis

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9
Q

several approaches to solving a problem

a) options
b) recommendation
c) concepts

A

Options

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10
Q

additional relevant information about the proposed project.

a) executive summary
b) problem analysis
c) project definition

A

Project Definition

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11
Q

covers the relevant economic impacts of the project.

a) financial overview
b) project definition
c) executive summary

A

Financial Overview

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12
Q

narrows down the options to the best solution and justifies why this approach is the best business case.

a) options
b) recommendation
c) concepts

A

Recommendation

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13
Q

visualizes when a project will eliminate process steps or handoffs.

a) data flowchart
b) fish diagram
c) process flowchart

A

process flowchart

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14
Q

when a process must repeat a previous step, usually resulting from an error

a) rebase
b) loop
c) retask

A

loop

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15
Q

(Net Profit / Cost) x 100

or

(Revenue - Cost) / (Cost) x 100

or

(Financial Value - Project Cost) / (Project Cost) x 100

A

ROI

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16
Q

the money generated or explicitly saved due to the project.

a) profit
b) revenue
c) benefit

A

Benefit

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17
Q

represents all the money spent on this project.

a) cost
b) revenue
c) benefit

A

Cost

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18
Q

factors that you state as true

a) risks
b) assumptions
c) assets

A

assumptions

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19
Q

events that you think could happen.

a) risks
b) assumptions
c) assets

A

Risks

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20
Q

how the organization impacts the natural world.

a) governance factors
b) environmental factors
c) social factors

A

Environmental Factors

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21
Q

how the company develops relationships and treats people, including employees, people in the community, and groups impacted by the company’s products and services.

a) governance factors
b) environmental factors
c) social factors

A

Social Factors

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22
Q

how the company operates, including its policies, transparency, and structure.

a) governance factors
b) environmental factors
c) social factors

A

Governance Factors

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23
Q

work that is routine, predictable, and repetitive.

a) functional work
b) operational work
c) project work

A

Operational work

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24
Q

work that accomplishes something new.

a) functional work
b) operational work
c) project work

A

Project Work

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25
Q

this structure divides the organization by areas of expertise or specialization.

a) matrix organization
b) directive organization
c) functional organization

A

Functional Organization

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26
Q

this position retains the budget and people management responsibilities in a functional organization.

a) functional manager
b) project manager
c) program manager

A

functional manager

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27
Q

in this structure individuals still report upward in the functional hierarchy, but they also report horizontally to one or more project managers.

a) matrix organization
b) directive organization
c) functional organization

A

matrix organizational structure

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28
Q

In this matrix, The functional manager retains all budget and staff management responsibilities.

a) weak matirx
b) equal matrix
c) strong matrix

A

Weak Matrix

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29
Q

In this matrix, A PM has substantial control over the project.

a) weak matirx
b) equal matrix
c) strong matrix

A

Strong Matrix

30
Q

several related projects

a) portfolio
b) sprint
c) program

A

program

31
Q

This PMO provides support when it’s requested.

a) directive PMO
b) controlling PMO
c) supportive PMO

A

supportive PMO

32
Q

This PMO actively monitors project performance.

a) directive PMO
b) controlling PMO
c) supportive PMO

A

controlling PMO

33
Q

This PMO has full authority over projects, standards, and procedures.

a) directive PMO
b) controlling PMO
c) supportive PMO

A

directive PMO

34
Q

A software development method in which code updates are tested and rapidly committed to development

a) continuous integration
b) continuous delivery
c) continuous deployment

A

Continuous integration

35
Q

A software development method in which it prepares the code for release to production.

a) continuous integration
b) continuous delivery
c) continuous deployment

A

Continuous delivery

36
Q

A software development method in which prepares the code for production release and deploys it to production.

a) continuous integration
b) continuous delivery
c) continuous deployment

A

Continuous deployment

37
Q

teams of 3–10 cross-functional people work together to deliver increments of value.

a) SCRUM
b) waterfall
c) agile

A

Agile Team

38
Q

multiple agile teams work together to create large products.

a) agile development
b) agile release train
c) agile testing

A

Agile release train (ART)

39
Q

a fixed-length increment that lasts 8–12 weeks instead of three months.

a) sprint increment
b) project increment
c) program increment

A

Program Increment (PI)

40
Q

The agile teams synchronize their goals, plan for any dependencies, and address risks in this event.

a) sprint incrment planning
b) program increment planning
c) project increment planning

A

Program Increment Planning (PI planning)

41
Q

outline the project and define the software’s scope and purpose.

a) design and prototyping
b) planning
c) development

A

SDLC - Planning

42
Q

define the resources needed for the project. Determine what the software needs to do.

a) requirments
b) design and prototyping
c) development

A

SDLC Requirements

43
Q

define how the software needs to work, such as which programming language to use, which security protocols to use, and how the user interface behaves.

a) requirments
b) design and prototyping
c) development

A

SDLC Design and prototyping

44
Q

create the software.

a) operations and maintenance
b) development
c) testing

A

SDLC Development

45
Q

run tests to ensure the software performs as expected.

a) development
b) analyze
c) testing

A

SDLC Testing

46
Q

assess risks, issues, and changes of the software development lifecycle.

a) analyza
b) operations and maintenance
c) testing

A

SDLC Analyze

47
Q

support the software as long as it is in production. Launch new development cycles to fix bugs and create new enhancements for the product.

a) analyza
b) operations and maintenance
c) testing

A

SDLC Operations and Maintenance

48
Q

the original SDLC model, it’s rigid and not responsive to change, suitable for predetermined technology stacks and short projects. It does not work well for long-term, complex projects.

a) agile
b) waterfall
c) iterative

A

Waterfall SDLC model

49
Q

In this model, The beginning and ending phases occur once, like a waterfall project. But the middle stages—requirements through testing—

a) agile
b) waterfall
c) iterative

A

Iterative SDLC model

50
Q

This model cycles through all SDLC phases, and each cycle assesses risk.

a) spiral
b) waterfall
c) iterative

A

Spiral SDLC model

51
Q

This model Repeats all phases through every iteration like Spiral SDLC does, but the customer views the results after every iteration.

a) iterative
b) agile
c) PRINCE2

A

Agile SDLC model

52
Q

a process-based project management methodology. Aims to control project management processes by creating clear project phases, clearly defining roles and responsibilities, and predefining tasks to manage the project life cycle.

a) Kanban
b) functional organization
c) PRINCE2

A

PRojects IN Controlled Environments (PRINCE2)

53
Q

This person helps the PM by supervising the teams and managing the quality of outputs.

a) program manager
b) supervisor
c) team manager

A

Team Manager

54
Q

these members authorize resources and funding, supports the PM, and is ultimately responsible for the project.

a) human resources
b) board of administration
c0 project board

A

Project Board

55
Q

a member of upper management and represents a business perspective.

a) business analyst
b) senior user
c) executive

A

Executive

56
Q

this person represents the customer’s perspective

a) end user
b) senior user
c) tester

A

Senior user

57
Q

this person represents the supplier or implementation partner’s perspective.

a) vendor
b) business analyst
c) senior supplier

A

Senior supplier

58
Q

this development style develops small parts of features and improves them often.

a) incremental development
b) scoped development
c) iterative development

A

iterative development

59
Q

this development style builds all of one of the features and release it.

a) incremental development
b) scoped development
c) iterative development

A

incremental development

60
Q

The extension of the project scope caused by unapproved and uncontrolled changes

a) enterprise resource planning
b) scope creep
c) backlog

A

scope creep

61
Q

Software that enables an organization to manage services, personnel, and IT resources

a) enterprise resource planning
b) customer relationships management
c) change management

A

enterprise resource planning (ERP)

62
Q

a lightweight, customer-centric framework. Arguably the most common agile framework, it delivers iterative and adaptive value while intentionally covering only the barest requirements.

a) agile
b) PRINCE2
c) SCRUM

A

SCRUM

63
Q

an ordered list of product changes or enhancements.

a) product backlog
b) sprint backlog
c) project backlog

A

product backlog

64
Q

the Scrum team’s plan for the upcoming sprint

a) product backlog
b) sprint backlog
c) project backlog

A

sprint backlog

65
Q

Scrum iteration and the container for all other Scrum events. Fixed lengths, usually one week to one month.

a) milestone
b) deliverable
c) sprint

A

Sprint

66
Q

an agile software development framework used to control work in progress (WIP) levels and manage workflows in software and other business processes.

a) customer relationships management
b) enterprise resource planning
c) Kanban

A

Kanban

67
Q

an agile software development framework. It stands out as a framework with a heavy emphasis on software engineering practices. Takes good software development practices to extreme levels and codifies them.

a) extreme programming
b) spiral
c) Kanban

A

Extreme programming (XP)

68
Q

this person leads projects in any framework.

a) executive
b) program manager
c) project manager

A

Project Manager

69
Q

This person oversees products and therefore exist for a product’s entire life cycle.

a) executive
b) program manager
c) project manager

A

Product Manager

70
Q

The project team’s plan for starting and finishing activities on specific dates and in a certain sequence.

a) program schedule
b) project schedule
c) sprint schedule

A

project schedule

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