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PMP Studying > Processes > Flashcards

Processes Flashcards

1
Q

What are the inputs for the project charter?

A

Business documents (business case, project benefits management plan)
OPAs
EEFs

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2
Q

What is the output for the develop project charter process?

A

Project charter
Assumption log

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3
Q

What are the ITTOs for “identifying stakeholder” process?

A

Inputs: Project charter, business documents, project management plan, project documents, agreements, EEFs, OPAs

Tools: Expert judgment, data gathering, data analysis, data representation, meetings

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4
Q

What are outputs from the identifying stakeholder process?

A

Stakeholder register, change requests, project management plan updates, project documents updates

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5
Q

What are the ITTOs for “develop project management plan” process?

A

Charter, outputs from other processes, OPAs, EEFs

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6
Q

What process group is develop project management plan in?

A

Planning

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7
Q

What are outputs for develop project management plan?

A

Project management plan - 4 baselines and 14 subsidiary plans
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Resource management plan
Communication management plan
Risk management plan
Procurement management plan
Stakeholder management plan
Change management plan
Configuration management plan
Project life cycle description
Development approach

Scope baseline
Schedule baseline
Cost baseline
Performance measurement baseline

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8
Q

What is develop project management plan?

A

Process of defining, preparing and coordinating all plan components and consolidating them into a integrated project management plan

Comprehensive document that outlines the bases of all project work and how it will be performed

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9
Q

What is the only way to change a project management plan?

A

An approved change request

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10
Q

What is a baseline vs a plan?

A

Baseline: reflects approved timelines and is used as a basis for performance assessment
Plan: represents the team’s current forecast for what will happen

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11
Q

What is Plan scope management?

A

documents how the project and product scope will be defined, validated and controlled (how to document)

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12
Q

What is a scope management plan?

A

How the scope will be defined, development, monitored and controlled

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12
Q

What is a requirement management plan?

A

How you’re going to gather requirements, and how they will be analyzed, documented, and managed, how change requests to the scope statement will be processed

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13
Q

What is the collect requirements process?

A

Determining, documenting and managing stakeholder needs and requirements to meet objectives

plays a significant role in the success of the overall project since project schedule, budget ,risk quality and resource planning are all linked to this!

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14
Q

What are the ITTOs for collect requirements process?

A

Inputs: Project charter, Project management plan, Project documents, Agreements, EEFs, OPAs

Tools/Techniques: Expert judgement, data gathering (benchmarking), data analysis (documents, agreements, policies, proposals), decision making, data representation, interpersonal and team skills, context diagram, prototypes

Outputs: Requirements documentation and requirement traceability matrix

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15
Q

What are the ITTOs for define scope?

A

Inputs: project charter, project management plan, project docs, EEFs, OPAs

Tools/Techniques: expert judgment, data analysis, decision making, interpersonal and team skills, product analysis

Outputs: project scope statement, product documents updates

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16
Q

What is define scope process?

A

Developing a detailed description of the project and product.

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17
Q

What is product analysis?

A

Understanding of the project’s product, service, or result ,with the commitment to improve the teams focus.

Tools used: product breakdown, identified risks, acceptance criteria, project contraints

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18
Q

What is the WBS?

A

It’s a breakdown of deliverables from the scope statement.

Decomposition (breaking down each of the project deliverables into smaller components

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19
Q

What are the outputs of “create WBS”?

A

Scope baseline (project scope statement, WBS, WBS dictionary)

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20
Q

What is the WBS dictionary?

A

It is more information about each item in the WBS

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21
Q

What do we do in plan schedule management?

A

Establish the policies, procedures, and documentation for planning, developing, managing, executing and controlling the project schedule.

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22
Q

What is an activity?

A

They’re decomposed from work packages. Very specific actions needed to complete the deliverable.

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23
Q

Explain the breakdown (decomp) of deliverables

A

Deliverables –> work packages (WBS) –> activities

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24
Q

What are the ITTOs for “define activites”?

A

Inputs: project management plan, EEFs, OPAs

Tools/Techniques: expert judgement, decomposition, rolling wave planning, meetings

Outputs: activity list, activity attributes, milestone list, change requests, project management plan updates

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25
Q

What is rolling wave planning?

A

Form of progressive elaboration.

Near term work packages are able to be defined in great detail.

Long term work packages may not be able to be defined in any detail.

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26
Q

What are activity attributes?

A

Additional information required to execute the activity list. Point of contact, location of work, etc.

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27
Q

What is a milestone list?

A

Key dates of the project

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28
Q

What is “sequence activities”?

A

Process of identifying and documenting relationships among the project activities.
Defines the logical sequence of work to obtain greatest efficiency

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29
Q

What is the precedence diagramming method (PDM)

A

Graphical representation of all the work that is needed to be performed on the project. Represents the flow of the project.

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30
Q

What are the 4 activity relationships?

A

Finish to start FS: one has to finish for the next to start (ex. a foundation (predecessor) must be finished before the framing (successor) can start)

Finish to finish- FF: successor activity cannot finish until the predecessor has finished (ex. clean-up cannot finish until the event has finished)

Start to start - SS : the start of the successors work package depends upon the start of its predecessor work package (ex. design has to finish before coding can start) allows for overlapping

Start to finish - SF (least common): the completion of the successor work package depends on the start of its predecessors work package.(ex. operational phase of an old router cannot end until the installation phase of the new router (predecessor) begins)

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31
Q

What are mandatory dependencies?

A

AKA: hard logic

Limitations of work that are tied together, one work package MUST be completed prior to the subsequent work package beginning (ex. foundation of the house must happen before the house can be built)

32
Q

What are discretionary dependencies?

A

AKA: soft logic

Work packages that are tied together, but do not have physical limitations (ex. painting the walls of a room & laying carpet at the same time)

33
Q

What are external dependencies?

A

Relationship between project and non-project activities. Activities outside of your control
(ex. waiting for a package)

34
Q

What are internal dependencies?

A

Project activities are within control of the team
(ex. how to test computer software after you installed it, who does what tasks on a project)

35
Q

What is lead time?

A

amount of time successor activity can be advanced with respect to predecessor activity

36
Q

What is lag team?

A

directs the delay in the successor work package or activity

37
Q

What is the output for sequence activities?

A

Project schedule network diagram

38
Q

What are the 5 ways to estimate activity duration?

A

Analogous estimating (top-down) - relies on historical information to predict estimates. may not be accurate

Bottom-up estimating - work has to be very detailed for this type of estimation to take place. take a long time to complete, highly accurate

Parametric - uses statistical relationship between historical data and other variables to calculate estimate

Three Point Estimate (PERT) - calculate an expected duration using a weighted average of 3 estimated

Reserve analysis - may be a percentage or a set determined time allowance

39
Q

What is PERT?

A

Program (or Project) Evaluation and Review Technique

Three-point estimate, a scheduling tool that uses a weighted average formula to predict the length of activities and the project

(O + R (4) + P)/6

40
Q

What is the output of estimate activity durations?

A

Duration estimates, basis of estimates

41
Q

What are basis of estimates?

A

how the estimates were developed and their ranges, it can also include all assumptions and constraints made to create the estimate

42
Q

What are the PERT formulas?

A

Beta distribution:
(Optimistic estimate + 4 x Realistic) + Pessimistic estimate) / 6

Standard deviation: (added to the beta distribution)
(P-O)/6

Triangle distribution: (average of the numbers)
(optimistic estimate + realistic + pessimistic estimate) / 3

43
Q

What is the develop schedule process?

A

analyzing activity sequences, durations, resource requirements, and schedule contraints to create a schedule model for project execution and monitoring and controlling

44
Q

What are outputs from develop schedule?

A

schedule baseline, project schedule, schedule data, project calendars, changes requests, project management plan updates, project documents updates

45
Q

What is a schedule network analysis?

A

Uses several different techniques to determine the length of the schedule. it is it used to calculate the early start and early finish dates, late start and late finish dates.

46
Q

What is resource optimization techniques?

A

a method to flatten the schedule when resource are over-allocated. one of the most common methods is to ensure that workers are not overextended on activities

47
Q

What is the critical chain method?

A
48
Q

What is schedule compression?

A

Two ways:

Crashing: adding resources to a project activity (always adds cost)
Fast Tracking: activities performed in parallel (may not increase cost but may increase risk)

49
Q

What is agile release planning?

A

The schedule will be broken up into smaller iterations.
Release plan is a set of iterations that will help to create a product that would be given to the customers for feedback

50
Q

What are the outputs for develop schedule?

A

Project schedule
schedule baseline

51
Q

What is the critical path method?

A

Critical path is the longest path in days.
No float or slack (activities on this path have no float)

slack: the amount of time you can delay the project without adjusting the end date

52
Q

What is the float calculation?

A

float = LS - ES or LF - EF

53
Q

What is forward pass?

A

Caculating the early start and early finish

54
Q

How do you calculate early finish date?

A

early start + duration - 1 = early finish

55
Q

What is backwards pass? How do you start it?

A

Going backwards (friday - monday)
Start with the critical path number.
Late finish - duration + 1 = late start

56
Q

What is free float?

A

time you can delay an activity without delaying the next activity
free float = ES of next activity - EF of current activity +1

57
Q

What is total float?

A

time you can delay without affecting the entire project

58
Q

What is the estimate cost process?

A

approximation of the cost of resources needed to complete project work

59
Q

What is cost aggregation?

A

details on what each schedule activity is scheduled to cost

60
Q

What is the formula for determining how many communication channels you have?

A

channels = n(n-1)/2

61
Q

What are strategies for negative risk?

A

Escalate
Avoid
Mitigate
Transfer
Accept

62
Q

What are strategies for positive risk?

A

Escalate
Exploit
Share
Enhance
Accept

63
Q

What are the 3 types of contracts?

A

Fixed-price
Cost-reimbursable

64
Q

What is a fixed-price contract?

A

Buyer pays one flat price for all work in the contract.

Use when score is well-defined and understood

3 types:
Firm Fixed price: flat fee
fixed price incentive fee: fixed price additional fee to meet a goal
fixe price economic price adjustment (fp-epa): adjust the fixed cost over the life of the contract because of economic conditions

65
Q

What is a cost-reimbursable contract?

A

The buyer pays for the work expenses and then pays the seller a fee for his profit

3 types:
cost plus fixed fee: buyer pays the work expenses and then a fixed fee to the seller for profit
cost plus incentive fee: buyer pays the work expenses and an additional fee if target is met
cost plus award fee: buyer pays the work expenses and pays an award fee that is based on satisfaction of work

66
Q

What is pareto principle?

A

80% of the time something happens, only comes from 20% of the things that can cause them.

67
Q

What are the stages of tuckman’s ladder?

A

Forming - get to know each other
Storming - issues about the project
Norming - coming to a solution on issues
Performing - doing the work
Adjourning - team is released

68
Q

What is the OSCAR model?

A

Outcome: develop an outcome
Situation: asses current skills, abilities, and knowledge, level of the project team member and how that impact the individuals performance and peer relationships
Choices/consequences: all the avenues for attaining outcomes and what will happen if we can’t do that
Actions: commits to specific movement by focusing on immediate and attainable targets
Review: doing regular meetings to offer support and help ensure that individuals remain motivated and on track

69
Q

What is the Drexler Sibbet Team Model?

A

Step 1: orientation - why
Step 2: trust building - who
Step 3: goal clarification - what
Step 4: commitment - how, define the plan
Step 5: Implementation - start working
Step 6: High performance - reach a high level
Step 7: Renewal - working through changes

70
Q

What is the manage team process?

A

Tracing team member performance, providing feedback, resolving issues

71
Q

What are conflict resolution types?

A

Problem Solving (Confronting): study the problem, find a solution (win-win)
Forcing: go with one persons opinion because they have authority (win-lose)
Compromising: Take both of each side and create a mixed solution (lose-lose)
Smoothing: Blow it off (lose-lose)
Withdrawal: Leaving the situation (everyone loses)

72
Q

What are the steps to follow when a conflict arises?

A
  1. define the cause of the problem
  2. analyze the problem
  3. identify solutions
  4. implement the selected solution
  5. Review the solution
  6. confirm that the solution solved the problem
73
Q

What is sandbagging?

A

Under promising and underdelivering

73
Q

What is parkinson’s law?

A

expanding work to fill time

73
Q

What is dropped baton?

A

one team finishes early and the next team is not ready to accept it, leading to time being wasted

73
Q

What is the output of conduct procurements?

A

Select vendor and get agreements

73
Q
A

PMP Studying (5 decks)

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