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Final Core Oral Exam > Project Management > Flashcards

Project Management Flashcards

1
Q

What are 4 types of work described in the Phoenix Project?

A 
The four types of work in the Phoenix project are 
Business projects
IT projects
Changes (affect overall system)
Unplanned work (bad)
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2
Q

What characteristics do companies with low turnover have?

A

Companies with low characteristics consist of
Jelled teams
Sense of pride
Quality

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3
Q

What is methodological weight of a project?

A

The methodological weight of a project consist of the Number of activities and Tightness of deadlines

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4
Q

Describe diseconomies of scale

A

The diseconomies of scale states that as project scope expands, cost per deliverable increases

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5
Q

Describe Phoenix Project’s Goldratt’s Theory of Constraints.

A

Goldratts Theory of Constraints states to Improve bottleneck, only

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6
Q

What key concern does critical chain scheduling account for that critical path scheduling does not?

A

Critical chain scheduling uses Buffers to account for delays

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7
Q

What is the cardinal rule for meetings a la Drucker?

A

Druckers cardinal rule for meetings is Don’t waste people’s time

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8
Q

What are the basic requirements for effective human relations a la Drucker?

A 
According to Drucker, the basic requirements for effective human relations is 
Communication
Teamwork
Self-development
Co-development
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9
Q

What are 2-4 of Ury’s five-step program for negotiation?

A

Brainstorm for value
Standardize value
Evaluate BATNA

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10
Q

Describe the difference between t-shirt sizing and story points.

A

Cost and benefits

Costs

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11
Q

Meyer argues that Agile YAGNI principle conflicts with Agile emphasis on embracing change. Explain the argument.

A

Anything not needed is goldplatting. This isn’t flexible a la Agile.

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12
Q

What are the types of project retrospectives a la Barrett?

A

Barret states that the type of project retrospectives are Social and Metric

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13
Q

How can one manage processes?

A

Bach states that process can be managed via Experiments

and Past projects

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14
Q

What makes a good QA?

A 
Good quality assurance consist of 
Feasible 
Measureable 
Testable 
Traceable
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15
Q

What is the difference between a leader and a manager?

A

The difference between a leader and a manager is a leader sets goals and a manager sets tasks.

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16
Q

How can one manage time a la Drucker?

A

According to Drucker, one manages time by recording it, managing it and consolidating time.

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17
Q

What is the most powerful word in a negotiation a la Charles Voss?

A

According to Charles Voss, the most powerful word in negotiation is fair because of emotions.

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18
Q

What are Sutherland’s definitions of done?

A

According to Sutherland, the definition of done is that the project has met the requirements and tested acceptance.

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19
Q

Yourdon describes five attributes of a death march project. Name two.

A

Some attributes of the death march project are Compressing schedule < 50%
Downsizing due to new tool

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20
Q

What are the essential elements in a contract.

A

The essential elements in a contract are
Offer
Consideration
Acceptance

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21
Q

What activity is the second largest category of systems development work, taking 30% of a large project’s time a la Capers Jones?

A

Paperwork takes 30% of a large projects time

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22
Q

Name some Thomsett negotiation games?

A

Negotiation games are Double dummy split,Reverse double and Gotcha.

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23
Q

Name, and briefly describe, the types of proposals that Ury recommends formulating prior to a negotiation.

A

Ury recommends formulation proposals that are minimal, acceptable and ideal prior to a negotiation.

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24
Q

What questions can one ask regarding wasted time a la Drucker?

A

According to Drucker one can ask the following questions with regards to time.
Am I wasting my time? [delegate]
Am I wasting subordinates time?

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25
Q

How does one actively listen a la Ury?

A

According the Ury, one must paraphrase to actively listen.

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26
Q

Describe base-rate fallacy.

A

Base-rate fallacy is High detection rate and low false alarms are a difficult happy medium

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27
Q

What, a la Lewis, is the single most important element of any effective communication?

A

According to Lewis the single most important element of any effective communication is Empathy

28
Q

How can a project’s methodological weight increase a la Cockburn?

A

Cockburn states that a projects methodological weight increases with more tools and more processes

29
Q

Describe Meyer’s definitions of done.

A

Meyers definition of done is that a project meets requirements and acceptance testing

30
Q

Describe a well-rounded employee a la Drucker?

A

A well rounded employee is a myth; strong people have strong weaknesses
2 mediocrities don’t equal 1 strength

31
Q

How should project properties be converted to estimates of required effort a la McConnell; to trump guestimation?

A 
Project properties can be converted by 
Revisiting
Counting
Computing
Judging
32
Q

What situations led to opportunities a la Drucker?

A

According to Drucker, the situations that led to opportunities are Technology, Innovation and Demographics

33
Q

What is the three-point estimation a la McConnell?

A

According to McConnel the three point estimation are
Worst-case estimate
Expected estimate
Best-case estimate

34
Q

What are the goals of a software project a la Cockburn?

A

According to Cockburn the goals of a software project are Deliverables and maintenance.

35
Q

How does one deflect attacks a la Ury?

A

To deflect attacks ignore and reframe

36
Q

Describe Phoenix Project’s Goldratt’s WIP.

A

WIP: wasted capital until done

37
Q

What are the essential elements in a contract.

A

The three essential elements in a contract are offer, consideration and acceptance.

38
Q

What must be known for a decision to be put into practice a la Drucker?

A 
According to Drucker the following must be known for putting a decision into practice.
Who must know
Who must do
What action
What result
39
Q

Why are teams formed a la DeMarco and Lister?

A

Teams are formed for Alignment according to DeMarco and Lister

40
Q

What are ways to effect change a la DeMarco and Lister?

A

A few ways to effect change are Celebrating old as help and making failure feel ok

41
Q

What are the essential habits of the mind for executives to become effective a la Drucker?

A 
According to Drucker the essential habits of the mind for executives to become more effective are
Schedule
Contribute
Strengthen
Prioritize
Decide
42
Q

What element in production is targeted a la Goldratt?

A

The element in production that is targeted is the Work Center → it dictates output of entire system

43
Q

Describe Phoenix Project’s takt time.

A

Takt time is the time it takes to meet customer demand

44
Q

Name some contract torts.

A

Some examples of contract torts are Copyright,Trademark

and Defamation

45
Q

How can one throttle a bottleneck a la Erik of The Phoenix Project?

A 
To throttle a bottleneck 
Identify the constraint
Exploit it
Subordinate it
Evaluate
Find next constraint
46
Q

How does one determine WBS granularity a la Burress?

A

To determine WBS granularity use
Summaries are for requirements
Leaves are for summaries

47
Q

What are the primary and secondary goals of a project a la Cockburn?

A

According to Cockburn, the primary and secondary goals of a project are the Delivery of software and Set up new projects

48
Q

What are the questions that are to be asked of each participant in the daily Scrum meeting?

A

Questions that should be asked at each Scrum meeting are:
What’s been done
What’s due
What’s wrong

49
Q

What Scrum meetings are time-limited?

A

Scrum meetings that are time limited are planning, sprints and retrospective.

50
Q

What is a false challenge project a la DeMarco and Lister?

A

A false challenge project is setting goals to get project finished cheap and quick

51
Q

What are the types of WBSs?

A

The three types of work breakdown structure are
Process – breaks down a process
Product – breaks down a product
Hybrid – process produces a product

52
Q

Characterize Meyer’s assessment of Agile focus on minimalist software development.

A

Focus on productivity more-so than quality

53
Q

How does one “go to the balcony” a la Ury?

A

One goes to the balcony by pausing and rewinding

54
Q

What is the difference between system 1 and system 2 thinking a la Weinschenk?

A

System 1 thinking is Effortless browsing → provide error checking
System 2 thinking Questionnaires → use difficult font

55
Q

Describe Phoenix Project’s 3 ways.

A

The three ways in the Phoenix project are
Maximizing flow
Amplifying feedback loops
Continual improvement

56
Q

What are opportunity cost?

A

Opportunity cost equal missed opportunities

57
Q

4 strategies for managing threats?

A

Avoid - change plan to eliminate threads
Mitigate - change plan to reduce threat’s impact/probability
Transfer - shift some or all impact to another party
Accept - do nothing special

58
Q

4 strategies for managing opportunities?

A

Exploit - change plan to ensure opportunity is realized
Enhance - change plan to increase probability
Share - allocate some or all of the benefit to another party
Accept - do nothing special

59
Q

McConnell’s definition of:

Estimate

A

A statement about the likelihood of achieving a target at a specific level of quality with a specific amount of resources by a specific date

60
Q

McConnells’s “Three Points” estimation

A 
For each task, develop:
a worse,
an expected, 
and a best case
estimation of effort
61
Q

What are all methodologies based on?

A

All methodologies are based on fear

62
Q

Name some personality types

A 
Grenade
• Think they know it all
• Yes person
• Maybe person
• Tank
• No person
• Martyr
• Whiner
63
Q

5 styles of leadership

A 
Authoritarian
• Consensus
• Delegation
• Consultation
• Democracy
64
Q

How are W-models different from V-model development?

A 
W = waterfall
V = verification &amp; validation

In V model Development and testing is done parallelly , while in Waterfall Model Development is done and after development Testing is Done

65
Q

What 3 questions are asked at a Daily scrum meeting?

A

What have you done since last Scrum?
What do you plan to do for next Scrum?
What is impeding you in your work?

Final Core Oral Exam (3 decks)

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