Rita Hot topics Flashcards
Scope
what is the definition of scope management?
(p 153)
Defining what work is required and then making sure all that work- and only that work-is completed
Scope
what is the difference between product scope and project scope?
(p 154)
product scope refers to the requirements related to the product, service, or result of the project, while project scope involves the work the project team would do to deliver the product of the project
Scope
what is timeboxing?
(p 154)
an agile planning tool using short, fixed periods of time set for the team to complete a selected in prioritize set of activities.
Scope
describe the purpose of a minimal viable product (MVP)
(p 154)
On an agile project, it allows the customer to take delivery of the product and use it while the team continues to build the rest of the product. Also known as the minimal marketable features (MMFs)
Scope
describe what a scope management looks like on a predictive project
(p 156)
- Develop a plan for how to plan, validate and control scope and requirements
- Determine requirements
- Analyze and balance stakeholder needs to determine scope
- Create a WBS to break the scope down to smaller, more manageable pieces. Define each piece in the WBS dictionary
- Obtain validation (signed acceptance) that the complete scope of work is acceptable to the customer or sponsor
- Measure scope performance and adjust as needed.
Scope
describe what scope management looks like on an agile project
(p 157)
- requirements are identified and documented at a sufficient level of detail so they can be prioritized and estimated at a high level
- the product’s features are kept in the list called the product backlog
- the work is broken into product releases
- for each release, the work is completed through iterations
- the work of each iteration (and release ) is defined successively in more detail just before the work for each iteration begins
Scope
how is product scope different for agile projects than it is for plan-driven projects?
(p 157)
product scope is typically more flexible in agile projects.
Scope
what artifacts result from the plan scope management process?
- scope management plan
- requirements management plan
Scope
which is the difference between a product backlog and a product roadmap?
(p 158/159)
a product backlog is a list of the functional and non-functional work identified for the project, while a product roadmap is a visual representation of the product’s main components broken into sequential products releases
Scope
what is the difference between eliciting requirements in a predictive environment versus an adaptive environment?
(p 161/162)
predicting environments: A missed requirement early in the project could mean significant changes and conflict throughout the remainder of a project
adaptive environments: Agile teams initially define requirements at a high level and then progressively refines them, helping to avoid or lessen the effect of change requests
Scope
name several requirements-gathering techniques
(p. 162- 164)
- brainstorming
- interviews
- focus groups
- questionnaires and surveys
- benchmarking
- facilitation
- voting
- multicriteria decision analysis
- nominal group technique
- observation
- prototypes
- affinity diagrams
- mind maps
- context diagrams
Scope
what artifacts should the project manager look at to resolve competing requirements?
(p. 167)
competing requirements can be resolved by accepting those that best comply with the:
1. business case
2. project charter
3. scope statement
4. known project constraints
Scope
what are some ways requirements can be verified?
(p 169)
meetings
prototypes
iteration reviews
Scope
what are acceptance criteria?
(p. 169)
criteria used to ensure the project meets stakeholder requirements
Scope
what does the value of a requirements traceability matrix?
(p 170)
helps link requirements to objectives and/or other requirements to ensure the strategic goals are accomplished
Scope
what is product analysis?
(p. 172)
a method of analyzing the objectives and description of the product as stated by the customer or sponsor
Scope
what is the key artifact of the Define Scope process?
(p 172)
project scope statement
Scope
what are the key items included in a project scope statement?
(p 172)
- product scope
- project scope
- list of product deliverables
- acceptance criteria
Scope
what is not part of the project?
(p 172)
assumptions and constraints.
Scope
when is a work breakdown structure (WBS) created and what is it used for?
(p 173)
created during project planning by the team and used to define or decompose the project the smaller, more manageable pieces
graphically provides a structured vision for a project and helps Ensure that nothing is missed and no deliverables are forgotten
Scope
how are work packages different from from activities?
(p 174)
what packages are deliverables (things), rather than actions (activities)
Work packages are shown in the WBS
activities are shown in an activity list and network diagram
Scope
what is the WBS dictionary?
(p. 177)
documentation providing details needed to build each work package
Scope
what makes up the scope baseline?
(p 178)
- project scope statement
- WBS
- WBS dictionary
Scope
describe scope the composition on an agile project
(p 180)
- high-level requirements are gathered at the beginning of the project
- features are created from large and complex, high-level requirements
- medium-level requirements are broken into smaller stories
- each story needs to be broken further by various types of requirements
Scope
What is MoSCoW analysis?
(p 181)
I breeakdown method of higher-level requirements at the release map and product (feature) backlog levels
MoSCoW stands for “must have, should have, could have, and would like to have,” and is a prioritization scheme for selecting features and functionalities
Scope
what is the validate scope process? when is it done?
(p 182)
the process of gaining formal acceptance of the deliverables by the customer or sponsor. done during project monitoring and controlling at the end of each face of the Project Life cycle
Scope
what key artifacts result from the validate scope process?
(p 185)
- work performance information
- change requests
- accepted deliverables
- updates to project management plan and project documents
Scope
what are some methods for controlling and validating scope?
predictive:
1. inception
2. data analysis
3. decision making
Adaptive :
1. agile ceremonies
2. customer valued prioritization
3. incremental product delivery
Schedule
what are dependencies?
(p. 189)
logical relationships between activities in a project
Budget & Resources
According to the Process Groups model, what are the processes of cost management?
(p. 230)
- Plan Cost Management
- Estimate Costs
- Determine Budget
- Control Costs
Budget & Resources
What combined baselines are called the performance measurement baseline?
(p. 235)
Scope, schedule, and cost baseline
Budget & Resources
What is earned value analysis, and how is it used?
(p. 230)
It is an analysis method that uses earned value and other metrics to evaluate how well the project is doing relative to what was planned to date.
Together with other measures, the project manager can determine the overall project performance against the performance measurements baseline.
Budget & Resources
What is earned value management (EVM)?
(p. 230)
The practice of managing scope, schedule, and cost using earned value analysis to control the project
Budget & Resources
What artifact results from the plan cost management process?
(p. 230)
Cost Management Plan
Budget & Resources
What artifacts are needed for the Estimate Costs process?
(p. 233)
- Resource requirements documentation (Project Docs)
- Cost and quality management plans (Project Management Plan)
- Scope and schedule baselines (Project Management Plan)
- Lessons learned and risk registers (Project Docs)
- Policies and historical records related to estimating (OPAs)
- Templates and processes, including those from past projects (OPAs)
- Corporate governance (OPAs)
- Marketplace conditions, commercial cost databases, exchange rates, inflation, and supply sources (Enterprise Environmental Factors)
Budget & Resources
How do variable costs differ from fixed costs?
(p. 232)
Variable costs change with the amount of production or amount of work done on the project
Fixed costs do not change as production changes
Budget & Resources
What is a direct cost?
What is an indirect cost?
(p. 233)
Direct cost: A cost that is directly attributable to the work of the project
Indirect cost: Overhead costs or costs incurred for the benefit of more than one project
Budget & Resources
Name the advantages of analogous estimating
(p. 233)
- Quick
- Activities do not need to be identified
- Less costly create
- In initiating, provides cost constraints to evaluate high-level project feasibility
- Overall project costs can be capped for this type of estimate
Budget & Resources
Name the advantages of bottom-up estimating
(p. 233)
- More accurate
- Gains buy-in from the team
- Based on a detailed project and deliverable
- Provides a basis for monitoring and controlling, performance measurement, and management
Budget & Resources
Name the typical range for the following:
* Rough order of magnitude (ROM) estimate
* Budget estimate
* Definitive estimate
(p. 234)
- -20% to + 75% from actual
- -10% to +25% from actual
- +/- 10% from actual
Budget & Resources
What key artifacts result from the Estimate Costs process?
(p. 234)
- Cost estimates
- Basis of estimates
- Update to project documents
Budget & Resources
What methods are used to estimate costs in an adaptive environment?
(p. 235)
- T-shirt sizing
- Planning poker
- Affinity estimation
Budget & Resources
What is cost aggregation
(p. 236)
Pulling together the costs of all activities.
Budget & Resources
At what point are contingency reserves added to the budget?
(p. 236)
After risk management planning
Budget & Resources
What is the difference between a cost budget and a cost baseline?
(p. 236)
The cost baseline is an estimated total cost performance measurement baseline; it does not include the management reserves
The cost budget is the total that includes the cost baseline + management reserves
Budget & Resources
What agile tool can be used to anticipate future budgetary issues on agile projects?
(p. 237)
Velocity
Budget & Resources
On adaptive projects the majority of cost estimates for projections and estimate at completion are based on what?
(p. 237)
Burn rate
Budget & Resources
What key artifacts result from the Determine Budget process?
(p. 237)
- Cost baseline
- Project funding requirements
- Update to project documents
Budget & Resources
How can progress reporting help the project manager?
(p. 239)
It can help control schedule and costs
It can help the project manager assess whether the project is on track through earned value analysis
Budget & Resources
What is the purpose of reserve analysis?
(p. 239)
It allows the project manager to identify and apply lessons learned and controlling cards
Cost control includes analyzing where contingency reserves are still necessary or where new reserves are required.
Budget & Resources
What is the difference between planned value and earned value?
(p. 240)
Planned value is the estimated value of the work planned, as of today
Earned value is the estimated value of the work actually accomplished, as of today
Budget & Resources
What is actual cost?
What is budget at completion?
(p. 240)
The actually incurred for the work accomplished, as of today
The project’s planned budget;it indicates what the end cost of the project would be if everything were according to plan
Budget & Resources
What is the formula for cost variance?
(p. 241)
EV - AC = CV
Budget & Resources
What is the formula for schedule variance?
(p. 241)
EV - PV = SV
Budget & Resources
What is the formula for cost performance index?
(p. 241)
EV/AC= CPI
Budget & Resources
What is the formula for schedule performance index?
(p. 241)
EV/PV=SPI
Budget & Resources
What does a positive number indicate for CV or SV?
(p. 241)
A positive number indicates that the project is under budget (CV) or ahead of schedule (SV)
A negative number would indicate that the project is over budget (CV) or behind schedule (SV)
Budget & Resources
What does a number less than one indicate with CPI and SPI?
(p. 241)
Greater than one is good
Less than one is bad
Quality of Deliverables & Products
What is the definition of quality?
(page 249)
The degree to which the project fulfills requirements
Quality of Deliverables & Products
What is the ‘definition of done’?
(page 250)
Agile teams define what ‘done’ looks like throughout the project
Definitions of done are decided at the project release, and story levels
Quality of Deliverables & Products
Define grade
(page 250)
General classification of a product that can be used for various technical specifications
Quality of Deliverables & Products
What does gold plating mean?
(page 251)
Giving the customer extras ( extra functionality, higher-quality components, extra scope, or better performance)
It is often the team’s impression of what is valued by the customer. (The customer might not agree)
Quality of Deliverables & Products
What does continuous improvement involve?
(page 251)
Continously looking for ways to improve the quality of work, processes, and results
Quality of Deliverables & Products
What is the focus of total quality management (TQM)?
(page 251)
Finding ways to continuously improve the quality of products and business practices at every level of the organization.
Quality of Deliverables & Products
How much inventory is maintained in a just in time (JIT) environment? How does this affect attention to quality
(page 251)
Little inventory is maintained. It forces attention to quality as well as schedule
Quality of Deliverables & Products
According to the process group’s model, what processes are involved in quality management?
(page 252)
- Plan Quality management
- Manage quality
- Control quality
Quality of Deliverables & Products
What artifacts result from the plan quality management process?
(page 257)
- Quality management plan
- Quality metrics
- Update the project management plan and project documents.
Quality of Deliverables & Products
What artifacts result from the manage quality process?
(page 258)
- Test and evaluate documents
- Quality reports
- Change requests
Quality of Deliverables & Products
What are quality metrics?
(page 257)
Specific measures of quality that the project manager uses to determine how the project is performing compared to what was planned
Quality of Deliverables & Products
What artifacts result from the Control Quality process?
(p. 258)
- Quality control measurements
- Work performance information
- Update the project management plan and project documents
- Change requests
- Verified deliverables
Quality of Deliverables & Products
What does mutual exclusivity mean?
(page 258)
Two events are said to be mutually exclusive if they cannot both occur in a single trial (e.g. flipping a coin once cannot result in both a head and a tail)
Quality of Deliverables & Products
In what form is probability usually expressed?
(page 258)
As a decimal or a fraction
Quality of Deliverables & Products
What is normal distribution and how is it used?
(page 258)
Expressed as a chart that takes the shape of a bell curve and is used to measure variations away from the “norm”
Quality of Deliverables & Products
What is statistical independence?
(page 259)
The probability of one event occurring does not affect the probability of another event occurring (for example, the probability of rolling a six on a die is statistically independent from the probability of getting a five on the next roll)
Quality of Deliverables & Products
What does sigma signify in a process? What’s another name for sigma?
(page 259)
It is a measure of how far you are from the mean (not the median). Standard deviation.
Quality of Deliverables & Products
Name some methods used in plan quality management
(page 259 - 261)
- Interviews
- Brainstorming and benchmarking
- Decision-making
- Cost-benefit Analysis
- Cost of Quality
- Marginal Analysis
- Logical Data Models
- Matrix Representations
- Mind Mapping
- Prioritization Matrix
- Flowcharts
- Test and inspection planning
- Meetings
Quality of Deliverables & Products
Define benchmarking
(page 259)
Comparing the project to other projects or organizations to establish quality metrics and acceptable variance ranges, and measure quality
Quality of Deliverables & Products
Define cost-benefit analysis
(page 259)
Comparing the costs of an effort to the benefits of that effort to determine the appropriate quality level and requirements for the project.
Quality of Deliverables & Products
What does the cost of quality (COQ) do?
(page 260)
Ensures the project is not spending too much to achieve a particular level of quality
Quality of Deliverables & Products
What does a logical data model represent?
(page 260)
The types of data an organization needs to use in a particular application, and the relationships between those data types
Quality of Deliverables & Products
What does a flowchart shows?
(page 261)
How a process or system flows from beginning to end, how the elements interrelate, and alternative paths the process can take
Quality of Deliverables & Products
What is the purpose of test and inspection planning?
(page 261)
How the team will confirm that the required level of quality has been achieved in the completed project deliverables, and how the deliverables will be evaluated for performance and reliability.
Quality of Deliverables & Products
What is the purpose of marginal analysis?
(page 260)
Finding the point at which the benefits or revenue to be received from improving quality equals the cost to achieve it.
Quality of Deliverables & Products
What is a prioritization matrix used for?
(page 261)
To numerically rank available options. It is useful for decision analysis about quality management planning.
Quality of Deliverables & Products
What are some of the methods used in the manage quality process?
(page 261-264)
- Checklist
- Cause-and-effect (fishbone) diagrams
- Histograms
- Scatter Diagrams
- Document analysis
- Alternatives analysis
- Design of experiments (DOE)
- Process analysis
- Root coast analysis
- Failure analysis
- Multicriteria decision analysis
- Flowcharts
- Affinity Diagrams
- Audits
- Designs for X
- Problem-solving
Quality of Deliverables & Products
What is a cause-and-effect (fishbone) diagram?
(page 261)
A graphical tool used to confirm that policies and procedures are being followed and metrics are being used correctly, and that the procedures were adequate to produce the required level of quality in project deliverables.
Quality of Deliverables & Products
What is design of experiments?
(page 263)
A technique used to quickly discover optimal conditions in which to produce a quality deliverable.
Quality of Deliverables & Products
What is process analysis?
(page 263)
As part of the continuous improvement effort, it focuses on identifying improvements that might be needed in project processes.
Quality of Deliverables & Products
What is the purpose of failure analysis?
(page 263)
It analyzes failed components of deliverables or failed processes to determine what led to that failure.
Quality of Deliverables & Products
What is design for x used for?
(page 264)
Analyzing variables to evaluate both the effectiveness of the quality management plan and the team’s ability to meet objectives. It can help determine what changes are needed.
Quality of Deliverables & Products
Name some Control Quality methods
(page 264-266)
- Checklists
- Statistical Sampling
- Questionnaires and Surveys
- Performance Reviews
- Root cause analysis
- Inspection
- Control Charts
- Cause-and-effect (fishbone) diagrams
- Histograms and parents charts
- Checksheets
- Scatter Diagrams
Quality of Deliverables & Products
How does a Checksheet differ from a quality checklist?
(page 264 - 265)
Although a checksheet is a type of checklist, it’s primary purposes to keep track of data.
In Control Quality checklists are used to determine that all required features and functions are included, and that they meet acceptable criteria.
Quality of Deliverables & Products
What is statistical sampling?
(page 265)
Inspecting by testing only part of the population
Quality of Deliverables & Products
What is a control chart?
(page 264)
Control charts are used in Control Quality to help determine if the results of a process are within acceptable limits.
Quality of Deliverables & Products
What do specification limits represent on the control chart?
(page 265)
The customer’s expectations or contractual requirements for performance and quality on the project.
Quality of Deliverables & Products
What is a mean on a control chart?
(page 266)
The average-the middle of the range of acceptable variation
Quality of Deliverables & Products
How is a process defined as statistically out control?
(page 266)
A data point falls outside the upper or lower control limit.
There are non-random data points; these may be within the upper and lower control limits.
Quality of Deliverables & Products
What does out of control mean?
(page 266)
There is a lack of consistency and predictability in the process or its results.
Quality of Deliverables & Products
What is the rule of seven? What does it signify?
(page 266)
A group or series of non-random data points that total seven on one side of the mean.
The rule of seven indicates that although none of these points are outside of the control limits, they are not random and the process is out of control.
Quality of Deliverables & Products
What is an assignable cause/special cause variation?
(page 267)
An assignment cause or special cause variation signifies that the process is out of control.
If there is an assignable cause or special cause variation, it means a data point, or a series of data points, requires investigation to determine the cause of the variation.
Quality of Deliverables & Products
What is a Pareto chart?
(page 264)
A histogram that arranges the results from most frequent to least frequent to help identify which issues are resulting in the most problems. Problems that need the most immediate attention or that are most likely to prevent the project from achieving its quality requirements.
Quality of Deliverables & Products
What is a scatter diagram used for?
(page 264)
It is used to compare actual results to what was anticipated, and to estimate and forecast future outcomes based on this comparison
Quality of Deliverables & Products
What term describes how discovering quality issues early may decrease cost and rework that can impact a project?
(page 267)
Cost of change
Quality of Deliverables & Products
On Agile on hybrid projects, how does getting feedback on small increments of work as soon as possible help the project manager evaluated when there is an issue with quality?
(page 267)
Learning about quality issues early, when they are usually still small and minor, allows them to be corrected while they are still low on the cost of change curve.
Quality of Deliverables & Products
What is frequent verification (QC) and validation (UAT)?
(page 268)
Regular testing, short timeboxes, and reviews to meet the customer’s needs.
Used by agile teams as a way to discover and address human error or the misinterpretation of customer expectations, early and often.
Quality of Deliverables & Products
What is retrospective?
(page 268)
A meeting that may be held after a release or even the entire project
Most often refers to the meeting that is held at the end of each short, time-boxed iteration of product development.
Quality of Deliverables & Products
What is the difference between lead time and cycle time?
(page 269)
Lead time measures how long something takes to go through an entire process.
Cycle time measures how long something takes to go through just a part of the process
Quality of Deliverables & Products
Define Work in Progress (WIP) and throughput
(pages 268-269)
WIP (Work in progress) is the number of unfinished pieces of work going on at the same time.
Throughput is average time it takes to complete the work
Quality of Deliverables & Products
How can WIP and throughput be used to calculate cycle time?
(page 269)
Cycle time is a function of WIP and throughput and can be calculated by using the formula:
Cycle Time=WIP/Throughput
Quality of Deliverables & Products
What is defect cycle time?
(page 269)
Defect cycle time is the amount of time between the time the defect was introduced and the time it was fixed.
Quality of Deliverables & Products
Why is it important to create a safe and open environment?
(page 269)
Creating a safe and open environment will help the project team feel comfortable not just to do their work but to admit their problems, failures, and mistakes and ask for help so that the project can stay on track and save time and money.
Leadership Skills
How can a project manager create more productivity on a team?
(p 105)
By considering skills, learning styles, and motivations of the team and aligning project tasks and goals accordingly
Leadership Skills
List some of the differences between management and leadership
(p 105)
Management Focus
* Tasks/Things
* Control
* Efficiency
* Doing things right
* Speed
* Practices
* Command
Leadership Focus
* People
* Empowerment
* Effectiveness
* Doing the right things
* Direction
* Principles
* Communication
Leadership Skills
What is involved in critical thinking?
(p 106)
- Gathering unbiased information
- Responding logically, and without bringing more emotion to the situation
- Resolving issues using analytical skills
- Analyzing data to address the issue and choose the right path
- Being aware of relationships and related patterns
- Identifying when someone is off base with their reasoning.
Leadership Skills
What is emotional intelligence?
(p 106)
The ability to perceive, evaluate, and control emotions in self and other
Leadership Skills
Named the four primary duties a leader performs in the servant leadership role.
(p 107)
- Makes sure team members stay on trach and have no unnecessary interruptions, and that work unrelated to the project does not get added.
- Works to remove impediments to keep the team moving forward
- Continually communicate the project vision so team members have a good understanding of the final goal
- Gives the team everything they need to be productive and to stay motivated (rewards, compensation, support, encouragement etc)
Leadership Skills
What is the difference between centralized and distributed management and leadership?
(Page 107)
Centralized teams report to one leader, such as the project manager. Distributed management is when the team follows the leadership of several individuals.
Leadership Skills
How should communications flow on a project
(page 108)
Project communications occur internally and externally to the core project team - vertically (up and down the levels of their organization) and horizontally between peers.
Leadership Skills
What are the four types of communication?
(page 108)
- Formal Written
- Formal verbal
- informal Written
- informal verbal
Leadership Skills
What are the five Cs Of communication?
(page 110)
- Correct grammar and spelling
- Concise and well-written
- Clear and purposeful
- Coherent and logical
- Controlled flow of words and ideas
Leadership Skills
Describe an interactive model of communication
(page 110)
Interactive communication includes three main components: the sender, the receiver, and the confirmation that the message is correctly understood.
Factors such as the receiver’s perception of the message, everyday destructions, or even lack of interest (also known as noise) can affect the way the receiver decodes a message
Leadership Skills
What is active listening?
(page 111)
The receiver confirms they are listening, accurately reflect back on the speaker’s remarks, expresses agreement or disagreement, and asks for clarification as necessary.
Leadership Skills
What is the difference between the gulf of execution and the gulf of evaluation?
(page 111 & 112)
The gulf of execution is related to how closely a feature or product can actually be implemented compared to what the user wants
The gulf of evaluation is a communication gap between the user and the developer.
Leadership Skills
What are possible communication blockers on a project?
(page 112)
- Noisy surroundings
- Distance between those trying to communicate
- Improper encoding of messages
- Language challenges
- Culture
Leadership Skills
What are key considerations regarding communications technology?
(page 112)
Determining the optimal technology with which to communicate information.
Complexity of the information that needs to be communicated.
Leadership Skills
Define interactive, push, and pull communication methods
(page 113)
Interactive: The sender provides the information and recipients receive and respond to it
Push: The sender provides the information but does not expect feedback on the information
Pull: The sender places the information in a central location, and recipients are responsible for receiving it.
Leadership Skills
What is the formula for communication channels?
(page 114)
n(n-1)/2, n is the number of stakeholders
Leadership Skills
Define extrinsic and intrinsic motivation.
(page 114)
Extrinsic: external factors such as salary; they are limited and short-lived motivations
intrinsic: internal factors; they motivate people long-term
Leadership Skills
Describe the three categories of internal motivation
(page 114)
- Adonomy: The desire people have to direct their own lives
- mastery: The desire to improve, excel, learn, and do excellent work
- purpose: The intrinsic need for a sense of purpose
Leadership Skills
Name and explain the four motivation theories
(page 116)
- Theories of x y and z
X: Managers believe workers are incapable
Y: Employees can direct their own efforts
Z: Linked to self-realization, values, and a higher calling - Maslow’s hierarchy of needs: People are motivated by using their skills and contributing to the project
- McClelland’s theory of needs: People are motivated by one of three needs (Achievement, Affiliation, Power)
- Herzberg’s Two-factor theory of motivation: Hygiene factors are not sufficient to motivate people; motivating agents will keep people energized and engaged
Leadership Skills
Define each stage of the Shu-Ha-Ri model
(page 116)
Shu: Rules are learned and obeyed
Ha: Rules have been mastered through practice
Ri: Rules become second-nature
Leadership Skills
What is the Dreyfus model of Adult Skill Acquisition?
(page 117)
Proposes that adults learn new skills through five different stages: novice, advanced beginner, competent, proficient, and expert
Leadership Skills
What is the difference between I-shaped and T-shaped team members?
(page 117)
I-shaped team members specialize in one area, while T-shaped team members have a broad range of skills.
Leadership Skills
What’s two factors does the situational leadership II model focuses on?
(page 118)
Competence
Commitment
Leadership Skills
What is the OSCAR model?
(page 118)
A coaching tool that helps leaders define the goals for individualty numbers
It stands for outcome, situation, choices/consequences, actions, and reviews
Leadership Skills
According to the Tuckman ladder, what are the stages of team formation and development?
(page 119)
- Forming
- Storming
- Norming
- Performing
- Adjourning
Leadership Skills
What are the stages in the Drexter/Sibbet Team Performance model?
(page 120)
Step 1: Orientation, or “Why” (purpose of the project)
Step 2: Trust building, or “Who” (information is shared and learned)
Step 3: Goal clarification, or “What” (team elaborates on project information)
Step 4: Commitment, or “How” (team plans and achieves the project’s goals)
Step 5: Implementation (high-level plans are decomposed and deliverables are produced)
Step 6: High performance (team has reached a level of high performance)
Step 7: Renewal (team renews goal clarification, commitment, or other ways of working together)
Leadership Skills
What is a common method for increasing trust on agile projects?
(page 121)
Engage the team in the development of estimates
Leadership Skills
What is the value of negotiation?
(page 121)
Developing the team while working to build consensus on project decisions.
Including the team members in the decision-making process shows the project manager values and considers their input.
Leadership Skills
What is involved in influencing?
(page 121)
Actively listening to different viewpoints express waiting members. Acknowledging those different perspectives and using communication and persuasion skills helps the project manager develop mutual trust and eventually agreement within the team.
Leadership Skills
How can the training of the members positively impact the project?
(page 121)
Training can help decrease the overall project cost and schedule by increasing efficiency
Leadership Skills
What is the goal of coaching?
(page 121)
Is help to members stay on track, overcome issues, continually improve their skills, and achieve their goals.
Leadership Skills
Why is it valuable to provide recognition and rewards to team or individual team members?
(page 121)
In addition to recognizing past accomplishments, rewards provide incentive for ongoing achievements and efforts
Leadership Skills
List the most common sources of conflict on projects, in order of most to least common
(page 123)
- Schedule
- project priorities
- resources
- technical opinions
- administrative procedures
- cost
- personality
Leadership Skills
Name five conflict resolution techniques and their definition
(page 123)
- Collaborating ( Problem solving) a win-win situation
- compromising ( reconciling) a lose-lose situation
- withdrawal ( Avoidance)
- smoothing ( Accommodating)
- forcing ( directing) a win-lose situation
What are stakeholder expectations?
Beliefs about (or mental pictures of) the future
Some expectations will become requirements
Stakeholders
what is the theory behind the cost of change?
The closer the customer is engaged on the product design and development, the fewer costly changes that will come later. The cost of change rises over time while the ability to influence and sign falls.
Stakeholders
Definition of a stakeholder. Who are considered stakeholders on a project?
People or organizations who are positively or negatively affected by or can positively or negatively affect the project or the product of the project
Stakeholders
Once the steakholders are identified, how does the project manager ensure They are engaged throughout the project?
- Determine their requirements (documentation of what needs to be done)
- Determine their expectations (note documented the customer’s vision of the future)
- Determine their interest (concern about the project)
- Determine their level of influence (impact the project negatively or positively to some) and authority (ability to enforce decisions)
- Pland to engage them
- Plan how you will communicate with them
- Manage their expectations, influence, and engagement
- Monitor conmmunications and stakeholder engagemenr
Stakeholders
According to the Process Groups model, what processes are involved in stakeholder engagement?
- identify and analyze stakeholders
- plan stakeholder engagement
- manage stakehold engagement
- monitor stakehold engagement
Stakeholders
What are stakeholder expectations?
Beliefs about (or mental pictures of) the future. Some expectations will become requirements
Stakeholders
Why is it important to identify all stakeholders as early as possible on a project?
Stakeholders discovered late in the project will likely request changes, which can cause costly changes and delays or loss of benefits and value
Stakeholders
Name some tools and techniques of the identify Stakeholders process.
- Questionnaires and surveys
- Brainstorming and brain writing
- Stakeholder analysis
- Document analysis
- Stakeholder mapping
- Personas
Stakeholders
Give some examples of stakes a stakeholder may have
- Ownership: stakeholders may have to sell property for a proposed freeway expansion
- Knowledge: stakeholder may be the expert who designed a legacy inventory system that is being replaced
- Rights: stakeholder may be concerned that a new housing development will endanger the community by destroying the watershed or government official may be responsible for ensuring that the safety practices on a construction site
- Interest: the community may be concerned that project will negatively impact their community
- contribution: resource manager may be concerned to remember won’t be able to perform their normal operational work because of their additional Project work
Stakeholders
What is a persona?
A concise description of a real or imagined stakeholder model.
Created for agile projects to batter image how each type of stakeholder will use the end product.
May be based on a real persona or a combination of characteristics from several types of product users.
Stakeholders
What information about stakeholders might be included in a stakeholders register?
- Stakeholder’s name and title
- Supervisor
- Project role
- Contact information
- Major requirements and expectations
- Assessment information
- Impact and influence
- Attitude about the project
- Stakeholder classification
- Other relevant information
Stakeholders
Why is it important to build good relationships with stakeholders?
Close relationships with stakeholders can provide an early warning system for problems on the project.
Stakeholders
What are some of the methods that can be used for stakeholder engagement planning?
- Stakeholder engagement assessment chart
- Assumptions and constraints
- Root cause analysis
- Project elevator statement
Stakeholders
What is the data representation tool used to compare stakeholders’ current and desired level of engagement?
Stakeholder engagement assessment chart
Stakeholders
What is an elevator statement?
A short description of the project goals and benefits that allow the project manager to explain the project in the span of an elevator ride.
Stakeholders
What is included in a stakeholder engagement plan?
Existing and desired engagement levels for all stakeholders, including plans to achieve desired levels.
Details about ways in which stakeholders will be involved in the project.
Guidelines and metrics for monitoring and evaluating how well the plan is meeting the needs of stakeholders and the project.
Stakeholders
How does the stakeholder engagement plan differ from the communications management plan when it comes to documenting communication requirements?
The stakeholder engagement plan explains the importance of which stakeholders need to receive which information.
The communications management plan contains details about communications technology and methods.
Stakeholders
Name some methods for managing stakeholder engagement in an adaptive environment.
- Backlog refinement
- Timeboxes
- Daily standup
- Release planning
- Iteration planning
- Iteration review
- Retrospective
- Project review (e.g. review/refinement of velocity, flexible scope for change control)
Stakeholders
Name some agile information radiators used to keep stakeholders informed.
- Kanban boards (story boards)
- Release maps
- Bug walls/bug boards
- Continuous integration views
- Burndown/burnup charts
Stakeholders
Describe the role of a project owner on an agile project.
Participates in planning meetings, iteration reviews, and retrospectives.
Collaborates with the development team to prepare prioritized backlogs sufficient to develop small increments of product with each iteration.
Answers questions for the development team and prepares the backlog for the next iteration.
Stakeholders
What is the advantage of agile modeling when it comes to product development?
The customer gets a better idea of what their needs are, and the team understands better how to build it.
Stakeholders
Name some examples of agile modeling
- Personas
- Use case modeling.
- Process models
- Low-fidelity prototypes
- Wireframes
- High-fidelity prototypes
Procurement
According to the Process Groups model, what processes are involved in procurement management?
(p 322)
- Plan Procurement Management
- Conduct Procurements
- Control Procurements
Procurement
What is the difference between centralized and decentralized contracting?
(p 325)
Centralized: there is one procurement department, and the procurement manager handles procurements for many projects
Decentralized: There is no procurement department or procurement manager assigned, and the project manager may be responsible for the plan, as well as conducting all work on all procurements.
Procurement
Describe the project manager’s role in procurements
(p 326)
- Know the procurement process.
- Make sure the contract includes the scope of work and requirements.
- Be involved during contract negotiations.
- Define quality requirements.
- Investigate an issues and take corrective action
- Understand contract terms and conditions.
- Ensure all work in the contract is done.
- Work with the procurement department to manage contract changes.
Procurement
What are the three broad categories of contracts?
(p. 327)
- Cost-reimbursement (CR)
- Fixed-price (FP)
- Time and material (T&M)
Procurement
What is a purchase order?
(σελ 328)
A unilateral contract typically used for buying commodities
Purchase orders become contracts when the buyer accepts the terms
Procurement
What is an indefinite delivery, indefinite quantity (IDIQ) contract?
(σελ 329)
Provides for an indefinite number of goods and services within a fixed time and within a certain cost range.
Procurement
What is an agreement versus a contract?
(p 321)
Agreement: A document or communication that outlines internal or external relationships and their intentions
Contract: A type of written or verbal agreement typically created with an external entity, where there is some exchange of goods or services for some type of compensation (usually monetary); a contract forms the legal relationship between the entities.
Procurement
What is the difference between a buyer and a seller?
(p. 322)
The buyer is the company or person who purchases the goods or services
The seller is the company or person who provides the goods or services (may be called a contractor, subcontractor, supplier, designer, or seller)
Procurement
Who has the cost risk in a fixed-price contract?
(p. 329)
The risk is borne by the seller
Procurement
Who has the cost risk in a cost-reimbursable contract?
(p. 329)
The risk is borne by the buyer
Procurement
Name some types of contracts that can be used on an agile project
(p 331)
Graduated fixed-price
Fixed-price work packages
Not-to-exceed time and material
Early termination
Procurement
What is a standard contract?
(p. 332)
Contract drafted (or reviewed) by lawyers
Standard contracts generally do not require additional review if used for the purpose for which they were intended.
Procurement
What are some examples of special provisions?
(p. 332)
May include additions, changes, or deletions to a standard contract.
Procurement
What is a privity?
(p. 332)
A contractual relationship.