Scenarios/Issues

Question 1

Which documents need and don’t need version control

Answer 1

List of Assumptions(config mgmt): Asuumptions can change over time as new info becomes available, important to track revisions..

Lessons Learned: No version control. Not subject to frequent revision, usually compiled and reviewed at end of project or phases.

SH Register: No version control. Undergoes minimal changes so version control not needed.
-Most SH identification done early in project, so minimal changes happen.

Question 2

E.2.Q.120 Feature developed added complexity to product. Need to determine if the increased complexity is indeed slowing down the delivery of user stories.

Answer 2

Cycle time chart shows time taken to move US from start(WIP)->finish US(Done)

Cycle time: Measures amount of time takes for a US to move from start of development(WIP) to completion(Done)
-By checking cycle time chart, you can see if time take to complete US has increased since the added complexity is affecting team’s productivity.
-Cycle time is direct indicator of how quickly team is delivering value.
-If cycle time has increased, then confirms US are moving slower

Velocity: reviewing current points in SBL vs last 3 sprint velocity can provide insights, doesn’t give direct measure of how long it is taking to complete a user story
-Velocity can be impacted by various factors and might not indicate clearly the impact of increased complexity to an individual US.

Process to check Cycle time
1. Collect Data: Gather cycle time data from teams tracking tool
2. Analyze Trend: Look for trends over recent sprints, see if there’s an increase in cycle time after the introduction of new features.
3. ID Patterns: Determine if there is a consistent pattern of increased cycle time which correlates w/ the addition of new complexity.
4. Take action: If increase in cycle time confirmed, plan, and prioritize refactoring or other improvements to reduce complexity and improve efficiency.

Question 3

Why would story estimating not math w/ the actual time/effort it takes to complete story? What did team not account for?

Answer 3

• Innacurate Initial Estimate: Team could have underestimated complexity and effort reqd because lack of understanding.
• Scope Creep: Scope for US might of expanded beyond initial estimate, leading to more work than anticipated.
  Unforeseen Dependencies.
• Technical Debt: Existing tech debt poor code quality can slow down development. Making it take longer than expected.
• Team Skill: Diff in team members skills and exp. Less exp member might take longer to finish task.
  External Factors
• Unclear Reqs: If reqs were not clearly defined or understood, might encounte unexpected complexities during devlmt

Question 4

What is happening when you notice story cards(points) getting bigger each iteration?

Added scope? Or Technical debt?

Answer 4

Increase in Complexity: US can become more complex as project progresses.

Scope Creep: Might be increase in scope or requirements being added to the US, making them larger or more complex.

Improved understanding and Detail: As team gets more understanding of project and it’s reqs, might be adding more details and acc.crit to each US, resulting in higher story points.

Overestimation: From past exp.
Technical Debt Accumulation: If tech debt accumulating can make new dev tasks harder and more time consuming leading to higher estimates.

Question 5

Agile PM talking through the defects raised so far. To get more accurate view of effort per card, you ask quality tester to begin tracking defect cycle time.

What will they report back?

Answer 5

Cycle time is how long work on a process takes.
A. how many defects were discovered in that iteration.
No iterations in kanban=Cycle times.
B. How long took to fix a defect from time it was found to time to fix.
C. How many cycles it takes to raise a defect for the developers.

Question 6

When phase is the project at it’s highest risk of failure?

Answer 6

Highest risk during Initiation and planning phase(early in project). Key decisions during initiation have far reaching implications later in project.
* Initation(beginning of project): High Level of Uncertainty because project scope, objectives, and requirements are not clearly defined yet.
* SH Alignment: Must be aligned and have shared understanding before begin project. Big risk later.
* Resource allocation: Decisions about resources, budget and timeline are made based on limited info, increasing potential inaccuracy and miscalculations.

Question 7

When is the cost of change highest in project?

Answer 7

More difficult and expensive to make changes later in project as it progresses,
* Accumulated work and interdependencies.
* PMs need robust change mgmt to minimize impact of changes, especially later in project
* Changes later in the project can have a negative effect on quality and integration of the deliverables. Lots of rework.

Question 8

Each team has their own Scrum master, and we need to know how much work is flowing through each team, and if there’s any blockers or issues. What next?
A. Raise Query at SoS, so each team knows what to do
B. Review Teams Velocity charts

Answer 8

Reviewing Team velocity chart will show how much work(SPs) being done per sprint, and if drop in the trend we know theirs blockers.

Question 9

Is Optimism apart of Self Regulation or Emotional Intelligence?

Answer 9

Optimism: Is not a form of self regulation, but another skill of emotional intelligence.
· Optimism, on the other hand, is a component of motivation.
· It involves having a positive outlook and expectation of favorable outcomes.
· While optimism is an important trait in emotional intelligence, it is not directly related to self-regulation, which is more about managing and controlling emotions rather than maintaining a positive outlook.

Question 10

Issue: Which describes your ability to understand and or perceive the emotions of other?
a. Social Awareness?
b. Emotional Intelligence?
c. Social Skill?

Answer 10

Social Awareness? Ans
Emotional Intelligence?- No
Social Skill?- No

Social Awareness: Component of emotional intelligence and involves the a

Question 11

You are a PO in an Agile team and have a list of features in the backlog that need to be developed.
* Each Feature is assigned a Dollars value, representing return on investment(ROI).
* You would like it to be a risk adjusted BL.

What will you do next?
A. Note the risk impacts in dollars against the return in dollars, then reprioritize the backlog.
C. Capture known risks for each feature, the place cards to control those risks and prioritize in the BL.

Answer 11

XA. Note the risk impacts in dollars against the return in dollars, then reprioritize the backlog.
Y C. Capture known risks for each feature, the place cards to control those risks and prioritize in the BL.

Prioritized PBL tha takes into acco

CGPT: Process For Risk Adjusted BL?
Prioritized PBL tha takes into account not only value and effort of the BL items, but also the risks associated w/ them.
* This approach ensures the team addresses high-risk items early, thereby mitigating potential problems that could impact projects success

Question 12

What’s the difference between Agile Manifesto and Agile Principles

Answer 12

Agile manifesto is Comparing pred vs agile: Like Individuals and interactions OVER Process and Tools
* 12 Clarifying principles doesn’t compare anything they’re more like just general rules/guidelines.
* Rule 8. Agile processes promote sustainable development. The sponsors, devs, and users should be able to maintain constant pace indefinitely.

Question 13

Which Agile principles is about Quality?

Answer 13

Continuous Attention to Technical Excelllence and good design enhances Quality

The following sound like Agile Principle but they’re not
* Quality is everyone responsibility.
* Testing done at all levels.
* Continuous flow ensures work is done at reasonable pace and (defects are caught.)Wrong
-Ans last bullet: Principle 8: Maintain sustainable pace indefinitley

Question 14

Procurment Contracts

PM making list of project closure steps.
What does PM do in regards to contracts w/ 3rd party vendors?
A. Final Inspection of Deliverables
B. Issue formal written notice of project completion to all contractors.

Answer 14

In Control Procurements: This is where we close out our contracts and inspect deliverables.
*But also made sure done by Project close phase.

To Officially close a CONTRACT:
* Must send a formal written notice of the project completion.
* Doing a Final inspection is important for closing procurements, but Official written notice is what’s primarily required to close contract

Question 15

Get answer later- Activity slides 2-9 Manage Suppliers and Contracts.

You’ll rent 3 monitors(procurement). Which document should you prepare first?
a. Procurement Management Plan
b. Procurement SOW

Notes slide: 17

Answer 15

??

Question 16

Simplify more.

What’s the difference between Procurement Strategy and Procurement Management Plan?

Answer 16

Procurement Strategy
* Purpose: Provides high level plan for how procurement will be conducted to achieve projects objectives. It defines the approach and methods to be used for acquiring goods and services
* Focuses on the “What” and “Why” of procurement, providing a strategic direction and framework for procurement activities.
* Key Comps:
-Objectives: Defines goals of procurement effort, such as cost savings, quality, timely delivery and risk mitigation.
-Market Anaysis: Analyze market conditions, potential suppliers, market trends, pricing structures
-Procurement Approach: Describes overal procurement approach, such as competitive bidding, direct sourcing, or strategic partners
-Contracting Strategy: Details types of contracts that will be used and rationale behind them.
-Supplier Selection Criteria: Establishes criteria for selecting suppliers, including cost, quality, delivery time, and technical capability.
-Risk Mgmt: ID procurement related risks, and outlines strategies to mitigate them.
-Perf Metrics: Defines how supplier and proc process efficiency measured.
-Implementation Plan: High level timeline and steps for implementing procur strategy.
-Compliance: Ensures proc approach complies to laws/regs.

Procurement Management Plan
* Purpose: Outlines how procurement process will be managed from developing procurement documents through contract closure. Ensuring clear structured approach to managing proc activities.
* Process Overview: Describes the entire process, including how proc activities will be planned, executed, and controlled.
* Roles/Resp: Defines R/Rs fo project team and SHs involved in proc activities.
* Proc Documentation: Lists of documents required for procurement(RFP, RFQ, RFI ), Bid Docs (RFP), Invitation for Bid, contracts, POs
* Vendor Mgmt: Details how vendors will be managed, including vendor selection, evaluation criteria, and performance monitoring
* Contract Type: Types of contracts to be used(FFP, T&Ms..)
* Proc Risk Mgmt: Outlines potential proc risks, and mitigation strategies.
* Proc Sched: Provides timeline for proc activities, inlcuding key milestones and deadlines.
-Ex: Issue RFP in 1 month
-Ex: Complete vendor evaluation in within 3 months.
-Finalize contracts in 4 months
-Begin project execution in 5 months, w/ regulate progresses reviews.
* Make or Buy Analysis: Discusses weather proj work will be done internally or ext.
* Legal and Compliance: Ensures compliance w/ legal regulation
* Budget and Cost Mgmt: Outlines budget for Proc activities and how costs will be managed.

Question 17

What are 5 conditions a contrat needs to be legal?

Answer 17

Contract consists of: Offer, Acceptance, Consideration, Capacity(legal), Legal Acceptance

1. There must be an offer: An Offer and an acceptance of that Offer are required.
2. There must be consideration: An exchange is required(usually goods for money).
   - Seller offers goods/services for money

3.There must be Legal Capacity: Those entering the contract must be legally able to do so.
- Toddler can’t accidently buy something expensive.
-Manager can’t sign contract past a certain threshold or goes up the chain for approval.

4.There must be legal purpose: The contract must be for something legal.
- Subject of the contract needs to comply with the law. Can’t contract someone to steal for you or do something illegal.

5.There must be intention: Both sides should know it’s legally binding.
- Both parties need to know that the contract is legally binding, and can go to court if not met.

Question 18

slide 22

When should the assumptions made about a phase be verified?
a. At the beginning of a phase
b. At the end of the project
c. At the beginning of the next phase(ANS)
d. Continually throughout the project

Answer 18

a. At the beginning of a phase
b. At the end of the project
c. At the beginning of the next phase(ANS)
d. Continually throughout the project

C. Beginning of next phase
In project management, particularly in phase-based projects, it is crucial to verify assumptions at the beginning of the next phase. This timing ensures that any assumptions made during the planning and execution of the previous phase are still valid and applicable before proceeding with the new phase’s activities. This verification step is part of the phase review process, often referred to as a phase gate or stage gate, and is essential to manage risks and ensure that the project is on track.

pmbok: End of phase, we review all the work that happened prior to it

The answers in question don’t say end of phase, so right after is the beginning of next phase.

• Assumptions Review: Assumptions made earlier in project reviewed and verified to ensure still valid and applicable.
• Review assumptions from start of project and during previous phases
• Check Assumptions correct, still relevant to current project phase
• Assumptions validated against current project data

Ex: Planning Phase Assumps: Resource availability is confirmed, or alternative resources are identified if initial assumptions are incorrect.
* Closing Phase: Final review of all assumptions captured in LL
* Document which assumps held true and which didn’t, to inform future projects.

Question 19

What is an Adhoc Request?

Answer 19

Last minute request, not part of plan.

Question 20

Project is exerpiencing long delays waiting for approvals and getting requirements and acceptance criteria approvals, now there are fewer US appearing in SBL.

How should we tailor the project for this?

Answer 20

PMBOK: Tailoring suggestion is to streamline decisions through fewer people authorized up to a certain value threshold. PO/Sponsor

Question 21

Stakeholdrs seem engaged, but frequent changes to scope and requirements, causing delays. Issues are often raised and result in multiple rounds of feedback. Not sure what issue could be.

What do you do next?
A. Perform RCA w/ project team to brainstorm ideas.
C. Review issue log, Risk Register, change log for most frequent requestors, then update your SH Engagement Approach for those people.

Answer 21

XA. Perform RCA w/ project team to brainstorm ideas.
* Test tip said if theres confusion do RCA. But that’s just a guideline.
Y C. Review issue log, Risk Register, change log for most frequent requestors, then update your SH Engagement Approach for those people.
* Explanation: A significant number of changes to requirements or Scope may indicate SHs are not engaged or aligned w/ project objectives.

Question 22

A Project is kicked off due to recent gov inquiry into industry. Which found multiple processes w/ significant regulatory oversight that need to change. The inquiry ordering these changes has given a 10 month deadline before you get penalties. What will you do next?
A. Agile dev approach to deliver change quickly as possible.
B. Proceed, with a Hybrid approach to respond to changes while planning up front.
C. Predictive Approach to ensure quality control
D. Iterative to improve user feedback?

Answer 22

A. Agile dev approach to deliver change quickly as possible.
B. Proceed, with a Hybrid approach to respond to changes while planning up front.
C. Predictive Approach to ensure quality control
D. Iterative to improve user feedback?

Exp C: Significant regulatory oversight may need predictive approach due to:
Required Processes, Documentation, and Demonstration needs.
What required processes?
What Demos? Sounds like agile
PMBOK p.40. “Considerations for selecting a development approach”

Question 23

You are working on a project w/ a vendor with lots of ambiguity and multiple options team could go with. Many outcomes are possible that have varying degree of impact to improve the situation.

What next?

A. Use experiments and prototypes, and progressive elaboration to work your way through it.
B. Ask team for additional reporting around the diff options so you can make an informed decision.

Answer 23

X-B Ask team for additional reporting around the diff options so you can make an informed decision.
Y-A. Use experiments and prototypes, and progressive elaboration to work your way through it.
Exp-A: 2 types of Ambiguity
Conceptual: Hard to understand.
Situational: Where there’s multiple options and outcomes.
Use progressive elaboration, experiments, and prototypes to work through ambiguity.

Question 24

What do you need in order to kick off project?
a. Feasibility Study
b. Business Case
c. Project Charter

Answer 24

Project Charter(always go with charter)

Question 25

E.2 Q.192

Joined org w/ directive PMO, not sure what to expect. What next?
a. Await to be assigned to probject by pmo
b. Review Proj mgmt frameworks templates, tools mandated by PMO

Answer 25

Ans: Await Assigned project by PMO
* Reviewing frameworks and templates is more relevant after being assigned to a project.
* Learning information only useful if your about to apply it, not before.
* First action is to integrate into the new org and PMO by awaiting assignment. Once assigned, reviewing the mandated frameworks and tools will be essential follow-up step, but not an immediate action.

Question 26

Your agile project has recently had multiple quality issues. Project features have been prioritized by the Product Owner, and broken down into user stories. What will you do to help reduce the cost of quality issues the most?

A. Quality test each US according to it’s Acc.Crit before Release.
B. Ensure a Triad of developer, tester, and customer is involved during the requirements and design.

Answer 26

Ans: B

Explanation: This question is about the Cost of Change. The cost is least during requirements and design, is 20x during build, 50x during test, and 150x if a defect has to be rectified in production. If the requirements, design, and acceptance criteria is incorrect, extra quality testing will not help. (PMBOK Guide) – Seventh Edition, 2021, p90, “Cost of Change”

Question 27

You are working on a project to build a new customer database system for an engineering team. in working with the requirements, you relise that this system can also work with other teams within your org, and the effort to add those team is quite small. What will you do next?
a. Work w/ the other teams and their managers to escalate the opportunity.
b. Work with those other teams and their managers to exploit the opportunity.
c. Work with those other teams and their managers to enhance the opportunity.
d. Work with the other teams and their managers to accept the opportunity.

Answer 27

Ans: A.

• Share? Not an option
• Exploit: Add resources to make it happen.
• Exploit vs Enhance
  
  • Enhance: Increase
  • Escalate: Is it beyond PM authority?

Question 28

Procurement

You have completed a make or buy analysis in your project and found that part of your deliverables is best created by an external vendor. You work w/ your project team to create the procurement strategy, source selection criteria and statement of work. What will you do next?
a. Gather seller proposals, including technical details and price(seperately).
b. Meet with prospective sellers to ensure all vendors have a common understanding of the procurement.
c. Perform source selection analysis on what you want from prospective vendors.
d. Create the procurement agreement for the third party vendor to provide their specified services.

Answer 28

Ans: B- Meet with prospective sellers to ensure all vendors have a common understanding of the procurement.

Question 29

In regards to accuracy and precision questions.
How do you know if a question is referring to equipment or process being adjusted?

Answer 29

??

Question 30

Completed a project that created new product, I’m asked to manage the product after it’s release and keep it relevant in todays market. Which type of management is this?
a. Project
b. Program
c. porfolio
d. Product

Answer 30

Ans: A product management.

The disciplines of portfolio, program, and product mgmt are becoming more interlined

• Product Management involves the integration of people, data, processes, and business systems to create, maintain, and develop a product or service throughout it’s life cycle.
• Product Management may initiate programs or projects at any point in the product life cycle to create or enhance specific components, functions, or capabilities.
• The initial product may begin as a deliverable of a program or a project

Pmbok p.18 Product Management

Question 31

When may we need to review or update the Comms MP?

Answer 31

Scenario has many adhoc requests, shows comms plan not sufficient, need to review it, make sure have all SHs, and update comm needs.

Question 32

E.2.Q.60

When Gathering Requirements. Should you
a. Elicit requirements into US using AC that’s clear, concise, and verifiable and traceable.
b. Show Mock up, prototype to devs and ask them to develop based on that?

Answer 32

When gathering requirements: We want to elicit them and make US and AC for them.
Mockups and Protoypes: Is to help refine requirements if you already have them. They don’t elicit them.

Question 33

E.2.Q64. Pull Question place here

Agile project has multiple quality issues. How to help cost of quality issues the most?

Answer 33

Ans: Include triad during reqs and design. For next and future sprints.

• Agile is Iterative and flexible, allowing for continuos improvement. So if we found qlty issues we can retrospect on issues and improve for next sprints by involving triad in next one.

Triad: Dev, Tester, Customer(PO/BA)

Question 34

How is the Triad help w/ cost of quality during Retrospectives w/ iterative improvements?

Answer 34

Use retros to id and discuss quality isues. What went wrong(qlty) and how to improve process.

Question 35

How is does Triad help w/ cost of quality during current and future sprints?

Answer 35

Even if project is ongoing, we can incoroporate triad into planning/execution of current and future sprints.
Ensure Triad(dev, tester, PO) actively involved in refining US’s, AC, and design decisions.

Question 36

How is does Triad help w/ cost of quality during Backlog Refinement?

Answer 36

Involve triad in these session to re-evaluate and ehnahce qlty of existing BL items. This collab effort heps ID potential issues and improve qlty of US that have yet to be developed.

Question 37

E.2.Q94. Find actual Question.

Stakeholder raises change request. Because deliverables had defects and missed requirements. Project has formal Change Control Process. What next?
a. Log in the Issue Log
b. Go through Formal Change Control Process

Answer 37

Ans: Go Through Fromal Change Control Process.
* Given a CR was raised, safe to assume issue log was already filled. So next steps is to follow change control process

Understanding the process why CC Process
1. Issue ID and Logging: When issue arises(defect/missed reqs), should be logged in issue log. Helps track issue ensuring it’s addressed.
2. Evaluating the Issue and Determining Course of Action: Once issue logged team evaluaties the impact on project. This eval determines whether issue can be resolved w/in current project scope or if it needs a change to a BL.
3. Initiating a CR: if resolving issue requires altering the project baseline, a formal CR is initiated.
* This request documents the necessary modifications and their potential impacts.
CR submitted to CCB for review.
* Question Scenario starts here: If CR raised assume Issue log already filled.
4. Change Ctrl Board: CCB evaluates the CR, considering the project objs, current status, and overall impact of the proposed change.
CCB decides approv/reject
5. Communicate decision: After CCB decision, outcome communicated to SHs. Proj Plan updated to reflect approved changes.

Question 38

E.2.Q.98.

Project risk increased slightly, but still within acceptable limits. Hold risk review meeting or Capture risk increase in status reporting and take to next status meeting?
a. Holding risk review meeting.
b. Waiting until status meeting

Answer 38

Thought process on deciding between Holding risk review meeting vs waiting until status meeting

1. Assess Severity of Risk Change: Determine how much risk has increased and if it remains w/in acceptable limits.
   
   • Minor Increase: But still within acceptable limits, may not need immediate risk review.
   • Major Increase: Outsite risk threshold, might need immediate risk review.
2. Wait until status meeting to inform SHs, since still within risk threshold.
   No need to waste lots of time to hold risk review meeting if not an emergency.

Question 39

EX2.Q.100 Find OG Q and A, unsure of answer.

You’re an Agile PM. No PO on team. A High level SH(exec) wants new feature added. What next?
a. Place feature in PBL and prioritize it w/ C/B
b. Gather Requirements for new feature and have team elaborate on it?

Answer 39

Ans: A?
Steps to handle feature request
Document Request in PBL: Add feature request to PBL:
No reqs yet, just a simple PBL item US, still has US format but not fully detailed(w/ reqs or AC). Just a place holder story.
Initial Prioritization: Do high level cost-benefit analysis to assess the value and cost of feature. Helps understand where it fits in priority.
Gather Detailed Requirements: Collab w/ SHs to gather detailed reqs for feature. Can involve creating USs and Acc.Crit
BL Refinement(Team involvement): Scrum team elaborate on requirements, discuss feasibility & technical implications. Estimate effort(sps)
Re-Prioritization: Re-Evaluate the priority of the new feature against existing items in PBL, using insights from team and initial C/B analysis. Team can use Moscow, or other prtzn techs.
Sprint Planning: Discuss Prtzd PBL items, including new feature(if high enough in prty). Team selects item from backlog(including new feature if it fits w/in sprint goal and capacity)

Question 40

A PBL item that is prioritized for next sprint, is complicated and team has been stuck past few weeks. Not enough work for upcoming sprint.
What can the agile team use to help remedy this?

Answer 40

Add work w/ Spike US, to research more complex issues.

Question 41

Need to plan project scope, but team needs to see exactly what needs to be delivered, and how each part relates to each other. What next?
a. Product Breakdown Structure
b. Requirements Traceability Matrix

Answer 41

ans: A- PBS

Product Breakdown Structure vs RTM
* PBS: Breaks down the product into it’s components and subcomponents, providing hierarchical structure.
* Helps team understand what needs to be delivered and how each part relates to the whole product.
* RTM: Focuses on tracing each req through the projects development lifecycle, ensuring that all reqs are met and linked to the appropriate deliverable, tests, and project artifacts
* More of a tracking tool rather than visualization
* Does not provide same clarity for structure of component

Question 42

PBL item that is prioritized for next sprint, is complicated and team has been stuck past few weeks. Not enough work for upcoming sprint.
What should team do?

Answer 42

Add work w/ Spike US, to research more complex issues.

Question 43

Unsure find original question?

Just finished breaking down scope. Program Manager wants changes to go through formal change control. What next?
a. Make Change Management Plan
b. Baseline Project scope and note it in the configuration MP

Answer 43

CGPT: Should focus on baselining the scope before you establish the CC procedure for managing changes.
1. BL Scope: Essential to BL scope first to define agreed upon project scope.(Scope stmt, WBS, WBSD)
Config MP: Document scope baseline in Config MP, ensure changes are tracked and controlled
2. Importance of BL: Once Scope BL’d changes to scope BL easier to manage, clear reference point.
3. Next Steps: After BL developed can develop Change MP with detailed processes and procedures for handling changes, ensuring scope changes go through formal change control processes.
Change MP will work alongside conig MP.

Question 44

Sales and Revenue increasing past 8 months, overall profit decreased 17%. How to address the situation?
a. Stop current work and set a planning session w/ tem to address the situation
b. Benchmarking w/ similar non-competitive company, add process improvements

Answer 44

Ans: B - Benchmarking
a. Stop current work and set a planning session w/ tem to address the situation(swarming?)
My Issue Swarming?
* CGPT: This is not swarming. Swarming is about focusing on resolving an urgent issue.
* OptA is about taking a step back(not swarming) to plan and discuss rather than immediate hands on action to solve a specific problem
Opt A emphasizes planning and discussing rather than immediate, hands on action to solve a specific problem.

Opt B: Do Benchmarking w/ similar non-competitive company, add process improvements
My issue, not a competitive company.

CGPT: Reasons why non-competitive better than competitive
1. Collaborative and Openness: Non comp orgs more likely to share their processes and strategies. Direct competitor may not be able to share because of confidentiality.
2. Industry Best Practices:Benchmarking a similar org w/in same industry can reveal industry best practices that are relevant to your ops. These practices can be adopted to improve efficiency, reduce costs , and enhance profitability.
3. Innovation and Improvement: Learning from these orgs can inspire new ways of thinking, problem solving.
4. Avoid Conflict of Interest: Benchmarking against competitors can raise ethical concerns and potential conflicts of interest.

Question 45

Losing market share to other car companies over electric vehicles. Need to put biz case together for options for benchmarking.
a. benchmarking against popular branded fuel efficient cars available on the market w/ your products.
b. benchmark against competitor products for future production.

Answer 45

Ans: A
Since losing market share right now, need immediate solution.
* By benchmarking against popular branded fuel efficient cars available on the market w/ your products.
* If you wanted to have long term strategy with no immediate need, can benchmark against competitor products for future production.W

Question 46

3rd party vendor falling behind on delivery, impacting project schedule. What to do?
a. Raise Issue
b. Raise Claim to 3rd party
c. Review Procurement Agreement

Answer 46

Ans: Review Procuremen Agreement

Agreement is input to Control Procurements: Keeping 3rd party agrmts and contract under control.
Control Procurements: T/T= Claims Administration- check contract and agreement see being followed, if not. Then can raise claim

Question 47

dBL CHECK CGPT

The PM planned requirements, scope, schedule w/ team. Now need cost estimate for project. What is not Included?
a. Indirect Costs
b. Cost of Change
c. Direct Costs
d. Reserves

Answer 47

Summ: Cost estimate is to make the project baseline.
* Cost of change(qlty issues) can’t be predicted for we won’t know until it happens later. Assuming the cost of changes in Proj BL would distort our project baseline and make it hard to measure performance and progress of the project.
* So we use it as a reference point.
* Reserves: (Wrong)Later in CMP, we can compare changes added to original BL.Reserves are just buffers. They don’t target specific changes, we can’t know

• Indirect Costs at activity level: indirect costs like overhead, admin costs, other supporting activities can be included in proj estimate if they attribute to project activities.
  
  • These costs are part of total project cost and should be considered when estimating budget.
• Direct Costs: Expenses linked directly to the creation or delivery of project outputs. Cost incurred as direct consequences of project activities and deliverables.

Question 48

Double check B? aSK cgpt Slide 31

Known costs of project Changes and managing change vs Indirect Costs at activity level, if they are included in project estimate

Which costs are included in a project estimate? (select 2)
a. Indirect Costs
b. Direct Costs
c. Cost of Change
d. Reserves

Answer 48

Known costs of project Changes and managing change vs Indirect Costs at activity level, if they are included in project estimate

• Indirect Costs at activity level: indirect costs like overhead, admin costs, other supporting activities can be included in proj estimate if they attribute to project activities.
  
  • These costs are part of total project cost and should be considered when estimating budget.
• Direct Costs: Expenses linked directly to the creation or delivery of project outputs. Cost incurred as direct consequences of project activities and deliverables.
• Cost of change(qlty issues) can’t be predicted(Can’t Estimate) for we won’t know until it happens later. Assuming the cost of changes in Proj BL would distort our project baseline and make it hard to measure performance and progress of the project.
  
  • So we use it as a reference point.
• Reserves: Later in CMP, we can compare changes added to original BL.Reserves are just buffers. They don’t target specific changes, we can’t know

Question 49

EX2.Q.100 Find Q&A not sure if ans right.

You’re an Agile PM. With No PO on team. A High level SH(exec) wants new feature added. What next?
a. Place Feature in the and PBL Prioritize it w/ C/B.
b. Gather Requirements for new feature and have team elaborate on it.

Answer 49

Ans A?

Steps to handle feature request
* Document Request in PBL: Add feature request to PBL:
No reqs yet, just a simple PBL item US, still has US format but not fully detailed(w/ reqs or AC). Just a place holder story.
* Initial Prioritization: Do high level cost-benefit analysis to assess the value and cost of feature. Helps understand where it fits in priority.
* Part A first
* Gather Detailed Requirements: Collab w/ SHs to gather detailed reqs for feature. Can involve creating USs and Acc.Crit
* Part B after
* BL Refinement(Team involvement): Scrum team elaborate on requirements, discuss feasibility & technical implications. Estimate effort(sps)
* Re-Prioritization: Re-Evaluate the priority of the new feature against existing items in PBL, using insights from team and initial C/B analysis. Team can use Moscow, or other prtzn techs.
* Sprint Planning: Discuss Prtzd PBL items, including new feature(if high enough in prty). Team selects item from backlog(including new feature if it fits w/in sprint goal and capacity)

Memorize this process, seperate flashcard general knowledge

Question 50

Slide 31 Need to break this out more

Difference between Costs of Project Changes and Managing Changes vs Indirect Costs at activity level?, if they’re included at the activity level.?

Answer 50

Costs of Project Change: refer to costs that arise when modifications or additions to proj scope, reqs, or deliverables are made after project has started.
Rework cost
Procurement cost: addtl materials or services needed because of changes.
Labor Costs: Extra hours needed by team to implement changes
Training costs: if changes require new skills, knowledge, additional training costs may be incurred.
Testing and Quality Assurance Costs: Ensuring the changes meet the required qlty stds.
Documentation costs: updating proj docs to reflect change.
Why Costs of Proj change NOT included in Estimate

Uncertainty and Scope Def:
Estimate is based on defined scope and requirements at start of project.
Including potential change costs would imply predicting something that is uncertain, we don’t know what changes will be needed.
Chg Mgmt Prcss:
Changes in waterfall project managed through CCprocess.
Ensures each change thoroughly evaluated and only necessary changes approved, helping manage costs effectively
Contingency Res: Initial estimates include contingency reserves to cover unforeseen risks, these reserves are not specific to anticipated changes.
Usually just act as a buffer to cover unexpected events or uncertainties in initial proj scope.
Specific costs for known changes are calculated and approved when those changes are formally requested and analyzed, rather than being included upfront in initial assessment.
You don’t need contingency reserve when work package is low risk.
Project Baseline: Initial estimate helps establish Project baseline(Cost BL+ContRes+MgmtRes).
Including speculative change costs would make it difficult to measure performance and manage scope creep.
Project BL serves as a reference point for monitoring proj performance and progress.
Changes are tracked separately to assess their impact on the baseline

Question 51

What are Costs that are related to producing specific goods or perform specific service?

Answer 51

Direct Costs: expenses are directly linked to the creation or delivery of project outputs. In other words, direct costs are incurred as a direct consequence of the project’s activities and deliverables. For instance:
* Producing Specific Goods: If a project involves manufacturing a product, direct costs include the raw materials and labor needed to produce that product.
* Performing Specific Services: If a project involves providing a service, direct costs include the personnel and resources used to perform that service.
* Ex: Labor Costs, Material and Supplies, Equipment Usage, Travel Expenses(For proj), Consulting Fee(For consultants on proj)

Question 52

E.2.Q197

Scope defined, Scope BL made(wbs, wbsd). Sponsor wants cost to deliver scope . What next?
Opts: 1. Review proj charter
Opt2: Create budget w/ reserves
Opt3: Define & sequence activities and estimate their durations.

Answer 52

Ans: Opt 3
SUmm: Follow processes to go from scope to cost estimate need to define and estimate activities(schedule)
Costs are all based on our activity estimation.

Question 53

Slidde 31 Prtzn

Create Biz case for functional mgr to increase profit of his area in next 3 years. He has 18 diff project ideas to reach goal but will take 7 years. What next?

Opt1: Prioritize w/ mgr ideas based on impact, cost, note rankings in business case.
Opt2 : Set meeting w/ functional area experts ask them to pick top ideas for delivery.

Answer 53

Sol 1: It’s critical to have a prioritization structure like in biz case. So project idea that can be done in 3 years and increase in profit selected better.
* Prtz ideas helps focus on most valuable and feasible ones.
* Creating biz case will speed up argument to win over mgmt, instead of just subjective opinions from experts.
* Leaving func area experts to decide will to subjective decisions. Experts might choose idea on personal preference or familiarity rather than objective impact and feasibility.

Question 54

E2.Q.211

Take completed scope to sponsor to accept. Sponsor cannot accept deliverables, doesn’t know the “Outcomes of testing” and whether “Scope met requirements or needs further changes”
a. RTM to show sponsor each requirement is met by project scope
b. Review Qlty Report w/ testing leader, and note which items may need CRs

Answer 54

ans B- Qlty Report(ans): Detailed account of testing outcomes, including which reqs have been met and which have not.
* If deliverable failed qlty, then didn’t meet reqs for sponsor.
* Shows how many defects found in deliverables, and if there were any gaps or defects in deliverables.
* Has recommendations so sponsor knows clear path forward

Not A(X) RTM: RTM shows how each requirement is met by project scope, doesn’t provide info on actual outcome of testing. Just shows status of testing(passed, failed, in progress).
* Sponsor wants to know if scope has been tested and meets reqs, not just theoretical alignment of scope and reqs.
* Doesn’t provide evidence of successful testing or highlight any defects or issues that arose during testing
* Doesn’t provide if further changes needed.

Question 55

E.2.Q.245

In process of collecting requirements. Customer says has been burned by previous project deliveries in past, project did not deliver what they really needed.
B:Call a focus group with customer experts and brainstorm requirements with them.
D: Create a requirements traceability matrix to ensure requirements are tracked properly.

Answer 55

Y-B:Call a focus group with customer experts and brainstorm requirements with them.
* Directly engaging w/ customer and their experts to understand their needs and gather comprehensive reqs. Proactive step to ensure all details captured from the outset.
X-D: Create a requirements traceability matrix to ensure requirements are tracked properly.
* It is essential for tracking and managing reqs throughout project. Typically created after initial reqs have been gathered.
* RTM is an output of Collect Reqs not TT. Made after reqs collected. To track them.

Summary
In process of collecting Requirements: Collecting Requirements process
TT: Data gathering- Focus group, brainstorming, interviews, questinairres, benchmarking
RTM doesn’t help make sure reqs are correct, it’s an output of collect requirements for tracking them.

Question 56

Add image ex to slide. Slide 33

What is Expected Monetary Value in a decision Tree? See image

Answer 56

Amount of monetary gain you can expect from a particular decision.
* Tech used by PMs determine Contingency Reserves by converting risks into estimated numerical values.
* EMV Calculated the values of several outcomes by:
* Outcome 1 X Prob 1 + Outcome 2X prob 2 - Initial cost

EMV= Best Case Monetary Value- Worst Case Monetary Value(No investment costs)
* EMV !+ EVM
* EMV= Positive ProbX Impact + Negative Prob Impact
* No invested costs.

Whats the Expected monetary value of Vendor C?
Best Case: $900
Worst Case: -700
EMV: Best Case - worst case= 200

Question 57

Network Diagram Ex slide 38 Revise

Question 58

When should transfer of knowledge take place?
a. At the end of the project
b. When the lessons-learned register is archived
c. At the end of each phase of the project
d. Throughout the project

Answer 58

d. Throughout the project

Question 59

When is the Lessons Learned Register created?
a. At the conclusion of the project, after all tasks have been completed
b. At the beginning of project execution
c. After completion of the first phase of work
d. At the beginning of the project

Answer 59

d. At the beginning of the project

Question 60

Ray Sec 14: FW Qz. Q4

Agile Question with 2 time scenarios: Future and Now To resolve problem
Sc1: What should you do as a project manager to prevent this type of situation in the future?
Sc2: What should you do as a project manager to prevent this NOW?
a. Discuss issue in next iteration meeting
b. Discuss issue in next Daily Standup
c. Discuss the issue in the Retrospective

Answer 60

Answer changes based on Timeframe question asks to solve issue.

Future: Systemic solution
C- Retrospective
* Create long term systemic solution

Now: B- Daily standup
* for reviewing issues that happened in past 24hrs and what will be done in next 24hrs.

Question 61

Project in Project Charterin development stage.
What is the economic feasibility report of a project which establish the validity of the benefits incurred from project?
a. Project Charter
b. Business case
c. Requirements document
d. Benefits MP

Answer 61

Ans: Business Case
* PC Starts w/ Needs Assessment(why we need to do project)
* Feeds into Business Case: Financial Why of project
* Benefits MP: Lives in business case. And is the plan to realize the benefits we expect from project.
Wrong: Benefits MP

Question 62

WHy is leading a project with program management a bad idea?

Question 49 Incorrect
RayVac Motors. Inc is planning to develop their first ever electric car. The project needs to be agile- driven since a lot of scope, execution strategy, timelines are undefined. You have been assigned as the project manager for this project. RayVac Motors. Organizational design is set up quite traditionally with teams in functional silos within functional organizations. (Eg. Design Department, Procurement Department, Fabrication Department, Quality Assurance etc.).
What should you consider to setup your project team for success?
a. Develop a cross functional team without management involvement & build a reward system around it Answer
b. Develop gated review systems across departments so that no deliverable moves without prior alignment between sending & receiving departments
c. Lead the project with program management methodology where each department handles its scope and success criteria individually WRONG
d. Send emails to individual department managers asking for resource allocation for your project

Answer 62

Program management is not a methodology for developing a single product; it is about managing multiple related projects. In this scenario, using program management could lead to fragmentation and lack of integration in developing the electric car.

Question 63

Project Tailoring APG
What is the project Tailoring guideline for situation:
Man team members hae little technical experience in Agile.

Answer 63

• Agile approaches encourage and make use of self-directing teams to make local decisions about work items, such as task sequencing and which approach to use when solving a problem.
• When the majority of team members are inexperienced, consensus-based approaches may lead to problems and rework.
• So, for these teams, additional help “assigning” and “directing” may be necessary **until the team gains the necessary skills. **
• In other words, do not just declare that agile will be used and let an inexperienced team try to figure everything out because they are empowered and self-directing.
• Consider building centers of competencies (CoC)to help provide guidance and build domain knowledge.

Question 64

Project Tailoring APG
What is the project Tailoring guideline for situation:
Lack of Executive buy in for agile project, if org mainly predictive?

Answer 64

• When executive buy-in is missing, teams will encounter a clash between the agile mindset and approaches and the more predictive mindset and approaches.
• Find common ground, areas of improvement based on org needs, and then use experiments and retrospectives to progress.
• Consider education/training for executives. Consider explaining agile in terms of lean thinking: short cycles, small batch sizes, frequent reviews, and retrospectives with small improvements.(Find examples)

Incorrect answer for situation:
* Consider adopting Hybrid approach since that will ensure a smooth transition (Incorrect
* Why wrong: Doesn’t solve exec buy-in issue. The issue is buy in not methodology.
* Risk Diluting Agile: Adopting a hybrid approach might dilute the impact of Agile and perpetuate the traditional Waterfall mindset, making it harder to showcase the true benefits of Agile.
* Key Tie to the Scenario: - A hybrid approach might create confusion instead of solving the lack of executive buy-in.
* The real solution lies in educating and aligning executives with Agile principles rather than mixing methodologies prematurely.

Question 65

What is a project mannagement planning application for D.
Correct answer is C, but didn’t understand D

Q: Midway through a project, a project manager learns that the project management planning application is failing to record updates to the project. What should the project manager do in this situation?

A.Task a project team member to manually update the project plan from now on.
B.Inform the project management office (PMO) and have them resolve this issue.
C.Update the project plan to allow the project team to focus on the project deliverables.
D.Record this issue in the issue register and work with the sponsor to implement a new project management application.

Answer 65

Implementinga new project management software introduces a significant change that may require a separate project. While documenting the issue is important, it shifts focus from immediate needs to a longer-term solution.

We basically need a new PMIS planning system, and we can just pick a random one. Have to research it feeds our needs, and would take time to implement, as well as train people on how to use it. Big undertaking.

Question 66

What’s the difference between project baseline and a project plan?
a. Project plans change as needed, while baselines change only at milestones.
b. Project Plans and baselines do not change - they are amended
c. Project plans change as needed, while baselines are snapshots of the project plan.
d. Baselines are control tools, while project plans are execution tools.

Answer 66

d. Baselines are control tools, while project plans are execution tools.

Question 67

When is it ok to Escalate to sponsor and not, if having issues with a SH who is requesting changes to project outside PM plan
B.Tell the functional manager that all changes must go through the change control process.
D.Meet with the project sponsor to discuss details about the requested changes.

or

Agile project if SH is interrupting team requesting changes and status updates
B.Have the team direct all project requests from the stakeholder to the project manager.
D.Meet with the project sponsor to address and remove impediments and obstacles for the team.

Answer 67

Ans B: If within PMs power he handles it. So if SH is going outside PM plan which contains the Change control process he agreed to. You enforce this. By telling him to follow the change control process.

D answer: If question doesn’t have CC option or process that SH agreed to, and SH disrupting team, you don’t direct his request from team to PM, you collaborate w/ Sponsor to help leverage their postion to see if you can correct this behavior.
* In agile we ant to not disrupt team from their work and mission and not on org policies and challenges.

Question 68

When the project is impacted by external factors like new regulations or org change who do you talk to about dealing with it and adjusting your project?
a. Predictive
b. Agile

Answer 68

In predictive (waterfall) projects: The project sponsor is the go-to person for issues or changes impacting the project’s scope, budget, or high-level decisions. The sponsor is a key stakeholder who provides high-level direction and secures resources but usually isn’t involved in the day-to-day project activities.

In agile projects: The product owner (PO) is the main person responsible for defining and prioritizing the product’s features (i.e., the product backlog) and ensuring the work aligns with business needs. Since agile projects focus on iterative delivery, the PO is actively involved and accessible to guide the team on requirements and value priorities.