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PMP > Session 2 > Flashcards

Session 2 Flashcards

1
Q

How do you manage organizational change impacts on projects?

A

• assess organizational culture
• evaluate impact of organizational change to project and determine required actions
• recommend options for changes to provide
• continually monitor external business environment for impacts to project scope/backlog

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2
Q

What do you need to know about organizational culture and style?

A

• leadership hierarchy and authority
• visions, beliefs and expectations
•diversity, equality and inclusion
• risk tolerance
• regulations, polices, procedures
• code of conduct
• operating environment
• motivation and reward system

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3
Q

What are the risk, culture and change in organizations?

A

Diverse values of:
• country/region
• industry/sector
• leadership
• project tran

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4
Q

The risk, culture and change in organization, must be understood to_________

A

•establish effective approaches for initiating and planning projects
• identify the accepted means for getting work done

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5
Q

Name a change management Framework?

A

ADKAR

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6
Q

Project Life cycle

A

The series of phases that a project passes through from its start to its completion

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7
Q

Name the five milestones from the change management framework ADKAR

A
  1. A- awareness of the need for change
  2. D- desire to support the change
  3. K- knowledge of how to change
  4. A- ability to demonstrate new skills and behaviors
  5. R- reinforcement to make the change stick
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8
Q

How do you plan for change?

A

• include an attitudinal survey to find out how people are feeling
• create an informational campaign to familiarize peoples changes
• be open and transparent about potential affects and changes
• consider creating a rollout plan ( not a project management component)

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9
Q

What is a North Star statement (template) used for?

A

To articulate the vision in strategic objectives for the organization to follow

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10
Q

What comes first in a project plan?

A

Identifying the key stakeholders

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11
Q

Project Governance Components/Process

A

• change
• communication
• documentation— i.e., project management plan
• decision- making
• internal stakeholder alignment with project process requirements

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12
Q

What can Governance In Adaptive Projects provide

A

• a clear view of project l status from:
• defined iteration/sprint exception
and outputs
• releases tied to specific dates
• Real time monitoring of project
output through daily standups

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13
Q

Does Adaptive and Predictive have the same governance methology?

A

Yes

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14
Q

What does Governance Board (Project Board or Steering Committee) provide?

A

• project oversight
• project sponsor, senior managers, and PMO resources as
• Maybbe responsible for:
• reviewing key deliverables
• providing guidance for project
decisions

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15
Q

What are the project Managment principles?

A

• recognize
• evaluate
• respond to system interactions

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16
Q

Predictive value delivery

A

Value delivery as product of life cycle

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17
Q

Adaptive value delivery

A

Value delivery embedded in life cycle

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18
Q

Predictive Goverance Checkpoints
(Kill Point)

A

• split work into phases
• review results as a phase gate- aka, goverance gate, kill point or tollgate

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19
Q

What does predictive Goverance Checkpoints decide?

A

• continue to the next phase
• continue with modifications, or
• end a project or program

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20
Q

Adaptive Governance Checkpoints
( Kill Point)

A

• split work into releases
• review results at end of iterations
• gather feedback and take action to improve value in next iteration

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21
Q

What does adaptive Goverance Checkpoint decide?

A

• continue until customers acceptance criteria— e.g. definition of done or MVP— is satisfied or project ends

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22
Q

When is the governance checkpoints
( Kill Point) discussed

A

• at the end of the project

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23
Q

What type of phases relationships can a project have (predictive)

A

They have sequential or overlapping relationships.

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24
Q

What should be applied to a governance project phase at the beginning?

A

• verify, invalidate project assumptions
• analyze risk
• provide detailed explanation of phase deliverables

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25
Q

What should be applied to a goverance predictive project phase at the end?

A

• key deliverables produced
• review to ensure completeness and acceptance

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26
Q

If huge risks occur during the goverance phase what will happen?

A

• deliverables are no longer needed or requirements change
• a phase or project will be terminated

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27
Q

What are the internal and external aspects of compliance?

A

• government regulations
• corporate policies
• product and project quality
• project risk

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28
Q

What level does PMO monitor compliance at?

A

Organizational level

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29
Q

Project team is also responsible for project activity-related compliance including:

A

• quality of processes and deliverables/products
• procurement and work vendors

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30
Q

What does legal or regulatory compliance requirements include:

A

• requirements of specific practices
• standards
• privacy laws
• handling of sensitive information

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31
Q

What are the compliance categories classification?

A

• environmental risks
• workplace health and safety
• ethical/ non - corrupt practices
• social responsibility
• quality
• process risks

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32
Q

What are compliance categories based on?

A

• industry and solution scope
• unique legal and regulatory exposure

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33
Q

How do you investigate compliance threats?

A

• where/ who in the organization handles compliance
• what legal regulatory requirements impact the organizations e.g. workplace safety, data protection, requirements for professional membership
• what is the organization quality policy
• are the team and stakeholders aware of compliance matters

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34
Q

Compliance objectives

A

• be prepared to perform quality audits
• proactively track and manage risks for compliance requirements
• validate legal and regulatory compliance for deliverables
• check compliance before the end of the project to avoid transferring issues

35
Q

What should you include in a risk or dedicated compliance register

A

• identified risk
• a responsible risk owner
• impact of a realized risk
• risk responses

36
Q

What are the compliance best practices?

A

• documentation
• risk planning
• compliance council
• compliance audit
• compliance stewardship

37
Q

Always start project with what:

A

Stakeholders

38
Q

Who are your stakeholders?

A

• end users
• customers
• employees
• organization
• managers

39
Q

How do you engage stakeholders?

A

Communication

40
Q

What is part of the stakeholder identification techniques?

A

• Who they are
• check the business case and benefits management plan for names
• later, check the issue/ impediments log, change log or requirements documents to see who else is needed or named

41
Q

What are the stakeholders relationship to the project?

A

• interest
• involvement
• interdependencies
• influence
• potential impact on project success

42
Q

Techniques of assessing stakeholders

A

Data gathering
• questionnaires and surveys
• brainstorming

Data Analysis
• stakeholders analysis— what are their “stakes” in the project— e.g. interest, rights, ownership, knowledge, contribution
• document analysis

Data representation
• two- dimensional (2D) grids
• Power/interest
• Power/influence
• Impact/influence
• 3D grid- stakeholder cube
• Salience model
• directions of influence

43
Q

What is the stakeholders register used for? (Living Document)

A

• contains the information necessary to execute the stakeholder engagement plan
• capture and record important stakeholders information
• factor in OPAs-(documentation e.g. business plans

44
Q

What are the directions of influence

A

• Upward- parent organization- senior management
• Downward- in the project hierarchy- team or specialist
• Sideward- friendly or competitive for resources- project manager peers

45
Q

Which model uses the Salience Model

A

• mostly adaptive and hybrid

46
Q

What are the aspects of Salence Model?

A

• urgency
• level of required attention/detail
• time contraints
• high stakes

• legitimacy
• appropriate involvement or proximity, as applied to team stakeholders for level of involvement

• power
• level of authority

47
Q

How do you plan to communicate with stakeholders?

A

• stakeholder engagement plan
• identifies required management strategies to effectively engage stakeholders
• team fulfills strategies via communications described in the communication management plan

48
Q

What are communication needs for stakeholders from a project manager?

A

• leads to a clear articulation for stakeholders communication needs
• enables effective choices about communication topics, frequency, models and technologies
• questionnaire or survey that documents the communication and technology requirements

49
Q

Examples of communication methods and technologies

A

• Mertings/ Verbal
• physical (face to face)
• virtual (videoconferencing)
• phone call

• Digital/ Electronic Media
• websites and social media
• instant/ text messaging
• email or fax

• Physical
• body language and gestures
• white boards

50
Q

What is a Push communication method?

A

• sender determines:
• send an email
• make a phone call

51
Q

What is a Pull communication method?

A

• receiver determines:
• post information on team board
• store reference documents in electronic repository

52
Q

What are some communication challenges?

A

• urgency of need for information
• availability and reliability of technology
• ease of use
• project environment- e.g. language and formality
• sensitivity and confidentiality of information
• data protection laws/ regulations

53
Q

What are the aspects of stakeholder engagement strategy?

A

• involve stakeholders
• enable appropriate management strategies
• create and maintain relationships

54
Q

What is Stakeholder Engagement Assessment Matrix (SEAM)

A

Tailor labels for stakeholders level of engagement to your context, team or organization.

55
Q

Should names be used on the matrix to refer to stakeholders?

A

No, use numbers

56
Q

Creating a predictive team involves the following:

A

• builds team agreement, structures and processes that support a culture that enable individuals to work together and benefit from interaction

• tailors a resource management plan

57
Q

Creating a adaptive team involves the following:

A

• the team assembled and self- organizes to support projects requirements

58
Q

Any team being formed goes though what ladder of team development

A

Tuckman

59
Q

What is the Tuckman’s Ladder of Team Development

A

• Forming- Introduction
~ team members meet and begin to trust one another
• Storming- Risk/Conflict
~ team members begin to assert themselves and take control of emerging issues
• Norming-productivity
~ team begins to work productively; without worrying about personal acceptance or control issues
• Performing- Everyone working together
~ team is working at optimum productivity and is collaborating easily, communicating freely, and solving its own conflict
• Adjourning- End of Project
~ team members complete their assigned work and shift to the next project or assigned task

60
Q

What are the project team formation key concepts

A

• Self Organizing Team
• A cross- function team in which people fluidly assume leadership as needed to achieve the team’s objectives

• Service Leadership
• The practice of leading the team by focusing on understanding and addressing the needed and development of team members in order to enable the highest possible team performance

61
Q

What are the project manager roles in adaptive teams

A

• Centralized
• All team members practice leadership activities and accountability is usually assigned to one individual, such as the project manager or similar role (team lead)

• Distributed
• One project team member (may shift) serves as facilitator to enable communication, collaboration and engagement on accountable tasks

62
Q

What is hybrid team formation

A

Tailoring— taken aspects from predictive and adaptive approach

63
Q

Project Team Composition

A

• refer to teams makeup and how team members are brought together
• varies based on organizational culture, location and scope
• can be full-time or part-time members
• includes varied knowledge and expertise e.g. generalist and specialists

64
Q

What are the Project Team Roles?

A

• project management staff
• project work staff
• supporting experts
• business partners

65
Q

Guidelines to identify for Project Requirements

A

• ensure relevant skill sets
• avoid single points of failure— e.g. a single resource has a required skill
• create cross functional teams
• Use generalizing specialist support other areas of the project
• Use T-shaped people whenever possible
• ensure appropriate physical resources and other requirements— e.g. equipment and access rights

66
Q

What are the Diversity, Equity, and Inclusion Standards

A

• teams are global and diverse in culture, gender m, physical ability, language and many other factors
• the project environment optimizes the team’s diversity and builds a climate of mutual trust.

67
Q

What are the 4 Core Values?

A

• Responsibility
• Respect
• Fairness
• Honesty

68
Q

What is a team charter?

A

• electronic, paper or poster hat covers ground
• rules created together as a team.

69
Q

What does a team charter include

A

• shared values
• behavior guidelines
• guidelines for communications and use of tools
• decision making guidelines
• performance expectations
• conflict resolution
• meeting time, frequency, and channel
• other team agreements — e.g. shares hours, improvement activities

70
Q

Effective communication includes:

A

• verbal
• written
• behavioral
• physical
• virtual

71
Q

Colocated Team

A

• interaction is easy
• better bonding is facilitated
• use of physical tools, collaboration and boards possible

72
Q

Virtual Team Challenges

A

• individual performance tracking
• diversity- language, technological skill
• solo working prohibits bonding

73
Q

Virtual team communication technology tools

A

• task boards
• messaging and chat
• calendars
• document storage
• knowledge repositories
• videoconferencing

74
Q

Basic needs of a virtual team includes

A

• cohesion
• shared goals
• clear purpose
• clarity on roles and expectations

75
Q

Change Management

A

• a comprehensive and structured approach for transitioning individuals, groups, and organizations from a current state of future state.

76
Q

Threshold

A

A predetermined value of a measurable variable that represents a limit that requires action to be taken if it is reached

77
Q

Tolerance

A

• the quantified description of acceptable variation for a quality, risk, budget, or other requirement

78
Q

Phase

A

• refers to a collection of activities within a project
• each phase is a goal oriented and ends at a milestone

79
Q

Phase Gate

A

• a point review at the end of a phase in which a decision is made to continue to the next phase to continue with modifications, or to end a project or program

80
Q

Minimum Viable Product (MVP)

A

• the small collection of features that can be included in a product or customers to consider it functional— and lean methodologies, — bare bones or no frills

81
Q

Sequential Relationship

A

• consecutive relationship between phases; phases occur in procession and without overlap

82
Q

Overlapping Relationship

A

• a type of phase to phase relationship characterized by phases that start prior to the ending of the previous phase

83
Q

Quality policy

A

• the basic principles that should govern the organization’s actions as it implements its system for quality management

84
Q

Stakeholder Analysis

A

• a technique of systematically gathering and analyzing, quantitative and qualitative information to determine whose interest should be considered throughout the project

PMP (11 decks)

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