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PMP > Session 3 > Flashcards

Session 3 Flashcards

1
Q

SOW

A

Statement of Work

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2
Q

Project Vision Statement

A

• A clear vision of the desired objectives and alignment with the organizations strategic goals
• refer to it throughout the project to maintain alignment

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3
Q

Guidelines of Building a Shared Understanding

A

• Share
~project agreements e.g. vision statement, project charter

• Agree or Negotiate
~ reach agreement and buy in

• Uphold
~ agreements throughout the project

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4
Q

Negotiation goals

A

• First, find out…
~ the boundaries of negotiation for the project agreement
•what if, anything, is eligible for discussion or troubleshooting
•Then
~ discover how the project fits in the organizational landscape and business objectives

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5
Q

MOUs

A

Memorandum of understanding

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6
Q

SLAs

A

Service level agreements

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7
Q

Business case

A

• a documented economic feasibility study
• establishes benefits of project work
• provides a basis for authorization of further project activities

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8
Q

What are business needs documents

A

• a prerequisite of a formal business case
• identifies high-level deliverables
• describes requirements— what needs creating and/ or performing

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9
Q

KPI

A

Key Performance Indicators
• outcome measures
• how to measure success

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10
Q

UAT

A

Users Acceptance Testing

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11
Q

DOD

A

Definition of Done
• Quality Control Checklist

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12
Q

How do you negotiate and agree on project success?

A

• interview stakeholders
• gather expert judgment on technical success criteria
• Check
~ Orgianizational (program operations)
~ Lessons Learned
~ Quality Policy
~ UAT requirements

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13
Q

Acceptance Criteria

A

• written by the stakeholder the end user

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14
Q

Product Box Exercise ( Adaptive)

A

• to internalize the vision from the customer’s point of view and emphasize product/project value

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15
Q

XR metaphor (Hybrid)

A

• technique explains a complex idea in simple, familiar terms, using common language and vocabulary

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16
Q

What is a Project Charter

A

• authorize project
• high level info
• starting point
• enables project manager to apply resources to project work
• defines rationale and business needs
• verifies alignment with strategic goals
• keeps everyone focused on a clear project vision

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17
Q

Who is the project charter usually created by

A

• project sponsor
• project manager with executive/stakeholder approval

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18
Q

What is included in a Project Charter

A

• names
~ project sponsor, PM, key stakeholders
• project description
~ preliminary requirements, measurable objectives
• business needs
~ financial goals or milestones
• schedules/milestones
~ summary of schedule and milestones
• assumptions, boundaries and constraints
~ overall risk, approval requirements and approved budget
• business case information
~ including success and exit criteria

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19
Q

Tailored Development Approaches

A

• support dynamic work environments
• discover value delivery requirements early
• put stakeholders and the team in close collaboration

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20
Q

Characteristics of Predictive PM Development Approach

A

• plan driven
• linear sequence of activities in phases
• phase completion governed by phase gates

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21
Q

Certainty about Requirements of Predictive PM Development Approach

A

• high, from beginning

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22
Q

Change & Risk of Predictive PM Development Approach

A

• change possible, but controlled
•’risks carefully studied and managed

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23
Q

Characteristics of Adaptive PM Development Approach

A

• change driven
• iterative or incremental
• timeboxed cadence (iterations/sprints) or continuous flow

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24
Q

Certainty about Requirements of Adaptive PM Development Approach

A

• unclear or customer- driven, so needs further discovery

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25
Q

Change & Risk of Adaptive PM Development Approach

A

• built on assumption of high degree of change
• high tolerance of risk with guardrails for risk management

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26
Q

Characteristics of Hybrid PM Development Approach

A

Tailored development approach, combining predictive and adaptive

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27
Q

Product

A

• is part of a project; products have their own life cycles

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28
Q

Product management

A

• represents a key integration point within program and project management

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29
Q

Product Owners

A

• are responsible for maximizing the value of the product and accountable for the end product

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30
Q

Project

A

• produce products

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31
Q

Cadence can be the following:

A

• time boxed with sprints/ iterations or a continuous flow

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32
Q

Hybrid life cycle & Development Approach

A

• accomplished by tailoring
• combines adaptive and predictive life cycles and/or development approaches
• useful when requirements are uncertain or risky
• useful when deliverables can be modularized, or when deliverables can be developed by different project teams
• uses iterative and incremental development

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33
Q

Examples of hybrid project approaches

A

• use agile or iterative practices within predictive framework
• use predictive artifacts or processes within adaptive life cycle
• business analysis techniques assist with requirements management
• new tools help identify complex elements in projects
• organizational change management methods prepare for transitioning project outputs into the organization

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34
Q

What can be tailored in hybrid

A

• project life cycle
• development life cycle components
• WOW -way of working
• knowledge management
• change management
• project governance
• benefits management

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35
Q

Scrum

A

• an agile framework for developing and sustaining complex products, with specific roles, events, and artifacts

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36
Q

When is the scrum implemented

A

• at a Product development level

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37
Q

What roles are included in Scrum

A

• scrum master/ senior scrum master who facilitates ceremonies (meetings); iterations are called sprints

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38
Q

Purpose of Scrum sprint planning ceremony

A

• team collaborates with product owner to plan work for current sprint
• scrum master/ senior scrum master facilities

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39
Q

Purpose of daily scrum ceremony

A

• short, daily meeting of team only
• team members describe work, ask for help, consider progress toward goal
• NOT a status meeting

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40
Q

Purpose of Scrum sprint review ceremony

A

• can include demo
• held at end of sprint
• team, product owner and stakeholders attend, or customer’s review progress and give feedback to adapt product

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41
Q

Purpose of Scrum sprint retrospective ceremony

A

• looks back at last 2-4 weeks to improve performance
• team identifies improvement to performance and collaboration

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42
Q

Agile Ceremony- product strategy meeting

A

• product owner shares product vision

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43
Q

Agile Ceremony- daily standup or standup

A

• team status meeting
• 5 to 15 minutes, timeboxed
• not necessarily daily

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44
Q

Agile Ceremony- backlog refinement

A

• product owner prioritizes items on backlog

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45
Q

Agile Ceremony- project retrospective

A

• held at the end of a project to review work and processes
• like lessons learned

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46
Q

Project Management Plan

A

• the document that describes how the project will be executed, monitored, and controlled and closed

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47
Q

What does the project management plan include?

A

• subsidiary plans
• baselines
• additional components

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48
Q

Project documents

A

• documentation and content created by the teams to plan and manage the project effectively
• some documents are project artifacts, which need to be maintained and then archived at the end of the project

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49
Q

Artifacts

A

• represents the work in value, helping being transparency
• form a basis for inspection and adaptation

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50
Q

Collaborative Planning
Adaptive & Hybrid Development Approaches

A

• product owner describes objectives according to customer needs/wants; team executes work and helps product owner plan the work

• team members are local domain experts in integration management— how work will be planned and completed

• project manager, team lead or scrum master helps focus the team to execute the planned work

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51
Q

Predictive Requirements Specification

A

• defined in specific terms before development

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52
Q

Hybrid Requirements Specification

A

• elaborated periodically during delivery

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53
Q

Adaptive Requirements Specification

A

• elaborated frequently during delivery

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54
Q

Predictive Outcomes

A

• delivered at the end of the project

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55
Q

Hybrid Outcomes

A

• can be divided into pieces (incremental)

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56
Q

Adaptive Outcomes

A

• delivered after each iteration according to stakeholders desired value

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57
Q

Predictive change in the life cycle

A

• constrained as much as possible

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58
Q

Hybrid change in the life cycle

A

• incoporated at periodic intervals

59
Q

Adaptive change in the life cycle

A

• incorporated in real time during delivery

60
Q

Predictive Stakeholder Involvement

A

• At specific milestones

61
Q

Hybrid Stakeholder Involvement

A

• regularly

62
Q

Adaptive Stakeholder Involvement

A

• continuously

63
Q

Predictive Risk and cost controls

A

• through detailed planning of mostly known considerations

64
Q

Hybrid Risk and cost controls

A

• through progressive elaboration of plans

65
Q

Adaptive Risk and cost controls

A

• done as requirements and contraints emerge

66
Q

Iron Triangle

A

• scope
• cost
• time
• quality

67
Q

Product scope

A

• features and functions that characterize a product or service
~ what I have to produce

68
Q

Project scope

A

• work performed to deliver a product, service, or result with specified features and functions
~ deliverables/ tasks

69
Q

Fixed scope project

A

• a set of features are all required before the product can be delivered

70
Q

Flexible scope project

A

• can always produce a desired outcome within a changing environment

71
Q

Rolling Wave Planning

A

• a form of progressive elaboration applied to work packages, planning packages and release planning.
~ used in adaptive and predictive approaches

72
Q

MVP comes before MBI— T or F

A

True

73
Q

MVP

A

• prototype proof of concept 1st release

74
Q

MBI

A

• enhancements, new features, new functions, new capabilities

75
Q

Implementation Roadmap

A

• priority of implementing features

76
Q

Product Roadmap

A

• envisions and plans the “big picture”
• displays product strategy and direction and the value to be delivered
• leads with overarching product vision and uses progressive elaboration to refine vision
• uses themes (goals) to provide structure and associations
• provides short-term and long term visualization

77
Q

Milestone list

A

• identifies all milestones and indicates which are:
~ mandatory - required by contract
~ optional ( estimated on historical information)

78
Q

Requirements

A

• is one single measurable statement of a condition or capability
• it tells how a product, service or result satisfies a business need

79
Q

Predictive Requirement Activities

A

• configuration management activities:
~ version control rules
~ impact analysis- tracing, tracking and reporting
• required authorization levels for change approval
• prioritization criteria/process
• product metrics and accompanying rationale
• traceability structure, including requirements attributes

80
Q

Types of Requirements
~~Project

A

• describes actions, processes and conditions the project must meet

81
Q

Types of Requirements
~~Product

A

• describes features and characteristics of the product, service or result that will meet the business and stakeholders requirements
~ functional- product features
~ nonfunctional- supplemental environmental conditions/ qualities that make the product effective

82
Q

Types of Requirements
~~Quality

A

• describes conditions or criteria needs to validate the successful completion of a project deliverable or fulfillment of other project requirements

83
Q

Types of Requirements
~~Business

A

• describes higher level organizational needs, reasons for the project

84
Q

Types of Requirements
~Stakeholders

A

• describes stakeholder (or stakeholder group) needs aka “ Reporting Requirements”

85
Q

Types of Requirements
~~Transition/ Readiness

A

• describes temporary capabilities needed to transition successfully to the desired future state

86
Q

Scope is the key aspect to decide which approach you will take
T or F

A

True

87
Q

Techniques of collecting requirement

A

•Expert Judgement
• Interpersonal/Team Skills
~Observation- job shadowing
~ Facilitation
• Data Gathering
~ Brainstorming
~ Interviews
~ Focus Groups
~ Questiinnaires and surveys
~ Benchmarking (compare)
• Data Analysis (Review Documentation)
~Document analysis
~Alternative analysis
•Decision Making Techniques
~ Voting
• Data Representation
~Mind Mapping
~ Context use case diagram
• Prototyping
~ storyboarding

88
Q

Predictive - Scope Planning: How to Collect Requirements Characteristics
(Interview)

A

• identify/define features and functions of deliverables
• can’t be structured, unstructured, or asynchronous

89
Q

Predictive - Scope Planning: How to Collect Requirements Advantages
(Interview)

A

• handle, sensitive/confidential information
• helps identify stakeholders requirements, goals, or expectations

90
Q

Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Interview)

A

• captures only a single point of view

91
Q

Predictive - Scope Planning: How to Collect Requirements Characteristics
(Questionnaires/Surveys)

A

• written format
• captures information from large groups
• yields quantitative data

92
Q

Predictive - Scope Planning: How to Collect Requirements Advantages
(Questionnaires/Surveys)

A

• quick turnaround
• effective with varied and geographically dispersed respondents
• yields quantifiable data for statistical analysis

93
Q

Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Questionnaires/Surveys)

A

• time consuming
• answer/data quality depends on question quality

94
Q

Predictive - Scope Planning: How to Collect Requirements Characteristics
(Observations)

A

• physical technique used learn about a specific job role, task or function

95
Q

Predictive - Scope Planning: How to Collect Requirements Advantages
(Observations)

A

• team can understand where changes might be beneficial

96
Q

Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Observations)

A

• none

97
Q

Predictive - Scope Planning: How to Collect Requirements Characteristics
(Focus Groups)

A

• casual/interactive information sharing
• moderator-guiders
• includes stakeholders and SMEs
• yields qualitative data

98
Q

Predictive - Scope Planning: How to Collect Requirements Advantages
(Focus Groups)

A

•pre selected participants for varied opinions
• small group for focused approach and gathering specific information

99
Q

Predictive - Scope Planning: How to Collect Requirements Considerations
(potential drawbacks)
(Focus Groups)

A

• must prequalify stakeholders
• SMEs and facilititation are essential

100
Q

Predictive - Scope Planning: How to Collect Requirements Characteristics
(Facilitated Workshops)

A

• sessions organized by project managers to determine requirements and enable stakeholder agreement on project outcomes

101
Q

Predictive - Scope Planning: How to Collect Requirements Advantages
(Facilitated Workshops)

A

• team can capture requirements
• stakeholders can understand the concerns and requirements of others

102
Q

Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Facilitated Workshops)

A

• Faciliation is essential

103
Q

Predictive Data Gathering

A

• use benchmarks to generate product requirements
~ requires best practices to make comparisons
~ evaluates and compares an organization’s or project’s practices with other
~ identifies best practices in order to meet or exceed them

104
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
MoSCoW Analysis- developed by Dai Clegg

A

• M- Must have
• S- Should have
• C- Could have
• W- Won’t have (for now)

105
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
MoSCoW Analysis benefits

A

• compares several points of view
• used with timeboxing to focus on the most important requirements
• common in agile software development, SCRUM, RAD and DSDM

106
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
Kano Model- developed by Noriaki Kano

A

• product management technique
• understand and classify all potential customer requirements or features into four categories of need:
~ delighters/exciters
~ satisfiers
~ dissatisfiers
~ indifferent

107
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
Kano Model benefits

A

• development efforts can be prioritized by the things that most influence customer satisfaction and loyalty

108
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
Paired Comparison Analysis- developed by LL Thurston

A

• rate and rank alternatives by comparing one against the other

109
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
Paired Comparison Analysis benefits-developed by LL Thurston

A

• good for small range and subjective requirements

110
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
100 Points Method (aka fixed sum or fixed allocation)- developed by Dean Lefdingwell & Don Widrig

A

• vote for importance of requirements in a list; stakeholders distribute 100 points in any way they wish (like “Monopoly money” method)

111
Q

Predictive & Hybrid Scope Planning- Requirements Prioritization
100 Points Method benefits

A

• good for any size group, even large ones
• gives priority to stakeholders decision- making because they must exercise depth of thought

112
Q

Predictive & Hybrid Represent Data

A

• Mind Mapping
~ consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas
• Affinity Diagram
~ allows large numbers of ideas to be classified for review and analysis

113
Q

A way to gather predictive requirements

A

• context diagrams

114
Q

A way to gather adaptive requirements

A

• Prototyping
~evaluation and experimentation tool
~ enables early feedback for further development and to develop a detailed list of project requirements

115
Q

What is Storyboarding?

A

• it is a type of prototyping that uses visuals or images to illustrate a process or represent a project outcome

116
Q

Predictive Scope Management Plan

A

• review the scope activities for the project and how that work will be done
• should include processes to prepare a project scope statement
• enables the creation of the WBS from the detail project scope statement
• establishes how the scope baseline will be approved and maintained
• specifies, how formal acceptance of the completed project deliverables will be obtained
• can’t be formal or informal, broadly framed, or highly detailed

117
Q

What should be included in a Predictive Projext Scope Statement

A

• scope, description – project and products
• acceptance criteria
• any require deliverables
• any out of school items needed for clarification
• constraints and assumptions

118
Q

Predictive & Hybrid Scope Planning tools and techniques for Alternatives Analysis

A

• used to consider possible potential options or approaches to execute and perform project work

119
Q

Predictive & Hybrid Scope Planning tools and techniques for Expert Judgement Analysis

A

• analyze the information needed to develop the project scope statement or any technical detail

120
Q

Predictive & Hybrid Scope Planning tools and techniques for Document Analysis

A

• derive new project requirements from existing document’s

121
Q

Predictive & Hybrid Scope Planning tools and techniques for Product Analysis

A

• ask questions about a product and form answers to describe use, characteristics, and other relevant aspects

122
Q

Predictive Product Analysis Methods

A

• product breakdown
• systems engineering
• systems analysis
• requirements analysis
• value engineering
• value analysis

123
Q

How to create the Work Breakdown Structure (WBS)

A

• follow the 100% rule
~ include every aspect~ nothing extra, nothing missing
• include project and product components
• use hierarchical structure
~ highest - project
~ next- deliverables
~ lowest- work package

124
Q

Work Breakdown Structure Steps

A

• identify deliverables and the work/task needed to accomplish them
• structure in organize the WBS
• decompose high-level, WBS scope components into low level components
• develop and assign a unique identification code to each component from the code of accounts
• review the decomposition of work packages and verify that they align with the project requirements

125
Q

Work Breakdown Structure (WBS) Dictionary is only used for the Predictive approach
T or F

A

True

126
Q

WBS

A

• Provides detailed, deliverable, activity, and scheduling information about each component in the WBS

127
Q

Predictive decompose work include:

A

• WBS code identifier
• description of work
• assumptions and constraints
• responsible organization
• schedule milestones
• associated scheduled activities
• resources required to complete the work
• cost estimations
• quality requirements
• acceptance criteria
• technical references
• agreement information

128
Q

Predictive Scope Baseline Components include:

A

• project scope
• WBS
• work packages
• planning packages
• WBS dictionary

129
Q

Scope Baseline

A

• approved version of a scope statement, WBS and it’s associated WBS dictionary, that can be changed only using formal change control procedures
• use as a basis for comparison of actual results

130
Q

Scope Planning in Adaptive Environments

A

• incremental or iterative development
• user stories propose an alternative way of viewing the requirements process

131
Q

What should you decide during Release Planning (Adapative)

A

• number of iterations or sprints needed to complete each release
• features contained in the release
• goal dates of each release

132
Q

What should you decide during iteration planning (or sprint planning)

A

• review the highest prioritized user stories or key outcomes
• ask questions
• agree on effort required to complete the user story in the currr t iteration
• determine the activities required to deliver iteration objectives

133
Q

Collaborative planning meetings break scope…

A

• into larger releases and then iterations/sprints

134
Q

Backlogs (Hybrid)

A

• prioritized list of the known scope of work
• information presented in story form
• continually updated by the product wonder in collaboration with teams

135
Q

Users Stories, Story Maps, Roadmap (Adaptive and Hybrid)

A

• a story map organizes user stories into functional groups and within a narrative flow (“the big picture”) of the product roadmap
• helpful for discovering, envisioning and prioritizing the product and a way ahead!
~story map developed by Jeff Pattin

136
Q

Which 2 stakeholders perform project scope planning?

A

• Project Manager
• Project Team

137
Q

The project manager wants to give the executive team, an overview of the work ahead at the next strategy meeting. Which artifact should he show them?

A

• Product Roadmap

138
Q

Subsidiary Management Plans Components

A

• scope management
• requirements management plan
• schedule management plan
• cost management plan
• quality management plan
• resource management plan
• communications management plan
• risk management plan
• procurement management plan
• stakeholder engagement plan
• change management plan
• configuration management plan
• performance measurement, baseline
• project life cycle
• development approach
• management review

139
Q

Baselines- Project Management Plan Components

A

• scope baseline
• schedule baseline
• cost baseline

140
Q

Rolling Wave Planning

A

• An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work into the future is palanned at a higher level

141
Q

Progress Elaboration

A

• the iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimate to become available.

142
Q

Milestones

A

• a specific point within a project life cycle used as a measure in the progress toward the ultimate goal.

143
Q

Collect Requirements Process

A

• the process in which requirements documentation is developed. Precedes the define scope process.

144
Q

Requirements Documentation

A

• a description of how individual requirements meet the business for the project

PMP (11 decks)

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