The ultimate deck

Question 1

List 3 benefits of an embedded PMO

Answer 1

• Easy access to experts who are dedicated to the project.
• Full time access to staff who can assist with project admin.
• Delivers best practise guidance on organisational standards e.g. risk and issues management, GDPR etc.

Question 2

List 3 benefits of a central PMO

Answer 2

• Cost effective (support multiple projects across a portfolio (services not duplicated) - longer shelf life than embedded (only work on one project)
• Consistency across a portfolio of projects e.g. same change control processes.
• Better manage resource and demand - flexibility.

Question 3

List 3 benefits of a hub and spoke PMO

Answer 3

• Hub - defines policy, procedures and systems. Consistent approach across projects.
• Satellites - specific to project - efficiency and expertise as individuals develop project understanding.
• Scalable - add or remove spokes.

Question 4

3 differences between functional, project and matrix structures

Answer 4

Management

Resource allocation

Career development / belonging / skillset

Question 5

State 4 general sources of conflict within projects

Answer 5

Stakeholders wanting diff requirements / valuing them differently.

Clash of personality types / views.

Conflict between PM and users when transferring output to BAU.

Resource conflict within project.

Question 6

State sources of conflict within each of the project life cycle stages

Answer 6

Concept - conflict over whether the project output is necessary.

Definition - Conflict over what the requirements are and their priority. Conflict can drive better decisions if managed. E.g. cafe booking system.

Implementation - Change requests - conflict over whether changes are justified, if they will impact timeline, budget etc.

Handover / closeout / transition - conflict over whether the output is fit for purpose. Could be due to project scope, quality criteria and objectives not being properly defined. E.g. website on apps vs internet.

Question 7

What is a communication plan?

Answer 7

It is part of the PMP.

It is derived from stakeholder analysis.

It is developed during concept, and used in all stages after.

A communication plan identifies:
*What, why, when, how, who and where sometime is to be communicated.
*The desired impact.
*The channel.

Question 8

4 benefits of a communication plan

Answer 8

• Define which channels should be used.
• Ensures messages delivered by right person, at right time, using right language.
• Enhances team collaboration / coordination

-Ensures efficient use of resource - all comms info is in the plan. Additionally, effective comms increases efficiency in general - ensures messages are understood etc.

Question 9

Explain the different stages in a project life cycle (including extended)

Answer 9

Concept - develop idea, options, create outline business case. PS & PM appointed. Analysis to see if viable enough to invest to next phase.

Definition - Preferred solution identified - ways of achieving it refined. PMP developed. Business case and PMP approved by PS.

Deployment / implementation - Deployment of plans & verification of performance through testing & assurance.

Transition - Commission and acceptance of outputs to PS and wider users. Acceptance product meets spec and acceptance criteria. Post project review at end of stage.

Extended includes adoption, benefit realisation and operations (incorporates change management).

Question 10

4 reasons why projects are structured in phases in a linear life cycle

Answer 10

• Decision gates - manages risk and gives confidence to stakeholders.

-Enables progress to be tracked e.g. concept activities should be completed in the concept phase. Phases = ‘mini projects’.

-Facilitates rolling wave planning - Entire project planned at high level - several months at a time planned in detail.

• Helps plan payment structure - payment profile can be managed as easier to set milestones related to payments. (ass. with rolling wave planning). Ensures payment plan is geared to progress and deliver of milestones.

Question 11

Explain what a hybrid life cycle is

Answer 11

This is a combination of the linear and iterative lifecycle methods. Instead of being assigned to the whole project, the different methods are assigned to different elements within the project. For example, an iterative method might be used for early requirements gathering, when uncertainty is greatest, following it with incremental or sequential processes to formalise deployment.

Question 12

Explain 3 differences between a linear and iterative life cycle

Answer 12

• Repetition of phases & release of benefits
• Requirements gathering / feedback
• Timeframe / adaptability (stable/unstable, low risk, fixed variables)

Question 13

Give 4 key differences between projects and BAU

Answer 13

• Structure and management
• Outputs / outcomes / benefits

-Risks

-Funding - capital (equity or debt) vs revenue

Question 14

Explain what PESTLE is used for

Answer 14

Political (change in gov)

Economic (subject to market volatility)

Sociological (subject to trend/fashion)

Technical (how mature is technology)

Legal (need to consider intellectual property rights)

Environmental (how can this be minimised).

Prompt list to establish the impact of the context or influence on the project. Under each heading questions can be asked.

Question 15

Explain what SWOT is used for

Answer 15

Used to identify external and internal context of the project.

Strength (new project)

Weakness (no time)

Opportunity (could lead to more projects)

Threat (competing website release)

Question 16

Explain what VUCA stands for

Answer 16

Volatility (speed of change market is facing e.g. price of materials)

Uncertainty (e.g. when office work will resume in covid)

Complexity (no. of factors to take into account e.g. no. of stakeholders)

Ambiguity (way something is interpreted)

The environment the project will operate in is reviewed against each heading. Using a scale of high and low for each element – the higher each of the elements, the higher the risks and decreased likelihood of the project being successful.

Taking these results into account helps senior managers decide whether to go ahead with the project or not, and if it does go ahead what risks need to be managed.

Question 17

What is a Risk Management Plan and what does it contain?

Answer 17

It defines how all risk processes will be carried out.

Contents:
- The methodology and data sources
- Roles and responsibilities
- Budgeting for risk management
- Timing when risk assessments will be carried out
- Qualitative and quantitative scoring methods
- Risk thresholds
- Reporting format
- Tracking

Question 18

Who is responsible for managing risks?

Answer 18

PM - Ensures an effective risk management process is in place and may identify Risk Owners.

PS - Ensures the risk framework is implemented in accordance with organisation-wide policies.

Risk Owner - deals with a particular risk - should be the person best situated to manage the risk and should work in partnership with the PM.
–> PS owns business related risks.
–> Other specific risks may be owned by project stakeholders, or members of project team etc.

Question 19

What does the risk register / log contain?

Answer 19

-Risk identifier
-Risk author
-Date registered
-Risk category
-Risk description
-Probability
-Impact
-Proximity
-Risk response
-Risk status
-Risk owner - oversees effectiveness of the risk response
-Risk actioner - executes the plans

Question 20

What is the difference between risk management and issues management?

Answer 20

Issue management is the step after risk management.

Risk management - identify potential problems pre-emptively to resolve the risk before it occurs, or prepare for the its occurrence.

An issue, is a current problem, and they’re often approached in a reactionary way.

Question 21

What are 4 ‘hard benefits’ of risk management?

Answer 21

*Enables better informed and more believable plans, schedules, and budgets.
*Allows a more meaningful assessment of contingencies.
*Enables a more objective comparison of alternatives.
*Identifies, and allocates responsibility to the best risk owner.

Question 22

What are the ‘soft benefits’ of risk management?

Answer 22

*Improves corporate experience and general communication
*Leads to a common understanding and improved team spirit
*Helps develop the ability of staff to assess risks
*Focuses project management attention on the real and most important issues
*Demonstrates a responsible approach to customers
*Provides a fresh view of the personnel issues in a project

Question 23

What are the drawbacks of risk management?

Answer 23

Overhead - Risk Management is an overhead requiring significant effort and cost. Although this is no different from the input, effort and cost put into all Planning processes (e.g. Scope Management and Change Control), there is one key difference - Risk Management is about things that may never happen and even if they might, “it won’t happen to me”.

Visibility - Risk management will likely result in it telling us what we didn’t want to know. We will have to invest in reducing the risks or accept the project might take a lot longer, or cost more than we had originally hoped, or show that we shouldn’t do the project. People who have a vested interest in the project do not wish to hear anything that might endanger it.

Question 24

Explain 4 key benefits of risk management for projects?

Answer 24

-There is a comprehensive record of how to deal with risks.

-Resource optimisation (allocating resource to higher priority risks).

• Increases stakeholder confidence.
• There is a common ref. point for auditing and assurance.

Question 25

What is a procurement strategy (including typical contents)?

Answer 25

A procurement strategy sets out how to acquire and manage the goods and services needed. The strategy forms part of the PMP.

Typical contents are:

*Make or Buy decision
*One integrated supplier vs multiple discrete suppliers
*Supplier selection and sources
*Conditions and form of contract
*Intellectual property rights
*Methods of reimbursement

Question 26

Explain 4 contents of a procurement strategy and why they are important

Answer 26

• Make or buy decision - ensures value for money

-Supplier selection - effective use of funds and quality outputs

• Contracts - manages risk

-Payment/reimbursement methods - manages risk

Question 27

What is the difference between a tender and a bid?

Answer 27

A tender is an invitation for a company to bid on a project.

A ‘bid’ is a proposal or offer to provide goods, works or services at a certain price.

Question 28

Describe 3 characteristics of an effective team

Answer 28

• Strong communication.
• Mixed ability / skills.
• Cohesion and collaboration.

Question 29

Provide 6 characteristics of a team

Answer 29

*Achieve better results than individuals working alone.
*Share risks and explore areas that individuals may avoid.
*Generate a wider range of ideas.
*Help each other grow in skill and confidence.
*Demonstrate commitment not only to activities but to each other.
*Become self-motivating.

Question 30

List barriers to teamwork (there’s a lot)

Answer 30

• Poor communication / breakdown in communication
• Poor leadership
• Individual agendas
• Lack of openness and honesty
• Pointless / unstructured meetings
• Not appreciating other team members with different styles
• Unclear vision
• Conflicting values
• Poor working environment
• Geographically dispersed teams

Question 31

Explain 3 reasons why it might be necessary to change leadership styles to ensure effective management during a project life cycle.

Answer 31

1) Diverse team dynamics - E.g. some respond better to directive style and other collaborative / empowering approach.

2) Project life cycle phases - E.g. initially directive / visionary, later more supportive/coaching (encouraging creativity & problem solving)

3) External factors & challenges (changing markets, evolving customer requirements) - E.g. uncertainty/crisis (decisive and authoritative - clear direction & stability), innovation & adaptability (transformative & participative)

Question 32

Explain Hursey & Blanchard’s Situational Leadership Theory

Answer 32

This theory defines 4 styles of leadership (with varying supportive and directive behaviour) you can use depending on an individuals maturity (i.e. how capable, confident and willing they are to do the task). M levels can be task specific.

Telling - Leader tells people what to do and how to do it. M1 - low maturity - lack ability and unwilling.

Selling - Leader sill provides info and direction, but there’s more communication with the individual. Leaders ‘sell’ their message to get individual on board. M2 - Lack ability but willing.

Participating - Leader focuses more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities. M3 - Ability but lack confidence.

Delegating - Leader passes on most responsibility to the team. They monitor progress but are less involved in decision making. M4 - High maturity - experienced, confident and willing.

Question 33

Explain the following leadership styles:

• Autocratic
• Consultative Autocratic
• Consensus
• Laissez Faire

Answer 33

• Autocratic (directive, telling)
• Consultative Autocratic (consult, listen and then tell)
• Consensus (democratic - consult team and go with majority)
• Laissez Faire (Let the team decide what they want)

Question 34

What is BATNA

Answer 34

Best
Alternative
To
Negotiated
Agreement

Fall back plans:
-concession/accommodating
-contending/forcing
-problem solving/collaborating
-withdrawal/avoid or compromising

Question 35

What is ZOPA

Answer 35

Zone of possible agreement

E.g. amount you will buy / sell for.

-win win
-establish early (if can’t agree, step away)

Question 36

What are 5 points about successful negotiations?

Answer 36

*Maintain or enhance relationships.
*Rely on understanding and addressing every party’s underlying motives, wants and needs.
*Differentiate between views and people.
*Recognise the important of ongoing relationships.
*Good negotiation skills include: An ability to set goals and limits; emotional control; excellent listening skills; excellent verbal communication skills; and knowledge of when and how to close the negotiation.

Question 37

Explain general ways conflict can be managed (8 bullet points)

Answer 37

*Ensuring an appropriate venue – space, refreshments, accessibility
*Proposing timings, conduct guidance and objectives for each session
*Recognising the various levels of stakeholder power and influence
*Identifying facts, evidence and assumptions
*Assessing the potential impact of personal views
*Agreeing the issues to be resolved, prioritised as required
*Reflect antagonisms
*Defining escalation routes if resolution is not possible

Question 38

Explain what the Thomas Kilmann Model is

Answer 38

Gives 5 positions you can take when addressing conflict based on the importance of the relationship (cooperation) and the importance of the outcome (assertion).

• Avoiding
• Accommodating
• Competing / forcing
• Collaborating
• Compromising

Question 39

Name 5 ways we can gain and use knowledge

Answer 39

*Establishing ownership of knowledge management and the systems that support it.
*Implementing mechanisms for finding external knowledge and making it relevant internally.
*Structuring and storing knowledge so that it can be accessed easily.
*Maintenance of the knowledge repository to ensure it is up to date.
*Embedding processes that ensure knowledge is used effectively.

Question 40

Outline 5 ways outputs of knowledge management can inform decision making

Answer 40

1) Lessons learnt

2) Responsibilities Assignment Matrix

3) Comms between PMs

4) Change requests

5) Progress reports

Question 41

Explain three reasons why a project may close early.

Answer 41

• Insufficient funding
• Change in strategic objectives / direction
• When cost / risk exceeds benefit of the outcomes

Question 42

What is a quality management plan and what is in the contents?

Answer 42

A quality management plan identifies the quality standards and how to apply them, including describing the processes (which align with the processes, culture and values of the host organisation) and metrics that will be used. It needs to be agreed with relevant stakeholders to ensure their expectations for quality are correctly identified.

Contents:
*Project Deliverables
*Quality Standards
*Quality Systems
*Quality Tools
*Quality Control Processes and Procedures
*Quality Assurance Processes and Procedures
*Organisation, Roles & Responsibilities
*Reporting Standards

Question 43

Explain 3 purposes of quality planning for projects

Answer 43

1) To optimise cost of quality
2) A QMP ensures team members have access to relevant info.
3) Specifying acceptance criteria / customer requirements

Question 44

Name 4 benefits of quality control and assurance

Answer 44

• Eliminate waste. Operate more efficiently and create high-quality, unflawed deliverables.
• Make clients happy. Meet or exceed your client’s expectations and establish a reputation for customer satisfaction.
• Save money. Reduce or eliminate the need for re-dos or follow-up support due to imperfect deliverables.
• Motivate your team. Prevent frustration from mistakes and encourage confidence in your team.

Question 45

Explain 3 differences between quality control and quality assurance.

Answer 45

1) What / when - QA during production. Validates consistent use of procedures and standards and ensures staff have required knowledge. QC after production. Ensures product meets required quality & if acceptance criteria have been met via inspection, testing and measurement. More costly than QA.

2) Who - QA by independent of P3 (unbiased, free from conflicts of interest, assurance not influences by internal pressures). QC by member of project team / PM. Tho usually dedicated quality team.

3) Techniques - QA uses reviews, audits, defining QMS, setting standards, ensuring staff are qualified. QC uses inspection, testing, walkthroughs, measurement, ishikawa, pareto (80/20), control charts.

Question 46

Outline 4 reasons why a programme would be used to deliver strategic change instead of a project?

Answer 46

1) Objectives - Projects deliver products (benefits / strat. change is after) and programmes (benefits / strat./ change is during delivery) deliver strategic change.

2) Interdependencies - Programmes run projects in the optimum order and manage resources efficiently. Increases value for money etc.

3) project selection - Projects within a programme contribute to a shared ‘vision’. E.g. transport improvement.

4) Risk management - Programmes have a robust approach to risk management. E.g. security at sporting events.

Question 47

Explain 3 ways failure to comply with laws and regulations can impact on project delivery?

Answer 47

1) Legal and financial consequences

2) Loss of stakeholder confidence

3) Disruptions and delays

Question 48

Senior management define a _____ for strategic change. The strategy will include ______ and ______. Programmes and projects are tools for achieving these targets and objectives. Programmes are often launched to deliver _____ ______.

Answer 48

strategy
corporate targets & objectives
strategic change

Question 49

A programme is a _____, _____, _____ _____ undertaken to deliver beneficial change incorporating a group of related projects and ____. Programme management is the coordinated management of related projects and BAU activities to achieve beneficial change.

Answer 49

unique, transient, strategic endeavour
BAU

Question 50

Name 5 programme management characteristics:

Answer 50

-Initiate, accelerate, decelerate, redefine and terminate projects.
-Manage interdependencies between projects and between projects and BAU.
-Manage resources and resource conflicts.
-Manage programme level risks, issues and changes.
-Define and realise strategic benefits.

Question 51

What is the Programme manager’s role:

Answer 51

-Partner the business.
-Identify and define projects within the programme.
-Delegate to project managers.
-Monitor the projects in terms of time, cost, quality, risks and issues.
-Monitor the interdependencies.
-Focus on strategic benefits.
-Intervene in projects when necessary.
-Manage resource conflicts.

Question 52

State 3 differences between resource smoothing and levelling

Answer 52

1) Constraint - Smoothing (time) & levelling (resource)

2) Implementation - Smoothing (using float to smooth resource demand peaks and troughs) & levelling (changes task durations / order to eliminated over allocation of resource).

3) Combining - Levelling, then smoothing.

Question 53

Explain the levelling affect on allocation to linear / iterative life cycles

Answer 53

Linear:
*Fitting the scope of work into any resource cap and holding the required quality results in delay to planned completion dates.
*Overall increased duration.

Iterative:
*Requirements are prioritised and implemented within pre-allocated resources
*Scope and quality varied within the Timebox.
*Additional time needed when all of the scope/quality needs to be met.

Question 54

State 4 elements that needs to be considered when allocating resource to a schedule in a project in a LINEAR life cycle.

Answer 54

• Identifying resources required and amounts.
• Resource availability.
• Task dependencies and priorities.
• Resource types.

Question 55

Name 2 replenishable resources and 3 re-usable resources

Answer 55

Replenishable - raw materials, money

Re-usable - people, equipment, facilities

Question 56

A requirements catalogue will contain both ____ requirements (how the product should work) and linked _____requirements (the quality attributed to the product e.g. how ‘well’ it should perform). They will also include ______ requirements, such as needing a product to meet requirements specified by legislation.

Answer 56

functional & non-functional
constrains / mandated

Question 57

Importance of good requirements management:

*Better and more timely provision of information on ____, ____, and ____ to inform trade-offs.
*Improved management of ____ through better articulated ____ and ____.
*Increased likelihood that the stakeholder will accept the ______.
*Fewer change requests due to missed requirements, reducing ____, ____ and _______.

Answer 57

• performance, cost & risk
• contractors
  -requirements & acceptance criteria
• project deliverable
  -costs, risks and time into service/operations

Question 59

What is a baseline?

Answer 59

A clearly defined starting point for your project plan. It is a fixed reference point to measure and compare your project’s progress against.

Question 60

Explain how the PM and PS roles diff in:

Concept

Definition

Deployment

Transition

Answer 60

Concept - PS appoints PM and produces and owns business case. PM supports.

Definition - PM creates PMP. PS champions project within organisation, obtains necessary approvals and secures resource and funding.

Deployment - PM provides reports and escalates risks, change requests etc. to PS for evaluation. PS will review and if necessary release contingency funding.

Transition - PM responsible for product assurance and delivery. PS responsible for project and benefit assurance. PM hands over deliverables to user. PS ensures project delivered against requirements and realised benefits.

Question 61

Differences between PM and PS:

*PS is accountable for the _____ in the project and the resultant _____ whereas the PM is responsible for _______ (the asset or change products) capable of achieving the business case benefits.

*PS produces and ‘owns’ the ____ whereas the PM produces and takes ownership of the _____.

*PS ___ the project and ensures a _____ PM is appointed whereas the PM directs and motivates the ____.

*PS is responsible for the _____ and ____ viewpoint whereas the PM is responsible for _____ and the ____ viewpoint.

*PS is responsible for ___ and ___ assurance whereas PM is responsible for ____ assurance and ____.

*PS is responsible for ____ whereas PM is responsible for ____ of the project

*PS is responsible for ____ effectiveness whereas PM is responsible for ____ efficiency.

Answer 61

• investment & resultant benefit / delivery of outputs
• business case / PMP
• initiates / competent / project team
• strategic management, project / tactical management, stage
• project & benefit / product & delivery
• benefits realisation / day to day control
• business / project

Question 62

Describe the 4 roles of users:

Answer 62

• Help define project requirements.
• Participate in testing and validating project deliverables.
• Offer feedback during development.
• Adopt & use final product.

Question 63

Project team members:

They are a ____ project resource. Individuals’ ____ are assigned to specific tasks e.g. builders carry out physical construction work, and designers may be designing a new app. They are to ‘do-ers’. They contribute to the ____ and ____, collaborate with other team members and report ____ to the PM. They must deliver on time (highlighted in the ____), at cost (highlighted in the ____) and to quality specifications (as per the ____). The team members activities are typically more prevalent during the ____ phase of a linear lifecycle, when the project has gained approval to actually start conducting the work.

Answer 63

dedicated
contributions
project goals and objectives
roadblocks
schedule / budget / requirements and scope baseline
deployment

Question 64

Product Owner (an Agile / Scrum role):

It is the product owners role to ____ the requirements of the user and ___ them to the ____ who then work on them. They are often seen in the ____ or ____ projects, where the project delivers a _____, before being reviewed, and subsequently improved in sprints/chunks of work. They own the product ____ and ____ and ____ the requirements that populate it and prioritise the requirements to optimise _____. They also ____ to the increments and make adaptations for the next sprint. And they liaise between the Senior Management, the ‘teams’ and other Stakeholders – including communicating ____.

Answer 64

interpret / translate / project team
iterative / agile / minimal viable product
backlog / define / clarify
ROI
inspect / contribute
project status

Question 65

Project steering group/board:

This is a group of individuals who represent ____ of the business (e.g. users, suppliers and key stakeholders) and provide ____, _____ and _____ support for the project. The group is chaired by the ____ and the PM may attend steering group meetings. They resolve any escalated _____ and ____ that the PM and Sponsor cannot resolve. They may decide ____decisions at the end of each phase in the life cycle, on behalf of the business. These groups aren’t necessarily on every project – but are more likely to be found on ____ projects.

Answer 65

diff functions
strategic guidance, oversight and decision-making
sponsor
risks and issues
‘Go/No Go’
complicated

Question 66

Info about these roles, but no need to memorise

• Team leaders / work package managers
• Configuration Manager / Librarian
• Project office
• Project support / Administrator
• Resource manager
• Procurement manager
• Quality manager

Answer 66

• Team leaders / work package managers: A work package is a group of related tasks within a project. They are often thought of as ‘sub projects’ within a larger project. They are allocated to a Team Leader / Work Package Manager, who takes direction from the PM and responsibility for delivering the work package on time, at the defined cost and quality. They may coordinate a team performing the work package, who they coach and support with tasks they assign them.
• Configuration Manager / Librarian – Responsible for controlling the configuration of a software product or system through the life cycle of the product, including into the operations phase. They aim to ensure that the system functions as intended during the complete lifecycle. They document the system’s configuration details and keep an updated record of all the components, specifications and behaviour of the system.
• Project office – Personnel who provide specialist services for the project. (see 1.6 for more info on project office).
• Project support / Administrator – Supports the PM and the project team. Responsible for maintenance of project documents, plans, reports, logs etc.; reporting progress e.g. status, resource, plans, finances, KPIs, costs etc.; scheduling meetings and setting agendas
• Resource manager – Helps the PM with acquiring, allocating and managing the resources, such as individuals and their skills, finances, technology, materials, machinery and natural resources required for a project. Resource management ensures that internal and external resources are used effectively on time and to budget.
• Procurement manager – Acquires goods or services from outside the project area. Works with stakeholders to document specifications, define sourcing strategies, negotiate commercial terms, and drafts supplier and purchaser contract agreements. Maintains, and updating the procurement policy, along with other templates such as the sourcing and contract approval form.
• Quality manager – oversees the quality control and assurance procedures for various projects. They set goals and objectives, establish guidelines, and develop strategies to optimise operations. They also act as a point of contact for all issues relating to quality management for the project. (lesson 11 is about quality management).

Question 67

What 6 things should be considered during information management?

Answer 67

FLOATS:

Formats

Legal requirements (Disclosure, freedom of information, data protection, retention periods)

Organisation policies

Access and security

Types and volume of information

Storage, archiving and retrieval

Question 68

Describe 4 of Belbin’s social roles and their strengths and weaknesses

Answer 68

1) Completer Finisher:
S - Polish and scrutinise work for errors, increasing quality.
W - Worriers, reluctant to delegate.

2) Specialist:
S - Single minded, self-starting, dedicated, specialist knowledge and skills.
W - Lack of interest outside speciality, narrow contributions, dwells on the technicalities.

3) Creative / plant
S - Creative, solves problems in unconventional ways, generates ideas.
W - Might ignore incidentals, can be too occupied to communicate effectively.

3) Teamwork:
S - Gels team / averts friction, cooperative, diplomatic.
W - Indecisive in crunch situations, avoids confrontation.

Other for info:
- Resource investigator
- Coordinator
- Monitor evaluator

Question 69

Changes may be _____, _____, _____ and/or _____.

Uncontrolled change occurs when a change request is submitted and then there is a cycle which goes between _____ and _____.

This often leads to _____ – i.e. the project getting bigger and bigger.

Scope creep and _____ are common causes of project failure. This is because they can increase ____, cause unplanned _____, have a detrimental effect on _____, and reduce _____ and _____.

One uncontrolled change may also _____ individuals to make other changes, which are necessary to respond to a project’s changing needs.

Any unauthorised changes should be processed _____

Answer 69

unavoidable, highly desirable, unnecessary and/or not useful.

‘implementing the change’ / ‘unforeseen consequences forcing more change’.

scope creep

uncontrolled change

costs / delay / quality / morale / productivity

discourage

retrospectively

Question 70

What does the change control log/register include?

Answer 70

Request form
Current status
Ultimate outcome (knock on effects on schedule, budget etc)

Question 71

What are the disadvantages of chance control?

Answer 71

Can be…
Bureaucratic
Long winded
Expensive
Used to discourage change

Question 72

Scope includes _____, _____ and _____, and the _____ required to produce them.

The project scope doc will outline project _____, _____ and _____.

WBS, PBS and CBS help define project scope.

Using these makes it easy to identify when additional costs / work not outlined in them creeps in and increases the scope.

Also you can use these to identify any _____ of any changes i.e. what will be affected.

If you need to _____ in scope e.g. cost – also easy to identify what might be good to reign in.

Answer 72

outputs / outcomes / benefits / work

goals / deliverables / timelines

implications

reign

Question 73

State 3 factors you should consider when defining project scope

Answer 73

1) Time - tech. in house

2) Cost - refuse scope creep if too expensive

3) Quality - fire-resistant materials in house

Question 74

Work Breakdown Structure:

This is a hierarchical decomposition of the total scope of the work that is needed to produce the product / service. Work is broken down into tasks and sub tasks. For example, if the topmost task is ‘building a house’, one of the lower levels would be ‘building the foundations’ and below that would be things such as ‘excavation’ and ‘pouring concrete’. Sets of related tasks can form ‘_____’. Therefore, the WBS helps clarify what is / isn’t in the project scope. The WBS also allows: _____ to be established; and bottom-up cost and time _____to be _____.

Answer 74

work packages

single point responsibilities

estimates / produced

Question 75

roduct Breakdown Structure - This is a hierarchical decomposition of the total scope of the components required to make the product / output. The PBS breaks down the project into products and sub components. For example, if the product is a bike, this is at the top of the structure, below this might be the frame, and below that will be any nuts and bots needed. Each component / product identified needs a set of _____ _____. Therefore, the PBS is used to identify all components needed to build the required product / service. Therefore, the PBS helps clarify what is / isn’t in the project scope.

Answer 75

acceptance criteria

Question 76

Cost Breakdown Structure – This includes a hierarchical decomposition of all project costs. There are 4 main cost categories: _____, _____, _____ and _____ . All project activities are identified from the WBS and each are assigned costs – forming the CBS. The total of the costs forms the project budget.

Answer 76

labour
material
equipment
overhead/indirect costs

Question 77

State diff. between the basic and extended life cycles in relation to:
- Scope planning
- Benefits planning
- Financial planning

Answer 77

Scope planning: (looks @ overall detail of project)
B - concept, definition, deployment, transition.
E - Adoption, benefits realisation, operation (e.g. product maintenance requirements)

Benefits planning:
B - Fini at transition
E - After transition, docs handed over, training requirements for operations complete, lessons learnt extracted - benefits realisation review. Responsibility of PS.

Financial planning:
B - doesn’t include operation costs
E - includes operation costs (manpower, maintenance, spare parts, decommissioning / removal and return of land)

Question 78

Differences between basic and extended project life cycle

Answer 78

Adoption - Output vs outcome. Nuclear fusion plant and nuclear waste.

Benefits realisation - Included in extended. Defined / undefined end point - may take while to see benefits.

Operation - Include in scope - product maintenance

Question 79

State 6 responses to a threat (risk)

Answer 79

Avoid - exam in person vs at home

Reduce (impact / probability ) - breakdown cover

Transfer - fire insurance

Contingency / fall back - trains vs busses

Share

Accept

Question 80

State 6 responses to opportunities (risks)

Answer 80

Exploit - best staff to complete project to time

Enhance - complete user testing early for earlier product release

Share - public library & private café

Reject - not economical or worth effort

Question 81

State 3 differences between transactional and collaborative contractual relationships

Answer 81

1) Personal / impersonal

2) Problem solving

3) Knowledge sharing

Question 82

State 4 differences between single and multiple contractual relationships

Answer 82

1) Risk

2) Communication

3) Whether the supplies are available / produced

4) Cost and quality

Question 83

Explain these contracts:

Single contract

Management contract

Professional service contract

Sequential contract

Preferred supplier contract

Turnkey contract

Answer 83

Single contract – Single client purchases directly from a single supplier. This is a one off purchase, similar to everyday transactions.

Management contract – The employer appoints a management contractor who appoints work contracts to parties and oversees the project. Owner still finances project.

Professional service contract – Between a professional services and a client. E.g. commitment of personnel. Contract outlines who bears the risks, when money changes hands, and how the service will be delivered.

Sequential contract – Two or more suppliers deliver in a sequential manner. Common in construction.

Preferred supplier contract – Pre-assessed and agreed suppliers use by your business. Closer and longer relationships.

Turnkey contract – A supplier packages multiple contracts (e.g. design, management, building) together and gives an amalgamated price.

Question 84

State 4 differences between critical path and critical chain scheduling techniques

Answer 84

1) Priorities / resource

2) Buffers

3) Delays

4) Timeline (optimistic / not optimistic schedule)

Question 85

Reviews

*Can be triggered by events (e.g. the delivery of a ____ or completion of a stage) or by the passage of time (e.g. monthly reviews).

*The freq., conduct and scheduling of reviews are set out in the ____ management plan.

*To be effective a review should include a:
Controlled ____ with attendees who will add value.
Defined _____, including the findings of previous reviews.
Report with clear ____ and ____.

Answer 85

product
quality
attendance
agenda
actions & owners

Question 86

Benefits of conducting reviews:

*Reassurance for the ____ and ___ that projects are being run in a structured manner, following agreed methods and processes.

*Enables project ____ to be measured and assessed.

*Aids _____ of projects.

*Lessons learnt _____ the project life cycle, not just at the end.

*Encourages PMs and their teams to ___ on the project status and objectively ____ their work.

*_____ – Opportunities to recognise individual or team performance.

*Forms part of an ‘____ trail’ for a project.

Answer 86

business and senior management

performance

comparison

throughout

reflect & review

Motivation

audit

Question 87

Benefits of PROGRAMME management

*Improved _____ of projects within the programme.

*Improved ____ management.

*Improved focus on ______.

*Programme wide and cross project view of ____.

*Closer alignment of projects with business _____ and business _____.

*Consistent ____ _____ within the programme.

*Consistent project management _____ and _____ within the programme.

Answer 87

prioritisation
resource
benefits
risk
strategy & priorities
management reporting
standards & standards

Question 88

Corporate governance = the framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios.

Project Governance is a subset of corporate governance.

Projects always have some governance, but projects of higher ___ and/or ___ are likely to have more.

Most of the day to day management of projects lies outside the domain of corporate governance.

Effective corporate governance ensures:

*The project portfolio is aligned to _____ goals

*Projects are delivered _____

*The board and major _____ are provided with timely, relevant and accurate information.

Answer 88

complexity, size
corporate
efficiently
stakeholders

Question 89

Common causes of governance failure are:

*Lack of a clear link with _____ priorities

*Lack of clear senior management and, in government projects, ____ ownership and leadership

*Lack of understanding of, or contact with, ____ industry at senior levels

*Evaluation of proposals driven by initial ___, rather than long term value for ____.

*Too little attention to breaking down ___, ___ and ___ into manageable steps

Answer 89

strategic
ministerial
engagement
supply
price / money
Deployment / Transition / Adoption

Question 90

Leadership characteristics

*Commands ____ and inspires ___

*Civility – does not ____ views on others

*Gets things done

*Has a vision and ___ it to inspire enthusiasm and unites the team

*Uses failures as a learning opportunity

*_____, but prefers to allow the team to decide

*Shields the team from outside _____

*Passionate beliefs – shares the vision

*_____ rather than controls

*Communicates – ensures the right people get the right information

*Allows people to ____ their own strengths

Answer 90

respect / trust
impose
articulates
Decisive
interference
Facilitates
discover

Question 91

Roles of the following individuals relating to the business case:

*Project Sponsor - Owns the business case. Responsible for _____ and _____ the benefits.

*PM – Ideally works with the sponsor to produce the business case. Report on the ____ of the business case throughout the project life cycle.

*Technical lead – _____ the technical feasibility of the project.

*Finance officer – Verifies the ____ ____ and assists with the investment appraisal.

*Client / user / other stakeholders – Agree requirements and key performance indicators. Help identify ____. Monitor progress to check ongoing validity.

Answer 91

defining and realising
validity
Specifies / verifies
financial feasibility
benefits

Question 92

Describe Cost Plus Percentage of Cost (Cost reimbursement) risk is with the buyer

Answer 92

This is where the seller is reimbursed for all costs, both direct and indirect, plus an agreed percentage of the cost as profit. The agreed %age infers an “open book” approach. The seller is obligated only to make best effort to fulfil the contract within the estimated amount. Therefore, if the seller fails to do this the buyer funds all overruns.

Question 93

Describe Cost Plus Percentage of Cost (Time & Materials)

Answer 93

• When “open book” does not apply, it is usually referred to as a Time and Materials contract. These contracts specify the project scope but are open-ended. They set out prices for materials and hourly rates for labour, and the client is billed at those rates for as many hours and as much material as is required to complete the project. In cost plus work, the work is usually carried out by the contractor, however in T&M the Contractor usually just supplies labour and the Client supervises the work. Thus, T&M can be less risky for the client because of the closer control.

Question 94

Describe Cost Plus Incentive Fee (CPIF)/Target Cost

Answer 94

• This is where the seller is reimbursed for all costs, both direct and indirect, plus an incentive fee that is linked to a target. If the project comes in on target the incentive fee is paid. As a variation the incentive fee may vary depending on over or underachievement of the target according to an agreed formulae. There is now a motivation on the seller to control costs, so that risk to the buyer is reduced/shared.

Question 95

Describe Cost Plus Fixed Fee

Answer 95

• This is where the seller is reimbursed for all costs (direct and indirect) plus an agree fixed fee (profit) that is paid in instalments as the contract progresses. There is no great motivation for the seller to control costs, so most risk remains with the buyer. This can also be an unsatisfactory contract for the seller as an overrun will reduce the margin %age even though the £margin is fixed.

Question 96

Describe Firm Price

Answer 96

• The seller furnishes goods or services at a set price regardless of how much it costs to provide them. The seller bares all the risk, as if they underestimates the costs, there are unexpected delays or prices of materials rise significantly, they may be at a financial loss. Therefore, the seller will normally build in cost contingencies and include a risk premium. If risks are well controlled, there is a greater profit potential then for cost reimbursable project. This approach is best suited for situations where the specifications are well defined and costs are predictable. For less predictable situations a wise seller will increase his risk premium.

Question 97

Describe Fixed Price

Answer 97

• With a fixed price contract the seller furnishes goods or services at a price that is fixed to a variable such as exchange rates, commodity rates, inflation etc. This protects both the buyer and seller. It is often used when contracts span multiple years For example, when costs of materials increase drastically, the supplier can adjust the price to take these escalated costs into account.

Question 98

Describe Unit Pricing

Answer 98

• The price of each ‘unit’ is agreed, and the client pays per unit. For example, each tonne of concrete cost £X. Unit price contracts allow for adjustability in the project execution. Since the payment is based on the quantity of work or material, the contract can often accommodate changes in the design, specifications, or site conditions without requiring extensive negotiations or modifications. That said, if there are market fluctuations, this may lead to the supplier incurring losses, or the purchaser paying more than market value. Or either party may request a price readjustment.

Question 99

An issue log/register is used to track the progress of the issue from identification to resolution. There is one entry per issue. For each issue the log states:

Answer 99

A description of the issue;
Who raises it;
Date raised;
Possible consequences/impacts;
Possible resolution; Resolution owner; Final outcome;
Date issue closed.