Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
278 Cards in this Set
- Front
- Back
|
Progressive Elaboration |
The characteristics of the product, service, or result of the project are determined incrementally and are continually refined and worked out in detail as the project progresses. |
|
|
Where can projects extend into operations up until and including the end of the product life cycle. |
At the end of each phase of the project Developing new products or services Upgrading and/or expanding products or services Improving the project development processes Improving operations |
|
|
Stakeholders |
Folks or organizations with a vested interest in your project |
|
|
Project Sponsor |
Generally an executive in the organization with the authority to assign resources and enforce decisions regarding the projects. Is also a stakeholder. |
|
|
Project managers |
People responsible for managing the project processes and applying the tools and techniques used to carry out the project activities. |
|
|
Project Management involves |
Applying knowledge, skills, tools and techniques during the course of the project to accomplish the projects objective. |
|
|
Programs |
Groups of related projects, subprograms, or other works that are managed using similar techniques in a coordinated fashion. |
|
|
Portfolios |
collections of programs, subportfolios, operations and projects that support strategic business goals or objectives. |
|
|
Portfolio Management |
managing the collections of programs, projects, other work, and sometimes other portfolios |
|
|
Projects or programs within a portfolio are not necessarily related or dependent on each other. |
|
|
|
Project Management office (PMO) |
A centralized organizational unit that oversees the management of projects and programs throughout the organization. v |
|
|
Key purpose of PMO |
Provide support for project mangers: Provide an established project management methodology including templates, forms, standards, and more mentoring, coaching, and training project managers Facilitating communication within and across projects Managing resources |
|
|
What are the three types of PMO |
1. Supportive 2. Controlling 3. Directive |
|
|
Supportive type of PMO |
Consulting: Templates, Project Repository |
|
|
Controlling type of PMO |
Compliance: Project Management Framework conformance to methodologies |
|
|
Directive type of PMO |
Controlling: PMO manages projects |
|
|
What type of organizational structure can a PMO exist: |
They can exist in a functional, projectized, or matrix organizational structure |
|
|
What are the the three capabilities that a PM must have: |
1. Knowledge: of the project management techniques 2. Performance: the ability to perform as a project manager by applying your knowledge 3. Personal: behavioral characteristics including leadership abilities, attitudes, ethics, and more. |
|
|
What are the three common names for a project manager in a functional organizational structure |
1. Project Leader 2. Project Coordinator 3. Project Expeditor |
|
|
functional organization |
centered on specialties, and grouped by function. |
|
|
Projectized organization |
The projectized organization is to develop loyalty to the project, not to the functional manager. |
|
|
triple constraints |
Scope, Schedule, and cost constraints |
|
|
Matrix organization |
Minimize the difference between, and take advantage of, the strengths and weaknesses of functional and projectized organizations. |
|
|
Who determines assignments in a matrix organization |
Functional managers assign employees to projects, whereas project managers assign tasks associated with the project |
|
|
strong matrix organization |
the balance of power rests with the project manager. |
|
|
weak matrix organization |
the balance of power rests with the functional manager |
|
|
balanced matrix |
each manager has responsibility for their parts of the project or organization, and employees get assigned to projects based on the needs of the project, not the strength or weakness of the manager's position. |
|
|
Project Based organization (PBO) |
temporary structure an organization puts into place to perform the work of the prject. |
|
|
What does the PBO measure success by? |
PBO measures the success of the final project, service, or result of the project by bypassing politics and position, and thereby weakening the red tape and hierarchy within the organization because the project team works within the PBO and takes its authority from there. |
|
|
project lifecycle |
all the collective phases the project progresses through in concert. |
|
|
What are the general phases of the project life cycle? |
Beginning the project Planning and organizing the work of the project Performing the work of the project Closing out the project |
|
|
What are the three categories of project life cycles? |
1. Predictive Cycles 2. Iterative and Incremental Life Cycles 3. Adaptive Life Cycles |
|
|
Predictive Life Cycles: |
The project scope is defined at the beginning of the project and changes are monitored closely. (Also known as Fully Plan Driven Approach or Waterfall). |
|
|
Iterative and Incremental Life Cycles: |
Project deliverables are defined early in the life cycle and progressively elaborated as the project progresses. |
|
|
Adaptive Life Cycles: |
Choose this method when active participation of your stakeholders is required throughout the project, when you are not certain of all the requirements at the beginning of the project, or when you work in a changing environment. |
|
|
feasibility study |
a preliminary assessment of the viability of the project. |
|
|
deliverable |
an output that must be produced, verified, and approved to bring the phase, life cycle process, or project to completion. (Design documents, project budgets, blueprints, project schedules, prototypes). |
|
|
phase end review: |
Allows those involved with the work to determine whether the project should continue to the next phase. |
|
|
What other names are phase end reviews known as? |
Phase Exits, Phase gates, Phase reviews, Milestones, Stage Gates, and Kill points. |
|
|
What are the two types of phase-to-phase relationships? |
1. Sequential Relationships 2. Overlapping Relationships |
|
|
Sequential Relationships: |
One phase must finish before the next phase can begin |
|
|
Overlapping Relationships: |
One phase starts before the prior phase completes. |
|
|
What are the five project management process groups: |
1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing |
|
|
Initiating Process Group |
1. Acknowledges the start of the project 2. Grants the approval to commit the organization to the project 3. Authorizes the project manager to start working on the project 4. Outputs: Project Charter, Identification of the stakeholders --> become inputs to Planning Process Group |
|
|
Planning Process Group |
1. Creating the project plan 2. Revising the project goals and objectives 3. must encompass all areas of project management and consider budgets, activity definition, scope planning, schedule development, risk identification, staff acquisition, and procurement planning. |
|
|
Executing Process Group |
1. Approved changes are implemented 2. Costs are highest during this phase |
|
|
Monitoring and Controlling Process Group: |
1. Project performance measurements are taken 2. Measurements of performance are used to determine where the project is. |
|
|
Closing Process Group: |
1. Brings formal orderly end to the activities of a project phase or project itself. |
|
|
What process groups input into the planning Process Group |
1. Initiating Process Group 2. Monitoring and Controlling Process Group |
|
|
What process groups input into the Executing Process Group |
1. Planning Process Group 2. Monitoring and Controlling Process Group |
|
|
What process groups input into the Monitoring and Controlling Process Group |
1. Executing Process Group |
|
|
What process groups input into the Closing Process Group? |
1. Monitoring and Controlling Process Group |
|
|
What are the outputs of the Initiating Process Group? |
1. Planning Process Group |
|
|
What are the outputs of the Planning Process Group? |
1. Executing Process Group |
|
|
What are the outputs of the Executing Process Group? |
1. Monitoring and Controlling Process Group. |
|
|
OPM3 |
PMI's organizational project management maturity model. This model is designed to help organizations determine their level of maturity in project management.
|
|
|
tight matrix |
Refers to co-location, or locating the work spaces for the project team in the same room. |
|
|
Organizational hierarchy |
Organizations are often divided into three hierarchical levels: operational, middle management, and strategic |
|
|
Enterprise Environmental Factors |
These are the organizational structure and hierarchy. PIMS |
|
|
PMIS (Project Management Information Systems) |
PMIS includes automated tools, such as scheduling software, configuration management system, shared workspaces, work authorization software, and procurement management software, plus repositories for historical information. |
|
|
organizational process assets |
1. Processes, Procedures, and Policies 2. Corporate Knowledge Base 3. Historical information |
|
|
project life cycle |
the performing organization's or department's methodology for projects. This is the logical breakdown of what you need to do to produce the delverables of the project. |
|
|
plan driven project life cycle |
Have predictive life cycles, sometimes referred to as waterfall or traditional life cycles that require scope, schedule, and cost to be determined early in the life of the project. |
|
|
Change-driven project life cycles |
Have iterative, incremental, or adaptive (agile) life cycles and will have varying levels of early planning for scope, schedule, and cost. Incremental delivers a complete, usable portion of the product for each iteration. |
|
|
Adaptive life cycles |
Involve fixed time and cost, and scope is broadly defined with the understanding that it will be refined as the project progresses. |
|
|
Project Management Process |
1. Initiating (start) 2. Planning (Plan) 3. Executing the Project (Do) 4. Monitoring and Controlling (Check and act) 5. Closing (end) |
|
|
What happens during the Initiating process group |
1. Determine if the business case can be met 2. high level planning 3. Verify that it is likely the project can be completed within the given constraints of scope, time, cost, etc. 4. Finally approve the project. |
|
|
What happens int he Planning process Group |
1. Create the plan for how you will do planning 2. Plan how you will execute 3. Plan how you will monitor and control 4. Plan how you will close the project |
|
|
What happens in the executing process group |
1. Team completes the work according to the processes and procedures detailed in the project management plan. 2. While the work is done, the work results are fed into the monitoring and controlling process group. |
|
|
What happens in the monitoring and controlling process group. |
1. Change requests are evaluated during the Perform Integrated Change Control process to determine their impact on the process 2. The replanning effort is also done |
|
|
What happens in the executing process group |
1. The work plan is executed 2. Changes are accepted through the Perform Integrated Change Control Process. 3. |
|
|
What Process Group do the following fall into: 1. Select project Manager 2. Determine company culture and existing systems 3. Collect Processes, Procedures, and historical information |
Initiating Process Group |
|
|
What Process Group do the following fall into: 1. Divide Large Projects 2. Understand the business case 3. Uncover initial requirements, assumptions, risks, constraints, and existing agreements. |
Initiating Process Group |
|
|
What Process Group do the following fall into: 1. Assess project and product feasibility within the given constraints 2. Create measurable objectives 3. Develop Project Charter 4. Identify stakeholders and determine their expectations, influence and impact. |
Initiating Process Group |
|
|
What Process Group do the following fall into: 1. Determine how you will plan for each knowledge area 2. Determine detailed requirements 3. Create project Scope statement |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Assess what to purchase and create procurement documents 2. Determine Planning Team 3. Create WBS and WBS dictionary |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Create activity list 2. Create network diagram 3. Estimate time and cost |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Determine Critical Path 2. Develop Schedule 3. Develop Budget |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Determine Quality standards, processes, and metrics 2. Create Process Improvement plan 3. Determine all roles and responsibilities |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Plan communications and stakeholder engagement. 2. Perform risk identification, qualitative and quantitative risk analysis, and risk response planning 3. Go back - revisions |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Finalize the "How to execute and control" parts of all management plans. 2. Develop realistic and final PM plan and performance measurement baseline 3. Gain formal approval of the plan 4. Hold kickoff meeting |
Planning Process Group |
|
|
What Process Group do the following fall into: 1. Execute the work according to the PM plan. 2. Produce product deliverables (product scope) 3. Gather work performance data
|
Executing Process Group |
|
|
What Process Group do the following fall into: 1. Request Changes 2. Implement only approved changes 3. Continuously improve |
Executing Process Group |
|
|
What process Group do the following fall into: 1. Follow Processes 2. Determine whether processes are correct and effective (quality assurance) 3. Perform Quality audits |
Executing Process Group |
|
|
What process group do the following fall into: 1. Acquire final team 2. Manage people 3. Evaluate team and individual performance |
Executing Process Group |
|
|
What Process Group do the following fall into: 1. Hold team-building activities 2. Give recognition and rewards 3. Use issue logs |
Executing Process Group |
|
|
What Process Group do the following fall into: 1. Facilitate conflict resolution 2. Release resources as work is completed 3. Send and receive information, and solicit feedback |
Executing Process Group |
|
|
What Process Group do the following fall into: 1. Report on project performance 2. Manage Stakeholder engagement and expectations 3. Hold Meetings 4. Select sellers |
Executing Process Group |
|
|
What Process Group do the following fall into: 1. Take action to control the project 2. Measure performance against measurement baseline. 3. Measure performance against other metrics in the PM Plan. |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Analyze and evaluate performance 2. Determine if variances warrant a corrective action or other change request 3. Influence the factors that cause changes |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Request Changes 2. Perform integrated change control 3. Approve or reject changes |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Update the PM plan and project documents 2. Inform stakeholders of the results of change requests 3. Monitor stakeholder engagement |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Manage Configuration 2. Create Forecasts 3. Gain acceptance of interim deliverables from the customer |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Perform quality control. 2. Perform risk reassessments and audits 3. Manage reserves 4. Control procurements |
Monitoring and Controlling Process Group |
|
|
What Process Group do the following fall into: 1. Confirm work is done to requirements 2. Complete procurement closure 3. Gain final acceptance of the product |
Closing Process Group |
|
|
What Process Group do the following fall into: 1. Complete financial closure 2. Hand off completed project 3. Solicit feedback from the customer about the project. |
Closing Process Group |
|
|
What Process Group do the following fall into: 1. Complete final performance reporting 2. Index and archive records 3. Gather final lessons learned and update knowledge base. |
Closing Process Group |
|
|
Integration |
balancing all the processes in the knowledge areas (scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management). |
|
|
1. Select project Manager 2. Determine company culture and existing systems 3. collect processes, procedures, and historical information. 4. Divide large projects into phases 5. Understand the business case 6. Uncover initial requirements, assumptions, risks, constraints, and existing agreements 7. Assess project and product feasibility within the given constraints 8. Create measurable objectives 9. Develop project charter |
Parts of integration that are present in the initiating process group |
|
|
1. Determine how you will plan for each knowledge area. 2. Determine planning team 3. Determine all roles and responsibilities 4. Go back - iterations 5. Create change management plan 6. Finalize the "How to execute and control" parts of all management plans 7. Develop realistic and final PM plan and performance measurement baseline. 8. Gain formal approval of the plan 9. Hold kickoff meeting |
Parts of the integration that are present in the Planning Process group |
|
|
1. Execute the work according to the PM plan 2. Produce product deliverables (product scope) 3. Gather work performance data 4. Request changes 5. Implement only approved changes 6. Continuously improve 7. Follow Processes 8. Hold meetings |
Parts of the integration that are present in the Executing Process Group |
|
|
1. Take action to control the project 2. Measure performance against the performance measurement baseline 3. Measure performance against other metrics in the PM plan. 4. Analyze and evaluate performance 5. Determine if variances warrant a corrective action or other change request. 6. Influence the factors that cause changes 7. Request changes 8. Perform Integrated change control 9. Approve or reject changes 10. Update the PM Plan and project documents 11. Inform stakeholders of the results of change requests. 12. Manage Configuration |
Parts of the integration that are present in the Monitoring and Controlling Process Group |
|
|
1. Confirm the work is done to requirements 2. Gain final acceptance of the product 3. Hand off completed project 4. Solicit feedback from the customer about the project 5. Complete final performance reporting 6. Index and archive records 7. Gather final lessons learned and update knowledge base |
Parts of the integration that are present in the Closing process Group. |
|
|
When do you develop the project charter |
Initiating process group (Integration) |
|
|
When do you develop the project management plan |
Planning process group (Integration) |
|
|
When do you direct and Manage project Work |
Executing process Group (Integration) |
|
|
When do you monitor and control project work |
Monitoring and controlling process group (Integration) |
|
|
When do you perform integrated change control |
Monitoring and controlling process group (Integration) |
|
|
When do you close Project or Phase |
Closing process group (Integration) |
|
|
What are the knowledge areas of the Initiating process Group |
Stakeholders |
|
|
What are the knowledge areas of the Planning Process Group |
1. Scope 2. Time 3. Cost 4. Quality 5. Human Resources 6. Communications 7. Risk 8. Procurement 9. Stakeholders |
|
|
What are the knowledge areas of the Executing Process Group |
1. Quality 2. Human Resources 3. Communications 4. Procurement 5. Stakeholders |
|
|
What are the knowledge areas of the Monitoring and Controlling process group |
1. Scope 2. Time 3. Cost 4. Quality 5. Communications 6. Risk 7. Procurement 8. Stakeholders |
|
|
What are the knowledge areas of the closing Process Group |
1. Procurement |
|
|
What are the knowledge areas |
1. Scope 2. Time 3. Cost 4. Quality 5. Human Resources 6. Communications 7. Risk 8. Procurement 9. Stakeholders |
|
|
What are the parts of the project charter (1st 7 ones) |
1. Project Title and Description 2. Project Manager and Authority Level 3. Business Case 4. Resources Preassigned 5. Stakeholders 6. Stakeholder Requirements as Known 7. Product Description/Deliverables |
|
|
What are the parts of the project charter (Last 6) |
1. Assumptions 2. Constraints 3. Measurable Project Objectives 4. Project Approval Requirements 5. High-Level Project Risks 6. Project Sponsors Authorizing This Project |
|
|
What does the project charter do for the Project Manager? |
1. Authorizes the existence of the project 2. Authority to spend money and commit corporate resources 3. Provides the objectives, high level requirements and success criteria for the project 4. Identifies the constraints and high-level risks for the project 5. uncovers assumptions about the project 6. Links the project to the ongoing work of the organization. |
|
|
What perspective should you have when taking the test? |
You should have the perspective of a large project with the questions on the test. |
|
|
Benefit measurement methods (comparative approach) |
1. Murder board (a panel of people who try to shoot down a new project idea) 2. Peer Review 3. Scoring Models 4. Economic Models |
|
|
Constrained optimization method (mathematical approach) |
1. Linear programming 2. Integer programming 3. Dynamic Programming 4. Multi-Objective programming |
|
|
Economic models for project selection |
1. Present Value 2. Net Present Value 3. Internal rate of return 4. Payback period 5. Cost-Benefit analysis |
|
|
Present Value |
Present value means the value today of future cash flows and can be found using the following formula: PV = FV /(1 + r) to n FV = Future Value r = interest rate n = number of time periods |
|
|
Net Present Value |
Present value of the total benefits (income or revenue) minus the costs over many time periods. |
|
|
IRR |
Just know the higher the better |
|
|
Cost Benefit Analysis |
Expected costs of the project to the potential benefits it could bring the organization. |
|
|
What does a Benefit Cost Ratio of greater than 1 mean?` |
This means that the benefit is greater than the cost of the initiative. |
|
|
Payback period |
The length of time it takes for the organization to recover its investment in the project before it starts accumulating a profit. |
|
|
What will a company use a Cost Benefit ratio for? |
A company will use a Cost Benefit ratio to help select a project from a group of projects where resources are limited in nature. |
|
|
Economic Value Added |
In terms of project selection, this determines whether the project returns to the company more value than the initiative costs. |
|
|
Opportunity Cost |
This term refers to the opportunity given up by selecting one project over another. The opportunity cost is the value of the project not selected. |
|
|
Sunk Costs |
These are the costs that are already expended. |
|
|
Law of diminishing returns |
After a certain point, adding more input (i.e. programmers) will not produce a proportional increase in the productivity (modules of code per hour) |
|
|
Working Capital |
Current assets minus current liabilities for an organization. In other words it is the amount of money the company has available to invest, including investment in projects. |
|
|
Depreciation |
The loss of value on an asset over a given amount of time. There are two forms of depreciation: Straight Line Depreciation and Accelerated Depreciation. |
|
|
Straight Line Depreciation |
The same amount of depreciation is taken each year. Example: a $1,000 item with a 10-year useful life and no salvage value (how much the item is worth at the end of its life) would be depreciated at $100 per year. |
|
|
Accelerated Depreciation |
2 forms of Accelerated Depreciation: 1. Double declining balance 2. Sum of the years digits |
|
|
Which form of depreciation depreciates faster? |
Accelerated depreciates faster than straight line depreciation. |
|
|
Constraints |
Factors that limit the team's options, such as limit's in resources, budget, schedule, and scope. |
|
|
Assumptions |
Things that are assumed to be true but that may not be true. |
|
|
Project Statement of Work |
The project statement of work is created by the customer or sponsor and describes their needs, the product scope, and how the project fits into the organizations or customer's strategic plan. It is further defined in the project scope statement during project planning |
|
|
What is the key need of knowledge areas (1. Scope 2. Time 3. Cost 4. Quality 5. Human Resources 6. Communications 7. Risk 8. Procurement 9. Stakeholders) |
A management plan should be created for each of the knowledge areas. |
|
|
What are the 4 types of management plans? |
1. Change Management plan 2. Configuration management plan 3. Requirements management plan 4. Process Improvement plan |
|
|
What are the ingredients of the Project Management Plan? |
1. Project Management processes that will be used on the project. 2. Knowledge area management plans 3. Scope, Schedule, and cost baselines 4. Requirements management plan 5. Cost management plan 6. Change Management plan 7. Configuration management plan 8. Process Improvement plan |
|
|
Baselines (Performance Measurement Baseline) |
1. Scope Baseline 2. Schedule Baseline 3. Cost Baseline |
|
|
What function do baselines serve for the project manager? |
The baseline(s) provide the project manager with indications on when/if changes need to be made to the project to deal with issues that arise during the project. |
|
|
What are the main causers of deviations from project baselines? |
Deviations are often due to incomplete risk identification and risk management. |
|
|
Requirements management plan |
Describes how this effort of identifying, analyzing, evaluating, prioritizing, and documenting the requirements will be done. |
|
|
Change Management Plan |
Describes how changes will be managed and controlled. |
|
|
What are the attributes of a change management plan? |
1. Change Control procedures (How and Who) 2. The approval levels for authorizing changes 3. The creation of a change control board to approve changes, as well as the roles and responsibilities 4. A plan outlining how changes will be managed and controlled. 5. Who should attend meetings regarding changes. 6. The organizational tools to use to track and control changes. 7. Information on reporting the outcome of change requests 8. The emergency change process. |
|
|
Change control system |
A system of standardized forms, reports, processes, procedures, and software to track and control changes. |
|
|
Configuration Management Plan |
A plan for making sure everyone knows what version of scope, schedule, and other components of the project management plan is the latest version. |
|
|
Configuration Management System |
Contains the organization's standard configuration management tools, processes, and procedures that can be used to track and control the evolution of the project documentation. |
|
|
Process Improvement Plan |
A method for how the project manager will improve the processes within the project to achieve better results and/or efficiency. |
|
|
Project documents |
Any project-related documents that are not part of the project management plan. |
|
|
Who should approve and sign off on the Project Management Plan? |
Formal approval should come from the stakeholders, management, the sponsor, and the project team. |
|
|
Kickoff meeting |
Meeting to announce the start of the project and ensure everyone is familiar with its details and with the people working on it. |
|
|
What does the Direct and Manage Project Work process involve? |
Involves managing people and keeping them engaged in the work, requesting changes, and implementing approved changes. |
|
|
What are the inputs of the Direct and Manage Project Work (Integration Management)? |
1. Project Plans 2. Approved changes, corrective actions, preventative actions and defect repair |
|
|
What are the outputs of the Direct and Manage Project Work (Integration Management)? |
1. New Change Requests 2. Deliverables 3. Work performance data 4. Implemented previously approved changes, corrective actions, preventative actions, and defects and repairs 5. Updates to the project management plan and project documents. |
|
|
Monitoring and contolling |
Measuring against the project management plan. |
|
|
What should project managers control their project to? |
project management plan |
|
|
Work authorization System |
The project manager's system for authorizing the start of the work packages or activities. |
|
|
Change Requests |
Method for changes or additions to the plan |
|
|
Corrective Action |
Any action taken to bring expected future project performance in line with the project management plan. |
|
|
Preventative Actions |
preventive action means dealing with anticipated or possible deviations from the performance measurement baseline and other metrics |
|
|
Defect Repair |
Defect repair or rework may be requested when a component of the project doesn't meet specifications. |
|
|
Defect repairs occur during what processes |
1. Direct and Manage Project Work Process 2. Monitor and Control Project Work Process 3. Validate Scope Process 4. Control Scope Process 5. Perform Quality Assurance Process 6. Control Quality Process |
|
|
Perform Integrated Change Control Process |
All changes are evaluated and accepted or rejected in this process. |
|
|
When can changes be made without a formal change request? |
When creating the outputs of processes in initiating (the charter) and planning (the project scope statement, WBS, baselines, and project management plan). |
|
|
What should be considered when there is a change to one of the project constraints? |
The impact of the change to all of the other constraints. |
|
|
In order to fully evaluate the impacts of a change, it is necessary to have what two things: |
1. A realistic project management plan to measure against 2. A complete product scope and project scope (see the definitions in the scope management chapter) |
|
|
What two broad categories can changes be placed into: |
1. Those that affect the project management plan, baselines, policies and procedures, charter, contract, or statement of work 2. those that do none of the above. |
|
|
Change Control Board |
A group responsible for reviewing and analyzing change requests in accordance with the change management plan for the project. |
|
|
What are the 4 steps in the Process for making changes |
1. Evaluate the impact 2. Identify options 3. Get the change request approved internally 4. Get customer buy-in |
|
|
What are the attributes for a Detailed Process for Making Changes: |
1. Prevent the root cause of changes 2. Identify change 3. Look at the impact of the change within the knowledge area. 4. Create a change request 5. Perform integrated change control a. Assess the change b. Look for options c. The change is approved or rejected d. Update the status of the change in the change log. e. Adjust the project management plan, project documents, and baselines as necessary. 6. Manage stakeholders expectations by communicating the change |
|
|
Close project or Phase |
Effort finalizes all activities across all process groups to formally close out the project or project phase. |
|
|
When is the Scope Management Process "Plan Scope Management" completed |
Planning Process Group |
|
|
When is the Scope Management Process "Collect Requirements" completed |
Planning Process Group |
|
|
When is the Scope Management Process "Define Scope" completed |
Planning Process Group |
|
|
When is the Scope Management Process "Create WBS" completed |
Planning Process Group |
|
|
When is the Scope Management Process "Validate Scope" completed |
Monitoring and Controlling Process Group |
|
|
When is the Scope Management Process "Control Scope" completed |
Monitoring and Controlling Process Group |
|
|
Product Scope |
Requirements that relate to the product of the project. |
|
|
Project Scope |
Includes the planning, coordination, and management activities (such as meetings and reports) that ensure the product scope is achieved. |
|
|
What are the six steps of the scope management process |
1. Develop a plan for how you will plan, manage , and control scope and requirements on the project. 2. Determine requirements, making sure all requirements support the projects business cases as described in the project charter. 3. Sort and balance the needs of the stakeholders to determine scope 4. Create a WBS to break the scope down to smaller, more manageable pieces, and define each piece in the WBS dictionary. 5. Obtain validation that the completed scope of work is acceptable to the customer 6. Measure scope performance, and adjust as needed. |
|
|
What role should you assume as project manager, the buyer or the seller? |
You should be the buyer during the test. |
|
|
Within Scope Management, what are the two management plans? |
1. Scope Management Plan 2. Requirements Management Plan |
|
|
What are the three parts of the Scope Management Plan (within Scope Management) |
1. How it will be planned 2. How it will be executed 3. How it will be controlled. |
|
|
What does the Scope Management Plan (within Scope Management) define? |
1. How to achieve the scope 2. What tools to use to plan how the project will accomplish the scope 3. How to create a WBS 4. What enterprise environmental factors and organizational process assets (described in the Project Management Framework chapter) come into play. 5. How scope will be managed and controlled to the project management plan. 6. How to obtain acceptance of deliverables. |
|
|
What are the three questions you should ask in the Requirements Management Plan? |
1. Once I have all the requirements, what will I do to analyze, prioritize, manage and track changes to them? 2. What should I include in the requirements traceability matrix? |
|
|
What process are the scope management and requirements management plans outputs of? |
The Plan Scope Management Process. |
|
|
Collect Requirements |
Requirements are what stakeholders need from a project or product. |
|
|
What can be required elements of of a requirement? |
1. Requirements should relate to solving problems or achieving the objectives outlined in the charter. 2. Requirements may include requests about how the work is managed. (i.e. No shutting down of the system on Fridays). 3. Capabilities that the stakeholders would like to see in the product. 4. Quality Management 5. Compliance 6. Project Management |
|
|
Within Collecting Requirements what is reviewing historical records? |
1. Historical records may provide data about reporting requirements, project management requirements, system compatibility requirements, compliance requirements, etc. |
|
|
Within Collecting Requirements what are interviews or "Expert Interviews"? |
The team or project manager interviews project stakeholders to elicit their requirements for a specific element of the product or project work, or for the overall project. |
|
|
Within Collecting Requirements what are Focus Groups |
Helps get a specific set of stakeholders or subject matter experts' opinions and requirements for the product or an aspect of the project. |
|
|
Within Collecting Requirements what are facilitated workshops |
Facilitated requirements workshops bring together stakeholders with different perspectives to talk about the product and, ultimately, define requirements. |
|
|
Within Collecting Requirements what is brainstorming |
The purpose of brainstorming is not so much to get individual thoughts as to encourage participants to build on each other's ideas. |
|
|
Within Collecting Requirements what is Nominal Group Techinique |
During brainstorming, the meeting participants rank the most useful ideas generated during the brainstorming session. |
|
|
Within Collecting Requirements what is Multi-criteria decision analysis |
Stakeholders quantify requirements using a decision matrix based on factors such as expected risk levels, time estimates, and cost and benefit estimates. |
|
|
Within Collecting Requirements what is a mind map |
Diagram of ideas or notes to help generate, classify, or record information. |
|
|
Within Collecting Requirements what is Affinity Diagrams? |
The ideas generated from any other requirements-gathering techniques are grouped by similarities. This sorting makes it easier to see additional areas of scope (or risks) that have not been identified. |
|
|
What are the common requirement categories for an Affinity diagram?
|
1. Business Requirements 2. Stakeholder Requirements 3. Solution Requirements 4. Transition Requirements 5. Project Requirements 6. Quality Requirements 7. Technical Requirements |
|
|
When are questionnaires and Surveys generally used? |
They are generally used for large groups. The questions are asked in such a way to elicit requirements from the respondents. |
|
|
Observation |
Observation is a great way to learn about business processes and get a feel for the work environment of your stakeholders. |
|
|
Prototypes |
A model of the proposed product |
|
|
Benchmarking |
A way to help identify and define requirements is to look at what the competition is doing. |
|
|
What is a context diagram (also known as a context level data flow diagram)? |
It shows the boundaries of the produce scope by highlighting the product and its interfaces with people, processes, or systems. |
|
|
What are the types of Group Decision Making |
1. dictatorship technique 2. Majority Approach 3. Plurality Approach 4. Consensus Approach 5. Delphi technique |
|
|
What is the Dictatorship approach |
One person is assigned to make the decision for the group. |
|
|
What is the Majority approach |
The group chooses the decision that more than half of its members support. |
|
|
What is the Plurality Approach |
The group chooses the decision based on the solution that has the largest number supporting it. |
|
|
What is the Consensus Approach |
The group chooses the solution based on general agreement within the group. |
|
|
What is the Delphi Technique |
The group chooses after a request for information is sent to experts who participate anonymously. There may be many cycles of sending information back to the experts until a decision is made. |
|
|
Requirements Documentation |
This documentation is an output of the Collect Requirements process and helps make sure the requirements are clear and unambiguous. |
|
|
Balancing Stakeholders Requirements |
Making sure the requirements can be met within the project objectives. |
|
|
What are the four steps that you should use to resolve competing requirements by making them comply with these four considerations? |
1. The business case stating the reason the project was initiated 2. The project Charter 3. The project scope statement (if available at the time of the conflict) 4. The project constraints |
|
|
What are two reasons that a stakeholder's request should be rejected? |
1. Requirement is related to the reason the project was initiated but does not fall within the project charter. 2. Is not related to the reason the project was initiated. |
|
|
Requirements Traceability Matrix |
As an output of the Collect Requirements process, it helps link the requirements to the objectives and/or other requirements to ensure the strategic goals are accomplished. |
|
|
Define Scope |
The define scope process is primarily concerned with what is and is not included int he project and its deliverables. This process uses the scope management plan, the requirements documentation created in the Collect Requirements Process, the project charter and any additional information about project risks, assumptions, and constraints to define the project and product scope. |
|
|
Product Analysis |
Analyze the objectives and description of the product stated by the customer or sponsor and turn them into tangible deliverables |
|
|
Project Scope Statement |
Basically says, "Here is what we will do on this project" or "Here is the approved project and product scope for this project" |
|
|
What are the two things that comprise the scope baseline? |
1. The project scope statement 2. WBS and WBS dictionary |
|
|
What are the attributes of the project scope statement? |
1. Product Scope 2. Project Scope 3. Deliverables (for the project and product) 4. Acceptance criteria 5. What is not part of the project 6. Assumptions and constraints |
|
|
What is the purpose of a WBS, i.e. what does it refer to? |
Work refers not to an activity, but to the work products or deliverables that result from an activity or group of activities. |
|
|
What are the rules of creating a WBS |
1. The WBS is created with the help of the team. 2. Each leve of the WBS is a smaller piece of the previous level 3. The entire project is included in each of the highest levels of the WBS. Eventually some levels will be broken down further than others. 4. The WBS includes only deliverables that are required for the project 5. Deliverables not in the WBS are not part of the project. |
|
|
What are the 4 indicators that work packages are ready/correct |
1. Can be realistically and confidently estimated 2. Can be completed quickly 3. Can be completed without interruption (Without the need for more information) 4. May be outsourced or contracted out. |
|
|
What are the lowest levels of the WBS? |
Work packages are the lowest levels of the WBS. |
|
|
What is the WBS |
1. graphical picture of the hierarchy of the project 2. Identifies all the deliverables to be completed 3. Is the foundation upon which the project is built 4. Is very important 5. Should exist for every project 6. Forces you to think through all aspects of the project 7. Can be reused for other projects 8. Does not show dependencies |
|
|
What is decomposition or deconstruction mean |
Decomposition or deconstruction is what you are doing. You decompose the project using a WBS |
|
|
WBS Dictionary |
provides a description of the work to be done for each WBS work package and helps make sure the resulting work better matches what is needed. |
|
|
What is the WBS dictionary an output of? |
The Create WBS process. |
|
|
What is the scope baseline |
The version of the WBS, WBS dictionary, and project scope statement that is approved at the end of planning, before the project work begins. |
|
|
What does the Validate Scope process mean? |
Involves frequent, planned meetings with the customer or sponsor to gain formal acceptance of deliverables during project monitoring and controlling. |
|
|
Control Scope Process (Scope Management) |
measuring and assessing work performance data against the scope baseline and managing scope baseline changes. |
|
|
Whose fault is it for an unrealistic schedule? |
The project manager. |
|
|
Within the Time Management process what process group does the the "Plan Schedule Management" |
Planning Process Group |
|
|
Within the Time Management process what process group does the the "Define Activities" |
Planning process Group |
|
|
Within the Time Management process what process group does the the "Sequence Activities" |
Planning Process Group |
|
|
Within the Time Management process what process group does the the "Estimate Activity Resources" |
Planning Process Group |
|
|
Within the Time Management process what process group does the the "Estimate Activity Durations" |
Planning Process Group |
|
|
Within the Time Management process what process group does the the "Control Schedule" |
Monitoring and controlling Process Group |
|
|
What does the Plan Schedule Management process involve? |
involves documenting how you will plan, manage, and control the project schedule. |
|
|
What questions does the Plan Schedule Management process answer? |
1. Who will be involved? 2. what approach will we take to plan the schedule? 3. What processes and procedures will we use to create the schedule? |
|
|
What should a a schedule management plan include? |
1. The scheduling methodology and software 2. Rules for how estimates should be stated 3. Establishment of a schedule baseline for measuring against as part of project monitoring and controlling 4. identification of the performance measures that will be used on the project 5. determination of what acceptable variance will be identified and managed 6. Identification of schedule change control procedures 7. Reporting formats to be used. |
|
|
What is the define activities process |
taking the work packages created in the WBS and decomposing them into the activities that are required to produce the work packages deliverables and thus achieve the project objectives. |
|
|
What is the difference between decomposing work into work packages and decomposing work into activities |
Into activities is a Define Activities process and into work packages is a Scope process. |
|
|
What does the define processes result in? |
It results in an activity list, which includes all activities required to complete the project and the documentation of the details of those activities.
|
|
|
Milestone |
Significant events within the project schedule. An example would be a completed design. |
|
|
When can a project manager impose additional milestones on a project? |
A project manager can impose new milestones during the sequence activities and develop schedule processes. |
|
|
Sequence activities |
Taking the activities and milestones and sequencing them in the order in which the work will be performed. |
|
|
What does a network diagram show? |
The network diagram just shows dependencies and if any duration estimates are added, it can show the critical path of the project |
|
|
What are the 4 types of Precedence Diagramming Methods (also known as Activity on Node) |
1. Finish to start: An activity must finish before the successor can start. 2. Start to Start: An activity must start before the successor can start. 3. Finish to Finish: An activity must finish before the successor can finish. 4. An activity must start before the successor can finish. |
|
|
GERT (Graphical Evaluation and Review Technique): |
A modification to the network diagram drawing method. It is a computer simulation technique that allows loops between activities. |
|
|
Types of depandiences in a network diagram. |
1. Mandatory dependency: is inherent in the nature of the work. 2. Discretionary Dependency (Preferred, Preferential, or Soft Logic): This is the way that the organization has decided to do work. 3. External Dependency: Based on the needs or desires of a party outside the project. 4. Internal Dependency: Based on the needs of the project and may be something the project team can control. |
|
|
In the case that more than one dependency is present, what combinations are common? |
Mandatory external, Mandatory Internal, discretionary external, and discretionary internal. |
|
|
What is a lead in sequence timing? |
When something can start before the next assigned task. |
|
|
What is lag in the sequence timing? |
When something is behind a predecessor. |
|
|
What should provide the basis for estimating? |
The management plan. |
|
|
What will help improve the accuracy of your estimate. |
Basing your estimate on the WBS. |
|
|
How are time and cost estimates related? |
They are interrelated, as time estimates may impact cost, and vice versa. |
|
|
Should identified risks be considered when estimating time and cost of project work? |
Yes, they should. |
|
|
Who should be doing the estimating that is based on the WBS |
The person that will most likely be doing the work as they will have the best perspective. |
|
|
What is key to improving estimates in terms of past projects? |
Historical information on costs. |
|
|
What are the three changes that should be approved through the change approval process? |
Schedule, cost, and scope baselines. |
|
|
What should be managed to the schedule baseline? |
The project schedule activities. |
|
|
What should be managed to the cost baseline? |
Project costs |
|
|
Where are changes approved? |
Integrated change control |
|
|
What is the way to make estimates more accurate? |
Smaller-size work components should be utilized to create more accurate estimates. |
|
|
When should changes be requested? |
Changes should be requested when problems with schedule, cost, scope, quality, or resources occur and cannot be solved by using time and cost reserves. |
|
|
When should the ETC (Estimate to complete) be adjusted? |
The Project Manager should periodically adjust this to reconcile any differences to product realistic objectives. |
|
|
Is padding an acceptable project management practice? |
No |
|
|
What should be checked when they are received for padding, reasonableness, and risks? |
Estimates should be checked for these three things. |
|
|
By reducing and eliminating risk what should the result be? |
Estimates should be reduced. |
|
|
What professional responsibility does the project manager have? |
Provide estimates that are as accurate as feasible and to maintain the integrity of those estimates throughout the life of the project. |
|
|
Estimate Activity Resources |
Plan and coordinate resources in order to avoid common problems such as a lack of resources and resources being taken away from the project. This results in defined activity resource requirements and a resource breakdown structure (RBS) |
|
|
|
a |
