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EVR 4841 Final
| Question | Answer |
|---|---|
| Define Project management. | The application of knowledge, skills, tools, and techniques to meet the requirements of the project |
| Define project | A temporary endeavor carried out to create a unique product or service. |
| Define Project scope | The work to be carried out on a project |
| Define project value | Associated with things like stakeholder perception and customer satisfaction |
| What are the triple constraints? | Time, Cost, Project scope |
| What is multisolving? | using one investment of time, money, or energy to address multiple problems. |
| What are the advantages of multisolving? | Make efficient use of time and money, Build power and overcome resistance, prepare for the future while tending to the present, embedded justice, avoid misguided solutions that create harm, act from a worldview interconnection, boost adaptability. values |
| What is paradox mindset? | considering two contradictory thoughts as both true |
| Walters point of paradox and sweet spots? | The key is to find the sweet spots within each side of the paradox |
| What does operating on a diagonal mean? | Focusing primarily on the benefits of one side of a paradox and the potential problems associated with the other side. |
| How do you avoid operating on a diagonal? | consider both sides equally |
| What is a growth mindset? | Welcoming of challenges, primary goal learning |
| How do we typically respond to criticism? | For people with LCA, they take it as a challenge and a direct threat. For HCA, they take it as a new perspective and growth |
| Describe small wins | completed ideas that drive progress |
| What is the propelling mechanism associated with small wins? | Bandwagon effect, Logic of attraction, Coupling, Learning by doing, Energizing |
| What are the stages of a traditional life cycle? | Initiate, Plan, Execute, Monitor and Control, Close |
| Describe what happens in a traditional life cycle stage | Define the project, assess scope, identify stakeholders, Answer questions, What are we going to do? How are we going to do?, Bring team of resources onboard and put plan into action, Check progress of project, compare to plan, and make adjustments, finish |
| What are the stages of Agile life cycle? | Envision, Explore, Speculate, adapt |
| Define problem statement | This clearly defines the problem or opportunity |
| Define goal | This defines the end result from a big-picture perspective; solve the problem |
| Define Objectives | These flesh out the project goal and helps define the project scope |
| Define Stakeholder Summary | a document or analysis that identifies and profiles individuals or groups with an interest in a project's outcome |
| Define Success criteria | These help you determine if the deliverables are what you need |
| Define Assumptions | factors that are believed to be true, real, or certain for planning purposes, even without proof |
| Define Risks | an uncertain event that could have a positive or negative effect on a project's objectives. |
| Define Constraints | fixed limitations or restrictions that define the boundaries and impact the project's objectives |
| Define Deliverables | The results that a project is supposed to deliver |
| Define Milestones | significant checkpoints that mark a major achievement, such as the completion of a phase, a key deliverable, or a critical decision point |
| Define Actions | specific, individual tasks that need to be completed to move a project forward |
| Define Smart | Time-related Achievable Measurable Reasonable Specific |
| Output based vs. Outcome based | Outcome-based thinking focuses on the "why" and "what value" a project creates, while output-based thinking focuses on the "what" was produced |
| What are the advantages of engaging with stakeholders? | improves ability to manage opposition, saves from being blindsided by concerns not consider,increases credibility of organization, perspectives from different sectors leads to clearer picture of pitfalls, Stakeholders provide ideas hadn't thought of |
| What are the drawbacks of engaging with stakeholders? | financial, personal, cultural, political |
| When should stakeholders be identified and analyzed? | during initial planning, when consulting organizations, advertising |
| Describe the politically virtuous paradox within the context of stakeholder engagement | public perception |
| What questions are included in a stakeholder analysis? | Who are they, How can they impact the project, How are they impacted, What do they care about that is connected to the project |
| What two variables are included in mapping stakeholders | Influence, Interest |
| Distinguish a risk from an issue. | risks are potentialities and issues are realities |
| When can assumptions get tricky? | people don't realize they are assuming something |
| What two variables are included when assessing risk? | Likelihood, severity |
| What is a contingency plan? | a pre-planned "Plan B" for a project that outlines specific actions to be taken if an identified risk occurs |
| Describe each of the six strategies for managing risk. | analyze the risk, respond to the risk, assign an owner to the risk, identify the risk, monitor the risk, prioritize risks |
| What is a work breakdown structure (WBS)? | A diagram used to divide work into manageable pieces |
| What's a summary task | Task to do |
| What's a work package? | Task you assign resources to |
| What is the best way to build a WBS? | start at the bottom with work packages and move up from there. |
| What is a Gantt chart | graphical representation of a project schedule that displays tasks and their durations as horizontal bars along a timeline |
| What is the critical path of a project? | the longest sequence of dependent project tasks that determines the shortest possible project duration |
| What are the methods for tightening a schedule? | Fast tracking and crashing |
| What is a sprint? | where a team works to complete a set of prioritized tasks from the product backlog. The main goal is to produce a "potentially shippable" increment of the product |
| How does the role of the customer change in an agile framework? | shifts from a distant stakeholder who defines requirements upfront and waits for final delivery to an active, continuous, and collaborative partner in the development process |
| In a hybrid structure, which framework (waterfall or agile) should be the primary pathway? | Waterfall |
| What is scope creep? | when a project's original objectives expand over time to include additional, unapproved features or requirements without adjusting for the impact on time, budget, and resources |
| How do you avoid it? | define the project scope clearly and document it upfront, establish a formal change control process to evaluate all new requests, and maintain consistent stakeholder communication to manage expectations and prioritize requirements |
| Why is monitoring and controlling important? | they keep a project on track by identifying deviations from the plan and taking corrective action to ensure objectives like scope, schedule, and budget are met |
| What is the iron triangle of a project? | Budget, Schedule, Scope |
| Describe each of Kogon's five foundational behaviors | Lack of communication, No clear expectations, Too many objectives, Lack of stakeholder buy-in, Don't know roles and responsibilities |
| What is the difference between the 6th, 7th, and 8th PMBOK Guides? | The de-emphasis of the PROCESS-based standard and adoption of the PRINCIPLES-based standard blew people's minds, upsetting some and exciting others. 8th is combo of both |
| What potential benefits does AI represent? | Assist in automatically assigning team members based on their skills, Improve risk management by incorporating vast amounts of data into risk analysis, Optimizing project schedules that factor in resource availability, task dependencies, and constraints |
| What is AI not good at? | adaptability, stakeholder management, leadership, effective communication |
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