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PMP Mindset
50 PMP Mindset Principes - AR
| Question | Answer |
|---|---|
| Is the stakeholder activity of identifying & analyzing stakeholders done at the beginning of the project or continuously? | Continuously and update the stakeholder register with updates |
| What does the PM do when a new Stakeholder gets involved with a project? | meet w/person, (optimally face-to-fact) understand what he is looking for, what are the concerns, what is their impact on project, how does project impact him - then update stakeholder register, communications mgmt plan & stakeholder engagement plan |
| After assessing the needs of a new stakeholder, what are the next steps to keep them engaged? | update stakeholder register, communications mgmt plan & stakeholder engagement plan |
| Are stakeholders engaged regularly & consistently or seldomly? | Engage regularly & consistently |
| What is the worst thing that can happen to manage a project regarding stakeholders? | Losing their interest in project |
| How to avoid stakeholders losing interest in project? | Meeting with them, presentations, taking positive/negative feedback, showing product demo |
| How often to communicate/engage with a CEO? | 1x monthly |
| How often to communicate/engage with a Teams Members? | daily |
| How often to communicate/engage with a Sponson? | 1x week |
| Do all stakeholders have the same cadence for engagement? | No, they all vary in time & delivery - CEO monthly, Sponsor weekly, Team members daily |
| when using a single-channel communication approach via email, Responses rates dropped, key decisions delayed due to untimely feedback, what is the best approach to improve stakeholder engagement? | Implement multi-channel communication approach based on stakeholder preferences: Face-to-Face meetings site visits, online project dashboard, phone calls |
| Is it the best method to communicate to all types of stakeholders via a weekly email? | No, using one channel of communication for all stakeholders may not be ideal - instead use multi-channel communication approach |
| What are the various channels of communication w/Stakeholders and how to decide? | multi-channel communication approach based on stakeholder preferences: Face-to-Face meetings site visits, online project dashboard, phone calls |
| when only communicating via email, Responses rates dropped, key decisions delayed due to untimely feedback, should the PM create a more detailed email template & graphics or increase frequency of emails to improve stakeholder engagement? | No, using one channel of communication for all stakeholders may not be ideal - instead use multi-channel communication approach |
| What is emotional intelligence? | Understanding my emotions, how my emotions impact how I am feeling, and how my emotions impact others, and ability to read the emotions of others |
| is the use of emotional intelligence used to assess and respond to stakeholder needs? | Yes |
| When issues occur w/one person should that person be addressed individually or as a group? | Individually |
| When experiencing issues w/one person, should you give solutions or asses & understand the root cause? | assess and understand the root cause first |
| Principle Mindset 1-Stakeholder Management? | Continuously identify and analyze stakeholders, not just at the beginning of the project |
| Principle Mindset 2-Stakeholder Management? | Engage stakeholders regularly via varied channels |
| Principle Mindset 3-Stakeholder Management? | Use emotional intelligence to assess and respond to stakeholder needs And when issues occur w/one person, address them with that person only |
| Principle Mindset 4-Stakeholder Management? | Document all impacted individuals as stakeholders, even if their involvement is indirect And if someone is impacted positively or negatively, they are a stakeholder |
| Principle Mindset 5-Stakeholder Management? | Don't dismiss customer requests prematurely. evaluate each one carefully. don't do nothing when someone has asked for anything |
| Principle Mindset 6a-Change Management? | Traditional Project: Follow the plan and do not allow changs without an approved change request. Whenever I can, follow the plan. Any changes to the PM plan must follow a detailed change management plan Never implement a change w/out assessing it first |
| Principle Mindset 7a-Change Management? | Traditional: Any stakeholder requesting changes to the project management plan must submit a change request-PM meets w/the requester and they must submit an official change request document |
| Principle Mindset 8-Change Management? | Traditional: All change requests must be reviewed & assessed Scope changes should be assessed for their impact across all knowledge areas |
| Principle Mindset 9? | |
| Principle Mindset 10? | |
| During a status meeting, I notice Marketing Director is unusually quiet and appears frustrated, should I continue w/planned work since she said timeline was acceptable? | No, that is ignoring my emotional intelligence |
| During a status meeting, I notice Marketing Director is unusually quiet and appears frustrated, should I send a follow-up email to all meeting attendees asking if there are any concerns about the timeline that were not addressed? | No, since I noticed something off w/one person, sending an email to all is against principle 3 - only address w/one person |
| During a status meeting, I notice Marketing Director is unusually quiet and appears frustrated, what should I do? | Reach out privately to check out if everything is aright |
| Are stakeholders only ones who are negatively impacted? | No, Positive & Negatively |
| Are stakeholders only those that are directly affected by a project? | No, indirectly and directly impacted both positively or negatively |
| When a stakeholder wants a new feature added to project, what is the first 2-steps in the process before change? | Meet w/stakeholder to understand business value, then analyze full impact on scope, schedule, cost, quality before making decisions |
| Common changes? | Add or remove to & from scope, finish faster or slower, make it cheaper |
| Principle Mindset 6b-Change Management? | Agile: Change is welcomed and managed through backlog prioritization and print planning rather than formal change control process |
| In a traditional project, where is the scope managed? | Scope Baseline |
| In an Agile project, where is the scope managed? | Product Backlog (managed by product owner) through backlog prioritization and sprint planning and change is welcomed |
| In an Agile project, who can add to the product backlog? | Only the Product Backlog when changes are requested and approved by product owner |
| What project type doesn't follow change control process? | Agile |
| Is Change through product backlog prioritized by the control of PM? | No, Product Owner |
| Can a PM add anything or reject changes to the original scope? | False, neither traditional (formal change control process approved by sponsor) nor Agile (product owner through backlog) |
| Principle Mindset 7b-Change Management? | Agile: Agile handles changes through direct collaboration w/the product owner who prioritizes requests in the product backlog w/out a formal change request documentation - just provide request to product owner |
| Principle Mindset 9a-Decision Making & Problem Solving? | Traditional: Never act w/out a plan planning is done once for the entire project |
| Principle Mindset 9b-Decision Making & Problem Solving? | Agile: Embraces iterative planning where plans are created just-in-time for each sprint Planning is done just before each sprint (iteration) in the sprint planning meeting |
| Before taking action on an issue, review the what? | The plan |
| Run into a major issue w/release-do you work immediately on alternatives postpone migration until new plan, move forward as schedule w/rollback? | None - do not work w/out a plan: working immediately, postponing, and going forward are all w/out a plan. yes-Call emergency planning session-develop comprehensive approach addressing issue b4 taking corrective action (have a plan b4 moving forward) |
| Principle Mindset 10-Decision Making & Problem Solving? | Both Traditional & Agile - Consult the project team before making decisions; they often have practical insights and expertise. Don't act alone |
| Principle Mindset 11-Decision Making & Problem Solving? | Choose options that best serve project objectives and deliver the highest value to stakeholders |
| Always do what satisfies what is right for the entire project? | True |
| Principle Mindset 12-Decision Making & Problem Solving? | Understand the root of a conflict before resoling it Don't attempt to resolve a conflict w/out understanding the main cause |
| When there is a problem/conflict, what should be done next? | PM must always first understand the problem/conflict |
| Are you able to successfully facilitate a meeting w/2 people with a conflict before understanding the issue/problem? | No, meet separately, understand root cause issue/problem, then meet together to reach a compromise/solution |
| Principle Mindset 13-Decision Making & Problem Solving? | When an issue happens, enter it into the issue log check the risk register for responses to issues |
| Is a risk something that is positive/negative that hasn't happened yet/uncertain that this event will happen? | True |
| Is an issue something that has happened and generating negative affecting project? | True |
| Does PM update Risk Register w/the new issue when an issue happens? | No, update the Issue log information from the risk register response |
| What do you refer to for guidance and update when an issue occurs? | Refer to the Risk register because PM should have anticipated it, then take the risk response and update issue log |
| When an issue occurs, does PM meet w/team and assign a person to fix it? | No, Refer to the Risk register because PM should have anticipated it, then take the risk response and update issue log. Then have a discussion with team to assign correction |
| Principle Mindset 14-Decision Making & Problem Solving? | When confused, refer to A subject matter expert Lessons Learned register from past projects Organizational process assets (OPAs) |
| Is a PM a subject matter expert? | No, PMs are facilitators |
| Principle Mindset 15-Decision Making & Problem Solving? | Always investigate & consult before acting, especially when the question asks what the PM should do first or next Never choose to fix an issue w/out analyzing that issue first |
| Don't ask for help or escalate for PM stuff/tasks except subject matter stuff? | True |
| Principle Mindset 16-Decision Making & Problem Solving? | Show progress through tangible outputs such as MVPs or prototypes |
| Is it common for a customer to say what is wanted, but then when receive or see it, change their mind? | Yes, via a MVP (that you can use) or a prototype (cannot use but can demo it and get an idea) this is because what they think and say gets lost in communication |
| What is MVP? | Minimum viable product |
| What is the goal of MVP? | MVP is best way for customers to provide feedback & early value from products I am delivering on Agile projects |
| Principle Mindset 17-Decision Making & Problem Solving? | Resolve issues at my level. don't ask my sponsor or senior stakeholders for help solving issues problems on my project. they hired me for that Escalate only for approvals or authority limits |
| When does PM ask my sponsor or senior stakeholders for help? | Approvals - never to solve problems |
| Principle Mindset 18-Team Leadership & Collaboration? | Be a servant leader Empower and support your team through listening, positive coaching and encouragement Be a central figure, not a dictator Allow the team to resolve problems Coach don't command |
| Principle Mindset 19-Team Leadership & Collaboration? | As a PM, act as an integrator not just a functional lead |
| Principle Mindset 20-Team Leadership & Collaboration? | The project team is best suited to break down work |
| Principle Mindset 21-Team Leadership & Collaboration? | The team should determine activity timing |
| Principle Mindset 22-Team Leadership & Collaboration? | Understand team motivations to inspire performance |
| Principle Mindset 23-Team Leadership & Collaboration? | Maintain strong ethical values don't lie, steal, cheat, break the law or stop the project ethics stands above everything |
| Principle Mindset 24-Team Leadership & Collaboration? | Create a safe environment for disagreements; conflict can be constructive |
| Principle Mindset 25-Team Leadership & Collaboration? | Protect your team's focus by avoiding task overload |
| Principle Mindset 26-Team Leadership & Collaboration? | Use peer learning for skill development |
| Principle Mindset 27-Team Leadership & Collaboration? | The "be nice" principle done fire anyone don't make anyone work overtime don't put anyone down in front of others if it is one person causing an issue, don't do anything until you speak to that person privately |
| Is the goal of the PM to come up with a resolution to a team issue? | No, don't take charge, don't bring in a consultant, don't reassign work - work w/team and allow them to coach each other and work together |
| What does it mean to act as an integrator? | Integrate all components - it is not all about only the scope or schedule - not just one component keep this in mind |
| Who is best suited to break down work? | Project team |
| While PM may have the experience and want to maintain project momentum, who is best to execute the work? | The team is the SME - they have the best understanding of the actual work required |
| Who gives the time estimates and sequencing? | The team |
| What happens with a demotivated team? | best ways to kill the project; tank the project - PM doesn't want that |
| How often does the PM motivate the team? | consistently, on going |
| What is important when 2 people are having an argument/disagreements? | it is not always negative/It shows that they are both interested and can possibly result in the best results for the project Conflicts can be disruptive - we want people to care Give safe space allowing people to be disagreement |
| Principle Mindset 28-Agile specific principles? | The product owner documents and prioritizes features Only the product owner prioritizes the backlog Train them if needed, but don't do it yourself |
| Principle Mindset 29-Team Leadership & Collaboration? | Use Co-location to enhance collab face-to-face commnw/whiteboards most effec Provide wall space 4Agile teams (sticky notes, notes) Use info radiators like burndown charts -- Use kanban Agile emphasized iterations, visual wrkflws, ongoing stkhldr input |
| Which is the best way to communicate? | Face-to-face |
| What is a good information radiator? | Kanban board |
| What is the best part of the kanban board? | it is a good information radiator - best way to see work - it shows what is being worked on - what is still to do - what is finished |
| What does Agile wants? | Consistent stakeholder inputs |
| What does Agile emphasize? | visual workflows & customer inputs in sprint review meetings |
| How does Agile break work up? | Into Iterations |
| What is sprint velocity? | How much work they are doing - how fast get work done |
| Principle Mindset 30-Team Leadership & Collaboration? | Roll out methodology changes gradually using pilots or phased implementation - traditional -- Agile |
| Principle Mindset31-Team Leadership & Collaboration? | Agile requires ongoing customer feedback and continuous validation |
| Whole point of using Agile is? | To be able to move - welcome changes quick and fast on a consistent basis & welcome customer feedback |
| What is the sprint review meetings for Agile? | customer gives feedback on what was done consistently |
| Principle Mindset32-Quality & Delivery? | Define quality requirements early & check them often Agile teams define quality through definition of done |
| Principle Mindset33-Quality & Delivery? | Traditional: Customers should approve the validated deliverables for scope and quality Agile: Customers check the quality & scope at the sprint review meeting & with the MVP |
| Principle Mindset34-Quality & Delivery? | Agile - Use inclusive tools like whiteboards rather than complex software when possible low-tech/High-touch |
| What is a major player in customer satisfaction? | Quality |
| Difference between quality of requirements & scope requirements? | Quality Requirements - Expectations - Correctness - things right - can lead to customer dissatisfaction (don't paint over light switch) Scope Requirements - Acceptance - Right Things - really what customer wants - work done to meet objectives |
| Where to document both scope & quality requirements? | within the process of collect requirements - store in project management plan |
| Where to document how to reach quality requirements in traditional project? | in the process of plan quality management - it is in the quality management plan is how PM documents how going to meet quality requirements |
| In an Agile project, how to document quality requirements? | Meet w/customer to document quality requirements and should function, look, act when it is done by the definition of done |
| Is Quality objective or subjective? | Subjective specific to the customers/user specific |
| Should a project start w/out guidance on quality standards? | No, facilitate sessions w/stakeholders to define specific quality requirements for performance, security, reliability before development work begins |
| How to know a deliverable has met the scope requirements in a traditional project? | in process - validate scope PM goes through "verified deliverables" (step 2) w/sponsor or customer against Scope Mgmt plan (Scope) & Acceptance Criteria (quality) w/goal to get deliverables acceptable or change request |
| Does PM & team validate deliverable internally before customer to ensure deliverables have met the scope requirement in a traditional project? | In Process - control quality - PM & team compare deliverable to scope & quality requirements that is how to get to the "verifiable deliverables" (step 1) |
| Does the customer see the initial completed deliverables or the verifiable deliverables? | Process - control quality - use to get verifiable deliverables to then show the customer |
| when the process of collect requirements are completed with both scope & quality, what are the outputs? | Requirements documentation & requirements traceability matrix (acceptance criteria) |
| Where to find acceptance criteria of scope for completed deliverable? | Acceptance Criteria part of the requirements traceability matrix |
| Are there two steps in verifying deliverables? | Yes, the PM & team w/in validate scope performs validation to land at verified deliverables - then w/in process control quality, the customer then views and approves the verified deliverables |
| When do customers check the quality & scope? | During Sprint Review meeting w/the Minimum viable product (MVP) |
| Is customer validation a formality only? | No, it is an essential quality gate that ensures deliverables truly meet business needs and user expectations |
| Difference between process of collect requirements & process Plan quality? | Collect requirements is to Define What is being built Plan Quality is to Define How to confirm it is done right |
| difference between the processes of control quality & validate scope? | While Control Quality ensures the deliverable is technically correct (internal), Validate Scope ensures it is accepted by the stakeholder (external) |
| difference between validate scope & control scope? | Validate Scope focuses on the acceptance of deliverables (at completion of deliverable) Control Scope focuses on monitoring & managing the project scope throughout its execution (ongoing throughout execution). |
| Do you want the team to work together or silo? | on exam, always together |
| When brainstorming w/variety people & techskills, best way facilitate effect solutions - advanced modeling software - structured templ & voting mechanisms, shared online wrkspc w/real-tme editing OR org workshop using whiteboard & collab w/sticky notes | always low-tech rather than high-tech - organize a workshop where everyone can sketch ideas on whiteboards & collaboratively build solutions w/sticky notes & diagrams |
| Principle Mindset 35-Quality & Delivery? | Traditional - use bottom-up estimating for more accurate results Agile - agile methodologies use relative estimation techniques like story points & planning poker, focusing on team velocity & capacity rather than detailed task level estimates |
| What type of project approach uses bottom-up estimating for more accurate results? | Traditional |
| Within the traditional project approach, Types of estimating of time and their costs? | Top-down // Analogous estimating - quick but not very accurate perimetric expert judgement bottom-up estimating |
| Within the traditional project approach, What is the best type of estimating for time & their costs and Why? | bottom-up estimating - because it breaks down work into ity bity details and then aggregate it up (give time to each work in detail then add it up - must know work in detail - it takes longer but much more accurate) |
| Within the traditional project approach, Which type of estimating for time & their costs is quick but not very accurate? ? | Top-down // Analogous estimating |
| Within the traditional project approach, Which type of estimating is performed by breaking down work into ity bity details and then aggregate it up? | bottom-up estimating |
| Within the traditional project approach, Which type of estimating requires detailed knowledge of the details to do the work? | bottom-up estimating |
| Within the traditional project approach, Which type of estimating takes longer, but is more accurate? | bottom-up estimating |
| Which project approach traditional or agile uses relative estimation techniques like story points & planning poker, focusing on team velocity & capacity rather than detailed task level estimates? | Agile project approach |
| Which project approach traditional or agile focuses on team velocity & capacity rather than detailed task level estimates? | Agile project approach |
| Which project approach traditional or agile focuses on relative estimation techniques? | Agile project approach |
| What are the 2 type of relative estimation techniques used in Agile project approach? | Story points & planning poker |
| Within the Agile project approach, What does Story points & planning poker focus on? | Focus on team velocity & capacity |
| Within the Agile project approach, focuses on team velocity & capacity rather than detailed task level estimates? | Agile project approach |
| Which teams use relative sizing to assess the effort-complexity-and resources needed for each task or user story when estimating? | Agile teams |
| Which project methodology emphasizes relative estimation and collaborative planning when estimating? | Agile project methodology |
| In Agile, which approach allows teams to focus on the relative size of tasks rather than absolute values like exact hours or days when estimating? | relative sizing to assess effort |
| Principle Mindset 36-Risk & Procurement? | Identify & document risks early & thoroughly Identify Risk continuously |
| Principle Mindset 37-Risk & Procurement? | Document responses for both threats & opportunities The risk register store both negative & positive risk & their responses The risk management plan doesn't have risk, it is how to manage risk |
| Principle Mindset 38-Risk & Procurement? | Use mutually beneficial contracts in procurement |
| Define Risk? | An uncertain event that affects 1 or more objectives can be positive or negative |
| Difference between risk & opportunities (positive risk)? | positive risks - beneficial outcomes & enhanced project success negative risks - or threats pose potential consequences possibly hindering project progress |
| Negative risk examples? | push schedule, delay schedule go over budget, cost overruns reduce functionality quality issues permit late, snowstorm - delay project |
| is risk done early or within project? | Early and thoroughly and throughout project |
| Positive (opportunities) risk examples? | reduce schedule reduce budget increase functionality finish work sooner - permit arriving earlier |
| Best to do before migration when it comes to risks? | Conduct comprehensive risk identification sessions w/all stakeholders before beginning any migration work, documenting potential technical, business, and organizational risks |
| Should work start before risks are identified? | No, need risks identified and safeguards before they start |
| Another name for positive risks? | opportunities |
| Where does both negative and positive risks and their responses get stored? | The Risk Register |
| What is the risk management's plan purpose? | How to manage risk |
| Does the risk management plan have the risks? | No, it is how to manage risk. The risks register stores both risks |
| What is stored in The Risk Register? | Both negative and positive risks and their responses |
| What type of risks have a list of risks & documented responses? | Both negative & positive risks |
| When encountering a positive risk, do you act first or analyze and document first? | Analyze & Document first in the risk register |
| Throughout the project is the list of risks a living document? | Yes, because Risks are consistently evolving getting better & worse - risk of getting the flu in winter is higher in the winter than summer |
| Different types of contracts? | Time & materials - use it when don't know scope and scope is very high level Cost reimbursable - use it when you want to balance risk between us & vendor Fixed Price contract - (lump sum) know scope very well and don't want to manage risks |
| Best thing to know about contracts? | When to use the different contracts |
| Remember when negotiating contract? | Need a contract that satisfies me and vendor - ethical |
| Which contract type - know scope very well and don't want to manage risks? | Fixed Price contract |
| Which contract type - use it when you want to balance risk? | Cost reimbursable |
| Which contract type - use it when don't know scope and scope is? | Time & materials |
| Which contract type is referred as lump sum? | Fixed Price contract |
| Which contract type determines price predetermined & fixed regardless of costs? | Fixed Price contract |
| Which contract type is based on the actual time & materials? | Time & Materials contract |
| There are two types of cost reimbursable contracts, what is the difference between them? | Cost plus fixed fee - all costs plus predetermined fee or profit margin Cost plus Incentive - all costs plus incentive based on performance metrics |
| My company's Contract for a vendor has steep penalty clauses for delays, unlimited liability for issues, provides limited payment milestones - what should be done? | Modify the contract to create more balanced risk sharing, reasonable payment terms, and incentives that benefit both parties for successful delivery |
| Principle Mindset 39-Lifecycle & Closure? | Update the lessons learned register throughout the project Lesson Learned is stored in the lesson learned register created when the project is executed in the process manage project knowledge |
| Principle Mindset 40-Lifecycle & Closure? | All projects should be formally closed, whether completed successfully or terminated early, ensuring all bills are paid and resources released |
| Process Manage Project Knowledge is where what are updated? | lessons learned |
| What is the purpose of performing lessons learned? | This process is essential for improving work performance in future projects and avoiding repeating previous mistakes |
| Is lessons learned only done with Traditional projects? | No, LL are done in Agile during retrospective |
| What is completed during each retrospective? | Lessons Learned |
| What is updated w/lessons learned? | lesson learned register |
| When is the lesson learned register created? | when the project is executed in the process manage project knowledge |
| Things to do when closing a project? | formally release team members pay the bills document what was and was not done in project report close out vendor congtracts collect equipment organize documentation conduct final financial reconciliation before team assignment |
| Principle Mindset 41-Cotinuous Improvement? | Repeat & reinforce the project vision to the team |
| Principle Mindset 42-Cotinuous Improvement? | Clarify what success and failure look like on the project |
| Principle Mindset 43-Cotinuous Improvement? | In agile use retrospectives to review and improve methods |
| Principle Mindset 44-Cotinuous Improvement? | Implement feedback loops apply lessons from one task to the next |
| Principle Mindset 45-Cost & Schedule Management? | Avoid cost &time overruns. if you must choose fix budget issues before schedule Agile manages constraints through timeboxed sprints w/fixed duration & team capacity, adjusting scope w/in each iteration rather than extending time or budget |
| Principle Mindset 46-Cost & Schedule Management? | Focus on the critical path when assessing schedule impacts Agile manages schedule through sprint commitment and velocity tracking, focusing on completing the highest priority items w/in each iteration rather than critical path analysis |
| Principle Mindset 47-Exam Strategy & Decision Guidelines? | Watch for answer choices w/absolute terms like Always or All they are often incorrect |
| Principle Mindset 48-Exam Strategy & Decision Guidelines? | Never do Nothing as an answer on the exam |
| Principle Mindset 49-Exam Strategy & Decision Guidelines? | The perfect answer isn't always listed you must choose from the choices available on the exam |
| Principle Mindset 50-Exam Strategy & Decision Guidelines? | Sometimes there is no correct answer choose the best of the 4 answers. it is not about selecting the correct one, it is about choosing the best of the 4 |
| Should the PM continually remind team what the vision is throughout the project? | Yes |
| How does the PM address the situation that the team is highly focused on technical implementation details & sprint deliverables? | Schedule regular sessions to discuss & reinforce how the current technical work connects to the overall vision of revolutionizing customer experience |
| Regular vision reinforcement helps the team what? | helps team members understand how their daily work contributes to larger goals & enables better decision-making |
| In Agile what does the exercise remember the future mean? | Ask Customer what would a successful deployment look like - they will start to talk about what success looks like - it functions like this - has this report Also ask what would cause this to completely fail? |
| examples when ask customer what would cause this to completely fail? | failed to function like this, too slow, produced errors |
| When stakeholders have different interpretations of project goals, what should the PM do? | the PM must facilitate agreement on specific measurable criteria that define success |
| In Agile what are retrospectives used to review and improve? | future sprint iterations |
| What is the purpose of a retrospective? | What should we do more or less of, what did we do right or wrong |
| When are retrospectives performed? | at the end of every sprint |
| Should you always hold a full retrospective as planned when everything is going well? | Always because we should always look for more improvements for even better performance |
| What is a feedback loop? | when receiving feedback, use feedback, apply it, and expect it to be done throughout the entire project |
| If you must choose between fixing budget or schedule in traditional project? | Always fix budget first |
| Define Time boxing? | a productivity technique where you allocate a fixed, maximum unit of time (a "box") to a specific task on your calendar, treating it like a mandatory meeting |
| Who determines Each sprint, which has a fixed duration in Agile? | determined by team capacity they then adjust the scope in each iteration |
| What is the difference between a traditional and Agile project when balancing scope, time, schedule? | Traditional project - adjust budget first then schedule - keep scope fixed Agile - has a fixed budget & fixed schedule - generally adjust scope w/in each iteration to keep budget and duration the same |
| Does the scope get adjusted in Traditional or Agile? | Agile |
| How do we handle time & cost overruns in Agile? | Generally, adjust scope in project or in each iteration |
| When both budget pressure & timeline constrains occur, which should be prioritized in a traditional project? | Implement cost-reduction measures first to address budget overrun, then work on schedule compression techniques to minimize the timeline impact - not scope or feature |
| What does timeboxing prevent? | procrastination & perfectionism |
| What is Parkinson’s Law & when is it used? | Constraint-Based: It combats Parkinson’s Law (work expands to fill time) by imposing limit - used in Agile for time boxing |
| Why are budgets addressed first before schedule in traditional projects? | More severe organizational impact then schedule has |
| Define Critical Path? | longest path through the schedule or through the network diagram, determines length of projects, carries highest risk activities, any manipulation of activities on the critical path results in the project extending or decreasing |
| If you need to compress critical path? | compress critical path activities that will shrink the schedule it has no slack - no/zero float - if activities on critical path are extended - the whole project gets delayed |
| What is the longest path through the schedule or through the network diagram? | Critical path |
| What does the critical path determine? | length of project |
| Does critical path have slack or float? | No, zero float |
| What does the critical path have the highest of? | Risk |
| What happens to activities when the critical path is compressed? | Will shrink the schedule - shorten overall timeline |
| What are the subsequent consequence of compressing schedule? | increase costs (crashing-adding resources) increase risks (fast-tracking-overlapping activities) |
| How does Agile manage schedule? | through commitments and velocity tracking |
| Is critical path only for traditional/waterfall projects? | No, it also includes hybrid - so yes only waterfall hahahaha |
| Difference between traditional project and agile in focus w/schedule management? | Traditional focuses on critical path Agil focuses on completing the highest priority items w/in each iteration rather than critical path analysis |
| Agile differs in Traditional projects in doing work how? | Agile works on high priority to low priority Traditional works on all the work in all one shot not breaking it up |
| Define zero float? | a critical activity that has no flexibility in its schedule |
| What project impact is there when there is a delay to critical path activity? | If an activity with zero float is delayed, the entire project deadline will miss its target |
| Which activities are high risk? | activities on critical path |
| What does it mean that an activity has no flexibility? | There is zero gap between the early start (ES) & late start (LS), or early finish (EF) & late finish (LF) (LS-ES=0 or LF - EF =0) |
| When multiple activities are delayed, what to focus on? | The critical path determines which delays actually impact project completion |
Created by:
Bentley525