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PMP
| Question | Answer |
|---|---|
| If CPI (cost perfromance index) is GREATER than 1 | Money to spend (under budget) |
| If SPI (Schedule performance index) is LESS than 1 | Behind schedule |
| If SPI (Schedule performance index) is GREATER than 1 | Ahead of schedule |
| Cost variance (CV) | CV = EV-AC |
| Cost performance index (CPI) | CPI = EV / AC |
| Schedule performance index (SPI) | SPI = EV / PV |
| Schedule variance (SV) | SV = EV - PV |
| Earned value always goes first except in what equation? | TCPI = (BAC - EV) / (BAC - AC) |
| TCPI | TCPI = (BAC - EV) / (BAC - AC) |
| EVM | EVM = probability x impact |
| If CPI (cost perfromance index) is LESS than 1 | Over Budget |
| PERT | Expected duration = (O + 4M + P) ÷ 6 |
| The triangular distribution | The triangular distribution is a simple averaging technique that assumes equal weight for all three estimates; (O + M + P) ÷ 3 (NOT PERT) |
| Central point to share knowledge across enterprise. | PMO |
| ____ knowledge requires personal interaction | tacit |
| ____ Estimating enables the project manager to leverage existing data from similar public-sector efforts and adjust it appropriately. | Analogous |
| - High Influence & High impact = - High Influence & Low Impact = - Low Influence & Low Impact = - Low influence & High impact = | - High Influence & High impact = Manage Closely - High Influence & Low Impact = Keep Satisfied - Low Influence & Low Impact = Monitor Only - Low influence & High impact = Keep Informed |
| Sourcing Requests - gather initial information about what a seller can provide | RFI (Information) |
| Sourcing Requests - What a solution is complex, seller proposes a solution | RFP (Proposal) |
| Sourcing Requests - Scope is simple and easily defined, we just want price | RFQ (Quote) |
| performing tasks at the same time to reduce overall time | Fast Tracking |
| Throwing money at problem to expedite delivery (increase cost) | Scheduling Crashing |
| Most accurate type of estimating | Bottom-up estimating |
| Less costly and time consuming estimating | Analogous (QUICK) |
| uses an average estimating | 3-point estimating |
| Document - How the team works together, values, agreements and operating guidelines | Team Charter |
| Document - who is responsible who is doing what | RACI |
| Document - hierarchical chart layout of project resources | Resource Breakdown Structure (RBS) |
| process of managing changes to the product (baseline) and Verifying the product quality (Quality control) | Monitoring & Controlling Scope |
| Take completed verified deliverables to the project sponsor or customer for final acceptance | Validate Scope |
| comparing actual or planned products, processes and practices to those comparable organization (internal or external) | Benchmarking |
| Feasibility of project | Business Case |
| Use available float to adjust a task without affecting overall schedule | Resource smoothing |
| Moving tasks further out, in sequence instead of parallel | Resource Levelling |
| IF TCPI is GREATER than 1 | Hard to complete with current resources |
| If TCPI is LESS than 1 | Easier to compete with current resources |
| Version control configuration changes | Configuration management plan |
| earned value reports (WOR) | Work performance reports |
| Process - Outlines change process and approvers | Change management plan |
| If you want to give rewards to your team, where do you check? | Resource management plan |
| Which reserve do you use for KNOWN risk | Contingency Reserve |
| Which reserve do you use for CHANGE Requests | Management Reserve |
| What are the types of AVERAGE estimating | PERT or 3 Point estimating |
| Anonymous voting and prioritization | Nominal Group Techniques |
| When do you use agile? (Scope = ?, Time and cost=?) | -Scope = variable -Time and Cost = Fixed -Complex environment |
| When do you use waterfall? (Scope = ?, Time and cost=?) | -Scope = Fixed -Time & Cost = variable Straighforard environment |
| Elicits customer and stake holder requirements, Ensures solution matches requirements | Business Analyst |
| Formally authorized the project | Project Charter |
Created by:
lax5