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PMP Prep
| Question | Answer |
|---|---|
| Gantt chat | A Gantt chart is a visual project management tool that displays tasks over time, showing their start and end dates, dependencies, and progress. |
| PERT Chart | A PERT chart is a project management tool that maps out tasks, their dependencies, and timelines to help identify the critical path and manage project schedules. |
| Network diagram | A network diagram in PMP visually represents project tasks, their dependencies, and the sequence to help manage timelines and resources efficiently. |
| resource leveling | Resource leveling adjusts the project schedule or resource allocation to resolve overallocation and ensure efficient resource use. |
| Dormancy | Dormancy refers to a state of inactivity or minimal activity, often used to describe periods when an organism, system, or process is temporarily inactive or in a resting phase. |
| Phase gate reviews | review after each phase |
| MoSCoW Method | The MoSCoW method is a prioritization technique used in project management to categorize requirements into four groups: Must have, Should have, Could have, and Won’t have. This helps teams focus on delivering the most critical features first |
| PDM | In PMP, the Precedence Diagram Method (PDM) is a technique used to construct a project schedule network diagram. It represents activities as nodes and shows the dependencies between them with arrows. This method helps in identifying the sequence of tasks, |
| Kanban board | A Kanban board visually tracks tasks through stages like “To Do,” “In Progress,” and “Done” to optimize workflow. |
| Time boxing | Timeboxing is a time management technique where a fixed, maximum time limit is set for completing a task or activity |
| Online Bullet Boards | An online bulletin board is a digital platform where users can post, read, and interact with messages or announcements. It facilitates communication and information sharing in a virtual space, often used for discussions, updates, and collaborative activit |
| CPM | The Critical Path Method (CPM) is a project management technique used to identify the longest sequence of dependent tasks that determiEarned Value Management (EVM)ne the minimum project completion time |
| EVM | Earned Value Management (EVM) |
| Personas | Personas are fictional characters created based on research to represent different user types. They help teams understand users’ needs, behaviors, and goals, guiding design and development processes |
| MBTI | The Myers-Briggs Type Indicator (MBTI) is a personality assessment tool that categorizes individuals into one of 16 personality types based on preferences in four dimensions: |
| DoD | In project management, DoD stands for Definition of Done. It is a clear and concise checklist of criteria that a product increment must meet to be considered complete. This ensures that all team members have a shared understanding of what “done” means for |
| RACI Chart | A RACI chart (Responsibility Assignment Matrix) is a project management tool that clarifies roles and responsibilities for tasks within a project. It uses four categories: Responsible, Accountable, Consulted, and Informed to ensure clear communication and |
| Parkinspn's Law | Parkinson’s Law states that “work expands to fill the time available for its completion.” This means tasks often take longer to complete if more time is allotted, leading to inefficiencies and potential delays |
| Dropped baton | In project management, a “dropped baton” metaphorically refers to a failure or breakdown in the handoff of tasks or responsibilities between team members or departments. This can lead to delays, miscommunication, and reduced project efficiency |
| SPIKE | In project management, a spike is a time-boxed research activity used to investigate a specific issue or gather information needed to reduce uncertainty in a project. It helps teams explore solutions, understand requirements, or evaluate risks before comm |
| Traceability Matrix | A traceability matrix is a document used in project management and software development to ensure that all requirements are covered by test cases. It helps in tracking the requirements and verifying that the final product meets the specified requirements. |
| crashing a project and fast tracking | crashing you add resources while fast tracking not but try to do task in parallel |
| PMO roles | Consulting, control level is low; controlling, control level is law: and directive control level is high |
| Tacit knowledge | Tacit knowledge refers to the kind of knowledge that is difficult to express or document. It includes skills, experiences, and insights that people gain through personal experience and practice, rather than through formal instruction or written materials |
| Configuration management | Baselining of standards,policies, ... knowlege repository for versioning,... |
| Appraisal cost | is the cost of auditing or checking the work |
| Sunk cost | is the money already spent on something |
| float(or slack) | In project management, float (also known as slack) refers to the amount of time a task can be delayed without causing a delay to subsequent tasks or the overall project completion |
| resource smoothing | is the use of available float to adjust a task without affecting the overall schedule. |
| resource levelling | Resource leveling is a project management technique that involves adjusting the start and finish dates of tasks to balance the demand for resources with their availability, ensuring that no resources are over-allocated or underutilized |
| rule for control charts | seven point or more above the centre line, five or more points in one direction ( trend) indicate the issues |
| using position power | there is a win/loose because you force decision for the conflicts |
| source selection cliteria | Source selection criteria in PMP are the attributes used to evaluate and choose suppliers or contractors, such as cost, quality, and reputation |
| PMI Talent Triangle | 1. Ways of Working: Mastering various project management approaches like Agile, Waterfall, and Hybrid1. Power Skills: Enhancing interpersonal skills such as leadership, communication, and empathy2. Business Acumen: Understanding the broader business con |
| PMI Talent Triangle | 1. Ways of Working: Mastering various project management approaches. 2.Power Skills: Enhancing interpersonal skills like leadership and communication. 3.Business Acumen: Understanding the broader business context for strategic decisions |
| Resource assignment matrix | the best approach showing the project resources assigned to each work package. It is used to illustrate the connection between work packages or activities and project team members |
| A Stakeholder Engagement Assessment Matrix | A Stakeholder Engagement Assessment Matrix categorizes stakeholders by their current and desired engagement levels to help manage their involvement in a project |
| Engagement Levels: Typically categorized as: | Unaware: Stakeholders who are not aware of the project. Resistant: Stakeholders who are aware but resistant to the project. Neutral: Stakeholders who are aware but neither supportive nor resistant. Supportive: Stakeholders who are aware and supportive |
| A Requirements Traceability Matrix (RTM) | A Requirements Traceability Matrix (RTM) is a document that links project requirements to their corresponding design elements, test cases, and deliverables to ensure comprehensive coverage and tracking. |
| appraisal | The term appraisal generally refers to the act of assessing or evaluating something or someone. |
| Decision Tree | Decition tree shows various options with their benefits or costd, various outcomes with their probability of occurence. this allows you to choose the path with the least cost and the least probability of impact. |
| Types of PMO | Supportive, with templates and guidelines, Controlling with adherence to frameworks and templates and Directive, with a high degree of control where they directly managing the projects and assign project managers who report to the PMO. |
| Quality Reports | The Quality report includes corrective actions recommendations (including rework, defect/bugs repair, 100% inspection, and more); abd the summary of findings from the control quality process - perfect to review to show the sponsor the state of deliverable |
| Basis of estimates | Provide a clear and complete understandings of how the estimates are made, including assumptions, constraints, and ranges |
| Accuracy | refers to how close a measured value is to the true or target value. For example, if you are aiming to cut wires to a length of 100 millimeters, and your measurements are 100.1 mm, 100.2 mm, and 99.9 mm, your measurements are accurate because they are clo |
| Precision | refers to how close the measured values are to each other, regardless of whether they are close to the target value. Using the same example, if your measurements are 115.0 mm, 115.1 mm, and 114.9 mm, they are precise because they are close to each other, |
| difference between lagging and leading indicators | Leading indicators predict future performance, while lagging indicators measure past performance. |
| The Hawthorne effect | The Hawthorne effect refers to the phenomenon where individuals alter their behavior in response to being observed |
| Conceptual ambiguity | Conceptual ambiguity refers to situations where a concept or term can be interpreted in multiple ways, leading to different understandings or meanings. This often occurs because the concept lacks a single, clear definition, allowing for various interpreta |
| Situational ambiguity | Situational ambiguity occurs when a situation or context is unclear, leading to multiple possible interpretations or actions. |
| volatility | subject to rapid and unpredictable change we can use contigency and management reserve to resolve it |
| Herzerg's Theory of motivation | Herzberg’s Two-Factor Theory of Motivation states that job satisfaction and motivation are driven by factors related to the nature of the work itself (motivators), while dissatisfaction is caused by external factors (hygiene factors) |
| Maslow’s Hierarchy of Needs one of Theorry of need | Maslow’s Hierarchy of Needs Physiological: Basic survival needs (food, water, shelter). Safety: Security and protection. Social: Relationships and belonging. Esteem: Respect and recognition. Self-Actualization: Personal growth and fulfillment. |
| McClelland’s Theory of Needs one of Theorry of need | McClelland’s Theory of Needs Achievement (nAch): Drive to excel. Power (nPow): Desire to influence others. Affiliation (nAff): Need for close relationships. |
| Theory X,Y,Z | X: Driven only by income, not ambitious, needs micro management Y: Intrinsically motivated to do good work - manage as more of a coach Z: Motivated by a higher calling, a job for life. |
| Affinity Grouping | Used to organize ideas, data, or tasks into related groups based on their similarities. |
| Analogous Estimating | Used to estimate the cost, duration, or resources needed for a project based on experience, i am gessing.... |
| single point estimate | Ibonacci (single point estimate) 1,2,3,5,8,13,21 |
| Wideband Delphi estimate | mutlipe rounds : starts broad and becomes accurate |
| Prioritisation schema | MoSCoW |
| an Artifact | could be a template, document or a project deliverable |
| A Business Model Canvas (BMC) | A Business Model Canvas (BMC) is a strategic management tool that provides a visual framework for developing, describing, and analyzing a business model. |
| Break down structures in PMP | • Organisational breakdown structure • Product breakdown structure • Resource breakdown structure • Risk breakdown structure • Work breakdown structure |
| RACI | Resource assignment matrix |
| A Velocity Map | A Velocity Map, on the other hand, is often used in agile project management to track the speed at which a team completes work. |
| A Value Stream Map (VSM) | is a lean management tool used to visualize and analyze the flow of materials and information required to bring a product or service from its inception to the customer. It helps identify and eliminate waste, streamline processes, and improve efficiency |
| Bid Documents | RFI - Request for Information RFQ - Request for Quote RFP - Request for Proposal |
| Different Matrix in PMP | Requirements Traceability Matrix (RTM) Resource Matrix Responsibility Assignment Matrix (RAM) Risk Matrix Stakeholder Matrix Communication Matrix Quality Control Matrix Cost-Benefit Analysis Matrix Decision Matrix Issue Tracking Matrix |
| Fixed Price Contracts (FP) | Fixed Price Incentive Fee (FPIF): paid a fixed price plus an incentive for achieving certain performance objectives. Fixed Price Award Fee (FPAF): receives a fixed price plus an award fee based on performance. Fixed Price Economic Price Adjustment (FP |
| Work package | It refers to a clearly defined subtask within a larger project, containing all the necessary information, resources, and activities to achieve a specific goal or result1. Essentially, it’s the smallest unit of a work breakdown structure (WBS) |
| project success Measures | Project Success Measures: • Net present value (NPV) Return on investment (ROI) • Internal rate of return (IRR) • Payback period (PBP) • Benefit-cost ratio (BCR) |
| Project Business case | Business need analysis of the situation Recommendations How benefit will be measured |
| benefit Management plan | • Target benefits • Timeframe for realizing benefits • Benefits owner • Metrics • Assumptions • Risks |
| major categories of influences are | Enterprise environmental factors (EEFs) Organizational process assets (OPAs), • Processes, policies and procedures • Corporate knowledge base • Any organisational systems and governance in place |
| Team Facilitator | Team Facilitator in Agile PMP helps teams work more effectively by focusing on the human aspects of Agile delivery, such as communication, trust, and collaboration. |
| difference between Sprint review and retrospective | The sprint retrospective is a lessons learned meeting and serves as a closeout meeting for the sprint. Delivering the product to the product owner is done at the iteration review meeting. |
| Difference between sprint status and sprint planning | The sprint status is performed at the daily standup meeting. Planning the sprint is the sprint planning meeting. |
| How a not complete user story is treated | any user stories that are not complete will be put back into product backlog. |
| Why should you coach product owner | To ensure they effectively manage the product backlog and work with stakeholders. |
| project oriented organization | has one project that never expires, ongoing project. |
| Question about OPAs | OPA refers to things like historical information and organizational policies and templates, among others. Lessons learned register is a current project artifact (but the repository is historical information). PMI standards are external EEF |
| 6 major constraints | The six major constraints are scope, schedule, budget, resource, quality, and risk; however, there could be many, many constraints on a project. |
| sprint retrospective | A sprint retrospective is not used to plan the next sprint, although the next sprint may be discussed at a high level. It serves as a lessons learned meeting and sprint closeout meeting. |
| Phase gate | Phase gates are relevant for predictive projects, where a decision to continue is made at the end of each phase |
| Minimum business increment | The MBI is the smallest product increment that will add value to the customer, and because in Agile the team is delivering value at every sprint, the value it is delivering is the MBI. |
| Minimum Business Increment (MBI) | An MVP is designed to test a product hypothesis with the least amount of effort and resources. |
| sprint review | The sprint review meeting is used to demonstrate the deliverable to the product owner. |
| iteration review | The validate scope process is the customer’s acceptance of the deliverable, and in Agile this occurs at the iteration review meeting, where the product owner approves or rejects the product delivered by the team. |
| Classified as dangerous | a stake holder who has power and urgency |
| who is A Stakeholder | A stakeholder is anyone impacted by a project or anyone who could impact or influence a project, either positively or negatively. |
| the goal of the sprint | The purpose of a sprint is to deliver value to the customer, in the form of working software. Each sprint will be an increment of the prior sprint; therefore, you are delivering minimum business increment |
| breakdown | The correct breakdown is: Epics -> Features -> Stories -> Tasks |
| product roadmap | The product backlog does not contain the schedule because there is no schedule on an Agile project (instead, Agile uses a product roadmap) |
| Playing a set of cards | The scenario is referring to planning poker, which is used for relative estimating of the size of user stories |
| Scope statement | The scope statement is a detailed description of the project’s deliverables and the work required to create them. It will include the scope description, acceptance criteria, deliverables, inclusions, exclusions, constraints, assumptions, and requirements, |
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