APM PMQ - Gaps in knowledge > Everything > Flashcards

Everything Flashcards

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1
Q

Explain 3 characteristics of a matrix organisation structure when used by an organisation to deliver a change initiative

A
  • Dual identities (PM also has functional role)
  • Works better with BAU for the change as there is some level of oversight into the functional side of business
  • Resources are drawn from BAU
  • Authority flows sideways between functional and PM
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2
Q

Explain 2 characteristics of a functional organisation structure when used by an organisation to deliver a change initiative

A
  • Usually smaller projects, functional manager manages project within department
  • No dedicated project team, done within BAU team
  • Authority flows downwards from functional manager
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3
Q

Explain three differences between the following types of organisational structure:
- Functional
- Project
- Matrix

A

Functional authority flows downwards from functional manager, matrix flows sideways, project it flows downwards from PM
Functional resources drawn from BAU, matrix resources drawn from BAU but partly dedicated to the project- 2 direct reporting or more, project has dedicated resource for the project
Dedicated to the project (matrix and functional doesn’t have dedicated team)

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4
Q

Explain 2 considerations when using an organisation breakdown structure to create a responsibility assignment matrix.

A
  • Cost of the resources that have been assigned
  • If the individuals within the structure have the knowledge and experience
  • Whether context has been considered in assigning responsibilities
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5
Q

Explain 3 steps in the creation of a responsibility assignment matrix. In each step explain who might get involved.

A

First step is to identify organisational breakdown structure in the business. This will include PM, sponsor, stakeholders (if project structure)
Second step is to identify work breakdown structure. This may involve the project team, subject matter experts. All required to complete scope. Moscow + RACI
Third step is to assign roles and responsibilities for each activity, to the people within the structure, this may involve steering group, sponsor, key stakeholders, and PM.

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6
Q

Select 2 phases of the project lifecycle and describe a specific activity the project manager would perform in each of the 2 phases.

A

Concept – help sponsor complete risk assessment, PESTLE and other options for business case
Definition – PM creates PMP using business case
Deployment – tracks progression of the project through reviews and reports to sponsor.
Transition – helps transfer and handover to BAU. Ensures quality control has been completed. If extended, may follow to adoption and termination

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7
Q

Explain 3 key differences between responsibilities of a sponsor and project manager in the Deployment phase.

A

Sponsor ensures governance is being adhered to, PM ensures team are following processes to assist with this, complying with regulation
PM does day-to-day running of project ensuring project team are completing WBS whereas the sponsor doesn’t get involved in the day-to-day, only the oversight.
The sponsor focuses on the goal of making sure that the project remains a viable business option throughout the deployment phase, whereas the PM is focused on ensuring the project meets the deliverables to the time cost and quality restraints.
Sponsor is a part of steering group, PM works more with project team

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8
Q

Explain 2 differences between the responsibilities of the project manager and the project sponsor throughout the project.

A

PM has a tactical focus and works on making sure deliverables are met to time cost and quality restraints, in accordance to PMP (which they make in the definition phase). They work with the project team day to day to motivate and delegate to ensure the activities in WBS are completed.
The sponsor however has a strategic role, and works to make sure aligns to strategy of business, looking at other investments in the organisation. Owns business case.

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9
Q

Select 3 of the project roles below and describe their responsibilities throughout the project:
- Users
- Project team members
- Project steering group
- Product Owner

A

Users – last interaction with the intended outputs (deliverables), helps define acceptance criteria, helps deliverables to be handed over. Responsible for partaking in gathering requirements and accepting deliverables when given to BAU. Provide feedback to product owner and PM for lessons learnt.
Project team members – complete the activities outlined in work breakdown structure. Work and report to project manager. Escalate issues if they arise. May communicate with stakeholders if they are outlined to do so in communications plan.
Project steering group – helps sponsor manage governance. Helps with escalations of issues. Help assess project at reviews.
Product owner – The product owner is focused on working with the users, and represents the making, functionality, and realisation of the products. They aren’t necessarily the end user, but work with them to ensure the requirements and acceptance criteria are acceptable, establishing scope. They also follow the product through, past the delivery to ensure any upgrades are supported.

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10
Q

Describe 5 functions/ services a central project management office may provide

A
  • assist with admin (like risk analysis)
  • allocating resources
  • clear line of reporting
  • help with documentation
  • assist with reviews
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11
Q

Describe 2 ways in which a project management office can assist a project manager to successfully deliver a project.

A

Give the PM more time to work with the project team by dealing with administrative tasks.
Allocating resources by looking at what is available across the pool of the business
Provide consistency and ensure compliance

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12
Q

Explain how 3 aspects of project management governance can aid project success. Choose 2/3 from the following:

  • Policies
  • Regulations
  • Functions
  • Processes
  • Procedures
  • Delegated responsibilities
A

Polices – to protect people within the business. To assist with health and safety requirements.
Delegated responsibilities – required to ensure there is efficient resource usage across the project, putting right people in the right place (expertise). Avoids duplication of resources.
Regulations – adhere to laws

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13
Q

Explain 3 ways in which a project would be influenced by the implementation of project governance.

A

Health and safety need to be considered in budget
Changes in legislation may impact scope
Change control (escalated may mean closing of project)

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14
Q

Explain the 3 differences between linear and iterative life cycles.

A

Linear has 4 defined phases – concept, definition, deployment, transition whereas iterative doesn’t have defined phases, but works in iterations/ time boxes. Linear usually gives deliverables at the end of the project, iterative deliverables can be throughout. Linear doesn’t necessarily need constant user feedback, iterative does.

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15
Q

Explain reasons why an iterative lifecycle might be used to deliver a project rather than a linear life cycle option.

A

Time is crucial, as iterative can start iterations pretty much start straight away. You have lots of access to user feedback. Scope isn’t clear at the start of the project. Project that is looking at product development or software, as iterative approach favours this kind of project due to constant amendments and user feedback. Used when predictable.
Linear is more for projects that have more risk, as there is a clear structure. May be used if resources need to be planned clearly across the project. Construction because need to know clear size and scale before you start

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16
Q

Explain why a hybrid life cycle might be used rather than a linear or iterative life cycle.

A
  • Utilisation of the iterative modification, which utilises user feedback to adapt products, whilst still allowing for the phases of a linear life cycle
  • Allows for flexibility of scope, whilst still maintaining the structure of a linear life cycle. This is because the phases can still be outlined to give the stakeholders the structure, but the scope can be constantly amended as information becomes available, and the project matures (as usual in an iterative cycle). This adds a level of flexibility
  • Faster nature of an iterative cycle can be implemented, due to the fast pace element of tranches, but these can still be utilised within set phases in order to provide confidence to the stakeholders. This may be helpful for a project that needs to be delivered quickly, but also needs to have defined phases to provide confidence, and a demonstration of works to the stakeholders.
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17
Q

Explain 3 reasons why a project might be structured in phases, following a linear life cycle

A
  • Resource allocation
  • Facilitates reviews
  • Clearer reporting to stakeholders
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18
Q

State 4/6 advantages of a linear life cycle.

A
  • Facilitates better resource planning
  • Facilitates better review planning
  • Clear plan of scope to demonstrate to stakeholders
  • Better for cost planning
  • Facilitates clearer critical path
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19
Q

Explain the 3 differences between a project life cycle and an extended life cycle.

A

One is follows though to realisation of benefits
Ownership stays with project team until realisation (in extended)
There is no termination in project, there is in extended. E.g nuclear power plant – project team is responsible for terminating

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20
Q

Describe 2 activities that would occur in the extended life cycle and not in the project lifecycle. For each activity, state who might be involved.

A

Termination
Adoption of benefits

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21
Q

Describe two knowledge management activities that should be built into the day-to-day management of the project.

A

Making sure knowledge is easily accessible dissemination
Making sure people aren’t sharing information etc
- Treat as information management

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22
Q

Explain 3 reasons why information management may support the effective management of a project.

A
  • Helps to generation of ideas and solutions
  • Avoids repetition of mistakes and improves lessons learnt
  • You can also anticipate and understand changing conditions
  • Cultivates talent management
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23
Q

Explain one benefit of conducting each of the following through the life cycle:
- Decision gate
- Benefit review
- Audits

A

Benefit review- ensures the project was worthwhile, gives information for future projects
Decision gate- facilitates failing fast mentality
Audits- proper governance, ensures legal standards are being adhered to. Provides confidence.

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24
Q

Explain 3 benefits of conducting reviews throughout the lifecycle of a project.

A

Close early
Update stakeholders
Provide confidence
Manage risk

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25
Explain 3 reasons why projects may close early.
Project matures and more information comes to light meaning no longer viable business option Not on track to achieve deliverables Already achieved deliverables Business risk appetite has decreased. No longer aligns to the strategy of the business or portfolio (strategy may have changed)
26
Explain 3 key differences between projects and business-as-usual.
Resources are drawn from Funded by Change initiative/ ongoing running operationally Project is risk tolerant. BAU is risk adverse.
27
Describe two ways in which programme management is different from project management
Programme is multiple with shared goals (project set goals independently) Programme has multiple elements and other projects that are interdependent (whereas project is single entity) Programme usually works to change ongoing BAU or strategic goals, project is its own endeavour.
28
State 4/6 advantages of a linear life cycle.
- Facilitates better resource planning - Facilitates better review planning - Clear plan of scope to demonstrate to stakeholders - Better for cost planning - Gives sponsor better oversight - Better for cost planning and releases
29
Describe 2/3 characteristics of relationship between programmes, projects and strategic change.
- Benefits realisation (projects realise after project is completed, programmes realise benefits incrementally as changing BAU) - Creation of value, specific changes in projects, overall BAU changes in programmes
29
Explain three ways in which projects and programmes can help an organisation deliver strategic change.
- tangible investment into the change - provides clear path to delivering change to show stakeholders - programmes may assist in changing BAU - rationalises resources to work to the change - Programmes can help manage the projects with similar goals to make sure they aligned to strategic change
30
State 4/6 differences between the ways in which programmes and projects help an organisation achieve strategic change.
Project- single initiative, programme- align projects to align to strategic change Programmes – consider complexities and dependencies of projects contributing to strategic change Risk management Scope BAU
31
Describe 3 situations where it would be beneficial to manage a group of projects as a programme.
Independencies Share resources Benefit from economies of scale – better to order in bulk
32
Describe 3 situations where the use of portfolio management may be considered appropriate.
Change in legislation Change in strategic direction Want to better manage risk across business or check where investments are – can you invest more risk?
33
Explain 2 purposes of carrying out a SWOT analysis for a project option.
Capabilities and capacity and change scope before project starts Opportunities
34
Explain ways in which VUCA analysis could be used to assess a project context.
V (build in slack, contingencies) U (invest in information gathering) C (speak to experts) A (invest in info)
35
Explain 3 aspects which impact on the legal and regulatory environment on projects.
Health and safety Sustainability Working conditions
36
Describe three aspects of the legal and regulatory environment of a project that the project manager should be aware in assessing a project’s context.
Working conditions Governance Sustainability
37
Describe 3 ways in which a communication plan is used in a project.
To gather requirements To update stakeholders To ensure consistency
38
Explain two benefits of a communication plan to a project.
Better communicate to stakeholders based on analysis Gives confidence to stakeholders More likely to be accepted by end users Focused and intentional appropriate communication
39
Explain 3 ways in which a thorough stakeholder analysis can assist in the production of an effective communication plan.
What when who – use those as the 3 points
40
Explain 2/3 ways in which barriers to communications on a project could be overcome.
Noisy office environment- facilitate meeting rooms and quiet spaces Only uses push- change methods to include push and pull Not understanding stakeholders – stakeholder analysis Lack of understanding of industry related terms - glossary
41
42
State four factors that can positively affect communication in the project.
- Analysing stakeholders - Looking at cultures and considering them - Looking at personality types - Considering organisational structure
43
Describe 4 sources of conflict within a project.
Lack of resources Poor leader Competing priorities (BAU project) – better project Clash in cultures Herbert Kindler also said poor information, poor method, negative feelings, incompatible goals
44
Explain 3 common causes of conflict arising in the following phases of the project life cycle (one cause of conflict for each)
- Concept – team are storming - Definition – priorities beginning to clash and unclear objectives - Deployment – unclear roles and lack of resource, increased work load - Transition – not formally handed over to BAU, unclear what’s next for job role uncertainty
45
Using an appropriate model or approach, explain 3 ways in which conflict can be addressed.
Assertiveness and Cooperation Compromise Collaborate - this is best if possible, used to join together to meet both goals. One may have something the other may need. Avoid - used when there isn’t enough information, or there is no ZOPA (unlikely to agree, so better to walk away and consider BATNA) Accommodate Compete
46
Explain 2 ways how BATNA and ZOPA can help plan and conduct project negotiations
Got expectations on what is likely to be agreed Is there any point doing it – no if no ZOPA BATNA is used to assess what resolution can be gained if there is no ZOPA, and what would happen if you were to walk away from the negotiation.
47
Explain 3 stages of a negotiation process.
Plan – research the parties and use ZOPA AND BATNA Propose Bargain Agree – come to an agreement on how to proceed Close – put contracts in place or any change notices etc
48
Outline four factors that will increase the likelihood of a win-win outcome to a negotiation.
Gained rapport and trying to collaborate Accommodated them as much as possible (maybe in the past) Good communication Proper planning
49
Explain 3 ways how leadership impacts on team performance.
Considered Belbin team roles and compensated for team weaknesses Considered Maslow’s hierarchy of needs to motivate Set expectations too high demotivates team- or not considered hygiene factors
50
Describe 3 ways in which a team can be motivated.
Considering Maslow’s hierarchy of needs Considered hygiene factors Realistic goals and targets
51
Explain 3 reasons why a leader may have to change their leadership style to support the management of a project.
Change in urgency Change in scope Change in capabilities
52
Describe 3 characteristics of an effective project team.
Hitting KPIs and achieving goals Mixed Belbin types hit the performing stage quickly
53
Explain 4 factors which impact on the leadership of virtual teams.
Generational issues – training on computers Time zone issues – anchor days Internet issues – back up 4g dongles No rapport or relationship gained
54
Explain 2/3 ways in which a Project Manager can overcome issues created in the world of virtual teams.
- Establishing clear communication protocols and guidelines. Project managers should define expectations regarding communication frequency, preferred channels, response times, and information sharing practices. - Promote Team Building Activities - Encourage Open Communication - Training for generational differences - Anchor days Internet issues- 4g dongle back ups
55
Explain 3 factors which influence the creation, development and leadership of teams.
Forming – looking to leader for guidance as lots of uncertainty, provide guidance Storming – clashing and pushing boundaries, PM should define roles and responsibilities to remove uncertainty Norming – Team are finding their place. PM should guide and bond using team building Performing – team start to work together, ensure goals remain clear and maintain this phase Considering Belbins roles Leadership – situational leadership
56
Explain 2 reasons why a project might benefit from having a robust business case
Clearer expectations throughout project Ensures aligns to strategy
57
Describe 3 activities that would be carried out as part of a benefits management process.
Initiate – define requirements Definition – what will the benefits be Plan – when will they be realised Track Realise – when will the benefits be realised
58
Explain how the following two investment appraisal techniques can be used to assess the validity of a project:
- NPV considering value of money decreases - Internal rate of return – The discount rate that causes net present value to be 0 (counteract inflation etc). What would make breakeven
59
Describe 2 types of information that a project might report and how there might be used to manage project outcomes.
Time – are you on track to achieve deliverables Cost – are you on budget? Have you had to use any contingency?
60
Explain 2/3 relationships between the deployment baseline and the development of a project management plan in an iterative life cycle.
- Align objectives and milestones - Both iteratively updated as information comes available through iterations - Both plan contingency throughout
61
Explain 3 ways in which the project manager would use the project management plan during the project life cycle.
Scheduling Resourcing Give to stakeholders Reference against for reviews
62
Describe 3 sections of a typical project management plan.
Who What How much Scope Procurement Risk Schedules When
63
Explain how each of the three estimating methods could be used to produce an estimate of cost for the project
- Parametric - a top-down approach, data or units to multiply/ work out estimates. Used when there is scalable data available historically that can be used. - Analogous – top down, uses previous experience of projects to compare against, used in a mature project environment - Analytical – used WBS and PBS to precisely and thoroughly accumulate data (used when scope is clearly defined)
64
Explain two reasons why an initial estimate may need to be revised throughout the project life cycle
Change in environment Access to more information increased maturity (demonstrating estimating funnel) Change in scope
65
explain the relationship between stakeholder analysis, influence and engagement
Best approach for that stakeholder using mendulo (influence interest) Save money as not communicating unnecessarily Comms plan
66
Explain three ways in which stakeholder expectations can be managed in order to ensure project success.
Regular communication Risk management Clear scheduling
67
Explain 3 steps in a process that could be used to achieve stakeholder engagement in the project.
Analysis Comms plan Identify stakeholders
68
State 4/6 reasons why it is important to manage stakeholder expectations.
- Helps acceptance of deliverables - Minimises conflict and resistance - Not having unrealistic expectations enhances stakeholder satisfaction - Prevents extension of scope and scope creep - Prevents unnecessary change requests
69
Explain 2 ways in which the project manager could use earned value to track a project’s performance.
see if the project is on track to achieve deliverables to time on track for cost
70
Explain 2 reasons why a planned contingency may be necessary in addition to the project budget.
To make the project more resilient by planning for if issues arise. To provide confidence to the stakeholders that there are appropriate contingencies in place
71
Describe two breakdown structures used to communicate the scope of a project.
WBS (progressive elaboration) PBS CBS
72
Explain 3 steps in a requirements management process that would help to establish project scope.
Gather, justify, analyse, baseline needs
73
Explain the benefits of requirements management process to support scope.
Considers MoSCoW Considers wants and needs of stakeholder Helps to be accepted by end users
74
Explain 2 ways in which configuration management would help achieve controlled change is the project.
Helps ensure the team are all working to the same versions, to avoid confusion. Ensure the knowledge management is up to date
75
Explain three stages in a typical change control process.
Request Initial Evaluation Detailed Evaluation Recommendation Update Plans Implement
76
Describe what is meant by the term critical path
Critical path is a scheduling technique that is used to determine the shortest time a project can be completed in. This is used often alongside MoSCoW to determine the necessary components of the projects, and elements that could be removed. This helps to provide a clear path of what is needed to complete the project, and how long this would take.
77
Describe what is meant by the term free float.
Free float is the amount of time a task can be delayed before impacting the next scheduled activity
78
Describe what is meant by the term total float.
Total float is the overall time that a task can be delayed by, without impacting the scheduled project end date. This can be used to assess how much slack can be incorporated into all tasks across the project, without delaying the project. This is helpful when the PM is trying to identify if the project is likely to be delayed, how much room they have before it makes a high impact
79
Explain 2 reasons why the project manager should understand the significance of the critical path when receiving a project schedule
Because it looks at things that will impact end date Looks at what can taken out Gives an understanding of if the project could be completed sooner
80
Explain 3 differences between critical path and critical chain when used to schedule a project.
Critical path includes the slack in the tasks, critical chain has all slack at the end of the project Critical path focuses on activities and task management and their dependencies, critical chain focuses on resources completing as soon as possible and buffer management Critical path is used to detect bottlenecks, critical chain is used to shorten duration of all tasks Critical path assumes all resources will be available at the same time, critical chain focuses on limited resource.
81
Explain why 2 reasons why critical chain scheduling techniques may be used rather than critical path.
More likely to close project early If project team are overusing contingencies in their tasks (gold plating) If resources are limited
82
Describe 2 ways in which resources are categorised and allocated to a project with a linear life cycle
Per phase Assumes all resources are available when required. If not available, resource management techniques may be implemented.
83
Describe 2 ways in which resources are categorised and allocated to a project with an iterative life cycle.
Resources allocated by time box Requirements prioritised and implemented within pre allocated resources
84
Explain 3 differences between resource smoothing and resource levelling when used for resource optimisation in a project
Smoothing can’t delay so increase cost by getting resource, levelling delays rather than increasing resource Resource levelling may require redefinition of scope, whereas smoothing keeps scope relatively the same. Resource levelling involves moving activities not on critical path whereas smoothing keeps activities where they are
85
Explain 3 differences in how costs would be planned for a project with a linear life cycle as opposed to an iterative life cycle.
Get predetermined funds at phases whereas Iterative adhoc or in timebox Costs incurred early in linear pre planned – s curve whereas it is throughout in iterative Release of funds is frequent in iterative, whereas released at decision gates in linear
86
Explain 3 steps in a supplier selection process for a project
- Research - Pre-qualification - Tender - Award - Manage (monitor they’re doing job properly) - Close (who owns the intellectual property, any ongoing maintenance, any final costs, warranties)
87
Explain 2 ways in which risk to the project can be identified.
Contextual analysis (PESTLE, VUCA, SWOT) Brainstorming with key stakeholders
88
Explain 3 proactive responses to risk.
Quality assurance PESTLE analysis Transferring risk with RAM and insurance
89
Explain 3 benefits to an organisation of carrying out formal risk management in the project.
Improved decision making Can implement mitigations, making projects more resilient Provides confidence to stakeholders Prevents risks from turning into issues Can help turn risks into opportunities Increased chance of project success Enhances estimates
90
Explain 2 ways in which issues might be managed differently from risks
Actually uses continency Has to escalate Has to use change control
91
Explain 2/3 reasons why it is important to regularly maintain an issue register throughout the project life cycle.
Review for lessons learnt Cultivate knowledge management Good governance Used for corrective action/ change control
92
Explain the purpose of quality planning for a project
Provides confidence to the stakeholders Provides guidance to team on essential deliverables Ensures deliverables are fit for purpose (more likely to be accepted by end users) Outlines success criteria
93
Explain 3 reasons why quality assurance should be an independent function from the project manager and the project team.
- Not biased (objectivity) - Enhanced accountability and oversight - Better project governance and confidence to stakeholders
94
Explain 3 differences between quality control and quality assurance when managing a project.
QC – inflexible, pass or fail based on tolerances QA – flexible QC- usually done at the end of the project QA – done throughout the project QC – verifies compliance through testing to detect defects QA – verifies compliance through processes and procedures implemented throughout and improvement training and activities QC – can be done by the project team QA – should be independent from the project team QC – creative QA - proactive
APM PMQ - Gaps in knowledge
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