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effective project management traditional agile extreme hybrid

Questions and Answers of Effective Project Management Traditional Agile Extreme Hybrid

Appreciate and understand the history of Agile Project Management (APM) ? LOP69
Are there any projects in the case study that would benefit from any of the PMLC models studied in this chapter? (Remember the six subsystems defined for the case are Order Entry, Order Submit,
What is the impact on your risk management plan for using a Rapid Linear PMLC model instead of a Linear PMLC model — that is, what risks are added and what mitigation plans would you put in
List the advantages and disadvantages of using management reserve.LOP85
You have completed the first few increments and released deliverables to the client. They are now coming to you with changes to what has been released. These changes make sense, but will cause your
How would you go about the task of decomposing the project into meaningful business chunks in preparation for an Incremental approach? Speak to the rules you might employ.LOP85
How would you sell your client on the wisdom of using management reserve?LOP85
Anticipate and resolve the potential problems of using an Incremental PMLC model?? LOP85
Explain the benefits of using an Incremental PMLC model? LOP85
Anticipate and resolve the potential problems from using a Rapid Linear PMLC model? LOP85
Explain the benefits and use of the Feature-Driven Development (FDD)? LOP85 model
Explain the benefits and use of the Rapid Linear PMLC model? LOP85
Use and adapt the Linear project management life cycle (PMLC) model? LOP85
Know when to use TPM? LOP85
Appreciate and understand the history of traditional project management(TPM)? LOP85
Referring to the PDQ case study, what PMLC model would you use for each of the six subsystems (Order Entry, Order Submit, Logistics, Routing, Inventory Management, and Pizza Factory Locator)? Defend
Where in each of the five PMLC models would you expect the greatest risk? What mitigation strategies would you consider? Defend your choices.? LOP5
Where in each of the five PMLC models would you expect the most failures occur? Defend your answer.? LOP5
For each of the five PMLC models, identify the specific points where client involvement is needed. What specific actions would you take as project manager to ensure that involvement? LOP5
Use the Requirements Breakdown Structure (RBS) as the key ingredient of the best-fit decision model?? LOP5
Understand the similarities and differences between Linear, Incremental, Iterative, Adaptive, and Extreme PMLC models?? LOP5
Know how cost, duration, market stability, technology, business climate, number of departments affected, organizational environment, and team skills and competencies affect the choice of a best-fit
Know how complexity and uncertainty affect the project landscape? LOP5
Know the characteristics of Traditional Project Management(TPM), Agile Project Management (APM), Extreme Project Management (xPM), and Emertxe Project Management (MPx)? LOP5
Understand and explain the four quadrants of the project landscape? LOP5
Use goal and solution clarity to define the project landscape? LOP5
Can you suggest a cost/benefit approach to selling management on the value of the post-implementation audit? Be specific.? LOP5
I have advocated the use of a checklist as the acceptance test procedure for establishing that the project is finished. What other type of acceptance test procedure might you suggest? Be specific.?
What worked? What didn’t?? LOP5
Explain the significance of each post-implementation audit question? LOP5
Conduct a post-implementation audit? LOP5
Identify the components of project documentation? LOP5
Develop a closing strategy? LOP5
Understand the steps needed to effectively close a project? LOP5
How will you get information from your team and distribute it to the other stakeholders for this project?? P-69
Who are the people that you need to hear from to determine whether they are satisfied with your progress on this project?? P-69
What are the advantages and disadvantages of confirming the accuracy of status reports filed by your team members?? P-69
What Is the Status Meeting Format?? P-69
What Is the Purpose of a Status Meeting?? P-69
When Are Status Meetings Held?? P-69
Who Should Attend Status Meetings?? P-69
Properly identify corrective measures and problem escalation strategies?? P-69
Determine the appropriate corrective actions to restore a project to its planned schedule? P-69
Manage project status meetings? P-69
Build and maintain an Issues Log? P-69
Integrate milestone trend charts and EVA for further trend analysis? P-69
Use earned value analysis (EVA) to detect trends in schedule and budget progress? P-69
Construct and interpret milestone trend charts to detect trends in progress? P-69
Use Gantt charts to track progress and identify warning signs of schedule problems? P-69
Measure and analyze variances from the project plan? P-69
Determine an appropriate reporting plan? P-69
Track the progress of a project? P-69
Understand the reasons for implementing controls on the project? P-69
Identify a business process in your organization with which you are familiar and can envision the need for change. Create As Is and To Be business process flow diagrams for this potential project. In
You have run the COS by the book, and your gut tells you that the client’s wants may be a bit too far-reaching. In fact, you have a strong suspicion that what they need is not what they have told
Traditional project management (TPM) depends heavily on being able to clearly define what the client needs. You cannot create a detailed project plan without that information.Within the framework of
Describe the ending step using the Boundaries symbol. Sometimes a process may have more than one ending boundary. LOP5
Make sure that each decision loop reenters the process or is pursued to a conclusion. LOP5
When a decision step is reached, write a yes/no question in a diamond and develop each path. LOP5
Keep asking ‘‘What happens next?’’ and writing each of the subsequent steps in Operations symbols below the Boundaries symbol. LOP5
Describe the beginning step using the Boundaries symbol. LOP5
Define the beginning and ending steps of the process, also known as boundaries. LOP5
Decide on the process to be diagrammed. LOP5
Can senior management mitigate the identified risks?? LOP5
Are the risks too high and the business value too low?? LOP5
Is the relationship between the project objectives and the success criteria clearly established?? LOP5
Is there sufficient business value as measured by the success criteria to warrant further expenditures on this project?? LOP5
Are the objectives clear representations of the goal statement?? LOP5
Does the goal statement relate directly to the problem or opportunity?? LOP5
How is the project related to our critical success factors (CSFs)?? LOP5
How important is the problem or opportunity to the enterprise?? LOP5
What about future changes?? LOP5
What type of maintenance agreement do you expect?? LOP5
How will problems be resolved?? LOP5
What support must the vendor provide during acceptance of the deliverables?? LOP5
What environment must you provide in order to accept the vendor’s deliverables?? LOP5
What do you expect to be delivered and how will you accept it?? LOP5
How will the deliverables be evaluated?? LOP5
Who will receive the deliverables?? LOP5
When must it be produced?? LOP5
What must the vendor deliver?? LOP5
What training is available to the vendor? To your team by the vendor?? LOP5
What tools and facilities are available to the vendor?? LOP5
What is expected of the vendor?? LOP5
For whom does the vendor work?? LOP5
It provides the input needed to choose the best-fit PMLC model and the appropriate project management approach.? LOP5
It paints a clear picture of the degree to which the solution is clearly defined.? LOP5
It allows the client to work with the project team in an environment that is familiar to them, enabling them to stay in their own comfort zone.? LOP5
It presents an intuitive approach to gathering requirements.? LOP5
It does not require learning one of the contemporary approaches to requirements gathering.? LOP5
It does not require a trained facilitator.? LOP5
What is the cost versus the benefit of the change?? LOP5
How certain are you and your client that a change will result in a better solution?? LOP5
Can the project team adapt to the new PMLC?? LOP5
What are the cost and time penalties for abandoning the current PMLC and changing to a different PMLC?? LOP5
Understand the approval process for the POS? LOP5
Discuss attachments to the POS and their role in project approval? LOP5
Identify relevant assumptions, risks, and obstacles? LOP5
Establish measurable criteria for project success? LOP5
Write clear goal and objective statements? LOP5

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