Questions and Answers of Effective Project Management Traditional Agile Extreme Hybrid

Anticipate and resolve the potential problems of using an Extreme PMLC model LO1
What are the similarities and differences between an Adaptive PMLC model and an Extreme PMLC model? Be very specifi c.LO1
For the case study, the Logistics subsystem development project will use INSPIRE. The POS is shown here as an accompanying figure. If you were the approving manager, what questions might you ask?
Can APF be used on an extreme project? Why? Why not? Be specifi c.LO1
In the formation stages of a project, are there any distinct advantages to using xPM over APF for an extreme project? If so, identify them.LO1
Describe a Project Support Offi ce (PSO)LO1
Understand the signs that you need a PSO LO1
Know the missions, objectives, and structures of the PSO LO1
Know the functions performed by the PSO LO1
Know how to establish a PSO LO1
Understand the challenges to establishing a PSO LO1
Know how to grow and mature your PSO LO1
Understand current practices in corporate project portfolio management and how they are applied LO1
Know how to deliver explicit business value through a strategically aligned project portfolio LO1
Adapt the concepts and practices of project portfolio management to agile project portfolio management LO1
In what ways, if any, would Traditional Project Management (TPM), APM, and xPM projects affect your project portfolio management process?Be specifi c.LO1
What types of data will you need in order to evaluate, prioritize, and select projects for the portfolio?LO1
Understand the differences between project management processes and practices LO1
Know what process and practice maturity is all about LO1
Be able to explain the fi ve levels of maturity LO1
Understand and be able to construct the Process Quality Matrix (PQM)and the Zone Map LO1
Have a working knowledge of the Continuous Process Improvement Model (CPIM)LO1
Know the benefi ts of having a CPIM LO1
Be able to diagram a business process LO1
Know how to use and interpret the eight tools for business process analysis LO1
Explain the benefi ts of using an Adaptive PMLC model LO1
Anticipate and resolve the potential problems of using an Adaptive PMLC model LO1
Know how and when to use the Adaptive Software Development (ASD)PMLC model LO1
Know how and when to use the Adaptive Project Framework (APF) PMLC model LO1
Know how and when to use the Scrum Adaptive PMLC model LO1
Know how and when to use the Dynamic Systems Development Method(DSDM) Adaptive PMLC model LO1
What are the advantages and disadvantages of confi rming the accuracy of status reports fi led by your team members?LO1
Understand the steps needed to effectively close a project LO1
Develop a closing strategy LO1
Identify the components of project documentation LO1
Conduct a post-implementation audit LO1
Explain the significance of each post-implementation audit question LO1
Can you suggest a cost/benefi t approach to selling management on the value of the post-implementation audit? Be specifi c.LO1
Know how complexity and uncertainty affect the project landscape LO1
Incorporate requirements, fl exibility, adaptability, change, risk, team cohesiveness, communications, client involvement, specifi cations, and business value into how you will choose and use a
Use the Requirements Breakdown Structure (RBS) as the key ingredient of the best-fi t decision model LO1
How might your approach to risk management change as you move from the less risky TPM projects to the riskier APM, xPM, and MPx projects?LO1
What might you do to increase meaningful client involvement?LO1
Appreciate and understand the history of traditional project management (TPM)LO1
Know when to use TPM LO1
Use and adapt the Linear project management life cycle (PMLC) model LO1
Explain the benefi ts and use of the Rapid Linear PMLC model LO1
Explain the benefi ts and use of the Feature-Driven Development(FDD) model LO1
Anticipate and resolve the potential problems from using a Rapid Linear PMLC model LO1
Explain the benefi ts of using an Incremental PMLC model LO1
Anticipate and resolve the potential problems of using an Incremental PMLC model LO1
Explain the difference between the critical path and the critical chain LO1
Identify resource constraints and know how to resolve them LO1
Use the critical chain approach to project management for single projects LO1
How would you sell your client on the wisdom of using management reserve?LO1
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.LO1
List the advantages and disadvantages of using management reserve.LO1
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 place?
You are a senior project manager in your company. You have 15 years’experience with them and a solid reputation for delivering successful projects. What might you do, acting on your own, to get
Traditional project management (TPM) depends heavily on being able to clearly defi ne what the client needs. You cannot create a detailed project plan without that information. Within the framework
Understand the importance of planning a project LO1
Understand the purpose of the Joint Project Planning Session (JPPS)LO1
Know how to plan a JPPS LO1
Know the contents of the project proposal LO1
Recognize the difference between activities and tasks LO1
Understand the importance of the completeness criteria to your ability to manage the work of the project LO1
Explain the approaches to building the Work Breakdown Structure (WBS)LO1
Generate a WBS from the RBS LO1
Use the WBS as a planning tool and reporting tool LO1
Understand top-down versus bottom-up processes for building the WBS LO1
Defi ne a work package and its purposes LO1
Understand the difference between effort and duration LO1
Explain the relationship between resource loading and task duration LO1
List and explain the causes of variation in task duration LO1
Use any one of six task-duration estimation methods LO1
Understand the process of creating cost estimates at the task level LO1
Schedule people to project activities using a skill matrix LO1
Understand the process of determining resource requirements at the task level LO1
Construct a network representation of the project tasks LO1
Understand the four types of task dependencies and when they are used LO1
Recognize the types of constraints that create task sequences LO1
Compute the earliest start (ES), earliest fi nish (EF), latest start (LS), and latest fi nish (LF) times for every task in the network LO1
Understand lag variables and their uses LO1
Identify the critical path in the project LO1
Defi ne free slack and total slack and know their signifi cance LO1
Analyze the network for possible schedule compression LO1
Use advanced network dependency relationships for improving the project schedule LO1
Understand and apply management reserve LO1
Utilize various approaches to leveling resources LO1
Determine the appropriate use of substitute resources LO1
What are the advantages and disadvantages of holding a JPPS session onsite versus offsite?LO1
Why is building the WBS by walking around the workspace or the e-mail space a ticket to failure?LO1
Under what conditions might you choose to decompose an activity that meets all of the six completeness criteria? Give specifi c examples.LO1
Can you think of any activities that would not meet all six completeness criteria, yet need not be further decomposed? Give specifi c examples.LO1
Describe the characteristics of an effective project team member LO1
Understand the different roles and responsibilities of core versus contract team members LO1
Help contract team members become part of the team LO1
Establish team operating rules for problem solving, decision making, and confl ict resolution LO1
Know the types of team meetings and when to use each type LO1
Establish and use a team war room LO1

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