1. Jeopardy Game!

2. 100 200 300 400 500 200 300 400 500 200 300 400 500 200 300 400 500 200 300 400 500 Scope Management Time Management Integration Management Time Management 100 PM Framework /Processes

3. Scope for 100 Collect requirements is done during which process? Planning Back

4. Scope for 200 What is a WBS? A required element with PM regardless of project size. Process of creating this allows team to walk through all work necessary to complete the project deliverables and make sure nothing is missed. Created by the project team. Back

5. Scope for 300 What is the product scope? Answers the question, what end result is wanted, includes requirements that relates to the product of the project. Back

6. Scope for 400 What is project scope? Work required of the project in order to deliver the product scope. Scope management covers both product and project scope. Back

7. Scope for 500 Which of the following is a key output of the verify scope process? a.A more complete scope management plan. b.Customer acceptance of project deliverables. c.Improved schedule estimates. d.An improved project management information system. Answer is b (scope practice exam question #3 p.170) Back

8. PM Framework/Processes for 100 What are the advantages and disadvantages of a projectized organization structure? Advantages – dedicated resources, PM has power and authority over resources Disadvantages – resources lack expertise of a functional person and have no home at the end of the project Back

9. PM Framework/Processes for 200 What are the project management process groups? Initiating, Planning, Executing, Monitoring and Controlling, and Closing Back

10. PM Framework/Processes for 300 Why is it important to develop lessons learned on projects and when are they created? Used to help with planning future projects in order to reduce chances of making the same mistakes. Created throughout the project and finalized at the end of the project. Back

11. PM Framework/Processes for 400 Name the nine knowledge areas? Integration, Scope, Time, Cost, Quality, HR, Communications, Risk and Procurement Back

12. PM Framework/Processes for 500 What is the definition of a project? Temporary endeavor with a beginning and an end, creates a unique product, service or result. p.21 Back

13. Time Management for 100 What is a critical path? Longest duration path through a network diagram and determines the shortest time to complete a project. Back

14. Time Management for 200 What’s the difference between a lead and a lag? Lead – can be added to the start of an activity before the predecessor activity is completed (e.g. coding can start five days before the design is completed) Lag – inserted waiting time between activities (e.g. waiting for concreted to dry) Back

15. Time Management for 300 What’s the difference between fast tracking and crashing? Fast tracking - doing critical path activities in parallel that were originally planned in series to accelerate the schedule Crashing – making cost and schedule trade-offs in order to compress the schedule the most with the least increase in cost. (crashing always involves an increase in costs) e.g. adding resources to a critical path activity Back

16. Time Management for 400 Which is preferable in a project – padding or float? Padding is a sign of unprofessional project management p. 189 Float is an asset and useful to project managers. Total float (slack) is the amount of time an activity can be delayed without delaying the project end date Free float (slack) is the amount of time and activity can be delayed without delaying the early start of its successor Project float (slack) is the amount of time a project can be delayed without delaying the externally imposed project completion date. Back

17. Time Management for 500 Activity one can start immediately and has an estimated duration of three weeks. Activity two can start after activity one is completed and has an estimated duration of three weeks. Activity three can start after activity one is completed and has an estimated duration of six weeks. Activity four can start after activity two is completed and has an estimated duration of eight weeks. Activity five can start after activities three and four are completed and has an estimated duration of four weeks. What is the duration of the critical path? Back

18. Time Management for 500 Activity one can start immediately and has an estimated duration of three weeks. Activity two can start after activity one is completed and has an estimated duration of three weeks. Activity three can start after activity one is completed and has an estimated duration of six weeks. Activity four can start after activity two is completed and has an estimated duration of eight weeks. Activity five can start after activities three and four are completed and has an estimated duration of four weeks. What is the duration of the critical path? 18 p. 201 Back

19. Integration for 100 What percent of project management is communications? 90% or more Back

20. Integration for 200 What is a project charter? A charter is issued by the project sponsor and broad enough to not have to change during the project execution. It formally recognizes the existence of the project, gives the PM authority and corporate resources necessary to complete the project. It provides high-level requirements for the project and links it to the overall work of the organization. Back

21. Integration for 300 Why is it important to conduct root cause analysis? Unless you know the root cause of the problem or opportunity being addressed, you likely will not fix it or achieve it. Back

22. Integration for 400 Whenever a change is being requested, it is important for the project manager to review _________________________ prior to presenting this change request to management. The impact of the change on project scope, schedule, cost and quality. Back

23. Integration for 500 In which process group does integration management occur? All process groups – initiating, planning, executing, monitoring and controlling and closing p. 99 Back

24. Misc. for 100 What is gold plating? Giving the customer extras. Adding/doing work that was not included in the charter and detailed in the work breakdown structure. Although you may think the customer wants this, they didn’t ask for it nor are they paying for it. Back

25. Misc. for 200 What is a heuristic and how might it be used by a project to estimate time? Rule of thumb – e.g. design is typically 15% of the project duration for residential construction. Back

26. Misc. for 300 What is a backward pass, and how is it calculated? Calculates late finish and late start for all activities. Complete the forward pass first, then take late finish minus duration to calculate late start Back

27. Misc. for 400 For activity on node (AON), draw a sample node with all appropriate labels? Duration Early startEarly finish Activity Name Float Late StartLate Finish Back

28. Misc. for 500 Using PERT, how do you calculate the expected activity duration? (Pessimistic + 4(most likely) + Optimistic)/6 p.191 Back