Hot answers tagged

9

Absolutely keep logs and absolutely bring them to the surface and work them on a strict cadence. Especially risks. Without the logs, people will happily ignore them. There is a resistance in raising and working risks, I think because of the mantra that optimistic and can do people are more successful. I have never maintained assumptions and ...


8

PMBoK is a toolbox. It's full of useful tools. Think of the project manager as a carpenter. He gets certified to use every tool in the toolbox. It doesn't mean they're going to use each one when building a piece of furniture.


7

Crashing is simply the concept of throwing more resources--be it money, tools and machinery, humans, etc--at a work package in an attempt to decrease its overall duration. The general idea is, if you planned 10 days with one person to do a task, then applying a second person will decrease the duration to five days. The issue is, this does not work that ...


6

In my opinion any Project Manager that does not actively use Risks and Issues logs is not worthy of the name. Active management of risk, particularly, is the biggest part of what a project manager is and does, again, in my opinion. I had never used Assumptions and Dependencies logs until I started working at my prior employer where I encountered them for ...


6

I use Risk and Issue logs and review them on a strict, regular basis. They are essential tools both for myself as a PM, and for the wider stakeholder community within the project. Why do I say that? For myself, they give me focus to ensure that I address whatever could derail the project, and they make me think hard about the actions to mitigate the risks ...


5

"Lines of Code" Are Not Equal to "Level of Effort" Unless one of your constraints is the size-on-disk of your source code, or the size of your source code repository, the lines of code for a project are at best a proxy metric. In addition, unless you're reusing code from another directly comparable project, an LOC estimate is likely to be pure fiction ...


5

TL;DR I probably would have picked "C" as well, but can see what they were trying to get at with their selected answer. I don't agree with it, but I can see the point. It's an academic answer that probably aligns with something in the PMBOK, but that doesn't mean it's either a great question or a great answer. Ivory Tower Answers Most tests, and ...


5

Expected Monetary Value (EMV) is an important part of risk management, usually used in large and complex projects to perform quantitative risks analysis. Probability is the measurement of the likelihood of the occurrence of any event. Impact is the amount that you will have to spend if any identified risk occurs. According to the PMBOK Guide 5th edition, “...


4

The confusion here can sometimes come from people using the term "program" when we would technically mean "project" in the organizational framework (afterall a "program" could be your project!). You are correct in that strategy is the common linkage from project > program > portfolio. It's often thought of as a pyramid with projects at the bottom, but the ...


4

The answer here has nuances. In general, yes, you need to have a basic sense of size - you would likely be making awful business decisions if you didn't know whether a project would need 1 developer for a month or 20 developers for a year. However, it is not so simple as "How many lines of code do you think this would be?", because lines of code is loosely ...


4

Project Charter is a document that formalizes the existence of a project and gives authority to the project manager to use organizational resources for the completion of that project. Having said that, a change of project manager should not have any impact on the Project Charter. The only change would be to update the assigned project manager's name in the ...


3

The Planning is the Activity You're misreading the objective. For "Plan Scope Management Process," the sole output of the activity is a plan, not all of the other things that a scope management process might eventually manage. You should read this item as: Create a plan to implement and/or manage a "Scope Management Process." All of the other activities ...


3

Sprint planning is a meeting held between the Product Owner and the team doing the work. The Product Owner is the one that prioritises the backlog and also briefs the team on the items at the top of the backlog. The team then estimates the backlog items and because it knows its typical sprint capacity (i.e. its velocity) it decides how far down the backlog ...


3

TL;DR There isn't really any such thing as a "daily loss" in project management, since most projects are cost centers rather than profit centers. For example, you'd be hard-pressed to treat most projects as the sole topic of a profit-and-loss statement. However, you can certainly calculate the expenses of cost overruns due to a project exceeding its ...


3

The Project Management Perspective This will vary by organization, and a lot depends on what you're trying to communicate. Formally, the PMBOK calls this stage the "Project Closeout Group" and says that it contains types of closures such as: Project Complete Project Terminated Premature Closure From a more practical project management perspective, this ...


3

PMI itself has made this claim. I don't have exact citations right now, however as a PMP, PMI-ACP and a Certified Scrum Professional I've been in many conversations around how the PMBok can support agile. Remember that PMBoK is a "Body of Knowledge". That's pretty much a fancy way of saying "Best Practices". The PMBoK is not a process or a methodology. It ...


3

In my experience a Programme is a collection of projects where each project delivers part of the overall programme outcomes (i.e the programme is like a super-project but with several substantial sub-projects), whereas a Portfolio is merely a collection of projects managed together (like a portfolio of stocks you may have invested in). I have also seen ...


3

Bear in mind that PMI PMBOK is not an execution method. I.e., it will not tell you what to do on Monday morning at 9:07 am to move your project forward. In case you're wondering, my favorite project execution method is Goldratt's critical chain project management. Complementary to CCPM are: kanban supplemented by GTD.


3

Quality Audit is basically seeing if you are following the defined process. A Process Analysis is examining what you do and identifying aspects that could be improved. As an extreme example, in a Quality Audit you might have a process that says "Every employee should sleep for 10 minutes per hour" and the Audit would have to confirm it was being followed. ...


3

PMBoK is the framework - it's akin (but different) to PRINCE2 or Agile. PMBoK is, obviously, much more Project Manager focused than the other frameworks. You can use pieces of the PMBoK framework with pieces of the PRINCE2 framework and/or pieces of the Agile frameworks. You don't have to be "all in" for any of them. Most PMs will subscribe to one core ...


3

Project scope is a conceptual thing describing the boundaries of your project, covering what the project encompasses and (maybe more importantly) what it does not encompass. From PMBOK 4: Project Scope. The work that must be performed to deliver a product, service, or result with the specified features and functions. Project charters are baselined ...


3

I passed the exam 6 months back. I didn't use the same approach than you, I read only very few chapters of the PMBOK. The way I did was doing a maximum of tests and studied the reasons why I failed some questions. Lot of them were about human motivational theories (Herzberg, Maslov, McGregor, etc.), I would definitely recommend you to learn and remember ...


3

As many PM training portals say, PMBOK® Guide Sixth Edition is going to be released in Q3'17 (Jun-Aug 2017), and PMP Exam update to PMBOK® Guide 6 will happen in Q1 of 2018. https://www.project-management-prepcast.com/free/pmp-exam/articles/853-pmbok-6-release-date-and-timeline


2

Yes, it's important to estimate size. How else will you be able to determine approximate man-hours, budget/cost, duration, etc. of the project. Unless your project has no deadline, and an unlimited budget (and no performance goals), then you need to estimate work required.


2

In my opinion, it is a mistake to try to identify what processes would be important for any type of project or business, no matter the attribute, through a survey like this. You stand up and deploy those processes that you need. And the need is dictated by what you are producing. Work right to left instead of left to right. What are you producing? ...


2

No, it doesn't matter. The only thing that matters is - are you ready now, or will you be ready before August to take the exam? If so, then I would advise taking it now. The reason being, if you feel you're ready now, then that means you're familiar with the PMBoK 4. If you wait, then you'll have to either re-study, or at least brush up on, PMBoK 5.


2

If you have a job at the moment than wait, because certificates are usually useful when you are looking for a job. If you don't have a job, you can go for the 4th edition, because I assume finding a job has higher priority than getting a one level higher certificate. A different view: according to google the difference between the 4th and the 5th version ...


2

If you are ready to take it now or almost ready, take it now with PMBOK4. If you need training, I would still consider taking it now since there will be some lag between the updated PMBOK5 and the updated training (at least for some trainers). Since the main difference is 10th area, Stakeholder Management, I think you will find the difference less that it ...


2

Sprint Planning is a formal ceremony where the team commits to the work that they would be able to accomplish during the sprint. It is where the stories prioritized by the PO are analyzed and broken into smaller technical tasks by the team. Can you use PMBOK artifacts to guide the sprint? Technically speaking, yes you can because scrum doesn't prescribe how ...


2

I think the answer to this question is another question: do lines of code AFFECT cost and time? It is important to capture the inputs that move the cost and time variables. If you are painting a room, the size of the room is pretty evident that your cost and time variables will move. The color of paint is not likely to move cost and time very much with ...


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