Hot answers tagged

13

First, some clarification is important. Scrum does not expressly forbid any job. People in the Scrum Team can have any job titles as long as it respects the structure and rules of Scrum. Further, people can exist outside of the Scrum team that support the team as long as it does not violate the rules in Scrum. Now, I've worked in Scrum teams who are ...


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 ...


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 ...


6

The customer will ask why is not-managing better than managing? I'd say: But we do manage it. Just differently. With Scrum. ... and then proceed to explain how the various management activities occur in Scrum. In particular, you asked: Wouldn't it be better if Scrum team instead was lead by a professional person skilled in planning, risk management, ...


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, “...


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

Customers prefer a FFP at times because of they believe it helps to control costs. In some ways it does; however, in many cases they end up paying more, either because of the contingency built in the price and / or the vendor submitting one change request after another. And the change requests typically have a lot of built-in margin since the CRs are not ...


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

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 ...


4

Let's lay out some statements: 1. Scrum is founded on empirical process control theory, or empiricism. 2. Empiricism emphasizes the role of empirical evidence in the formation of ideas, rather than innate ideas or traditions. 3. Empirical evidence is information acquired by observation or experimentation.  There are no managers in Scrum teams because ...


4

PMBOK 6th Ed. Section 4.5.3.2 change requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines. Change requests are processed for review and disposition through the Perform Integrated Change Control process. As the other answers have said, PMBOK does not say that change should be ...


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

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

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

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

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


3

Within PMBoK, you are using the processes under the Plan, Execute, and Monitor & Control process groups and within all 10 knowledge areas. When you are seeing signals of an unfavorable schedule variance, you analyze root cause: scope creep, unidentified necessary work, unfavorable resource variance, optimistic planning value for time, etc. Then, you ...


3

Self-organising teams are not something unique to Scrum, but they do happen to work very successfully for software and technology teams. One argument for self-organising is that no single person (whether manager or not) is likely to have in-depth knowledge of all aspects of a complex environment. It's therefore best to make use of the full breadth and depth ...


3

The PMBOK doesn't discuss resisting change. It discusses scope creep and managing change. These two things are not the same. Scope creep is uncontrolled change, a change that occurs without official approval, impact analysis, and coordinated change of those impacts. Managing change is the opposite of that. As a PM, you disallow scope creep but you both ...


3

This depends on what you mean by "flexible with changes" and "resisting changes". The PMBoK assumes a process in which you define the work, do a breakdown of that work, then build a plan to perform the work. It's a predictive model in which you define scope, cost, and time at the beginning of the project. So obviously, once you have ...


3

You need to calculate risk exposure for each of the identified risks then compute a work buffer to cover them. This is part of the Risk Analysis and Management practice. Since this is a fixed price contract, you need to do an upfront estimation of your work, most likely directly in time units. You also need to sit down and think about what risks may ...


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.


Only top voted, non community-wiki answers of a minimum length are eligible