Questions and Answers of Effective Project Management Traditional Agile Extreme Hybrid

Construct a PQM for a business process that you are familiar with. You can leave column 12 empty.LO1
Document the As Is state and your ideas for the To Be state for a business process familiar to you that you believe should be improved.LO1
Recognize a potentially distressed project LO1
Understand why projects become distressed LO1
Implement prevention strategies LO1
Use the tools, templates, and processes for preventing distressed projects LO1
Understand and apply the intervention steps for a distressed project LO1
Conduct a Root Cause Analysis for a distressed project LO1
Understand the roles and responsibilities of the Project Support Offi ce(PSO) with respect to distressed projects LO1
For the Order Entry subsystem, define an early-warning SPI tracking metric with trigger values and a supporting graphic display.LO1
Defi ne the multiple team (multi-team) project situation LO1
Know the different types and complexity of multi-team projects LO1
Understand the challenges presented by multi-team projects LO1
suppose you had six independent teams, each working on a different subsystem. Given what you know about this project, how would you structure the project team? What are the strengths and weaknesses
Understand the four component parts of a career and professional development plan LO1
Develop your own personalized career and professional development plan LO1
Monitor and progress along your own career path LO1
Understand the PM and BA position family LO1
Know why the future project manager skill profi le will include business analysis, business process management, and information technology disciplines LO1
Beginning with your current position, identify your short-term career goal to be achieved in the next 12 months and write your professional development plan (be specifi c). It should consist of four
The project manager of the future will be an individual whose skills profi le includes not only project management but also business analysis, business process management, and information technology.
What sort of approach would you use for an Agile project if your client wasn’t willing or able to participate? What are the strengths and/or weaknesses of your choice?LO1
Clients are always reluctant to get too involved in planning. What might you do to sell them on the idea that their full involvement in APF is needed for this effort to succeed?LO1
You are the project manager over one of your company’s fi rst APF projects.You are having trouble getting the client’s involvement. What would you do?LO1
You have completed your fi rst APF project. Compare and contrast the TPM and APF approaches when both of them reach this same point.LO1
Suppose a project should have used a TPM approach, but you used APF.Comment on what might be different. Would the traditional approach have given you a better outcome? Why or why not? Be specifi c.LO1
Know when to use Extreme Project Management (xPM) or Emertxe Project Management (MPx)LO1
Use and adapt the Extreme PMLC model LO1
Explain the benefi ts and use of the INSPIRE Extreme PMLC model LO1
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

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