Only accomodate if there is extreme power imbalance (eg. Project sponsor)
Senior executives can influence other senior executives
Problem solving [Win/Win], Compromising [Lose/Lose], Accomodating [Lose/Win], Forcing [Win/Lose], Withdraw or Avoiding conflict - Not ideal
Only problem solving and compromising should be the answers
Understanding accountabilities and responsibilities
Leadership
Process
Agile
Make work visbile
Use Kanban board
View work building up
Limit work in each column
Demo real things
Work directly with customers on product requirements
Co-located, face-to-face comms are ideal
Protect the team from impediments and diversions
MVP is a small piece to test the market
Predictive
Project charter has high level goals and deliverables
Team charter has ways of working, roles and agreements
General Earved value management (PV, EV,AC)
SPI and CPI (more than 1 = more value delivered)
SV and CV (positive = more value delivered)
Stakeholder Management Plan
Use this for finding people, adding people and who and how to enagage
Identify stakeholders and classify stakeholders so you know who to engage
Use your communications management plan for how and what to communicate with those stakeholders
Scope Management
Requirements come from the customer (or benchmarking or best practices)
We turn these in to Scope Statement, WBS or Work Packages
Customer can verify scope through Quality Control
Project Sponsor signs off the scope once complete
Schedule Management
Fast tracking - Perform activities in parallel
Crashing - Adding resources and cost - increases risk
Estimate with the team
3 point / triangular estimate = (Optimistic + Most Likely + Pessimistic estimate)/3
Beta / Pert = (O + 4XML + P)/6
Bottom up estimation
Adding up lower level items
Analogous estimates
Using similar project to estimate
Parametric estimation
Using a parameter
Change Management Process
Anyone can request a change → Put in change log → Analyse cost and schedule → Take it to approvers (Change control board CCB) → Communicate outcome (approved/rejected/deferred) → Note outcome in change log
Found or created in Change Management Plan
Risk Managment
Issue has happened → Note in Issue Log
Risk could happen in future → Note in Risk Register
Identify or brainstorm risks with your team → Log in Risk register → Classify by likelihood and impact (1-5) → Respond to higher risks early → If risk was previously identified, use Risk Reponse first
Risk Response
Accept - Noting the risk but not doing anything
Mitigate - Take an action to address it
Transfer - Using insurance or transferring to other party
Escalate - We dont have the authority to address it
Avoid - Removing the scope that causes risk
Procurement Management
Statement of work - what needs to be done by the vendor
Always check contract if there is a dispute
We can help problem solve but vendor is responsible for their deliverable and not us
Do not delay the project
Fixed Price - Scope is clear and stable
Cost Reimbursable - If scope is expected to change
Time and Material - Cost of seller's time and materials, ongoing
Closing
Finalise any open claims → Confirm formal acceptance → Esnure transition to ops → Formally release resources → Finalise and close any accounts → Final lessons learned → Archive project information → Measure project benefits
Agile and Predictive together - HYBRID
General Exam Tips
Highlight all key words in the question - what is the main idea in the question
Determine if project is agile, predictive or hybrid
Decide which topic or principle from PMBOK is being addressed
Strikethrough any answers that are not related to question