100 PMP Drag and Drop Questions

in this video I'm going to be doing 100 practice PMP questions with you and particularly the dragon drop questions I'm Andrew Ral and I'm Amazon's number one bestselling PMP author and I'm also Udi's bestselling PMP course creator let's get started by the way I've taught over 500,000 people how to pass this exam so with that in mind let's get started now before we get started once again by the way we're going to be doing 100 p MP practice questions drag and drop practice questions now before we get started check in the link below there is a PDF of all 100 questions that you can download right now you should download it right now and what you should be doing is answering the practice questions and then using this video to see if you're answering it correctly you could do it that way you could just watch the video and see me go through it all of it either one it's fine so if you download the PDF you should print it out like I did and what you should do is then just go ahead and answer it I answered it here with a with a magic marker notice I printed it out and then I just uh basically you have to drag one section to the other now you could just uh write it in like I did here or you can just drag it in like I did here these are not the answers by the way these are messed up answers so you could do it that way now let's talk about this particular exam on this PMP exam you're going to get anywhere from three to 10 sometimes people tell me 12 drag and drop questions which is a lot so in this particular video there are about 25 different variants of these Dragon drop questions so in this video we're going to cover all of them and I'm going to be doing about three to five of each of the variants so you're going to see different uh questions different variants of the question and then you're going to see different versions of those variants now let's go ahead and get started with this hopefully you guys enjoy the video and if you do if if you don't mind can you click on the like button we did put a lot of work into making this video takes a lot of time to make these questions and uh we're making it free to everyone we're not including it in the simulator so if you can click on the like button would be absolutely amazing subscribe to the channel if you want to pass your PMP exam we have tons of great PMP content join me on the live stream uh also by the way if you want more of these types of questions check out TI exams.com again TI exams.com to get our exam simulator which has much more questions and some of the best PMP questions let's get started okay so let's go ahead and knock this out I did do this in PowerPoint so if you guys can bear with me it's not going to be the best uh experience when it comes to doing a drag and drop but this made it easy for us to make uh also so let's go ahead and get started so in this particular drag and drop what you're doing is you're going to have to align the role with the responsibility so you just read the responsibility and then drag over the roles to it so let's take a look at this so who defines this is question one by the way question number one who defines the user stories and acceptance criteria well there's only one person that does that that's the product owner is the person that defines the user storage remember the product owner defines the actual ual objectives the actual scope of the project who collaborates to deliver potentially shippable increments well the team does that the team are the set of folks that is going to work together to build the increments who protects them from outside interruptions well there's only one left that's the scrum Master the scrum master or the agile product owner performs a is basically a servant leadership and performs impediment interruptions removing those um impediments removing those interruptions from the actual Team all right that was the answer for number one let's take a look at number two number two these are items that we have on the right side and then we have to drag what methodology we'll use these items let's take a look so the first one up I have is user stories well user stories is something that is used in agile Blended reporting now you notice it says Blended that means all different types of reporting this is going to be a hybrid project we'll use this earn value management you could use it on agile but it's mostly used in traditional projects oops it's mostly used on traditional projects let's put that right here and lesson learn register now this is used on all projects out there every project should have a lesson learn register remember everything that we do in live basically has lesson lawen associated with it all right question number three okay and again same type of question we have the different items and who's going to be using it okay who does a daily standup meeting well that's an agile project rolling wave planning well that's a hybrid project that uses rolling wave planning remember rolling wave planning is you plan you as you learn more information your plan evolves that happens especially in agile and it happens in traditional projects so you would have that um as a hybrid a traditional project would have the WBS oops this bring this to the front the WBS would be on a traditional project uh and of course risk is in everything that we do not just in project management but risk affects all aspect of life including traditional hybrid and agile projects question number four which one follows a sequential phase approach from uh initiation to close so in this one you're looking at the action and you're seeing okay what type of project uses this which one follows a sequential phase approach from initiation to close well that traditional is always going to follow that step-by-step process oriented method which one works in iterative Cycles well agile could deliver a product in increments or iterations hybrid uses a project plan so this is a project management plan that's going to be a traditional and your product backlog is going to be in your agile so this is going to be a hybrid project okay hopefully you guys are doing well hopefully you got 100 so far question number five okay these are the actions and the impediments so in this particular question you're saying to yourself okay how do we fix you know how do we you know these impediments that we have here such as resource shortage what can fix that so let's go through this communication breakdown so I'm going to want to read it on the left side and then match it up here okay Communication Breakdown well what do we do how do we manage a communication breakdown well the best way to do that is to manage it with a communication management plan scope creep okay so we have a problem the scope is growing out of control people keep adding to it so let's go through these plans here is is it a is it implement the formal change control and review yes it is uh is meeting to gather precise needs uh execute the risk plan adjust you should read all of this before selecting it by the way so we're going to implement the Change Control process that's how a good Change Control process will stop the scope from growing and growing resource resarch shortage so what happens here is we need to make sure that we manage our resource correctly that way we don't have uh work that doesn't have people assigned to it or people don't have the right materials to do work basically so we have to make sure we adjust our allocations correctly risk realization well you notice this here if the risk materializes you realize the risk you got to execute that risk response plan to deal with that risk now lack of clear requirements if you don't know what you're going to be doing on a project what you're going to do is you're going to have to conduct a meeting generally with your sponsor your customer something like that in order to understand what they need okay those were five questions done we got 95 more to go okay number six all right so on number six we're taking a look at the Myers Brig type indicator or mbti now what I suggest to do is to go to Wikipedia and get there's a diagram on Wikipedia about mbti that I use to make this question let me show you guys what I'm talking about so I'm just going to go let's open up our little web browser here uh it actually opens up on my other screen uh let's go to mbti so we'll say mbti hopefully you guys can see that and uh here we go with the Wikipedia link and this is the chart that I use to create the question so all the mbti questions we have and I'm going to use this to do the first question question and then when we get more Myers Brig question throughout these Dragon drops you'll know where I'm getting them from so let's take a look at the question here so what we have to do is we have to read the description and then we have to drag which one of the indicators is that personality so here we have Sarah Sarah strives in team meetings where she's act where she actively participates and enjoy bouncing ideas off off others she gains energy from interacting with colleagues so which one of these indicators would best do this well for those of you guys this is going to be extra version now how do I know that well if I go back to the indicators you'll notice extra version this is a person that's outgoing fast pacing they tend to work I attend to work out ideas think out loud being the center of attention and again I'm using the Wikipedia to do this question but in the future mbti because we do have a three or four these I'm not going to be I'm not going to be using that okay Dave approaches decisions logically and objectively often analyze data so this one here deals with the way somebody is thinking this how you got to see it to determine the most efficient course of action what is this person right he values fearness so I'm going to tell you guys this is thinking how did I get this well if we go back here you have feelings versus thinking so thinking makes decision in a personal using logical reasoning they value Justice and fairness they find flaws and argum they're more reasonable and levelheaded so in this one here notice values fairness and consistency they like they make their decisions very logically okay so now we have senson and judon so Rachel is organized and like to have a clear plan in place before starting a task she prefers structures and enjoy working with established procedures so you notice this one here is going to be judging is this correct well let's go and see so what is judge it prefers to have matter settled thinks rules and deadlines should be respected prefers to have details that makes make plans but want to know what they're getting into so if you look at this here this person likes establish procedures and deadlines they prefer structures to the way they work so that's here too they prefer structures they like to have that stepbystep way of doing things they like to have their matter matter settled where is our presentation all right here we go and of course the last one is going to be sens in lease is detail oriented focuses on con concrete facts and practical information she excels a task that requires accurate accuracy and attention to the present situation let's see if that's correct so we have sens is here focus on reality how things are pay attention to concrete facts and details that's exactly what I have here concrete facts and detailed information okay this I think that these types of questions mbti if you read them and you understand them you don't really need to memorize it really well if you read them and you understand them they should they should be pretty difficult the one I'm giving you here is probably going to be more difficult than the actual test keep that in mind okay let's go to number seven so in this one here you got a problem and they're tools like what tools can help you solve this particular problem so in this one we're going to go through all the different tools that you can use so the first thing up by the way when you have these really long ones the easiest way to do this is to just drag what you know right away that way you reduce the options to the ones you're not sure and I'm going to show you what I mean on that so like for example I can look this and I just I'm just going to read the problem straight up then I'll look at the choices so miss deadlines team members are assigned more work that they can handle unclear task dependencies frequent scope adjustment and accurate time estimate okay and some of the tools here that can help us if we change Control G chart per Network diag okay all right so you know what right off the bat I can see that frequent scope adjustments you can solve that with a good Change Control process that'll reduce the number of frequent scope adjustment if you have a really good Change Control process the other one here you have is unclear task dependencies so if you're not sure what task is dependent on what then use a network diagram that's what it's there for you notice I'm doing this out of order the ones I'm really clear about I'm just dragging that and that leaves others team members are assigned more work well how do we handle when team members are going to be overworked well that's resource leveling resource leveling ensure no team member is overworked uh basically no one is working overtime now we just have per and you have the Gant chart well which one deals with time estimates well per does not the Gan chart but the Gan chart does show you when a Tas should start and when a Tas should end hopefully if you know when something starts and when it ends you don't miss any particular you're not going to miss uh any of those deadlines out there all right very good let's take a look now at number eight okay so this is a really famous one on risk management now in this one what you're doing is you're going to have to read the action and then tell tell me how you you know what which one of these risk categories would fall in here like is this needed right away or is it not so let's go over this all right notice so we have measured measure the time measure the time until the risk impacts the project assess the speed of which requires a response okay how is the risk interconnected with other risks evaluate the closeness of the risk event to the present time and then just go through this so in this one here what you're going to do is you're going to have to now put this in the right order let's see here now measure the time which until the risk impacts the project so this here is going to be dorcy what is dorcy well dorcy tells you when a risk happens how long until it impacts the project right so a risk can take place right now for example a regulation can pass right now but that regulation may take four months that for it to be fully implemented or or for it to become law so they may they may pass a regulation that says well on December 1st you have to do all this and right now it's like August 1 so you have from August 1st to December 1st before this risk really starts to impact this project so that would be a form of dorcy when a risk does happen how fast should the response be if the if the risk is really bad and it takes place then you you should be responding right away the longer risk stays outstanding the more it affects your project so this is going to be urgency how urgent is that that risk how are Rises interconnected with other risk how does one risk affect another risk so that's going to be connectivity this one is pretty easy because you notice the word connected is connected how is the how close is this risk to taken place right for example if a risk is might happen on Saturday or it may occur on Saturday like the possibility of this risk occurring is on Saturday but today is Monday then the proximity is a is about 5 days so from Monday to Saturday so we'll say proximity tells you how close the risk is to potentially happening okay make sure to know these terms these are famous one for your exams we do have a few of these in this set by the way number nine let's go through this now so we have the methodology and the item using that methodology let's go through this so the Gant chart Gant charts are mostly going to be more of like sequential tasks this is going to be on a oops we don't want the whole box we just want traditional uh we got phase gate reviews we have Sprint planning and stakeholder analysis if you're not sure what phase gate reviews this is a tricky one let's go through the ones we know for example we know agile is going to be used in Sprint planning exclusively we know all projects are going to be using uh stakeholder analysis you got to know all your different stakeholders and notice now I have hybrid that's left here so in this one so phase gate review is at the end of every phase you review what's going on with those deliverables now in this one here you really have to put everything that you know right put the ones you know if you have something left over you're not too sure then that's probably the answer to that one all right so I don't think this one here was too difficult where's my mouse all right here we go another one very similar to that one mix deliverable right off the bat I can see that's a hybrid if you see a management plan you know that's a traditional o not an agile traditional now I have incremental delivery and Resource Management incremental delivery is an agile but you should be managing resources on every single project out there oops gotta bring that to the front all right very good okay resource management by the way this is going to be dealing with like managing people equipment machinery do that on all types of projects all right number 11 so we have a problem once again and we have to say well how are we going to fix that particular problem let's take a look so the first thing here we have is uncoordinated task uh Handover so remember read them first meeting going off topic activity dependency issues on plan work okay on clear task prioritization all right let's see the first one I notice is I have Moscow so this is a way to prioritize uh the work I prioritize the work the team has to get done in agile that's must have should have could have review this in the agile section of the course dependency issues this one catches my eyes I'm going to dependency anything that's dependency I'm going to do the PDM tells me the dependency uh uncinate task can so if you're handing over tasks you know in what diagram or what tools can show us where tasks what are the different phases like it goes from testing then it goes to installation it goes from coding to testing what shows me all those different things if you're saying can ban you are oops not that one if you're saying can ban you are correct now you notice I have two things left I have onplan work and I have me and going off topic well if work is unplanned that's part of Rolland wave Planet because rolling wave planet is you plan as time is moving on remember the the work becomes more detailed you create plans as you plan to replan is the basically the definition of rolling wave Planet all right so obviously the Medan is going off topic what you should do is time box the Medan put the Medan on a certain time box so the the the team knows that this meeting is only for 15 minutes and going off topic means you will not cover everything best answer on that one now I do want to to point out that you may not agree that this is the best answer but this is the only answer that satisfies that remember you're not going for the correct answer you're going for the closest to the correct answer you're going for the best of the answer let's go to number 12 okay another one just like that we got a task and what can help the team members with that particular task so where we got uh coordinated collaboration editing coordinated collaborative editing a video of project deliverables to ensure version consistency so we're looking for version consistency display Milestone and timelines for team members to track progress all right organize a project status update meeting with remote team members okay facilitate realtime discussion for quick decision making during a critical phase of a project all right monitor team members work hours and project time allocation to manage resources effect eff want to manage resources effectively okay so let's go through this so this one here coordinate coordinate collaborative editing so which one here can we use this so we want to know version consistency what can give us version consistency online bulletin board video conferencing chat room okay Version Control System notice we got version consistent Version Control so version control system is going to allow us to see what's changing as every version of that software or that or that manipulation of that deliverable is doing display project milestones and timelines so you want to display the project Milestones so we got online bulletin video conference and chat room or time tracking software so the best thing here would be an online bulletin board this shows you all the different things that they're working on and maybe how long it will take to do it organize a project status Meer remote team memb so if you are doing an on you know what allows you to uh organize a meeting that's pretty easy it's video conferencing software real time discussion for quick decision during a critical phase this is definitely a chat room that way we can all interact at the same time remember a chat room is not going to allow you to organize a status meeting I know some people I did this one in my class earlier and people were saying well Andrew Well nothing else fits here remember you're going for the best not just mostly the correct now people to track time allocation well you need a Time tracking software number 13 all right so notice in this one I have five different roles and I have only three descriptions so we only need to use five of those uh three of those five particular roles now it's common to see this on the exam where you're just not going to use all the choices but this one is it's much harder than it looks so you better make sure you know your stuff so let's go through it this one so the descriptions are defines acceptance criteria for the project deliverables and a product backlog okay develops detail project plans including schedule budgets and resource allocation Maps out existing process identify okay all right so we got manager sponsor owner business analyst and a functional manager all right let's go here so the first one here is the complex one notice defines acceptance criteria for project deliverables so you're saying okay well Andrew that can be the sponsor or it could be the product owner but notice in the product backlog so if it's a product backlog it is the product owner not the project sponsorer if it maybe if it would to said like in the scope statement or in the project management plan then it could have been the project sponsor remember know you're agile versus traditional detail plans so this one here uh if it would have said scrum master or ad job project manager and then it said project manager you should have gone with project manager the reason is because in an ad out project the project manager does not make detail plans and schedules and budgets this is a traditional project so we go to traditional Worden of project manager Maps out existing business processes who identify rooms for improvement that's a ba a ba does that all right a business analyst comes in and Maps out looks at your business and say this is where you're going right and this is what you need to change to fix it okay number 14 let's take a look at this one now this one here is also going to deal with the risks those uh different kinds of risks so we have uh determines the potential delay before the risk materializes prioritize the risk that needs immediate attention Maps the risk dependencies to understand its Ripple effects gauges how how inent the risk is to the project execution so put the ones that you know and I'm going to show you guys that this one here I thought the one I know right off the bat if you want to understand how it Ripple affects means how it affects everything else that's going to be connectivity so that one I know right off the bat how fast should you respond to a risk like the moment you implement a risk response like how should you do that quickly or do you have time to wait if you have to do it right away that's called urgency let's put that right here now notice I have two ab dorcy and proximity determines the potential delay the moment I see delay this something that's dorant so a risk happens before it starts to really affect your project the delay before the risk starts to affect your project dorcy how imminent is the risk of vent to the project execution is how close it is to your project okay number 15 now number 15 not too difficult almost it's just going to be the same thing latency identifies the latency period of the risk right next next one is identify the required response time generally the shorter the better I know that one right off the bat this is going to be urgency assess the links between the risk and others within the project this is going to be connectivity that one I know right off the bat so you notice once again I'm doing the ones I know right off the bat first assess how soon the risk is expected to affect the project versus the latency uh identify the latency period of the risk so how soon is it expected so if a risk is how soon can we expect for it to affect that project that's actually proximit and dorcy must be the top one oops okay very good all right good on those there let's go to number 16 number 16 and this one here we have the responsibilities and we have the role let's take a look so remove external forces is to keep the team productive well which one does that re determines the order of the work determines how to do the actual work needed to build the product all right so this one here is pretty simple so we have remove external forces that's going to be your scrum Master remember remove impediments from your team the order of the work that's the product owner the product owner determines uh the value of the work they prioritize the product backlog how to do the actual work though that's the team that will do that number 17 all right let's take a look number 17 all right in this one here we have interpersonal skills and we have to match the best interpersonal skills to a description or some kind of a problem this should be pretty easy all right let's read them first convincing a stakeholder to adapt a project a proposed project okay reaching a compromise with a vendor a team member fully understands other concerns uh mitigating a disagreement between two team members to find a solution okay empathize uh leader empathize with a stress team member to provide support all right we got emotion intelligence negotiation influence and conflict resolution and active listening I'm going to go with the easy one here first and that's going to be emotional intelligence if you're empathizing with someone you understand what they're feeling let's go with emotional intelligence that's the most easy one convincing a stakeholder to adopt a project plan you're convincing someone you should be influencing them thought that was the next easy one reaching a compromise now if you're compromising with someone what are you trying to do you're trying to negotiate with that person you should always negotiate contracts anyhow now I come down to two a team member fully understand other members so that team member should be active listening if you for you to fully understand someone's other issue you need to be actively listening now if you're mitigating a disagreement why don't you see disagreement here you have to put conflict resolution now this is the order I did it in right this is how I saw I saw the what I found was the easy ones you may not have maybe you've found that one conflict resolution to be the easier one so do the easy ones first and then just drag in the rest number 18 all right these here we had before the action to the methodology team does a daily standup with a WBS with a WBS interesting adapts to change in require requirments even late all right conducts detail WBS and Gant chart planning so I know I got this right off the bat so if you are doing changes even late in development you're 100% agile if you're doing a w a standup with a WBS you are a hybrid because standup meetings are agile and wbs's are predictive and of course traditional project will use a WBS and a gchart all right good okay so in this one here I'm giving you basically two things and you have to drag them in so we have the methodology and the descriptions so these descriptions you know which one goes where like predictive requirement is it this one or this one when it comes to changes is it this one or this one for predictive and or agile let's knock it out so let's take a look the first thing is requirements and predictive predictive are the requirements fixed and defined or is it evolving and changing well in this this one is going to be fixed and defined and agile is going to be evolving throughout the project now let me stop right here sometimes on the exam it might not be as big as this but they're not going to se they may not separate it the way I did May if they don't separate it the way I did that just made the question a whole lot more complex so read carefully I try to separate it to make it a little easy for you guys but remember on the real test they may not okay I'm going to comes to changes is predictive managed uh through formal change control or is it embrac and Incorporated well on a predictive we're going to do that formal change control and in agile you're going to consistently do change when it comes to risk and costs do we manage iteratively the risk and the cost or we assess an upfront planning well upfront planning is going to be predictive while manage iteratively is going to be agile key stakeholders do we actively involve them or do we limit their involvement well actively involved throughout the project is agile and limited is going to be predictive the scope is definitely not flexible in predictive that's an agile thing and it's clearly defined in predictive project management so this is a really good one you really have to know your methodologies to get this one correct number 20 let's take a look now number 20 uh I thought number 20 is going to be this one is a little bit of a difficult one so you want to make sure once again do the easy one first and do the hard ones number 20 track and merge code changes for multiple developers okay edit documents in real time but team members all right collect and display team feedback suggestions on Project processes resolve intermediate issues or roadblocks through instant messaging conduct kickoff meetings with Geographic diverse teams and stakeholders all right so what do we got collaboration tools bulletin boards version video conference and chat rooms all right let's go let's go knock this out you know the first one I'm going to do is video conferencing because a kickoff meeting with a diverse team do a video conference with that not a chat room let's do a video conference uh collect and display I thought this was easy suggestions on Project progress this is going to be that online bulletin board so you you can see what's happening on the project edit documents in real time with the team members collaboration tools notice merge code multiple on the same project you're going to have to if you're merging multiple codes from people a version control system and of course if you want to do instant message in is chat rooms that's actually the easiest second I thought that was the uh second easiest one there number 21 all right let's take a look at this here so we have some words some problems and some tools that can help us with this one so let's go take a look at this now 21 I don't think this one was too difficult all right here we go overlapping activity so if you have things that are overlapping can where can you see the overlap which one here shows me overlapping activities how far is the schedule off fragmented Works unrealistic deadlines all right let's go which one here is overlapping well which one shows me activities it only the CPM uh that's going to be your critical path management right so that shows you all nothing nothing else here shows activities by the way um WBS doesn't have the sequence of the activity by the way how far off you off schedule well that's going to be your earn value because earn not status earn value remember the SPI shows you SPI and SV shows you how far you're off unrealistic that inconsistent reporting so if you have inconsistent reporting then meetings can help with reporting notice you have two left you have WBS which one deals with work this one deals with work unrealistic deadlines uh the schedule Baseline now if you're wondering well why didn't you use the scheduled baselines at how far off schedule because the scheduled Baseline just tells you when the project starts when it ends it doesn't say how far you're off the earned value tells you the status of the work that was a trick 22 one of the the most famous Dragon drop question is probably going to be what is known as tuckman's ladder now we did cover this in the course you just got to know what's happening in the different stages of team development let's knock this out here all right so let's read it through final stages where team members reflect on achievement and transition out team members work collaboratively and uh effectively towards common goals team members develop stronger relationship and sense of cohesion characterized by power struggles and compet ition and then initial stage where team members are polite towards the task all right so here we go foran Storming Norman performing and adjourning already actual stages let's get into it now I'm just going to put the ones that I know right in order here so initial stage where they're polite and oriented they're learning about the task uh that's going to be foran power struggle and competition this is going to be storman oops this is going to be storman we have uh final stage where team members reflect on achievement this is going to be a Jour that one needs to come to the front here we go team work towards a common goal this is them performing the work team members develop stronger relationship and a sense of cohesion so now cohesion means a sense of grouping a sense of coming to an agreement is normal all right so remember to review this topic in the course all right number 23 okay so now we got to match the methodology to the item the project manager uses a PM plan for near term while keeping future task at a high level of product backlog right away this is a hybrid why do I know it's a hybrid because he's combining two things he's using a PM plan and a product backlog next one when a significant change request is submitted the project manager conven a meeting to evaluate the impact and approve so if you're if you're approving or disapproving changes that is a traditional project in agile you don't do that at the end of each Sprint the team de delivers a potentially shippable product increment this is a 100% And agile agile de delivers incrementally 24 another one similar to that each morning the team gathers for a brief meet in where they share what they did yesterday that is an agile that is called a standup meeting the project manager gathers all stakeholders and team members to outline objective schedule and roles that is a definitely a traditional you know why because notice gathers all the stakeholders and because they're outlining what they're going to be doing in in agile this is progressively elaborated especially things such as the objectives which is going to be the scope the project manager involved stakeholders continuously use an ad job for regular feedback while maintaining a structured scope if the scope is not changing but you're using parts of agile for parts of the project that is known as a hybrid project all right so far we are going good okay here we go with another uh this is going to be another one of those uh mbti ones all right High productivity and Synergy categorizes this stage I like that kind of vague team members celebrate a compet prepare for future endeavors okay I think I know what that one is the team builds trust and establish a working agreement okay team members are learning about the project and and their roles um frustration and disagreements are common okay so this one here you got to just drag what you know for sure and eliminate them I left this one particularly as a high level so you would use that strategy okay so here we go uh team members celebrate accomplishment prepare for future that is 100% ad joury all right so what are we doing in a Jour here uh in a jourin that means the team is done the project is finished notice if they're fighting that's definitely a storm if they're learning about the project that is forming now comes the hard one right we got team members uh the team builds trust and establish work in agreement High productivity key word High productivity means they are doing the job that's when they should be the most productive at this point and Norman is coming to a working agreement how about we going to get the job done that's Norman question number 26 let's put the role to the description in this one assist the team and identify and resolving this risk okay proactively identifies assists and mitigates risk throughout the project okay makes high level decision approves the major project changes okay approves resources to a project manager all right this one here is going to be tough let's see what we get so we got two things here on RIS one is assisted team and the own is proactively you're doing it so I can tell right off the bat so we got roles project manager scrum Master project sponsor so this is going to be a scrum Master you're assistant the team the other one here is proactively identifies as so this is a project manager cuz you're not a servant leader here it's a scrum master or agile PM makes high level decision approves major project changes this is going to be the project sponsor now who approves resources to a project manager but it's definitely not the project manager is it the ba or the functional manager well the functional manager generally controls resources on the project all right question number 27 adapts and customizes practices based on Project needs all right this is one of those methodology questions uses a detailed project plan and timeline uh use a Sprint to manage work all right this is easy so if you're using a Sprint you're doing agile if you're using a detailed plan that's traditional and if you're adapting and customizing well that's pretty self-explanatory and anything you're doing that would be a hybrid of the two of them okay pretty simple one all right here we go so now we have uh match a description to the tool so you basically got to describe the tool that we are using in this particular one let's see what what what we get so monitor progress and predicting completion all right adjusting activities within resource constraint okay identify and manage and task relationships okay so which one here would be the best thing that we could do so notice when you're if you're monitoring the project progress and you looking for when things can be completed even predicting it that's going to be a type of a burn down chart so for your exam you might get a variance of this word it might say burn up or burn down chart so make sure you know the difference adjusting activities within resource constraints which one here deals with manipulating activities well there's crashing and smoothing smoothing is when you uh watch how you assign relationship ships between your tasks to ensure it doesn't increase the critical path it's a way of making sure that resources are not overallocated without adjusting the critical path all right so remember that that's versus resource leveling now if you're looking at dependency mapping so dependency mapping deals with the dependencies between the task between those activities all right even if you didn't understand dependency you should have got these two here and try to break it down sometimes they look complex but if you start to break down they're not that bad number 29 all right uh we got to do the document so we got a retrospective we got a user story and personas okay let's see here so understand the customer perception of value target audience demographics user feedback reports all right let's see what we got so where would we use one of these things okay so right off the bat I no this one if it's something to do with value the user stories that one in particular deals with value who are we going to be you know who's the who's the person that's going to be using this product or this particular feature that we're going to say user Persona this is when the team outlines who what is the the perfect demographics what is the perfect person for this particular feature user feedback reports we'll take what the user gives us and we'll take a look at it in a retrospective to see what we did right what we did wrong and what we need to do more of or less of too okay number 30 here we go all right so another mbti question the team finds consensus and begin to function more smoothly all right the team completes the project and disbands reflecting on their work focuses on orientation and setting initial expectations the team reaches Peak Performance with effective collaboration conflicts and frustrations rise Team Dynamics are tested all right so here I'm going to go again once again with the easy one once I see conflicts and the team is not having a good time they're having problems with each other that's definitely a storm I noticed the team right here is focus on orientation and sitting next that's going to be for in the the team completes and dispat now I'm doing in the order that I find easy you could have done them in any order remember I do them in the order I find them easy all right once again I need to bring that to the front the team finds consensus cons begin to function more smoothly versus the team reaches peak in effective collaboration so this one here you know you got to make sure that you understand the difference here notice finds consentant and begins to function smoothly versus they reach their Peak the only time they can reach their Peak Performance is when they start doing the work the norm is when they come up to a consensus okay let's do it this way so I thought the rest were easy but this one here the first and the fourth one I thought it was a little difficult or at least I try to make it difficult for you guys 31 okay so this is going to be a risk mitigation I think the first time we're seeing one of these here we have quite a few of these these here are very common very very common on the exam to see what risk response What description fits what what risk response so let's go into this these are the responses these are going to be your different actions so adjust the plan to remove the risk uh assign the risk to another party like Insurance acknowledge the risk and choose to deal with with it if it happens take steps to lessen the risk hand the risk over to someone with more Authority all right here we go I thought this was pretty easy so remember uh if you're adjusting the plan if you're going to remove the risk and the risk is gone forever that's called avoidance so if the risk is gone it's avoidance if you're assigning a risk to a third party that is called transfer so that's like insurance chance is probably the most famous thing to transfer us if you acknowledge it but you ain't going to do anything about it that's called acceptance if you're going to reduce its probability and or its impact that's mitigate and then if you're going to push the risk up to someone higher than you that is escalate all right pretty simple one just make sure you know your risk responses I just I do want to mention that keep in mind for the exam the difference between the two one that confuses people the most is avoidance and mitigate remember avoidance completely removes the risk the risk is 100% gone mitigate doesn't remove the risk it doesn't make it go away it just reduces its probability and or reduces its impact remember those for the tests 32 here we go all right so we got some different documents or processes I guess and what description would they fit into okay so we have detail near near-term planning while keeping long-term planning flexible I like that prioritize task on must have should have could have and wouldn't have criteria all right analyzing allocation over time so this one is easy I actually made this easy here so this is a prioritization technique and the Moscow literally means must have should have could have all right and won't have so literally that is put there to help you guys out and then you got to now determine you know which one is going to be the best one here detail near term planning while keeping longterm planning rolling wve planning means your planning gets more detailed as time is Progressive so you're not creating detailed plan for things at the end you're creating detailed plan for things now and as you get closer to that activity you actually start to detail it uh histogram analysis so a histogram over time can show you how resources of are allocation located over time if you remember a histogram is a bar chart and a bar chart could show you guys a bar chart could show you like in month one you had 10 resources month two you have 15 month three you have 30 and so on and so on so remember that is analyzing a bar chart 33 all right we're on a roll here all right so here we have another one of the methodologies at the start of a new Sprint the team meets to discuss the the the task for the upcoming iteration okay the the project managers finalize the scope and obtains formal approval okay the team delivers of work in short uh iterations while planning the while planning sub phases in detail okay so and now this one here is going to be yeah it's not the easiest one that I'll tell you guys straight up uh but you know you got to put in the one that you know for sure notice the project manager finalizes the scope and obtains formal approval this is 100% traditional now you got two that sounds similar at the start of a new Sprint the team meets to discuss the task for the upcoming iteration that's agile the team Works in short iterations while planning phases while planning sub phases the details so it seems like in the beginning they're doing agile and later on phases they're going to be doing more detailed planning and detailed planning is really not a categorization of agile making thatt a hybrid one 34 all right another one of those tuckman's lad the team Works efficiently towards achieving project objectives all right the project ends and the team Parts ways or transition to new tasks Norms are established and the team begins to work more harmoniously did I pronounce that right the team meets and start to understand the project and understand each other internal conflict occur as the team members are pushed as side all right let's put this in objective notice the project ends right away I know that's right up that's going to be a journal like I can look at that and see that that's pretty easy by the way this one is the easiest of all the uh ones we have Norms are established and the team begins to work together so obviously that is Norman I left that word in there to make it easy for you remember on the test it may not come that easy it may say the teams the team the team is esta and they begin to work more harmoniously the team meets and start to understand the project that's forming internal conflict occur that's storming and the team work towards achieving the objective means they're doing the task that's how I saw as the easiest one if you saw it differently maybe you put it maybe you did in a different order 35 okay so this is an impediment and a description of that uh uh impediment so let's see if if you guys can get this so we get team members feel disengaged unmotivated all right tasks are not completed on time okay team lacks uh necessary skills for certain task overlap en roles leading to frustration team members must have unresolved disagreements team members have unresolve disagreement so let's see what you guys have here so we got ongoing dispute Miss deadlines low engagement unclear responsibilities insufficient expertise so right off the bat I can see this this is an easy one lacks necessary skills so I can see hey that's insufficient expertise um the other one here I have is Task not completed on time that's that's some kind of a Mis deadline you notice some of these are easy and some of Hearts Let's do all the easy ones first all right overlapping roles well roles are deals with responsibilities guys so they're not sure who's doing what so they're just basically doing everybody's they feel disengage and unmotivated is that an ongoing dispute or low engagement the team members have unresolved agreements so this is an ongoing dispute and low disengagement says in disengagement there and it's low engagement all right pretty easy one do the easy ones first and do the hard ones remember do them in the order that you feel comfortable in 36 okay so which one of these is going to use one of these things all right so we got a a milestone chart continuous integration if you're continuously integrating things into it and you're changing things agile if you have a flexible and a fixed scope let's bring this to the front uh that is going to be a traditional project and hybrid is going to go into that Milestone chart uh nope I said that wrong sorry about that guys I messed that up traditional wasn't thinking so hybrid is a flexible and a fixed scope uh a milestone chart is traditional right because if you know the Milestone ahead of time and you're setting up when you should be doing what work and that's more of a traditional thing than anything else all right here we go with different kinds of risk categories so commercial technical management and external all right so we have pertains to system integration testing and validation okay focuses on cost benefit analysis Roi Market entry strategies all right involves project timelines and resources considers Partnerships SLE expectations and Market regulations okay so if it deals with technical things things like testing systems for example things like it systems that's considered a form of a technical risk if it focuses on cost benefit Roi and Market strategies if it's focusing generally on money it's going to be a commercial risk if it's focusing on how to manage the risk and ensuring the resources are DED to respond to the risk that's management not external management and if it's things if it's you can categorize Risk by things that can externally affect the project such as regulations or other the types of Partnerships would be an external risk uh this is also by the way this is also another very very famous one so make sure you guys understand that one all right here we go with another one of those methodologies to actions let's take a look so we have implements regular retrospectives for pro process improvements integrates agile iterative with traditional risk uses critical path method all right pretty easy one so we know if we're doing a retrospective we're doing agile if we integrating iterative development we you know we're doing with with traditional risk if you're integrating agile and and traditional you're doing in hybrid and traditional you don't want the Box we just want the word uh that would be a traditional project using CPM or critical path management 39 let's see where we are here right so this is a big one so the description of the term okay so where would we be using these things so captures and distributes project knowledge best practices okay standardize project management across the company Define roles and responsibilities and processes for project oversight I'm looking at the side there I'm trying to make sure I get it shares shared Norms values norms and beliefs okay efficient and effective deployment of resources all right I don't think this one is difficult let's go through this so if we want to capture and distribute project knowledge okay that is Knowledge Management this is capturing all of the work that they're doing who standardizes project management across the organization the project management office or the pmo what Define roles responsibilities and processes for project oversight notice the key word here is Project oversight that's going to be your governance framework or governence within the business the culture is the values that the organization share and Resource Management efficient and effective this is how we manage resources so I did put in two keywords to make it easy the first one not is the first one is knowledge knowledge and resources and resources the rest of it you have to make sure you understood it all right 3940 here we go with one of those uh mbti I think I still have it up uh don't forget to use this mbti graph in order to to get it right I'm just going to give you guys the end answer as I have it here I do have a more complex mbti coming up a little bit later if you if you have the PDF you probably saw that okay what do we have here so John insists on following a detailed plan strictly to deadlines and uh empathizing efficiency in order for all tasks this is called judging Maria is known for ability to connect with others if you're connecting with others that is called feelings Alex enjoyed debating different uh approaches and tring brainstorming so Alex is he an in so we got introversion or extroversion David is methodical and relies heavily on D Logistics to make them prefers to work independently he's 100% he is an introversion and brainstorm in session this person is definitely the an extra version so these two I thought was easy to identify and if you were just like guessing KN one for ability to connect this is definitely more of a feeling this one here is more of judgmental uh notice detailed plan strict deadlines oops uh emphasizing efficiency so judging once again I'm just showing you guys how to do this prefers to have matters think deadlines and rules prefer to have structured makes plans what make plans what to know when when they're getting there then you're considered judging all right so in order so notice this one here a detailed plan is following step by step and I'm not going to go through every single one of these things here to you know keep the video going but you guys can take a look at this refer back to that chart 41 okay let's see here we got uh which one here is using these terms and which one of these practices is using what so retrospective is definitely an agile per is going to be traditional and if you have a product backlog and a scope statement that is considered a hybrid project all right here we go with another uh mbti question I know I got two of them coming up in a row here okay so let's see here John enjoys thinking about the big picture and future possibilities he's Innovative and often comes up at abstract ideas and then pushes forward so thinks about the big picture and on the future possibilities this is more of an intuition Emily's empathetic and considers how decisions will affect her colleague she values harmony with the team and strives to create a supportive environment this is mostly with feelings once again I think that's fing you I forgot let's go to feelings base your values and personal on how your actions affect yes value Harmony and forgiveness likes to please others could be okay so consider others she values harmony with the team okay yeah that literally matches up Alex is adaptable and enjoys keeping his opinions open he prefers a flexible approach to work and comfortable last and is comfortable with last minute changes and spontaneous decision Michael prefers to work independently and often needs quiet time to reflect on the for contributing so I can see right now this guy is an introversion he's more comfortable one-on-one that means this must be perceiving so see I actually as I'm filming this video I actually forgot what this one was but I could have figured it out uh that's why you guys have to know the chart all right make sure you know that chart really well because you probably will get one of these now I do want to point out that there is another variant of the question where it's easier the ones I'm giving you there are hard this is an easier version of it they probably wouldn't give you so much but where they may just give you they may describe somebody and you have to say is this person intra or extra is this an Intuition or perceiving is this a feeling or a judging that's how they may do it all right so let's go see so I draw a line so you're basically going to take one of these and you're going to put it to one of these things so this is making it a lot easier so let's see what you guys get okay so makes decisions based on logical analysis versus enjoy working alone so if you enjoy working alone your introversion if you are making decisions you're thinking because you're making based on logical analysis that is thinking prefers brainstorming group sessions versus concrete information so this is extroversion and sensing looking for that more practical solution focuses on abstract ideas is uh and future possibilities versus likes to keep your option open intuition go in with your intuition here and perceiving is the other enjoys detailed planned and sticking to schedules makes decision based on values and impact in people all right so in this one here we're going to go with judging enjoy detailed plans remember detailed plans got to be those step by step and feelings uh how how how is it affecting other people how does it impact other people all right guys very good 44 let's see what we got okay so these are different categories of risk once again deals with the development and implementation of Technology Solutions okay so this is a technical R addresses the buying selling and economic aspect of the risk anything to deals with money is generally considered the commercial aspect involves leadership and direction to manage so if you're managing risk considered management this here if you're do how you know who's going to be managing a risk how are you going to be managing a risk if it's external to the things such as regulatory environmental or sociopolitical factors that is considered external to the actual risk themselves all right let's see here the term to a particular description list of criteria that a product should meet okay capturing user requirements in non-technical language all right high level description of the long-term goals and purpose uh did we miss about on purpose of the product all right let's see what we got here so list of criteria this is definitely going to be the definition of done the criteria that it must met users stories is how to users describe what they want in really easy language that everybody understands so they understand the value high level description long-term goals is always going to be the project Vision what is it that they want and the product Vision what is it that they want out of that particular product 46 all right we had something similar to this uh earlier let's see how we do this so we're going to be using some of these tools here to help us answer some of these questions all right conduct a virtual meeting and presentation with stakeholders or team members in different locations all right facilitate quick realtime Communications and brainstorming sessions amongs team members okay manage changes to documents code ensuring all team members work with the latest version all right post project updates an important announcement for the entire team okay track project progress assign task and manage deadlines to keep the project on schedule all right so this here we have quite a lot of things here that we got to go through so right off the bat I'm just going to go with the easy one virtual meetings easy video conference and software all right moment I see that realtime Communications brainstorming uh a meeting should you know people say is it should you put chat room here well generally we don't do meetings in a chat room we should do meetings we can communicate real time in a chat room when it comes to virtual meeting you got to do that video conference when it comes to managing different versions you need to have a version control system post project updates and important information announcements anybody can that's going to be like a message board like a bulletin board how do we track the project pmis what's your pmis right what's your project management software Microsoft Project allows us to keep a track of all the task and who's assigned to do what number 47 all right now we got to know uh now we got to know the meeting oops I made a mistake here they should say meetings or agile ceremonies these These are actually called what agile ceremonies lines up with what description all right let's go uh so we have the team demonstrate the work the team demonstrate the work completed during the Sprint if they're demonstrating the work that's going to be the Sprint review oh boy I don't want to grab the box I just want to grab the text team members discuss progress impediments and plans okay that could be more than one of those the team member defines the work to be accomplished in the upcoming Sprint I'm going to say that is Sprint Planet the team member reflects on past Sprint to identify improvements retrospectives and if they're discussing progress that is a standup meeting all right pretty easy one hopefully you guys got that let's keep on going we're almost at the halfway point everyone all right another big scenario here let's see uh technical practice my uh coming up to the scenario where we can use these things visualize the project schedule showing task duration and dependencies okay reviewing or approving changes to the project scope schedule or budget defining rle and responsibilities for task all right documenting what went well and what didn't at the end of the project phase all right so this one here we got lesson AR CCB G chart racy chart so you know what I'm just going to notice right at the end if you document what went right and wrong that's lesson learn detailed roles and responsibilities that's literally the racy chart the roles responsibility uh that you assign on a project R stands for responsibility accountable consulted and informed visualize the schedule if you want to see the schedule you use a gan chart that remember Microsoft Project is based on that it shows you all the task reviewing and appr proven changes to the actual Rie appr proven changes to the scope the schedule and budget who reviews changes the Change Control Board all right very good hopefully you guys were almost halfway guys stick with me all right interpersonal skills guys let's see how we going to get this paying full attention on understanding the speaker's message all right addressing and managing disagreements effectively okay reaching reaching mutually acceptable agreements all right persuading others to support a course of action recognizing and meeting one's own emotions and emotions of others so right off the bat I can see that emotional intelligence is going to belong here because if you're looking at your own emotions that's knowing how to manage your emotions if you're going to be persuading others all right by definition if you're persuading others you're going to be influencing them if you're going to be reaching a mutually acceptable agreement that means you're negotiating now how do you address disagreements well conflict resolution pay full attention when somebody's speaking is active listening all right pretty simple one all right guys 50 here we go with the halfway point we got the role and the responsibilities here let's see what we got removes impediments that hinders the team progress self-organized to complete the Sprint prioritizes the product backlog all right so the product backlog is all done with the product owner the scrum Master will remove all the team problems hopefully most of the external problems particularly and the team would be a self-organizing self-direct and self-managing Team all right guys congratulations you have done the halfway how have you how are you doing so far uh I forgot to mention this if you can get like an 80% here I think you're going to be good for your T 51 all right let's take a look here 51 okay so same thing here methodology to what exactly is it right early in the project the project manager and team identifies potential risks document them in a risk register and develop mitigation good the project manager utilize integrated change control for the installation and a backlog for development all right Midway through the Sprint the product owner and team review the upcoming stories okay let's see here so this here pretty pretty easy one okay if you're doing all the mitigation doing all the planning up front you're doing traditional if you're going to be utilizing an integrated change control for installation and then using a different approach for development that means different phases different approach that is a hybrid and then of course this is agile because in agile you will be Us in Sprints and you should be doing consistent check of the work question number 52 all right we do have some different agile work here let's see how you guys get this now if you know your agile I thought this one was pretty easy if you know your agile well at the start of the new iteration the team meets to decide on tasks they develop top priorities breakdown items and assign responsibility Ure everyone understand the objective of the next work period all right during the iteration the product owner and the team gather to improve the list of upcoming work they clarify user stories and adjust priorities ensuring Readiness for the next cycle okay the team reflect on the past cycle they discuss success challenges and areas for improvement to enhance team processes so if they're meeting at the end this is going to come at the end this is the retrospectives during the iteration the product owner meet to the team the only person that can uh review the work and improve the the list of upcoming work is the product owner and that's generally done when you refine the backlog so backlog refinement and Sprint planning is when the the team meets and decide what tasks are doing in the next upcoming Sprint all right here we go another popular uh uh drag and drop for your exam guys this is going to deal with uh definitions of some terms of how work is done on a project so let's go take take a look look at these terms here so we have people start to apply themselves to a test just before the deadline okay sometimes that team members does that work expans to fill the time available this is a common thing you give someone eight hours to do something they take eight hours you give someone two hours to do the same thing they still take two hours so work is expanding to fit the time team members pad their estimate to protect themselves from potential delays a failure occurs or respon when responsibilities transfer between members all right right so this here people apply themselves the deadline this is what people do in college they wait till the last minute to do that term paper that's called student syndrome when work is expanded to fill the time that's called Parkinson's law and if they're padding they're self-protected in other words they don't want to get in trouble they're saying they're given maybe longer estimates than they should have now drop Bon is when one team team finishes and takes the other team may not be ready so the work doesn't move on to the next phase right away it's like if it's it's like in a relay race where somebody drops the Baton in a relay race and the other person has to go back so there this big delay happening and then pick the Baton up okay make sure you know these terms they're very popular for your test okay let's go here measure project performance and progress say description to a document against the plan all right breaking out deliverables into task adjusting task assignments okay so which one here is going to measure progress well evm does that earn value management is how we will measure what's going on on the project which one here breaks down work well the work breakdown structure does that the WPS resource leveling is ensuring that no one works overtime 55 another one with those terms let's see what we have here okay so team members inflate time estimates a safeguard so that way nobody yells at them if they take too long that's called self- protection delays or issues arise from adequate Handover if the one person is handing over work to the other if there's a delay there that's the drop Bon starting a task late um starting a task task due starting at task late due to waiting until the last minute that is a 100% student syndrome the duration of work expands to meet the time is Parkinson's law all right let's see here with the different uh not these are not going to be risk response this is agile meetings once again we messed that up okay let's go in here guys agile meetings so showcase the work done during the Sprint to gather feedback that is the Sprint review held after a Sprint to discuss what went well what didn't how to improve this happens at the end of the Sprint guys this is the retrospective the team plans and commits to the work for the upcoming Sprint that is the Sprint planning meeting for the team to update on progress and discuss any blockers the d The Daily standup meeting is what they do every day they discuss any problems they're facing that day okay here go to organizational structures now this one here you really got to just put in what you know for sure and then work work it through like that okay an organization where a project manager has a little more power than a functional manager okay a company where team members have dual reporting all right an organization where the department operates independently okay a company where project manager coordinates with functional manager retains control okay an organization where employees are dedicated to Pro and report to project managers all right so here we go to our uh different terms here the different structures so if it's project or oriented this is a project type structure right here how do I know that because you notice there's really no nobody reports to anybody as project manag full control notice you have where project manager coordinate but function the function manager retaining control uh but the project manager a company project manager coordinates they have coordin so they're not true functional this is more of a weak Matrix a company where departments operate independently this is a functional structure where everybody every project manager in their own Department because functional manager controls everything um a company where now if you have the true Matrix Matrix structure there's everybody reports to two people cuz in a true Matrix or the balanced Matrix what happens is you report maybe 50% of the time to pm and 50% of the time to the functional manager so there dual reporting equal reporting is the key key here and if the project manager has a little bit more power than a functional that is the strong Matrix all right very good 58 okay we got the descriptions and we got documents all right so let me see let's see here defining and control scolling project perimeters okay documenting insights for future references all right identify stakeholders interest and impact okay so future reference this here looks like the lesson learn register identifying stakeholder interest stakeholder analysis and how do we Define and control what's in a project the perimeters what should what should and should not get done on a project your scope Baseline does that 59 okay let's see here we have some terms and some documents here all right so let's see here understanding the value well the user story tells me values what the completed work means and the long-term objective completed work is going to be for something to be completed is the definition of done and anything longterm is a product Vision 60 all right here we have the uh agile meetings once again I think I made a mistake there agile meetings here we go so present the completed work to the stakeholders this is going to be your Sprint review outline agreed task for the next Sprint your Sprint planning share updates and identify any obstacles the daily standup reflect on what happened what was the outcome on the process retrospective all right that one was pretty easy we had one something similar to that okay here we go with 61 this is going to be all kinds of risk assessment take steps to reduce the likelihood or impact of the risk so if you're reducing risk you are mitigating that risk acknowledge the risk without taking action allowing the project to continue if you're not taking any action that's accept in the risk shift the impact to a third party through Insurance that's always a uh transfer to risk alter the project plan to eliminate risk entirely that's avoiding the risk remember if the risk goes away that's avoidance and if you rise it to higher authority that's going to be escalate the risk so if you are giving it away to somebody else that is escalating the risk question 62 all right here we go once again we have terms and descriptions to match those up okay so we have regular updates involvement for key stakeholders process for submitting and approving changes hierarchy and Reporting relationships outlined regular risk assessment and mitigation plans in place formul approve required before starting a task okay let's see what we have all right so I'm going to put the easy ones in all right so I noticed formal processes submitt and appr proven changes this is going to be a change control system you have a hierarchy and Reporting relationship outline this particular one is going to be a structure organizational structure in place you have the right structure who reports to who think of an organizational chart this one here deals with risk regular risk assessments and Planet so that's going to be a risk management framework they have to updating involving stakeholders that's going to be keeping them engaged and a work authorization system tells you the order of work to authorize work that tells you when work should start okay very good 63 okay so where are we going to use one of these here so we got a burn down we got a scope Baseline and we got incremental so agile loves their burn up and burnd down charts in a traditional project you have uh a scope basine and then a hybrid you now keep in mind hybrid is not just traditional and agile it could be different methods of agile so maybe you're using prototyping along with incremental development right uh so you combin different agile methods 64 okay we go with another risk one okay delegate the risk to a third party often through contract or insurance so that's transfer change the plan to completely eliminate the risk that's avoid report the risk R to a higher management when it cannot be managed at the project level let's escalate not the whole box just the word Implement actions to lessen the probability or impact of the risks that is mitigate and then we want to accept the risk I know I did without even reading it recognize the risk take no so if you're taking no action against the risk continuous plan that is called acceptance of the risks 65 okay one more time with these different kinds of methodology here we have risk register adaptive plan and team balance team structure so we have the risk register adaptive planning this adaptive plan is definitely agile so we have risk register we'll go traditional uh and a hybrid project this here is a balanced team structure so a balanced uh Team structure is when you change the structure as needed and that generally goes into hybrid 66 here we go one more time so we have tailored approach critical path management product backlog so product backlog is agile hybrid is tailoring the approaches and traditional uses the critical path management okay here we go with different kinds of risk categories again here if there's something to do with technical things such as computer hardware and software that's a technical risk anything to deal with money is generally considered a commercial risk anything to fluctuation of money and volatility the way you manage and allocate resources is management and if it's something external it's called an external risks okay here we go responsibilities that are out there okay design and develops features according to the product backlog that is the development team ensure the team follows the scrum processes that's going to be the scrum master who maintains and creates the product backlog guys the product owner does very good very good all right here we go with one of these terms again add an extra time to avoid potential overruns this is protection self- protection of yourself so no one blames you if you go overtime is you ride you to poor handoff if there's a poor handoff or transition between tasks that is called the dropped baton the time required for a task will expand to fit the time is called Parkinson's law and procrastinating until the deadline is called student syndrome all right guys number 70 we're getting down to the end here finally involves the application so this is another kind of risk specialized Knowledge and Skills this is going to be a technical risk oops oh boy sometime it's hard to grab these things here market conditions customer needs Financial visibility all right I like that emphasize the plan and organiz that's actually management can I grab management outside factors is external and Commercial is financial again anything to do with money is financial 71 okay so 71 here we got this is another long one you really have to just go out there and see how to give it your best shot you know do the easy ones first and then just drag it the rest in team members are unsure of project expectations okay insufficient resources completed tasks uncontrolled changes or continuous growth in Project scope team members are not effectively shared okay unidentified risk as material as impact on the project okay one thing off I know I was looking here lack of clear scope scope creep Communication Breakdown okay scope creep I know right away uncontrolled changes to the scope so that's the first one that I saw insufficient resources is definitely a lack of resources resource shortage team members are unsure of expectations like what the project should be doing well this is lack of clear requirements now I'm just down to and on identify risk is materialized so this is risk realization risk realization means you understood the risk just took place and communication breakdown is Communications not happening on the project all right here we go with another risk question all right change the plan to eliminate the risk avoid the risk transfer the responsibility to a higher authority escalate the risk acknowledge a risk but take no actions accept the risk shift the impact to a third- party transfer to risk take actions to reduce the likelihood let's mitigate the worse all right hopefully you guys got that 73 oh boy we got a lot of different uh roles here hopefully you guys got this one assigns teams and resources from their departments to the project okay oversee scope schedule cost quality and stakeholders all right represents the interest of the customer and end user okay gather detailed requirements from stakeholders to interviews and workshops all right ensure the teamate eats to ad out principles and practices all right right okay so right off the bat I know this is going to be scrum Master now you notice I got 1 2 3 4 five I got five things but I have uh six things we're not going to be using one of these so let's go here uh oversee scope quad this is definitely a project manager okay remember project manager is more traditional they oversee all the aspects of a project who represents the end uses on a project the product owner does represents the interest of the customers and the N users that's generally the job of the product owner assigns team members and resources from who owns departments functional manager gather detail requirements from stakeholders through interviews detail requirements a business analyst goes out and talks to the different stakeholders out there generally they also use workshops all right 74 let's see what we have here throughout the Daya team members update current status of their task sure invisibility the end of the phase the project manag hold a review meeting and choose the new methodology okay the project uses critical path to identify the longest sequence okay so who's using critical path right here if they're choosing a new methodology if they're always choosing new meth in the middle of the project it's a hybrid and uh team members update the current for their task so throughout the day definitely the agile they talk to each other all day long 75 something similar the the project manager uh reviews the schedule and task dependent ensures timely progress of the team the project uses Blended reporting at the end of the Sprint the team holds a retrospective so this is agile if they use it Blended reporting that's the type of a hyp the reviews the schedule tracks task dependency so if you're managing that schedule you're seen what task dependent on that and managing that team that is a traditional project you're working on question 76 all right let's take a look at this here so this one is a little bit more complex it does have some pretty vague terms put that in purposely see if you guys can get it okay we have the problem is to match the tool that can help solve that problem no effect Ive communication methods for monitoring major task unexpected events impact the project timeline lack of timely information sharing leads to delays essential team members are not available when needed and work creep okay communication plan risk register Milestone chart scope Baseline and histogram analysis all right the first one I'm going to do here is work creep work is also known as scope which one here deals with scope well this tool deals directly with scope as this is the act actual scope of the project hopefully if you have a scope Baseline it means that you're not going to actually be pushing off the work you're not going to be doing too much work because you know what the actual work is um no method for monitoring major tasks a major task is going to be a milestone on a project so Milestone chart shows you when task should be getting done and a milestone is generally a major accomplishment unexpected events are also known as a risk you need a risk register to manage all your R now you have two things team members are not available when needed and lack of timely completion so let's put communication here CU we have lack of information especially timely you need a good communication management plan for that Instagram analysis remember you manage resource using a histogram a histogram is a bar chart that can tell you like month one you need 10 10 uh 10 resources month two you need 12 month three you need 15 and so on so histogram is a bar that can tell you how much resources you need okay 77 all right we got roles and responsibilities quick one creates the vision and goals to the team plans and execute the task to meet the Sprint goal coaches the team so right off the bat this is the scrum Master the team will plan and execute the goal the product owner will create the vision remember something the project manager the agile PM or the scrum Master will communicate the vision but who creates who tells you what they want the product owner okay here we go uh the item and the methodology using that item so if you're using a a Sprint backlog and the scope statement that's a hybrid Project A Change Control Board is almost always on traditional CCB means change control board and agile will use can band board 79 okay let's see here we got descriptions and documents document and threats and planning mitigation strategies all right that sounds like a risk register to me mod manag and modifications scope schedule or budget modification means you're changing something Change Control process establishing protocols for sharing information that is the communication plan all right quick and easy one all right here we go now this one here this one does look kind of long here let's see if you can get this uh done here all right so we got facilitate mediation to resolve issues and restore Harmony okay organize activities to boost team spirit and motivation arrange training session or bring Specialists to address deficiencies clearly Define and communicate specific duties and roles Implement stricter timeline tracking and followup procedure okay what do we got here ongoing dispute low engagement unclear responsibil sufficient expertise Mis deadline so the first thing I'm just going to do is this mediate uh facilitate mediation to resolve issues and restore Harmony why would you do this why would you take this action this action can solve what well ongoing disputes if there's any dispute you're going to want to facilitate facilitate some kind of mediation to stop that dispute organizing uh activities to boost team spirit well why would we want to motivate our team is it because of miss deadline insufficient expertise nope because this way would be low engagement arrange training session are bringing a bring in a uh a specialist this would be because they don't have the right expertise here clearly Define a communicate specific duties this would be when they're not clear about what role Implement stricter timeline tracking and follow up procedure but maybe because they missed a particular deadline all right that one seem difficult in the beginning but if you go through it not that bad uh by the way if you guys are finding value in this and this is taking an enormous amount of time can you click the like button give give the video give the channel a Subs a subscribe let's get back to it 81 okay so we have u a tuckman's lad let's see here team members are getting to know each other and understand the goals conflict arise as members Express different opinions the team starts to resolve conflicts okay the project is complete and the team disbands reflecting on accomplishment the team operates efficiently towards achieving goals with minimal supervision all right so this year pretty simple if they get into know each other on the goals that's forming conflict arise forming then after that they storm once they get to know each other then they have disagreements with each other then they have to start to resolve the conflict that is Norman almost going to an order right the project is completed and the team disbands and no that's a Jour once the project is done and when they operating they're getting the work done that's performing that means that they're actually uh actually doing the work on the project all right 81 hopefully you guys are doing good all right I do have some evm ones coming up here at the end let's see if you guys know your evm formulas the difference between plan and actual schedule all right so they're talking the difference versus the efficiency of budgeted cost expenditure difference between budget and actual cost and the efficiency of the schedule so efficiency if you see the word efficiency it's going to be some kind of ratio so that's going to be an i and index uh if you see the difference it's going to be a subtraction difference means to subtract so the difference between plan and actual schedule that is the SV the efficiency of the budget that's going to be the CPI the difference between budgeted and uh but between the budgeted and the actual cost so that involves the actual cost which is AC and the efficiency of the project schedule that's going to be the SPI we do have a few more of these evm coming UPS in coming up in over the next couple of questions okay we do have quite a lot of roles here we're not going to be using all of these roles here but let's see which one we need evaluates the performance of team members within their Department provides the necessary funding empowers the team to self-organize and makes decision all right so we got a lot obviously we're not using all of these um evaluates performance of the team within their Department that is actually the uh let's see here the functional managers who manages departments not the project manager that was a trick provides the necessary funding this is going to be the project sponsors who's the one that's provide funding empowers the team as a scrum master all right hopefully you guys got that 84 all right let's see what we have here process for identifying analyzing responding to risk okay involves actively managing stakeholders expectations defines our activities that directed towards achieving that directed to achieve goals defines how work is assigned and authorized all just one I can see right once you're authorized in work uh you're assigned in work you're ordering work that's work authorization system uh defines how activities are directed to achieve a goal is that stakeholder engagement well no that would that would be here stakeholder engagement is involves actively managing stakeholders expect ation this one here would be responding to risk if you're looking and you're analyzing risk you need a risk management framework and the organizational structure will tell you how to do the activities to achieve the goals and anything within the company not just on a project 85 all right one of these famous uh worse response questions okay Implement actions to reduce the probability and their impact that's going to be mitigate the risk anything to reduce this mitigate change the plan to eliminate it that's going to be to avoid it shift the risk to the insurance companies to transfer it pass the risk to the higher authorities to escalate it and recognize the risk and decide to take no action just to accept it we don't need the whole box all right guys very good let's continue going okay one of these other terms let's take a look uh estimated more time than necessary so this is going to be the terms these famous uh Team terms I call them estimated more time than necessary to create a create a buffer against delays this is going to be self- protection basically adding in more time so nobody blames you work duration increases to fill available time that's Parkinson's law work expands to fit the available time delaying the task until the deadline is near that sounds like something my son does because he goes to school cuz he is a slacker all right student syndrome in other words wait until the very end to do the work uh delays occur when transition between uh things between teams are generally a drop baton 87 all right so we are progressing nicely here guys hopefully you guys are getting this okay facilitate effect itive Communication in a diverse Global project Team all right secure a better rate uh a better rate or terms with a key supplier right manage a dispute between two members over a task resolve budget overruns us in a management strategy gain support for your project from influential team from in influential stakeholders all right let's see what we have here facilitate in a diverse Global and project team so what exactly is this so this here is going to be cultural awareness because you got to understand the diversity of the team what what exactly is the culture of how they do work if you're securing a better rate this is straight up this is uh negotiating anytime you meet a supply you should negotiate if you're mediate dispute you are conflict resolution if you resolve a budget overrun using a management strategy or gain support gain support from your project using influential stakehold this political awareness this is know how the company structured basically the internal politics if you result and you use the management strategy the means you made a decision to use a particular strategy making that the best answer all right 88 here we go with some evm questions let's see if you guys get this right so ratio so ratio is going to be an i okay so a ratio of earn value to actual cost EV to AC EV to AC is the CPI forecasted uh total project cost based on current trends that's the EAC this here will forecast the actual budget difference between the original budget okay and the estimated at completion the estimated cost at completion so this is the variance at completion because they're looking at the difference so that's going to be a minus a ratio of plan values PV to the reflecting on the project schedule efficiency so that's PV and EV that's going to be the SPI all right guys we're coming down here now we're really making progress here I feel like we're actually coming to the end here now all right let's see we have another one of these uh interpersonal skills reaching an agreement with a client on scope changes without impacting the budget all right resolves a schedu in conflict between two departments competing for the same research okay select the best vendor from three proposals for project software with a tight deadline navigate office chatter to secure additional resources adapt project communication style to accommodated a team member all right let's take a look here so if you reach an agreement uh with a client on changes without impacting the budget that's somewhat of an how did you get that you negotiated it if you resolve a conflict between two people or different departments that is going to be conflict resolution if you select the best vendor from different proposals you made a decision you said you know what let's uh go with that vendor navigate office chatter oh boy you have to make sure that you understand the politics within the business office chatter adjust communication style well you have to know the how people communicate in different uh regions of your business and communicate effectively with them all right let's go to 90 okay we got description of the document visualizing the work in progress work in progress is a can band board that shows you work in progress allocate uh allocate and fixed periods for activ ities visual representation of task task relationship is definitely PDM fixed periods is definitely a time box quick and easy one guys 91 here we go okay so now we now we need to use we really need to understand uh we really need to understand the the formulas okay use to estimate task duration use an optimistic pessimistic and most likely so that's per per is the three-point calculation if you remember that one the value of the work actually performed expressed in terms of budget so notice this one says expressed in budget okay the approved budget assigned to the work to be completed by a specific time all right a measure of cost efficiency calculates a ratio of earned value to the actual cost Okay so so this one is easy oops we do not need that CPI notice now we have two these one I made them a little confusing let's see if we can get them the value of work actually performed Express in terms of budget now that is EV EV tells you so if EV is like 500 that mean you did $500 worth of work up to that time if you guys remember that the approved budget assigned to the work schedule to be completed so this is this is to be completed that means what you should have done not what you actually did what you actually did is e to be completed is PV all right that one there I kind of word it complex to see see if I get you hard on that one a lot of my classes everybody mixed these two up hopefully you didn't 92 all right team okay team Norms to description and terms all right team norms and behavior guide work guide Project work okay Central oversight Central oversights all project activities all right system in place for sharing lesson learn clearly defined decision-making process okay so here we go we need sharing lesson learn we need some way of Knowledge Management when it comes to oversight you need a short oversight of project activity does that the pmo does that team norms and behaviors guide Project work that's the organization culture that's how the that is how they work clearly defined decision-making process govern means to manage so this is the framework of how you use to manage your project this one let's see if you guys get this you now you have to know for your exam whether SPI CPI CV whether it's uh negative or positive or over on the one if that's good or bad so negative values is going to be dealing with CV and SV so a negative Val a negative value is bad for schedule so that is SV positive value is good for the budget CV one or greater is means it's ahead of the schedule that is SPI and CPI is if it's under one is over budget now this could get a lot more complex I didn't make much more complex ones than this but you could they could give you things where it say over one on the one is is this good or is this bad so make sure you know that before walking into the exam room if this is negative or this is positive is this good or is this bad similar to this one let's see here so if SPV is -200 what does that mean well that means it is over scheduled it's over uh you could say behind schedule too uh SPI is 1.4 this means this is ahead of schedule CPI is 1.5 1.5 that means this here is good this is under budget by 50% if it's negative that means it's over budget okay so remember now if SV is positive it is good okay that means that it is ahead of schedule um if SV is negative it's over schedule if SPI is one and greater that's good it's ahead of schedule if it is uh if SPI is under the one it is behind schedule all right CPI 1.5 anything one and over is good it's under budget anything under one is over budget SC if it's negative it is over budget if it's positive it it's zero or positive basically it is going to be under budget make sure you know those for your test all right let's see the different types of um structures or organizational structures we had a we had one like this pretty similar earlier 95 all right so we got the project manager full authority over the project and resources this is the project Ty structure employees are Group by specialization reporting to a functional manager definitely functional you have limited Authority versus you have considerable Authority so strong Matrix and weak Matrix 96 all right let's see here we got the tools and the task could share an archive project documents and reference materials all right plan plan and allocation resource monitor task dependency and track project Milestones okay host remote training sessions or workshops well to do that we need a video conference and software plan allocate and plan and allocate resources if you're man in you're going to need some kind of project management software to monitor task dependencies track when things are getting done if you're sharing an archiving things just take it right off your online bulletin board all right one more of these questions these are pretty famous ones uh let's see here disruption or delay caused by poor handoffs so you're transitioning between people mean you're dropping the Baton if it's not good individuals add extra time to their task to avoid missing a deadline this is going to be their protecting themselves Parkinson's law procrastination is delayed until the last possible what my my daughter does that too Parkinson's LW guys takes longer to complete task takes longer to complete if more time is allowed time expands to fit the allocated time 98 all right we have uh visualizing the project schedule these are descriptions and tracking task dependencies okay identifying the loging sequence of dependent task and optimizing the schedule estimating amount of time to complete an activity all right so estimating the amount of time you're going to use per that is a Formula you used to estimate the time or cost uh if you're identify the longest sequence of tasks you're going to be using your critical path that's what that does and if you want to visually see the entire schedule use your Gan chart okay question 99 tracking key events and progress all right finding the longest amount of time to complete a project okay overlapping activities to shorten duration so if you want to shorten duration that's straight up fast track in to find the longest amount of time on a project is your critical path method or your critical path and key events is always going to be a milestone chart all right guys question 100 and the finally the last one okay here we go writing assessments before developing code to ensure functionality all right time box research task or explore investigate solution okay uh ongoing iteration test and delivery of software and development okay so if you're writing an assessment or a test before you're looking at a functionality we covered in agile this called test driven development basically you write you write the test or the assessment and then develop the code to pass the test if you're time boxing your research it's basically a time box research it's when the team does what's called a spike to see if a solution may work to solve a problem before a Sprint and if it's ongoing integration this is going to be a continuous delivery of software this is using things like devops all right guys I think we are finally f finish with this yeah this is quite a lot okay if you guys uh enjoyed this leave a comment below let me know how you guys liked it if you want more practice questions similar to this check out the Tia exam Simulator the links are in the description below check out all my classes that's listed there you can check out my bestselling study guide all in the 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