├── course_3-project-planning ├── week-2-building-project-plan │ ├── resources.md │ ├── time-estimation.md │ ├── graded-assessment │ │ └── estimate-a-project-plan-in-a-gantt-chart.md │ ├── readme.md │ ├── utilizing-tools-to-build-a-project-plan.md │ └── getting-started-with-a-project-plan.md ├── week-3-managing-budget-procurement │ ├── resources.md │ ├── procurement-ethics.md │ ├── readme.md │ ├── introduction-to-procurement.md │ ├── navigating-procurement-challenges.md │ ├── understanding-project-budgets.md │ ├── creating-a-project-budget.md │ └── graded-assessment │ │ └── week-3-graded-quiz.md ├── week-4-managing-risks-effectively │ ├── resources.md │ ├── readme.md │ ├── identifying-and-assessing-risks.md │ ├── mitigating-and-communicating-risks.md │ ├── risk-scenarios.md │ ├── measuring-risk-impact.md │ └── graded-assessment │ │ └── week-4-graded-quiz.md ├── week-5-organizing-communication-documentation │ ├── resources.md │ ├── readme.md │ ├── graded-assessment │ │ └── week-5-graded-quiz.md │ └── effective-communication.md └── week-1-beginning-the-planning-phase │ ├── resources.md │ ├── readme.md │ └── planning-phase-components.md ├── course_4-project-execution ├── week-6-closing-a-project │ ├── resources.md │ ├── readme.md │ ├── closing-a-project.md │ └── graded-assessment │ │ └── week-6-graded-quiz.md ├── week-3-data-informed-decision-making │ ├── resources.md │ ├── readme.md │ ├── presenting-and-visualizing-data.md │ └── prioritizing-and-analyzing-data.md ├── week-4-leadership-influencing-skills │ ├── resources.md │ ├── readme.md │ ├── effective-teams.md │ └── team-development-and-dynamics.md ├── week-5-effective-project-communication │ ├── readme.md │ ├── resources.md │ ├── project-communication.md │ ├── effective-meetings.md │ └── graded-assessment │ │ └── week-5-graded-quiz.md ├── week-2-quality-management-continuous-improvement │ ├── resources.md │ ├── readme.md │ ├── quality-management.md │ └── continuous-improvement.md └── week-1-introduction-project-execution │ ├── resources.md │ ├── readme.md │ └── project-tracking.md ├── course_5-agile-project-management ├── week-1-fundamentals-of-agile │ ├── resources │ ├── readme.md │ ├── the-agile-approach.md │ ├── agile-frameworks.md │ └── agile-manifesto.md ├── week-3-implementing-scrum │ ├── resources.md │ ├── readme.md │ └── the-sprint.md ├── week-2-pillars-and-values-of-scrum │ ├── resources.md │ ├── readme.md │ ├── scrum-roles.md │ └── graded-assessment │ │ └── graded-quiz.md ├── week-4-applying-agile-in-the-organization │ ├── resources.md │ ├── make-changes-to-your-release-plan.md │ ├── readme.md │ ├── frameworks-for-scaling-agile.md │ └── agile-coaching.md └── README.md ├── course_6-applying-project-management ├── week-1-initiating-a-project │ ├── resources.md │ ├── readme.md │ └── project-charter-components.md ├── week-3-maintaining-quality │ ├── resources.md │ ├── readme.md │ └── evaluation-findings.md ├── week-2-building-out-a-project-plan │ ├── resources.md │ ├── readme.md │ └── identifying-tasks.md ├── week-4-effective-stakeholder-communication │ ├── resources.md │ └── readme.md └── README.md ├── course_1-project-management-foundations ├── week-2-become-effective-manager │ ├── video-quiz.md │ ├── resources.md │ ├── readme.md │ ├── identify-the-essential-skills-of-a-project-manager.md │ └── acquiring-the-core-skills-of-a-successful-project-manager.md ├── week-4-organizational-structure-and-culture │ ├── video-quiz.md │ ├── readme.md │ ├── understanding-the-impact-of-organizational-culture.md │ └── understanding-change-management.md ├── week-3-project-management-life-cycle-and-methodologies │ ├── resources.md │ ├── readme.md │ ├── analyzing-the-different-project-phases.md │ ├── graded-assessment │ │ └── week-3-graded-quiz.md │ └── understanding-the-project-life-cycle.md └── week-1-welcome │ ├── resources.md │ ├── readme.md │ ├── video-quiz.md │ └── practice-quiz-learning-about-careers-in-project-management.md ├── course_2-project-initiation ├── week-3-working-effectively-with-stakeholders │ ├── resources.md │ ├── assets │ │ └── Stakeholder-Analysis-Quiz.png │ ├── readme.md │ ├── evaluating-stakeholders.md │ └── graded-assessment │ │ └── week-3-graded-quiz.md ├── week-4-utilizing-resources-and-tools-for-project-success │ ├── resources.md │ ├── project-tools.md │ ├── project-initiation-and-key-components.md │ ├── readme.md │ ├── graded-assessment │ │ └── week-4-graded-quiz.md │ └── evaluating-tools.md ├── week-2-project-goals-scope-and-success │ ├── applying-the-triple-constraint.md │ ├── resources.md │ ├── readme.md │ ├── defining-project-scope.md │ └── identifying-project-goals.md └── week-1-fundamentals-project-initiation │ ├── resources.md │ ├── readme.md │ └── graded-assessment │ └── week-1-graded-quiz.md ├── patrick-kyei-project-management-cert.jpeg ├── LICENSE ├── README.md └── .gitignore /course_3-project-planning/week-2-building-project-plan/resources.md: 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3 | 4 | -------------------------------------------------------------------------------- /course_3-project-planning/week-1-beginning-the-planning-phase/resources.md: -------------------------------------------------------------------------------- 1 | ## Begining the planning phase 2 | -------------------------------------------------------------------------------- /course_4-project-execution/week-1-introduction-project-execution/resources.md: -------------------------------------------------------------------------------- 1 | ## Begining the planning phase 2 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-1-fundamentals-project-initiation/resources.md: -------------------------------------------------------------------------------- 1 | ## Resources 2 | 3 |
4 | 5 | -------------------------------------------------------------------------------- /course_3-project-planning/week-2-building-project-plan/graded-assessment/estimate-a-project-plan-in-a-gantt-chart.md: -------------------------------------------------------------------------------- 1 | -------------------------------------------------------------------------------- /patrick-kyei-project-management-cert.jpeg: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/PatrickKyei/google-project-management-module/HEAD/patrick-kyei-project-management-cert.jpeg -------------------------------------------------------------------------------- /course_2-project-initiation/week-4-utilizing-resources-and-tools-for-project-success/project-initiation-and-key-components.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Project Tools 2 | 3 |
-------------------------------------------------------------------------------- /course_5-agile-project-management/week-4-applying-agile-in-the-organization/make-changes-to-your-release-plan.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Make changes to your release plan 2 | 3 |
4 | 5 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-3-working-effectively-with-stakeholders/assets/Stakeholder-Analysis-Quiz.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/PatrickKyei/google-project-management-module/HEAD/course_2-project-initiation/week-3-working-effectively-with-stakeholders/assets/Stakeholder-Analysis-Quiz.png -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-3-project-management-life-cycle-and-methodologies/resources.md: -------------------------------------------------------------------------------- 1 | ## Resources 2 | 3 |
4 | 5 | - [Teamwork. (n.d.). Project Management Methodologies - Everything You Need To Know.](https://www.teamwork.com/project-management-guide/project-management-methodologies/) -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-2-become-effective-manager/resources.md: -------------------------------------------------------------------------------- 1 | ## Resources 2 |
3 | 4 | - [PMI. (n.d.). Who Are Project Managers?](https://www.pmi.org/about/learn-about-pmi/who-are-project-managers) 5 | 6 | - [PMI. (2021, January). Project Management Professional (PMP)® Examination Content Outline.](https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/project-management-professional-exam-outline.pdf) -------------------------------------------------------------------------------- /course_5-agile-project-management/week-2-pillars-and-values-of-scrum/readme.md: -------------------------------------------------------------------------------- 1 | ## The pillars and values of Scrum 2 | 3 |
4 | 5 | You will learn the pillars of Scrum and how they support Scrum values. You will also compare essential Scrum Team roles and examine what makes them effective. 6 | 7 | ### Learning Objectives 8 | 9 | - Identify and compare the essential roles in a Scrum team and what makes them effective. 10 | 11 | - Explain the pillars of Scrum and how they support Scrum values. -------------------------------------------------------------------------------- /course_2-project-initiation/week-3-working-effectively-with-stakeholders/readme.md: -------------------------------------------------------------------------------- 1 | ## Working effectively with stakeholders 2 | 3 |
4 | 5 | You will learn how to define project roles and responsibilities, complete a stakeholder analysis, and utilize RACI charts to define and communicate project team member responsibilities. 6 | 7 | ### Learning Objectives 8 | 9 | - Define project roles and responsibilities. 10 | 11 | - Complete a stakeholder analysis and explain its significance. 12 | 13 | - Utilize RACI charts to define and communicate project team member responsibilities. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-2-become-effective-manager/readme.md: -------------------------------------------------------------------------------- 1 | ## Become an effective project manager 2 | 3 |
4 | 5 | You will learn how project managers add value to organizations and to their teams, what the role and responsibilities of a project manager entail, and what core skills a project manager needs to be successful. 6 | 7 | 8 | ### Learning Objectives 9 | 10 | - Detail the core skills to be a successful project manager. 11 | 12 | - Describe the role and day-to-day responsibilities of a project manager. 13 | 14 | - Discuss when and why it is necessary to have a project manager. -------------------------------------------------------------------------------- /course_3-project-planning/week-2-building-project-plan/readme.md: -------------------------------------------------------------------------------- 1 | ## Building a project plan 2 | 3 |
4 | 5 | You will learn why a project plan is necessary and what components it contains, how to create accurate time estimates and why they are important, and which tools and best practices to use to build a project plan. 6 | 7 | ### Learning Objectives 8 | 9 | - Examine tools and best practices to build a project plan. 10 | 11 | - Learn how to make accurate time estimates and describe techniques for acquiring them from team members. 12 | 13 | - Explain why a project plan is necessary and what components it contains. -------------------------------------------------------------------------------- /course_4-project-execution/week-6-closing-a-project/readme.md: -------------------------------------------------------------------------------- 1 | ## Closing a project 2 | 3 |
4 | 5 | You will learn how to determine when a project is finished and why closing a project is important. You will examine the steps of the closing process and how to create and share project closing documentation. 6 | 7 | ### Learning Objectives 8 | 9 | - Determine when a project is complete and explain why closing a project is important. 10 | 11 | - Describe the steps of the closing process for stakeholders, the project team, and project managers. 12 | 13 | - Create project closing documentation and communicate it with the project team and stakeholders. -------------------------------------------------------------------------------- /course_2-project-initiation/week-1-fundamentals-project-initiation/readme.md: -------------------------------------------------------------------------------- 1 | ## Fundamentals of project initiation 2 | 3 |
4 | 5 | You will learn how the program is structured, understand the significance of a project’s initiation phase and describe its key components, and understand how to determine a project’s benefits and costs. 6 | 7 |
8 | 9 | ### Learning Objectives 10 | 11 | - Explain the Project Management Certificate program structure and course functionality. 12 | 13 | - Explain the significance of the initiation phase. 14 | 15 | - Describe the key components of the initiation phase. 16 | 17 | -Determine a project’s benefits and costs. 18 | 19 | -------------------------------------------------------------------------------- /course_3-project-planning/week-1-beginning-the-planning-phase/readme.md: -------------------------------------------------------------------------------- 1 | ## Beginning the planning phase 2 | 3 |
4 | 5 | You will learn how the course is structured, the benefits of planning and key components of the planning phase, the difference between tasks and milestones, and how to set milestones. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the Project Management Certificate program structure and course functionality. 10 | 11 | - Explain why milestones are important and how to set them. 12 | 13 | - Explain the difference between tasks and milestones and how they are related. 14 | 15 | - Describe the components of the planning phase and their significance. -------------------------------------------------------------------------------- /course_4-project-execution/week-5-effective-project-communication/resources.md: -------------------------------------------------------------------------------- 1 | ## Effective project communication 2 | 3 |
4 | 5 | You will learn what tools provide effective project team communication, how to organize and facilitate meetings to ensure project success, and how to effectively communicate project status updates to project stakeholders and team members. 6 | 7 | ### Learning Objectives 8 | 9 | - Describe tools that provide effective project team communication. 10 | 11 | - Explain how to organize and facilitate meetings to ensure project success. 12 | 13 | - Explore best practices for communicating project status updates to project stakeholders and team members. -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/readme.md: -------------------------------------------------------------------------------- 1 | ## Managing risks effectively 2 | 3 |
4 | 5 | You will learn what risk management is and how it can help prevent project failure, what tools can help identify and manage risks, how to identify different types of risks and measure their impact on a project, and how to use a risk management plan to communicate and resolve risks. 6 | 7 | ### Learning Objectives 8 | 9 | - Communicate and resolve identified issues in a risk management plan. 10 | 11 | - Identify types of risks and measure their impact on a project. 12 | 13 | - Examine tools for identifying, assessing, and managing risks. 14 | 15 | - Explain what risk management is and how it can help prevent project failure. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-3-project-management-life-cycle-and-methodologies/readme.md: -------------------------------------------------------------------------------- 1 | ## The project management life cycle and methodologies 2 | 3 |
4 | 5 | You will learn about the phases of the project life cycle, what tasks they involve, and why it is important to complete them. You will also learn about the different project management methodologies and approaches and which is most effective for a given project. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain why it is important to understand and follow the life cycle of a project. 10 | 11 | - Define and outline a project’s phases and each phase’s tasks. 12 | 13 | - Compare different program management methodologies and determine which is most effective for a given project. -------------------------------------------------------------------------------- /course_2-project-initiation/week-4-utilizing-resources-and-tools-for-project-success/readme.md: -------------------------------------------------------------------------------- 1 | ## Utilizing resources and tools for project success 2 | 3 |
4 | 5 | You will learn the typical resources needed to manage a project, recognize the importance of clear and consistent project documentation, understand the key components of project proposals and charters and develop a project charter, and evaluate various project management tools to meet project needs. 6 | 7 | ### Learning Objectives 8 | 9 | - Outline the typical resources needed to manage a project. 10 | 11 | - Identify the key components of project charters and develop a project charter for project initiation. 12 | 13 | - Evaluate various project management tools to meet project needs. -------------------------------------------------------------------------------- /course_2-project-initiation/week-2-project-goals-scope-and-success/readme.md: -------------------------------------------------------------------------------- 1 | ## Defining project goals, scope, and success criteria 2 | 3 |
4 | 5 | You will learn how to define and create measurable project goals and deliverables; how to define project scope, differentiate among tasks that are in-scope and out-of-scope, and avoid scope creep; and how to define and measure a project’s success criteria. 6 | 7 |
8 | 9 | ### Learning Objectives 10 | 11 | - Define and create measurable project goals and deliverables. 12 | 13 | - Define project scope and differentiate among tasks that are in-scope and out-of-scope. 14 | 15 | - Explain how to manage scope creep to avoid impacting project goals 16 | 17 | - Define and measure a project’s success criteria. -------------------------------------------------------------------------------- /course_5-agile-project-management/week-3-implementing-scrum/readme.md: -------------------------------------------------------------------------------- 1 | ## Implementing Scrum 2 | 3 | You will learn how to build and manage a Product Backlog and develop user stories and epics. You will also explore how to set up the five important Scrum events and use tools to plan and visualize sprint workflows and progress. 4 | 5 | ### Learning Objectives 6 | 7 | - Apply communication tools to help plan and visualize sprint workflow and progress. 8 | 9 | - Develop and break down user stories and epics. 10 | 11 | - Perform Product Backlog refinement by relative effort estimation, determining acceptance criteria, and prioritization. 12 | 13 | - Describe the five important Scrum events and how to set up each event for a Scrum Team. 14 | 15 | - Explain how to build and manage a Product Backlog. -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/readme.md: -------------------------------------------------------------------------------- 1 | ## Managing budgeting and procurement 2 | 3 |
4 | 5 | You will learn what the components of a project budget are, how the budgeting process works, and how to manage a project budget. You will also explore how the procurement process works, what documentation is necessary, and how to obtain support and avoid ethical conflicts during the process. 6 | 7 | ### Learning Objectives 8 | 9 | - Examine how to obtain support for legal and compliance issues and avoid ethical conflicts during the procurement process. 10 | 11 | - Explain the procurement process and identify key procurement documentation. 12 | - Describe how to estimate, track, and maintain a budget. 13 | 14 | - Identify the components of a project budget and how the budgeting process works. -------------------------------------------------------------------------------- /course_6-applying-project-management/week-4-effective-stakeholder-communication/readme.md: -------------------------------------------------------------------------------- 1 | ## Effective stakeholder communication 2 | 3 |
4 | 5 | You will learn to communicate and escalate project problems to stakeholders and to demonstrate your impact through effective reporting strategies. Additionally, you will prepare for job interviews in the field by reflecting on past projects, developing an “elevator pitch,” and anticipating common questions. 6 | 7 | ### Learning Objectives 8 | 9 | - Effectively communicate problems and demonstrate their impact on an organization's OKRs to stakeholders. 10 | 11 | - Compare a project closeout report to a stakeholder impact report. 12 | 13 | - Prepare for a job interview in the field by reflecting on past projects, developing a 60-second elevator pitch, and anticipating common questions. -------------------------------------------------------------------------------- /course_4-project-execution/week-1-introduction-project-execution/readme.md: -------------------------------------------------------------------------------- 1 | ## Introduction to project execution 2 | 3 |
4 | 5 | You will learn how the course is structured, what aspects of a project to track, and how to track them. You will also learn how to effectively manage changes, dependencies, and risks and how to communicate critical risks to stakeholders. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the Project Management certificate program structure and course functionality. 10 | - Explain the importance of project tracking and identify what aspects of a project to track. 11 | - Identify and compare different tracking methods. 12 | - Identify reasons why risks and changes might occur during a project. 13 | - Manage dependencies and risks in an active project. 14 | - Address critical risks though escalation and negotiation. 15 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-1-welcome/resources.md: -------------------------------------------------------------------------------- 1 | ## Resources 2 |
3 | 4 | - [PMI. (2017). Project Management Job Growth and Talent Gap 2017–2027.](https://www.pmi.org/learning/careers/job-growth ) 5 | 6 | - [PMI.](https://www.pmi.org/) 7 | 8 | - [Schwaber, K., & Sutherland, J. (2020). The 2020 Scrum Guide.](https://scrumguides.org/scrum-guide.html) 9 | 10 | - [Scrum.org.](https://www.scrum.org/ ) 11 | 12 | What is Project Management 13 | 14 | - [PMI. (2018). Pulse of the Profession 2018.](https://www.pmi.org/learning/thought-leadership/pulse/pulse-of-the-profession-2018) 15 | 16 | - [PMI. (n.d.) What Is Project Management?](https://www.pmi.org/about/learn-about-pmi/what-is-project-management) 17 | 18 | - [PMI. (2017). Project Management Job Growth and Talent Gap 2017–2027.](https://www.pmi.org/learning/careers/job-growth) 19 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-4-organizational-structure-and-culture/readme.md: -------------------------------------------------------------------------------- 1 | ## Organizational structure and culture 2 | 3 |
4 | 5 | You will learn about common organizational structures and how they impact project management, how organizational culture impacts project management, and how a project manager contributes to the change management process. Optionally, you can start to develop your strategy and professional network to help you prepare for your job search. 6 | 7 | ### Learning Objectives 8 | 9 | - Define change management and summarize its relationship to the project management role. 10 | 11 | - Define organizational culture and explain how it impacts project management. 12 | 13 | - Identify common types of organizational structures. 14 | 15 | - Define organizational structure and explain how it impacts project management. -------------------------------------------------------------------------------- /course_6-applying-project-management/week-2-building-out-a-project-plan/readme.md: -------------------------------------------------------------------------------- 1 | ## Building out a project plan 2 | 3 |
4 | 5 | You will examine project documentation, conduct online research, and analyze key conversations to identify tasks and milestones and then document and prioritize them in a project plan. You will also demonstrate effective communication techniques for making accurate time estimates for project tasks. 6 | 7 | ### Learning Objectives 8 | 9 | - Examine project documentation, conduct online research, and analyze key conversations to identify tasks for a project. 10 | 11 | - Document, prioritize, and organize project tasks and milestones in a project plan. 12 | 13 | - Apply different techniques for determining time estimates and add confidence ratings. 14 | 15 | - Recognize effective strategies for negotiating with empathy to develop accurate time estimates. -------------------------------------------------------------------------------- /course_4-project-execution/week-3-data-informed-decision-making/readme.md: -------------------------------------------------------------------------------- 1 | ## Data-informed decision-making 2 | 3 |
4 | 5 | You will learn the value of gathering data, how to prioritize data to meet project needs, and how to use data to inform your decision-making. You will also learn how to explain your project data to stakeholders and team members using effective visuals and presentation techniques. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the value of data for a project manager and discuss the common types of project data. 10 | 11 | - Explain how to identify and prioritize the data a project requires to meet business needs. 12 | 13 | - Demonstrate how to analyze data to inform project decision-making. 14 | 15 | - Tell a project’s data-informed story to stakeholders and project team members. 16 | 17 | - Describe what types of visuals and demonstration techniques make an effective and accessible presentation. -------------------------------------------------------------------------------- /course_3-project-planning/week-5-organizing-communication-documentation/readme.md: -------------------------------------------------------------------------------- 1 | ## Organizing communication and documentation 2 | 3 |
4 | 5 | You will learn the elements of a simple communication plan and how to draft and manage one, why documentation helps create project team visibility and accountability, how to organize documents in one central place, and how to prepare for a job search by documenting experience and highlighting transferable skills. 6 | 7 | ### Learning Objectives 8 | 9 | - Draft a simple communication plan and explain how to manage it 10 | 11 | - Examine the elements of a communication plan that are vital to project success. 12 | 13 | - Explain the value of documentation in creating visibility and accountability for team members. 14 | 15 | - Organize project documents in one centralized place. 16 | 17 | - Prepare for a job search by documenting career-relevant experience and highlighting transferable skills. (Optional) -------------------------------------------------------------------------------- /course_5-agile-project-management/week-4-applying-agile-in-the-organization/readme.md: -------------------------------------------------------------------------------- 1 | ## Applying Agile in the organization 2 | 3 |
4 | 5 | You will learn to implement Agile’s value-driven delivery strategies and how to define a value roadmap. You will learn strategies to effectively introduce an Agile or Scrum approach to an organization and coach an Agile team. You will also investigate how Agile frameworks have evolved and how to land opportunities in Agile roles. 6 | 7 | ### Learning Objectives 8 | 9 | - Conduct a job search for an Agile role and learn how to succeed in your interview. 10 | 11 | - Explain how Agile frameworks have evolved and explore the future of Agile. 12 | 13 | - Explain how to coach an Agile team and help them overcome challenges. 14 | 15 | - Help introduce or continue the adoption of Agile or Scrum into an organization. 16 | 17 | - Define a value roadmap. 18 | Implement Agile’s value-driven delivery strategies to achieve business goals. -------------------------------------------------------------------------------- /course_4-project-execution/week-4-leadership-influencing-skills/readme.md: -------------------------------------------------------------------------------- 1 | ## Leadership and influencing skills 2 | 3 |
4 | 5 | You will learn the factors that influence team effectiveness, the stages of team development, and how to manage team dynamics. You will discover how to create an ethical and inclusive environment in which high-functioning teams work together to achieve project goals. You will also explore how to use different techniques and sources of power to influence others. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the importance of project teamwork and the factors that influence team effectiveness. 10 | 11 | - Discuss the stages of team development and how to manage team dynamics. 12 | 13 | - Explain how to build high-functioning teams that work together to meet project goals. 14 | 15 | - Discuss the role of the project manager in fostering an ethical and inclusive team culture. 16 | 17 | - Explore techniques and sources of power that can help influence others. -------------------------------------------------------------------------------- /course_5-agile-project-management/week-1-fundamentals-of-agile/readme.md: -------------------------------------------------------------------------------- 1 | ## The fundamentals of Agile 2 | 3 |
4 | 5 | You will learn how the course is structured and explore the history, approach, and philosophy of Agile project management and Scrum theory. You will also learn why Agile is best suited to industries that are susceptible to change and how to differentiate and blend Agile approaches. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the Project Management certificate program structure and course functionality. 10 | 11 | - Describe the history and motivation behind the emergence of Agile and Scrum. 12 | 13 | - Explain the Agile project management approach and philosophy, including values and principles. 14 | 15 | - Explain why Agile is best suited for industries or projects that are susceptible to or that encourage change and uncertainty. 16 | 17 | - Discuss the origins of Scrum and the basics of Scrum theory. 18 | 19 | - Differentiate Agile frameworks and explain when and why to blend approaches. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-1-welcome/readme.md: -------------------------------------------------------------------------------- 1 | ## [Embarking on a career in project management](https://www.coursera.org/learn/project-management-foundations) 2 | 3 |
4 | 5 | You will learn how the program is structured, what project management is and what a project manager does, how to apply your skills from previous work experience to project management roles, what types of project management roles you could pursue after completing this certificate, and how to search for those positions. 6 | 7 |
8 | 9 | ### Learning Objectives 10 | 11 | - Relate the skills and responsibilities of a project manager necessary to achieve success on the job. 12 | 13 | - Define project management and describe what constitutes a project. 14 | 15 | - Explain project management roles and responsibilities across a variety of industries. 16 | 17 | - Detail and relate project management skills to project management and its value to business. 18 | 19 | - Determine how this program will help prepare you for a career in project management. 20 | 21 | - Explain the Project Management certificate program structure and course functionality. 22 | -------------------------------------------------------------------------------- /course_6-applying-project-management/week-1-initiating-a-project/readme.md: -------------------------------------------------------------------------------- 1 | ## Initiating a project 2 | 3 |
4 | 5 | You will learn to analyze project documents and supporting materials to identify project requirements, evaluate stakeholders, and problem-solve. You’ll complete a project charter and use it as a tool to align project scope and goals among stakeholders. You will also add specificity to project goals to make them SMART and apply effective negotiation skills with stakeholders to prioritize project goals. 6 | 7 | ### Learning Objectives 8 | 9 | - Explain the Project Management certificate program structure and course functionality. 10 | 11 | - Analyze materials to identify project requirements, evaluate stakeholders, and problem-solve. 12 | 13 | - Complete a project charter, filling out key information including a project summary, goals, scope, benefits, and costs. 14 | 15 | - Add specificity to project goals to make them SMART. 16 | 17 | - Use the project charter as a tool to align project scope and goals among project stakeholders. 18 | 19 | - Apply effective negotiation skills with stakeholders to prioritize project goals. -------------------------------------------------------------------------------- /LICENSE: -------------------------------------------------------------------------------- 1 | MIT License 2 | 3 | Copyright (c) 2023 Patrick-Kyei 4 | 5 | Permission is hereby granted, free of charge, to any person obtaining a copy 6 | of this software and associated documentation files (the "Software"), to deal 7 | in the Software without restriction, including without limitation the rights 8 | to use, copy, modify, merge, publish, distribute, sublicense, and/or sell 9 | copies of the Software, and to permit persons to whom the Software is 10 | furnished to do so, subject to the following conditions: 11 | 12 | The above copyright notice and this permission notice shall be included in all 13 | copies or substantial portions of the Software. 14 | 15 | THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR 16 | IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY, 17 | FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE 18 | AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER 19 | LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM, 20 | OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE 21 | SOFTWARE. 22 | -------------------------------------------------------------------------------- /course_4-project-execution/week-2-quality-management-continuous-improvement/readme.md: -------------------------------------------------------------------------------- 1 | ## Quality management and continuous improvement 2 | 3 |
4 | 5 | You will learn how to manage quality using various techniques. You will learn how to effectively communicate with customers and different ways to measure customer satisfaction. You will also explore continuous improvement and process improvement techniques and how to conduct a retrospective during the project to improve processes. 6 | 7 |
8 | 9 | ### Learning Objectives 10 | 11 | - Explain the key quality management concepts of quality standards, quality planning, quality assurance, and quality control. 12 | 13 | - Explain the importance of effective communication with customers and discuss different ways to measure customer satisfaction. 14 | 15 | - Define continuous improvement and process improvement and apply them to different project scenarios. 16 | 17 | - Describe how to create continuous improvement through data-driven improvement frameworks. 18 | 19 | - Compare projects, programs, and portfolios and assess how all three can work together to drive continuous improvement in an organization. 20 | 21 | - Explain the purpose of a retrospective and describe how to conduct one. -------------------------------------------------------------------------------- /course_6-applying-project-management/week-3-maintaining-quality/readme.md: -------------------------------------------------------------------------------- 1 | ## Maintaining quality 2 | 3 |
4 | 5 | You will learn to define and describe quality management standards and evaluate against those standards to ensure that the project is achieving the required level of quality. You will distinguish evaluation questions from survey questions and recognize how to effectively share qualitative data. You will also learn strategies to facilitate a productive retrospective by encouraging participation, accountability, and positivity. 6 | 7 | ### Learning Objectives 8 | 9 | - Define and describe key quality management concepts, including quality standards, evaluation questions, and evaluation indicators. 10 | 11 | - Determine quality standards and evaluate against those standards to ensure that the project is achieving the required level of quality. 12 | 13 | - Discuss the survey development process and distinguish between survey questions and evaluation questions. 14 | 15 | - Use a retrospective to identify areas of improvement 16 | Develop effective stakeholder reports by applying storytelling strategies to describe data. 17 | 18 | - Discuss strategies to facilitate a productive retrospective by encouraging participation, accountability, and positivity. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-1-welcome/video-quiz.md: -------------------------------------------------------------------------------- 1 | ## Careers In Project Management 2 | 3 |
4 | 5 | ### Video: What is project management? 6 | 7 | Why is project management valuable to businesses? 8 | 9 | 10 | - It helps ensure expert leaders are hired to effectively manage the business. 11 | 12 | 13 | - It helps ensure that team members are satisfied with their roles. 14 | 15 | 16 | - It helps identify what businesses can do to add value to the marketplace. 17 | 18 | 19 | - **It helps ensure that a project delivers the expected outcomes.** 20 | 21 | 22 | > Project management helps ensure that a project delivers the expected outcomes, both on time and within budget. This takes collaboration and careful planning. 23 | 24 |
25 | 26 | ### Video: What does a project manager do? 27 | 28 | Which of the following responsibilities are common for a project manager? Select all that apply. 29 | 30 | 31 | - Controlling company operations 32 | 33 | 34 | + [x] Managing tasks 35 | 36 | > Once the project is underway, the project manager helps manage tasks for the team. When the team hits project milestones, they communicate the project progress to team members and/or customers. 37 | 38 | 39 | + [x] Project planning and organizing 40 | 41 | > A project manager will create a project plan, which is a key part of project management. It helps set the tone of the project and keeps the team on pace and aligned. The project manager will also organize meetings and project documents. 42 | 43 | + [x] Budgeting and controlling costs 44 | 45 | > The project manager has the responsibility to manage project costs and ensure the project stays within budget. 46 | -------------------------------------------------------------------------------- /course_5-agile-project-management/README.md: -------------------------------------------------------------------------------- 1 | ## About this Course 2 | 3 |
4 | 5 | This is the fifth course in the Google Project Management Certificate program. This course will explore the history, approach, and philosophy of Agile project management, including the Scrum framework. You will learn how to differentiate and blend Agile and other project management approaches. As you progress through the course, you will learn more about Scrum, exploring its pillars and values and comparing essential Scrum team roles. You will discover how to build, manage, and refine a product backlog, implement Agile’s value-driven delivery strategies, and define a value roadmap. You will also learn strategies to effectively organize the five important Scrum events for a Scrum team, introduce an Agile or Scrum approach to an organization, and coach an Agile team. Finally, you will learn how to search for and land opportunities in Agile roles. Current Google project managers will continue to instruct and provide you with the hands-on approaches, tools, and resources to meet your goals. 6 | 7 | Learners who complete this program should be equipped to apply for introductory-level jobs as project managers. No previous experience is necessary. 8 | 9 | By the end of this course, you will be able to: 10 | - Explain the Agile project management approach and philosophy, including values and principles. 11 | - Explain the pillars of Scrum and how they support Scrum values. 12 | - Identify and compare the essential roles in a Scrum team and what makes them effective. 13 | - Build and manage a Product Backlog and perform Backlog Refinement. 14 | - Describe the five important Scrum events and how to set up each event for a Scrum team. 15 | - Implement Agile’s value-driven delivery strategies and define a value roadmap. 16 | - Explain how to coach an Agile team and help them overcome challenges. 17 | - Conduct a job search for an Agile role and learn how to succeed in your interview. -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/introduction-to-procurement.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Introduction to procurement 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager, you’re interested in working with vendors in a way that is collaborative and places an emphasis on relationships. What procurement management process should you choose? 8 | 9 | - Flexible 10 | 11 | 12 | - **Agile** 13 | 14 | > Agile procurement management is more collaborative with both the project team and the end supplier than traditional approaches. There is a heavy emphasis on the relationship between these parties. 15 | 16 | 17 | - Traditional 18 | 19 | 20 | - Historical 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager, you host weekly meetings to periodically review vendor performance and work quality. Which procurement process step does this represent? 27 | 28 | - Selecting 29 | 30 | 31 | - **Controlling** 32 | 33 | > During this step, you will periodically check on vendor work to ensure it meets the terms of the contract. 34 | 35 | 36 | - Completing 37 | 38 | 39 | - Initiating 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | As a project manager selecting a vendor, you first need to outline the details and requirements of your project in order to solicit bids. Which procurement 46 | 47 | - **A request for proposal (RFP)** 48 | 49 | > An RFP is a document you use to solicit bids from vendors. Once you receive several bids, you can choose the best vendor for your project. 50 | 51 | - A Statement of Work (SOW) 52 | 53 | 54 | - A work breakdown structure (WBS) 55 | 56 | 57 | - A non-disclosure agreement (NDA) 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | As a project manager creating a statement of work (SOW), who do you ask for input and technical knowledge? 64 | 65 | - **Subject matter expert (SME)** 66 | 67 | > An SME is someone at your organization who has necessary experience and technical expertise that applies to the project. 68 | 69 | 70 | - Vendors 71 | 72 | 73 | - Key stakeholders 74 | 75 | 76 | - Project sponsor -------------------------------------------------------------------------------- /course_4-project-execution/week-3-data-informed-decision-making/presenting-and-visualizing-data.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Presenting and visualizing data 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | When crafting a story, what is the first step a project manager takes to think like the people they are presenting to and better understand their questions and concerns? 8 | 9 | - Collect the data. 10 | 11 | 12 | - Shape the story. 13 | 14 | 15 | - **Define the audience.** 16 | 17 | > The first step a project manager should take to create a data-informed story is to define who they are presenting the information to and their common questions. After defining the audience, they will collect, filter, and analyze the data. Then they will choose a visual representation, shape the story, and gather the feedback. 18 | 19 | - Choose a visual representation. 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | During what storytelling step does a project manager design an infographic or chart to present the data? 26 | 27 | - Shape the story. 28 | 29 | 30 | - Collect the data. 31 | 32 | 33 | - Gather the feedback. 34 | 35 | 36 | - **Choose a visualization representation.** 37 | 38 | > In the fourth step, a project manager creates a data-informed story that is a visual display of the data. Then, they can tie the data into the visualization to shape the story into a cohesive narrative. 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | During what storytelling step does a project manager vet data for credibility? 45 | 46 | - Define the audience. 47 | 48 | 49 | - **Filter and analyze the data.** 50 | 51 | > Before creating a visual representation, the project manager should ensure the data is accurate and that it applies to the presentation’s goal. 52 | 53 | - Shape the story. 54 | 55 | 56 | - Choose a visual representation. 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | When turning data into a story, a project manager first defines their audience. What is the second step? 63 | 64 | - Gather feedback. 65 | 66 | 67 | - Shape the story. 68 | 69 | 70 | - Choose a visual representation. 71 | 72 | 73 | - **Collect the data.** 74 | 75 | > After defining the audience, a project manager should collect the data that connects to a question they want to answer. Then, they can filter and analyze the data they gathered. 76 | -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # Google Project Management Professional Certificate Module 2 | 3 |
4 | 5 | ![cert](patrick-kyei-project-management-cert.jpeg) 6 | 7 | - This repository is written for reference and self-documentation purposes 8 | 9 | - Feel free to contribute 10 | 11 | ## About this Professional Certificate 12 | Prepare for a new career in the high-growth field of project management, no experience or degree required. Get professional training designed by Google and get on the fastrack to a competitively paid job. There are 479,000 U.S. job openings in project management with a $73,000 median entry-level salary.¹ 13 | 14 | Project managers are natural problem-solvers. They set the plan and guide teammates, and manage changes, risks, and stakeholders. 15 | 16 | Gain in-demand skills that will prepare you for an entry-level job. Learn from Google employees whose foundations in project management served as launchpads for their own careers. 17 | 18 | Upon completion, you can directly apply for jobs with Google and over 150 U.S. employers, including Walmart, Best Buy, and Astreya. 19 | 20 | This program qualifies you for over 100 hours of project management education, which helps prepare you for **[Project Management Institute](https://www.pmi.org/)** Certifications like the globally-recognized **[Certified Associate in Project Management (CAPM)®](https://www.pmi.org/certifications/certified-associate-capm?utm_job_number=16&utm_campaign_name=capm_lead_generation&utm_region_name=north_america&utm_program_origin=planned_campaign&utm_program_type=continuous_campaign&utm_campaign_intent=acquisition&utm_funnel_stage=lead_acquisition&utm_initiative=certification&utm_product=capm&utm_marketing_channel=paid_media&utm_marketing_subchannel=search_ppc_nonbranded&utm_start_date=07012019&utm_end_date=12312030&utm_source=google&utm_custom_field_one=capm_certification_north_america&utm_custom_field_two=capm_certifiedassocinprojectmgmt&utm_custom_field_three=427370065638&utm_custom_field_four=certified%20associate%20in%20project%20management&utm_custom_field_five=e&gclid=CjwKCAiAkJKCBhAyEiwAKQBCkgwy-7haeOw1QrUjzLbGKtO4OgBW2EUgXGAKcvbs1nnFAhVj2n44RhoCsDIQAvD_BwE)**_. 21 | 22 | 75% of Google Career Certificate Graduates in the United States report an improvement in their career trajectory (e.g. new job or career, promotion or raise) within 6 months of certificate completion² 23 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-2-become-effective-manager/identify-the-essential-skills-of-a-project-manager.md: -------------------------------------------------------------------------------- 1 | ## Identify the essential skills of a project manager 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank: _____ is how a project manager makes use of productivity tools and creates processes. The project manager may need to use certain tools and processes to do tasks like create a schedule and share information. 8 | 9 | - Removing unforeseen barriers 10 | 11 | 12 | - Budgeting and controlling costs 13 | 14 | 15 | - **Planning and organizing** 16 | 17 | > As a project manager, you will be in charge of how your team shares information and communicates progress. 18 | 19 | - Managing tasks 20 | 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Fill in the blank: _____ is how a project manager keeps track of the team's workload, ensures that things are getting done within a set period of time, and demonstrates progress to people outside the immediate team, like stakeholders. 27 | 28 | - **Managing tasks** 29 | 30 | > By managing tasks, project managers will ensure the activities to complete the project are getting done by team members. 31 | 32 | - Planning and organizing 33 | 34 | 35 | - Removing unforeseen barriers 36 | 37 | 38 | - Budgeting and controlling costs 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | Fill in the blank: _____ is how a project manager oversees the financial components of a project and mitigates project issues and risks as they come up. 45 | 46 | - **Budgeting and controlling costs** 47 | 48 | > Project managers are in charge of overseeing the resources a team needs to complete a project and how much it will cost. 49 | 50 | 51 | - Removing unforeseen barriers 52 | 53 | 54 | - Planning and organizing 55 | 56 | 57 | - Managing tasks 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | Fill in the blank: A cross-functional project team is a team that has _____. 64 | 65 | - similar skill sets and works toward a common goal 66 | 67 | 68 | - similar skill sets and works toward individual goals 69 | 70 | 71 | - **skill sets and works toward a common goal** 72 | 73 | > It's helpful if your team has members with different skills and experiences. This diversity will make your team more likely to overcome multiple challenges. 74 | 75 | 76 | - diverse skill sets and works toward individual goals -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/identifying-and-assessing-risks.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Identifying and assessing risks 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Imagine that you’re overseeing a project to construct a new office building for your company, and you need to determine your task dependencies. Which of the following tasks should come first? 8 | 9 | - Begin construction on the new building. 10 | 11 | 12 | - **Get stakeholder input to determine project goals.** 13 | 14 | > Connecting with stakeholders is a critical first step in any new project. Following that, you can set the project budget, identify the construction site, and begin construction on the new building. 15 | 16 | 17 | - Set the project budget. 18 | 19 | 20 | - Identify the construction site. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Continuing with the construction project scenario from the previous question, which of the following tasks should come last in the project? 27 | 28 | - **Move equipment to the new office.** 29 | 30 | > Moving equipment into the new office comes after planning for risk, hiring an architect, and ordering materials. 31 | 32 | 33 | - Order the building materials. 34 | 35 | 36 | - Hire an architect. 37 | 38 | 39 | - Plan for risk. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | Continuing with the construction project scenario from the previous question, imagine that you underestimated the amount of a particular material needed to complete the new building. You purchase more of the material at full cost, since you no longer qualify for the bulk, discounted rate. What risk does this scenario demonstrate? 46 | 47 | - **Budget risk** 48 | 49 | > Unexpected costs due to poor planning can pose a risk to the project budget. 50 | 51 | 52 | - Time risk 53 | 54 | 55 | - Legal risk 56 | 57 | 58 | - Environmental risk 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | Continuing with the construction project scenario from the previous question, the project team completes the designs (Task A) and then begins construction (Task B). What type of dependency describes the relationship between Tasks A and B? 65 | 66 | - Start-to-Start (SS) 67 | 68 | 69 | - Start-to-Finish (SF) 70 | 71 | 72 | - **Finish-to-Start (FS)** 73 | 74 | > Task A must be completed before Task B can start (the designs must be completed before construction can begin), making this an example of a Finish-to-Start dependency. 75 | 76 | 77 | - Finish-to-Finish (FF) 78 | 79 | -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/navigating-procurement-challenges.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Navigating procurement challenges 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager, you are about to hire a new vendor; however, there are terms in the contract you are unfamiliar with. Who should you contact to better understand the contract? 8 | 9 | - endor consultant 10 | 11 | 12 | - Another project manager 13 | 14 | 15 | - A subject matter expert (SME) 16 | 17 | 18 | - **A member of the legal team** 19 | 20 | > Depending on the size of the company you’re working for, there may be an in-house legal team, an outsourced legal team, or other legal advisors. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which of the following should a project manager do to ensure an ethical procurement? 27 | 28 | - **Make sure that various stakeholders adhere to governmental policies and adequate corporate social responsibility.** 29 | 30 | > You’ll want to involve the appropriate stakeholders if you need their decision on a tricky ethical decision. You should also know your company’s business requirements, seek out the code of ethics for your profession, and if necessary, consult with an SME. 31 | 32 | 33 | - Work with government officials as long as they seem trustworthy. 34 | 35 | 36 | - Alter vendor contracts based upon what you believe is most ethical for the company. 37 | 38 | 39 | - Speak to the press if they inquire about product sourcing methods. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What are some potential ethical risks project managers need to be aware of? Select all that apply. 46 | 47 | + [ ] Fraudulent checks 48 | 49 | + [x] Bribery or corruption 50 | 51 | > One form of corruption is when a vendor seeks to reduce the competition for a contract during the bid through bribery or other means. Sole-supplier sourcing and inappropriate interaction with state-owned entities are some other ethical traps to avoid. 52 | 53 | + [ ] Interaction with state owned entities 54 | 55 | + [x] Sole-supplier sourcing 56 | 57 |
58 | 59 | ### Question 4 60 | 61 | Once you sign a contract with a vendor, you audit each task, execute quality control, and approve invoices. These are examples of what project manager duty? 62 | 63 | - Relationship building 64 | 65 | 66 | - Mentoring 67 | 68 | 69 | - Trust-building 70 | 71 | - **Assurance** 72 | 73 | > As a project manager, you’ll want to frequently review the work delivered by your vendors. 74 | -------------------------------------------------------------------------------- /course_3-project-planning/week-2-building-project-plan/utilizing-tools-to-build-a-project-plan.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Utilizing tools to build a project plan 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Gantt charts give project teams a visual representation of project tasks. What else do Gantt charts include? 8 | 9 | - Stakeholder contact information and budget items 10 | 11 | 12 | - Resources, deliverables, and success metrics 13 | 14 | 15 | - **Due dates, durations, and milestones** 16 | 17 | > A Gantt chart provides a visual breakdown of project requirements and project completion dates. 18 | 19 | - Roles and responsibilities 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | What tool can a project manager use for organizing all aspects of a complex project? 26 | 27 | - A calendar 28 | 29 | 30 | - Email 31 | 32 | 33 | - **Work management software** 34 | 35 | > Work management software like Asana and JIRA allow collaboration and communication at the task level. These tools help streamline management of complex projects. 36 | 37 | - A digital document 38 | 39 |
40 | 41 | ### Question 3 42 | 43 | Which project management tool uses cards to track and visualize task progress? 44 | 45 | - Smartsheet 46 | 47 | 48 | - A Gantt chart 49 | 50 | 51 | - A spreadsheet 52 | 53 | 54 | - **A Kanban board** 55 | 56 | > Kanban boards are used to manage tasks and workflows. Project managers can create Kanban boards on whiteboards, magnetic boards, poster boards, and computer programs. 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | When creating cards for a Kanban board, which items should go on the front of the card? Select all that apply. 63 | 64 | + [ ] Blocked days 65 | 66 | + [x] Who is assigned to the task 67 | 68 | > This indicates who is responsible for completing the task; ideally, one person per card. The front of the card should also contain a title and unique identifier, a description of the work, and an estimation of the effort required to complete it. 69 | 70 | + [x] Title and unique identifier 71 | 72 | > These enable you to have a quick reference for tasks and ID numbers. The front of the card should also contain a description of the work, an estimation of the effort required to complete it, and who is assigned to the task. 73 | 74 | + [x] Description of work 75 | 76 | > This briefly describes the task to be accomplished. The front of the card should also contain a title and unique identifier, an estimation of the effort required to complete the task, and the person assigned to it. 77 | -------------------------------------------------------------------------------- /course_4-project-execution/week-2-quality-management-continuous-improvement/quality-management.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Quality managment 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager, you conduct a process to determine which standards of quality are relevant to the project and how to satisfy them. Which quality management concept does this describe? 8 | 9 | - Quality standards 10 | 11 | 12 | - Quality control 13 | 14 | 15 | - **Quality planning** 16 | 17 | > During the quality planning process, the project manager determines exactly which quality standards are relevant to the project plan and the procedures for how to achieve them. 18 | 19 | - Quality assurance 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Which quality management concept—often set at the beginning of a project—uses multiple guidelines, such as reliability and usability, to ensure its desired outcome? 26 | 27 | - Quality control 28 | 29 | 30 | - Quality assurance 31 | 32 | 33 | - Quality planning 34 | 35 | 36 | - **Quality standards** 37 | 38 | > Project managers set multiple quality standards to help the team achieve their desired outcome. When the team defines high-quality standards, the results are clear expectations and less rework. 39 | 40 | ### Question 3 41 | 42 | As a project manager, you and your team monitor project results and delivery to determine if the desired results are being met. If issues are identified, you take corrective action to resolve them. Which quality management concept does this describe? 43 | 44 | - **Quality control** 45 | 46 | > Quality control includes the techniques that are used to ensure quality standards are maintained when a problem is identified. Additionally, quality control helps the project manager learn how to successfully land future projects as they review and improve the current project’s results. 47 | 48 | 49 | - Quality standards 50 | 51 | 52 | - Quality assurance 53 | 54 | 55 | - Quality planning 56 | 57 |
58 | 59 | ### Question 4 60 | 61 | As a project manager, you and your team conduct a review process. Your goal is to evaluate whether the project is moving toward delivering a high-quality service or product and to prevent defects before they occur. Which quality management concept does this describe? 62 | 63 | - **Quality assurance** 64 | 65 | > Quality assurance includes regular audits to confirm that everything is going to plan and that the necessary procedures are being followed. Quality assurance spans the whole project life cycle. 66 | 67 | 68 | - Quality standards 69 | 70 | 71 | - Quality control 72 | 73 | 74 | - Quality planning 75 | 76 | -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/mitigating-and-communicating-risks.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Mitigating and communicating risks 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Imagine you have learned that a contractor who has done quality work for your organization in the past has received some negative reviews recently. You choose to hire another contractor for the current project. This is an example of mitigating risk by ______. 8 | 9 | - **avoiding it** 10 | 11 | > By hiring a different contractor, you are mitigating the risk by avoiding it altogether. 12 | 13 | - accepting it 14 | 15 | 16 | - transferring it 17 | 18 | 19 | - reducing or controlling it 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Which of the following are basic components of a risk management plan? Select all that apply. 26 | 27 | + [x] A risk register 28 | 29 | > A risk register contains a list of possible risks to a project, making it easier to avoid or mitigate them. A risk management plan should also include a probability and impact matrix and mitigation plans. 30 | 31 | + [x] Mitigation plans 32 | 33 | > Mitigation plans give teams and stakeholders a clear understanding of potential problems and a plan to address them. A risk management plan should also include a probability and impact matrix and a risk register. 34 | 35 | + [ ] A Gantt chart 36 | 37 | + [x] A probalitity and impact matrix 38 | 39 | A probability and impact matrix helps determine the likelihood a risk will occur and the damage a materialized risk could cause to the project. A risk management plan should also include a risk register and mitigation plans. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | Which of the following tools can help project managers visualize how to mitigate a risk in order to reduce or control it? 46 | 47 | - A statement of work 48 | 49 | - **A decision tree** 50 | 51 | > A decision tree is a flowchart that can help project managers visualize the wider impact of a decision on the rest of a project. 52 | 53 | - A project charter 54 | 55 | - A power grid 56 | 57 |
58 | 59 | ### Question 4 60 | 61 | What step should you take after you complete your risk management plan? 62 | 63 | - Create a power grid to include in the appendix of your plan. 64 | 65 | 66 | - Estimate the likelihood and impact of the project risks you have prioritized. 67 | 68 | 69 | - Implement the individual mitigation plans for the risks you have identified. 70 | 71 | 72 | - **Share the plan with your team and stakeholders.** 73 | 74 | > Once you’ve filled out the risk management plan, you should share it with your team and stakeholders to solicit their input. This will help you confirm alignment with your plan. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-3-project-management-life-cycle-and-methodologies/analyzing-the-different-project-phases.md: -------------------------------------------------------------------------------- 1 | ## Analyzing the different project phases 2 |
3 | 4 | ### Question 1 5 | 6 | What is the project manager’s primary job in phase three (execute and complete tasks) of the project life cycle? 7 | 8 | - Document lessons the team learned during the project 9 | 10 | 11 | - Build out the project schedule to properly manage resources, budget, and timeline 12 | 13 | 14 | - Step in to complete tasks when the team falls behind 15 | 16 | 17 | - Monitor the project team as they complete tasks and break down any barriers 18 | 19 | > The project manager’s primary job is to oversee the team's efforts and make sure everyone understands what's expected of them, what tasks need to be done, and how and when to complete those tasks. 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Phase two of the project life cycle (make a plan) includes which two of the following tasks? 26 | 27 | + [x] Identify milestones and tasks 28 | 29 | > In the planning phase, the project manager creates a detailed project plan which includes the major milestones of the project and describes what tasks or deliverables make up each milestone. 30 | 31 | + [ ] Determine the purspose and mission of the project 32 | 33 | + [x] Set the project schedule 34 | 35 | > In the planning phase, the project manager develops the project schedule so they can properly manage the resources, budget, materials, and timeline 36 | 37 | + [ ] Break down any barriers that would slow or stop the team from completing tasks 38 | 39 |
40 | 41 | ### Question 3 42 | 43 | During which phase of the project life cycle does a project manager hand off all remaining deliverables? 44 | 45 | - Close the project 46 | 47 | 48 | - Initiate the project 49 | 50 | 51 | - Execute and complete tasks 52 | 53 | 54 | - **Make a plan** 55 | 56 | > A project manager hands off deliverables and gets stakeholders to sign off during the closing phase. 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | Imagine a project manager oversees their company’s transition to a new financial management system. They determine that the project goal is to make the financial portal easier for employees to use. They also identify key stakeholders and outline project objectives. During which phase of the project life cycle do these activities take place? 63 | 64 | - Close the project 65 | 66 | 67 | - Make a plan 68 | 69 | 70 | - Initiate the project 71 | 72 | 73 | - **Execute and complete tasks** 74 | > In the initiation phase, the project manager defines the client or customer’s goal, identifies key stakeholders, and determines measurable objectives for the team. 75 | 76 | -------------------------------------------------------------------------------- /course_6-applying-project-management/README.md: -------------------------------------------------------------------------------- 1 | # Capstone: Applying Project Management in the Real World 2 | 3 |
4 | 5 | ## About this Course 6 | 7 | In this final, capstone course of the Google Project Management Certificate, you will practice applying the project management knowledge and skills you have learned so far. We encourage learners to complete Courses 1-5 before beginning the final course, as they provide the foundation necessary to complete the activities in this course. 8 | 9 | As you progress through this course, you will “observe” a project manager in a real-world scenario and complete dozens of hands-on activities. You will: 10 | - analyze project documents to identify project requirements and evaluate stakeholders 11 | - complete a project charter and use it as a tool to align project scope and goals among stakeholders 12 | - identify tasks and milestones and document and prioritize them in a project plan 13 | - define quality management standards and explore how to effectively share qualitative data 14 | - demonstrate your project’s impact through effective reporting 15 | 16 | By the end of this course, you will have developed a portfolio of project management artifacts that will demonstrate the skills you have learned throughout the entire program, such as your ability to manage stakeholders and teams, organize plans, and communicate project details. These artifacts can exhibit your career readiness when applying for jobs in the field. To further prepare you to interview for project management jobs, you will reflect on past projects, develop an “elevator pitch,” and anticipate common interview questions. Current Google project managers will continue to instruct and provide you with the strategies, tools, and resources to meet your goals. 17 | 18 | After completing this program, you should be equipped to apply for introductory-level jobs as a project manager. You will also have the opportunity to claim a certification of completion badge that will be recognizable to employers. 19 | 20 | ### What You Will Learn 21 | 22 | - Complete a project charter, filling out key information including a project summary, SMART goals, scope, benefits, and costs. 23 | 24 | - Examine project documentation and conduct research to identify tasks for a project and organize those project tasks and milestones in a project plan. 25 | 26 | - Determine quality standards and evaluate against those standards to ensure that the project is achieving the required level of quality. 27 | 28 | - Develop effective stakeholder reports by applying storytelling strategies to describe data. 29 | 30 | ### Skills You Will Gain 31 | 32 | - Quality Management 33 | 34 | - Stakeholder Management 35 | 36 | - Problem Solving 37 | 38 | - Effective Communication 39 | 40 | - Project Management -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/risk-scenarios.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Risk scenarios 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which three of the following scenarios represent possible opportunities that could arise from a risk? 8 | 9 | + [x] Completing a milestone ahead of schedule 10 | 11 | > While completing tasks and milestones ahead of schedule could disrupt the timeline of the project, it may free up team members to work on additional tasks. This is a positive outcome of a risk. 12 | 13 | + [x] Adopting a new spreadsheet software to streamline and simplify tasks in the future 14 | 15 | > Learning a new software could be a risk if it initially slows down the team. However, if it benefits the team long term, it is likely an opportunity. 16 | 17 | + [x] Adding two team members from another team to increase productivity and meet the project deadline 18 | 19 | > Adding team members could risk the productivity of the team in the short term as they are onboarded, but long term the team should be able to complete more work. 20 | 21 | + [ ] Hiring a new supplier of an item required to complete a product shortly before the project closes 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Which of the following scenarios is an example of a project issue? Select all that apply. 28 | 29 | + [x] Materials increase in price 30 | 31 | > Risks like market fluctuations can lead to project cost issues. 32 | 33 | + [x] 34 | Clients do not return the necessary paperwork on time 35 | 36 | > Submitting contracts to clients in the wrong format, for example, can lead to issues such as missed deadlines or legal concerns. 37 | 38 | + [x] Workers at a supplier’s production are currently in a labor strike 39 | 40 | > A strike at a supplier is an issue that could mean a delay in receiving necessary project materials. 41 | 42 | + [ ] Team members complete tasks early 43 | 44 |
45 | 46 | ### Question 3 47 | 48 | Fill in the blank: The risk management process includes five steps: identify, analyze, evaluate, _____, and monitor and control. 49 | 50 | - **treat** 51 | 52 | > When a project manager treats a risk, they make plans for how to respond if the risk becomes an issue. 53 | 54 | - mitigate 55 | 56 | 57 | - classify 58 | 59 | 60 | - accept 61 | 62 |
63 | 64 | ### Question 4 65 | 66 | During which phase of the risk management life cycle do you use the information you have gained about the likelihood and potential impact of risks to prioritize risks? 67 | 68 | - Monitor and control the risk. 69 | 70 | 71 | - Analyze the risk. 72 | 73 | 74 | - Identify the risk. 75 | 76 | 77 | - **Evaluate the risk.** 78 | 79 | > During this phase, you use the results of a risk analysis to determine which risks to prioritize. 80 | 81 | - Treat the risk. 82 | 83 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-3-working-effectively-with-stakeholders/evaluating-stakeholders.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Evaluating Stakeholders 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Imagine you are a project manager for a healthcare company. When building a team for a new research project, you create a power grid to help you figure out which stakeholders to prioritize. Which box in the grid represents the stakeholders who are the key players on your team? 8 | 9 | ![evaluating stakeholders](/assets/Stakeholder-Analysis-Quiz.png) 10 | 11 | - **Box B (high influence, high interest)** 12 | 13 | > As a project manager, you should prioritize the stakeholders with higher interest and influence on your team. You should closely partner with key stakeholders to reach the desired outcomes. 14 | 15 | 16 | - Box D (low influence, high interest) 17 | 18 | 19 | - Box A (high influence, low interest) 20 | 21 | 22 | - Box C (low influence, low interest) 23 | 24 |
25 | 26 | ### Question 2 27 | 28 | What is the correct order of tasks in a stakeholder analysis? 29 | 30 | - Find ways to involve each stakeholder, list all the stakeholders the project impacts, and determine their level of interest and influence. 31 | 32 | 33 | - List all the stakeholders the project impacts, find ways to involve them, and determine their level of interest and influence. 34 | 35 | 36 | - **List all the stakeholders the project impacts, determine their level of interest and influence, and find ways to involve them.** 37 | 38 | > First, a project manager needs to determine who their stakeholders are and understand their level of influence and interest. Then, a project manager needs to decide how to involve them in a project. 39 | 40 | 41 | - Determine each stakeholder’s level of interest and influence, list all the stakeholders the project impacts, and find ways to involve them. 42 | 43 |
44 | 45 | ### Question 3 46 | 47 | What does stakeholder analysis enable project managers to do? Select all that apply. 48 | 49 | + [ ] Accurately predict project outcomes 50 | 51 | + [x] Build necessary partnerships 52 | 53 | > Stakeholder analysis tells you which people to include in important conversations.This is key to getting the support you need throughout the project. It also helps you know what to expect so you can avoid surprises down the road. 54 | 55 | + [ ] Selct more impactful projects 56 | 57 | + [x] Avoid potential risks down the road 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | What is it called when a project manager involves stakeholders in decision-making to reach a broader consensus? 64 | 65 | - Stakeholder analysis 66 | 67 | 68 | - **Stakeholder buy-in** 69 | 70 | > Stakeholder buy-in helps stakeholders feel invested in the outcome of a project by involving them in decision-making. 71 | 72 | 73 | - Stakeholder identification 74 | 75 | 76 | - Stakeholder mapping -------------------------------------------------------------------------------- /course_6-applying-project-management/week-3-maintaining-quality/evaluation-findings.md: -------------------------------------------------------------------------------- 1 | ## Pratice Quiz: Evaluation findings 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Question 1 8 | What is the first thing you should do when preparing an evaluation presentation? 9 | 10 | - Shape the story of your findings. 11 | 12 | 13 | - Filter and analyze data. 14 | 15 | 16 | - **Consider your audience.** 17 | 18 | > Thinking about what’s meaningful to your audience and how much time they have helps you decide how to share information. After you consider your audience, you can create a report, filter and analyze the data, and communicate your findings. 19 | 20 | 21 | - Create a detailed evaluation report. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Question 2 28 | Which are the most efficient methods for presenting evaluation findings to senior stakeholders and executives? Select all that apply. 29 | 30 | + [x] Slide-based report 31 | 32 | > A slide-based report is a visual presentation of the most relevant information, making it appropriate for senior stakeholders. Another efficient method is a summary sheet, which includes a concise write-up of the most relevant information. 33 | 34 | + [ ] Raw survey data 35 | 36 | + [ ] Full evaluation report 37 | 38 | + [x] Summary sheet 39 | 40 | > A summary sheet is a short write-up that includes the most relevant information, making it appropriate for senior stakeholders. Another efficient method is a slide-based report, which is a visual presentation of the most relevant information. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | Fill in the blank: By _____ data, you become familiar with survey respondents, results, and what those results mean for project quality. 47 | 48 | - memorizing and communicating 49 | 50 | 51 | - collecting and sorting 52 | 53 | 54 | - filtering and analyzing 55 | 56 | > Filtering and analyzing can help you understand what the data means and how it answers your evaluation questions. 57 | 58 | - transcribing and storing 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | Imagine you are a project manager creating an evaluation presentation based on the results of a customer survey. You analyze the data, learn what the data means, and confirm how the data answers your evaluation questions. What is the final step you need to take before presenting your results? 65 | 66 | - Think about what is meaningful to your audience. 67 | 68 | 69 | - **Shape the story of your findings into a cohesive narrative.** 70 | 71 | > Storytelling is the process of turning facts into narrative to communicate something to an audience. After you have analyzed and interpreted the data, you are ready to craft the story of the data as a cohesive narrative your audience will appreciate. 72 | 73 | 74 | - Draft a data-driven evaluation report with your findings. 75 | 76 | 77 | - Ask your audience members to complete the customer survey themselves. 78 | 79 | -------------------------------------------------------------------------------- /course_5-agile-project-management/week-2-pillars-and-values-of-scrum/scrum-roles.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Scrum roles 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What is the primary role of the Development Team, also known as Developers? 8 | 9 | - Ensure the team is building the right product 10 | 11 | 12 | - **Build the product** 13 | 14 | > The primary role of the Development Team is to build the product. 15 | 16 | - Help the team understand why their work matters 17 | 18 | 19 | - Maximize the value of the product delivered by the team 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | What are the primary responsibilities of a Product Owner? Select all that apply. 26 | 27 | + [x] Ensures the Product Backlog is visible and transparent to all 28 | 29 | > The Product Owner is responsible for ensuring the Product Backlog is visible and transparent to everyone. They also prioritize the Product Backlog and ensure the product or service fulfills customer needs. 30 | 31 | + [ ] Coaches the Scrum Team 32 | 33 | + [x] Makes sure the product or service fulfills the customer’s needs 34 | 35 | > The Product Owner is responsible for making sure the product or service fulfills the customer’s needs. They also prioritize the Product Backlog and ensure it is visible and transparent to all. 36 | 37 | + [x] Prioritizes the Product Backlog to optimize delivery and value to customers 38 | 39 | > The Product Owner is responsible for prioritizing the Product Backlog. They also make sure that the Product Backlog is transparent and that the product or service fulfills customer needs. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | Question 3 46 | What is the primary role of the Scrum Master? 47 | 48 | - They work to continuously maximize the value of the product delivered by the Scrum Team. 49 | 50 | 51 | - They do the work to build the product. 52 | 53 | 54 | - **They promote and support the Scrum process by helping everyone understand and implement Scrum.** 55 | 56 | > The primary role of the Scrum Master is to promote and support the Scrum process. Ultimately, the Scrum Master is accountable for the Scrum Team’s effectiveness. 57 | 58 | 59 | - They ensure the team is building the right product. 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Imagine you are a Scrum Master coaching Developers to embrace the traits of an effective Development Team: being cross-functional, self-organizing, and supportive. Which additional trait should effective Development Teams display? 66 | 67 | - They should work as individuals rather than as a team. 68 | 69 | 70 | - They should operate independently, without direct oversight from the Product Owner. 71 | 72 | 73 | - **They should be customer-oriented.** 74 | 75 | > The Development Team includes the people who build the product. They should be customer-oriented, meaning they focus on the user when building their products. 76 | 77 | - They should share expertise in the same discipline. -------------------------------------------------------------------------------- /course_4-project-execution/week-3-data-informed-decision-making/prioritizing-and-analyzing-data.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Prioritizing and analyzing data 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager, you collect opinion-based feedback surveys in an effort to improve a product. What do you call this type of data? 8 | 9 | - Key performance indicator (KPI) data 10 | 11 | 12 | - Projection data 13 | 14 | 15 | - Quantitative data 16 | 17 | 18 | - **Qualitative data** 19 | 20 | > Qualitative data describes subjective qualities or things project managers cannot measure with numerical data. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager, you track the number of open and closed tasks per team member. What do you call this type of data? 27 | 28 | - Interview data 29 | 30 | 31 | - Observational data 32 | 33 | 34 | - Qualitative data 35 | 36 | 37 | - **Quantitative data** 38 | 39 | > When you track the number of tasks in progress and completed, you are gathering quantitative data. Quantitative data includes statistical and numerical facts. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | As a project manager, how can you help ensure the privacy of data collected from your users, stakeholders, and others for your projects? Select all that apply. 46 | 47 | + [ ] Collect as much data about your users as possible. 48 | 49 | + [x] Increase data privacy awareness. 50 | 51 | > Make sure every member of your project team—plus vendors, contractors, and other stakeholders from outside of your company—are made aware of your organization's data security and privacy protocols. You can also help ensure the privacy of the data you collect by using security tools and anonymizing data. 52 | 53 | + [x] Anonymize data. 54 | 55 | > Data anonymization refers to techniques that help protect individuals’ personal information by keeping them anonymous. Types of data that should be anonymized include names, telephone numbers, social security numbers, email addresses, photographs, and account numbers. Increasing the data privacy awareness of those working on your project and using security tools can also help you ensure the privacy of the data you collect. 56 | 57 | + [x] Use security tools. 58 | 59 | > Free security tools, like encrypted storage solutions and password managers, can decrease your project’s vulnerability to a data breach. In many applications, privacy settings can be adjusted to only give access to specific individuals. Increasing the data privacy awareness of those working on your project and anonymizing data can also help you ensure the privacy of the data you collect. 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Fill in the blank: During the _____ step of the data analysis process, you collect and store the data you will analyze. 66 | 67 | - ask 68 | 69 | 70 | - **prepare** 71 | 72 | 73 | - process 74 | 75 | 76 | - analyze 77 | 78 | 79 | - share 80 | 81 | 82 | - act -------------------------------------------------------------------------------- /course_5-agile-project-management/week-4-applying-agile-in-the-organization/frameworks-for-scaling-agile.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Frameworks for scaling Agile 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which two of the following are frameworks for scaling Agile in a larger organization? 8 | 9 | + [x] Disciplined Agile Delivery (DAD) 10 | 11 | > DAD is a hybrid approach that combines strategies from various Agile frameworks. It provides a process foundation to manage details that other frameworks leave up to individual teams. Scrum of Scrums is another framework for scaling Agile. It integrates the work of multiple Scrum teams through coordination and communication. 12 | 13 | + [ ] Business agility 14 | 15 | + [x] Scrum of Scrums 16 | 17 | > Scrum of Scrums integrates the work of multiple Scrum teams working on the same project through coordination and communication. Disciplined Agile Delivery (DAD) is another framework for scaling Agile. It applies a hybrid approach that combines strategies from several Agile frameworks. 18 | 19 | + [ ] DevOps 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Which scaled Agile framework coordinates multiple Scrum Teams and integrates their work to create one larger, cohesive deliverable? 26 | 27 | - **Scrum of Scrums** 28 | 29 | > The Scrum of Scrums framework integrates multiple smaller Scrum Teams and coordinates their work on the same project or solution. 30 | 31 | 32 | - Large-Scale Scrum (LeSS) 33 | 34 | 35 | - Disciplined Agile Delivery (DAD) 36 | 37 | 38 | - Scaled Agile Framework (SAFe) 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | What is the benefit of business agility? 45 | 46 | - **It helps organizations thrive in high-VUCA environments.** 47 | 48 | > Business agility incorporates Agile principles into management. This helps organizations facing VUCA conditions such as volatility, uncertainty, complexity, and ambiguity. 49 | 50 | 51 | - It combines software development with IT operations. 52 | 53 | 54 | - It serves as a strict instruction manual for scaling Agile, rather than a general framework. 55 | 56 | 57 | - It helps teams rapidly evolve large-scale software systems. 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | Imagine you are a project manager at a video game company. Your last large-scale software release contained so many technical issues that they upset your customers and overwhelmed your Developers. To ensure that your next rollout is secure and reliable, you recruit new team members with information technology (IT) expertise. Which of the following approaches is best for your new project? 64 | 65 | - Large-Scale Scrum (LeSS) 66 | 67 | 68 | - **DevOps** 69 | 70 | > DevOps combines software development with IT operations. This framework increases delivery velocity and service reliability. DevOps helps teams quickly build large-scale systems while keeping them secure. 71 | 72 | 73 | - Business Agility 74 | 75 | 76 | - Scaled Agile Framework (SAFe) -------------------------------------------------------------------------------- /course_4-project-execution/week-4-leadership-influencing-skills/effective-teams.md: -------------------------------------------------------------------------------- 1 | ## Effective teams 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which five factors have the greatest impact on team effectiveness? 8 | 9 | - Dependability, structure and clarity, understanding, meaning, and impact 10 | 11 | 12 | - Psychological safety, methodology, structure and clarity, mastery, and impact 13 | 14 | 15 | - **Psychological safety, dependability, structure and clarity, meaning, and impact** 16 | 17 | > Teams are most productive when project managers use these five factors to create an effective work environment. 18 | 19 | 20 | - Dependability, methodology, structure and clarity, mastery, and impact 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which three of the following statements are generally true of teams that feel a sense of psychological safety? 27 | 28 | + [x] Team members feel comfortable taking risks. 29 | 30 | > The most effective teams know they can take risks without negative consequences. They also know they can seek different opinions and feel comfortable resolving interpersonal conflict. 31 | 32 | + [ ] Team members don't require frequent communication with the project manager. 33 | 34 | + [x] Team members know they can seek different opinions. 35 | 36 | > The most effective teams know they can seek other opinions without negative consequences. They also feel comfortable taking risks and resolving interpersonal conflict. 37 | 38 | + [x] Team members are comfortable resolving interpersonal conflict. 39 | 40 | > The most effective teams can communicate respectfully and solve internal conflicts. They also know they can seek different opinions and feel comfortable taking risks. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | Which key factor of team effectiveness involves setting, negotiating, and meeting expectations? 47 | 48 | - Meaning 49 | 50 | 51 | - Psychological safety 52 | 53 | 54 | - **Dependability** 55 | 56 | > Dependable teams set and meet expectations, are reliable and communicative, and complete their work on time. 57 | 58 | 59 | - Impact 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Which key factor of an effective team provides a clear sense of roles, plans, goals, and how individual work affects the group? 66 | 67 | - Psychological safety 68 | 69 | 70 | - Impact 71 | 72 | 73 | - Meaning 74 | 75 | 76 | - **Structure and clarity** 77 | 78 | > Teams with structure and clarity understand job expectations and consequences, leading to more effective collaboration. 79 | 80 |
81 | 82 | ### Question 5 83 | 84 | In what way does a team’s sense of meaning impact their effectiveness? 85 | 86 | - **Teams find a sense of purpose in their work or its results.** 87 | 88 | > Teams do their best work when they find their job meaninful. 89 | 90 | - Teams understand expectations and consequences. 91 | 92 | 93 | - Teams feel safe taking risks. 94 | 95 | 96 | - Teams complete their work on time. 97 | 98 | -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/understanding-project-budgets.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Understanding project budgets 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank: Creating a _____ establishes a cost estimate for your project budget and ensures that you calculate the correct expenses for a set period of time. 8 | 9 | - **forecast** 10 | 11 | > A forecast is a cost estimate or prediction that helps you calculate the correct expenses for a particular time period. You will frequently review your project budget, and it will evolve throughout the project life cycle. 12 | 13 | 14 | - reserve analysis 15 | 16 | 17 | - contingency budget 18 | 19 | 20 | - cost of quality 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager, you determine the cost for items such as software, tools, labor, and equipment. What budgeting term refers to these types of costs? 27 | 28 | - Contingency budget 29 | 30 | 31 | - **Resource cost rates** 32 | 33 | > Resource cost rates refer to the cost of resources like labor, tools, equipment, materials, and software. You will need to determine how much each of these resources will cost the company. 34 | 35 | 36 | - Cost of quality 37 | 38 | 39 | - Reserve analysis 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | Which of the following strategies should you consider when creating your budget? Select all that apply. 46 | 47 | + [ ] Disregard historical data 48 | 49 | + [x] Document all costs 50 | 51 | > You should document all types of costs—both internal and external. Some additional strategies to implement include time-phased budgeting and setting a baseline budget. 52 | 53 | + [ ] Baseline your budget 54 | 55 | > A baseline budget is the estimate of costs you start with at the beginning of a project. When your project accrues actual costs, you use the baseline budget to determine if the project is under or over budget. It is also a good idea to document all costs and time-phase your budget. 56 | 57 | + [x] Time-phase your budget 58 | 59 | > Time-phased budgeting allows you to allocate costs for project tasks over the projected timeline in which those expenses are planned to take place. By looking at your tasks against a timeline, you can track and compare planned versus actual costs over time. Also, make sure you baseline your budget and document all types of costs. 60 | 61 | ### Which three of the following items are examples of direct costs for your project? 62 | 63 | + [x] Wages and salaries of employees and contractors 64 | 65 | > Employees and contractors are the people who do the work necessary to complete the project. Therefore, their wages and salaries are considered direct costs. 66 | 67 | + [ ] General office equipment 68 | 69 | + [ ] Utilites 70 | 71 | + [x] Material costs 72 | 73 | > Since materials are necessary to complete your project, they are considered a direct cost. 74 | 75 | + [x] Staff training 76 | 77 | > Staff training is a direct cost because it is necessary in order to complete your project. 78 | 79 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-2-project-goals-scope-and-success/defining-project-scope.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Defining project scope 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following best describes the difference between in-scope and out-of-scope? 8 | 9 | - Problems the project manager can easily recognize and problems the project managers cannot recognize 10 | 11 | 12 | - Tasks you believe your team should complete first and tasks the team believes they should complete first 13 | 14 | 15 | - **Items within the project boundaries that are contributing to the project’s overall goal and items that are not** 16 | 17 | > It’s your job as a project manager to set firm boundaries for the project so the team can stay on track. 18 | 19 | 20 | - Goals you believe your team needs to meet and goals the stakeholders believe the team needs to meet 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which of the following best describes scope creep? 27 | 28 | - Changing a project before it begins 29 | 30 | 31 | - Adding members to a project team 32 | 33 | 34 | - **Changing a project after it begins** 35 | 36 | > Scope creep refers to changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins. 37 | 38 | 39 | - Cancelling a project after it has begun 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What are some tactics to handle external scope creep? Select all that apply. 46 | 47 | + [ ] Limit communication outside the team once the project begins 48 | 49 | 50 | + [x] Suggest alternative solutions to your customer's or stakeholder's proposed changes. 51 | 52 | > Providing alternative solutions to your customer or stakeholder might result in their deciding against their proposed changes. You can also help them consider how their proposed changes might create additional risks, and perform a cost-benefit analysis, if necessary. 53 | 54 | + [ ] Tell team members to ignore outside requests that will add project tasks. 55 | 56 | + [x] Define the project's requirements. 57 | 58 | > To ensure the project team agrees on the project’s goal, ask stakeholders for feedback on what the project will produce, what resources are necessary, what costs are involved, and how long the project will take. Then, document these requirements. 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | A designer on your project team suggests making changes to the product’s logo just prior to launch. What’s a strategy that could help avoid this internal scope creep? 65 | 66 | - **Remind the designer about the project’s scope and the effects of internal scope creep.** 67 | 68 | > Any changes to the product or processes can affect the bottom line or schedule and risk successfully completing the project. 69 | 70 | - Assign some of the designer’s tasks to someone else so they can begin working on the logo changes. 71 | 72 | 73 | - Push back the product’s launch date to allow time for the design to implement changes to the logo. 74 | 75 | 76 | - Have the designer begin to implement the logo design changes immediately. 77 | -------------------------------------------------------------------------------- /course_3-project-planning/week-2-building-project-plan/getting-started-with-a-project-plan.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Getting started with a project plan 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following is true of project plans? Select all that apply. 8 | 9 | + [ ] They contain an explanation of why a project may not meet its goals. 10 | 11 | + [x] 12 | Their central component is a project schedule. 13 | 14 | > At the center of the project plan is the project schedule. The project schedule helps you estimate the amount of time it will take to complete the project and provides the team with a way to track the project's progress against its goals. A project plan also contains links to all of a project’s documentation and serves as a roadmap for the team throughout the project. 15 | 16 | + [x] They are a living artifact that serves as a roadmap for your team throughout the project. 17 | 18 | > A project plan is a living artifact that helps you document the scope, tasks, milestones, and overall activities of the project. It serves as a roadmap for your team. The schedule is the central piece of a project plan. 19 | 20 | + [x] They are a compilation of a project’s documents that the project team uses to carry out project activities. 21 | 22 | > A project plan contains links to all of a project’s documentation and serves as a roadmap for the team throughout the project. The central artifact in a project plan is the project schedule. 23 | 24 |
25 | 26 | ### Question 2 27 | 28 | What are the basic elements that make up a project plan? 29 | 30 | - ime estimation, effort estimation, buffer, and sub-tasks 31 | 32 | 33 | - Initiation, planning, managing, and execution 34 | 35 | 36 | - Stakeholder information, project proposal, tools, and resources 37 | 38 | 39 | - **Tasks, milestones, people, documentation, and time.** 40 | 41 | > 42 | What goes into a project plan may vary from company to company, but most plans contain these five basic elements. 43 | 44 |
45 | 46 | ### Question 3 47 | 48 | As a project manager, you create a project plan. In the plan are tasks with clear descriptions, owners, and due dates. In which section of the project plan do these tasks reside? 49 | 50 | - Management plans 51 | 52 | 53 | - Scope and goals 54 | 55 | 56 | - **Work breakdown structure (WBS)** 57 | 58 | > The WBS allows the project manager and teammates to understand who is responsible for which tasks. It also indicates when the project manager expects each task to be completed. 59 | 60 | - Budget 61 | 62 |
63 | 64 | ### Question 4 65 | 66 | As a project manager, you create a project plan. In the plan are documents that help keep a project organized and on track, particularly if a risk arises or a change occurs. In which section of the project plan are these documents linked? 67 | 68 | - Budget 69 | 70 | 71 | - Project scope and goals 72 | 73 | 74 | - Work breakdown structure (WBS) 75 | 76 | 77 | - Management plans 78 | 79 | > These documents, such as the change management plan, risk management plan, and communication plan, are integral parts of a project plan. They serve as your team’s roadmap throughout the project. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-2-become-effective-manager/acquiring-the-core-skills-of-a-successful-project-manager.md: -------------------------------------------------------------------------------- 1 | ## Acquiring the core skills of a successful project manager 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following is true of project managers’ experience? Select all that apply. 8 | 9 | - They need to have a lot of experience within the organization running the project 10 | 11 | 12 | - They need to have a lot of technical knowledge about the project 13 | 14 | 15 | + [x] They need to know how to manage a budget 16 | 17 | > If budget management is part of operating a project, it’s helpful to have this experience prior to starting. Remember, operating a personal budget is experience! 18 | 19 | 20 | - They need to know every single detail about the project at all times 21 | 22 | 23 | + [ ] They need to be an expert in the project’s field 24 | 25 | 26 | + [x] They need to be familiar with project management tools 27 | 28 | > While it’s possible to learn how to use project management tools (such as a spreadsheet or digital calendar) during a project, it’s helpful for project managers to understand the tools prior to starting a project. 29 | 30 |
31 | 32 | ### Question 2 33 | 34 | Which skill should a project manager use when dealing with change and ambiguity? 35 | 36 | - Effective organizational skills 37 | 38 | 39 | - **Flexibility** 40 | > 41 | When dealing with change and ambiguity, a project manager needs to be flexible. This skill allows them to adapt and overcome challenges. 42 | 43 | - Escalating risks 44 | 45 | 46 | - Enabling decision-making 47 | 48 |
49 | 50 | ### Question 3 51 | 52 | Using tools such as a digital calendar and a spreadsheet to track team tasks is evidence of what project management skill? 53 | 54 | - Communicating and escalating 55 | 56 | 57 | - **Effective organizational skills** 58 | > As a project manager, you will use several processes, such as tracking daily tasks and sending frequent status updates to complete your project. 59 | 60 | 61 | - Flexibility 62 | 63 | 64 | - Enabling decision-making 65 | 66 |
67 | 68 | ### Question 4 69 | 70 | Which of the following flexible planning strategies can help a project manager during times of unpredictability? Select all that apply. 71 | 72 | + [x] Assess external constraints. 73 | 74 | > Leaving extra time in the schedule for external events such as vacations and holidays can help minimize the impact to the project. 75 | 76 | 77 | + [ ] Rely on the knowledge of key stakeholders rather than trusting the expertise of team members. 78 | 79 | 80 | + [x] Calculate float in the schedule. 81 | 82 | > Project managers should determine the amount of float certain tasks have to help them figure out where they can change the order of tasks or juggle resources if needed. 83 | 84 | 85 | + [x] Plan for risks and challenges. 86 | 87 | > When project managers consider the risks that may occur, they may be able to find solutions for them in advance. Project managers should review past projects and examine the challenges they faced. Then they should evaluate if similar challenges could occur in this project and prepare accordingly. -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/measuring-risk-impact.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Measuring risk impact 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which type of risk involves the possibility that a project will not produce the results outlined in the project goals? 8 | 9 | - Environmental risk 10 | 11 | 12 | - Budget risk 13 | 14 | 15 | - Time risk 16 | 17 | 18 | - **Scope risk** 19 | 20 | > This type of risk involves the possibility that a project won't meet your project goals and could result in the deliverables of your project not being acceptable to your stakeholders or customers. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Imagine you’re a project manager overseeing the development and launch of a new app. Which of the following problems could be a single point of failure risk in the app’s development? 27 | 28 | - **Failing to back up key project documentation, which may result in a complete loss of essential data.** 29 | 30 | > If the documents become corrupted and the data gets lost, the project can’t move forward until the team rebuilds them. That makes this a single point of failure risk, which has the potential to be catastrophic and halt work across the project. 31 | 32 | 33 | - Completing a project milestone behind schedule, which may delay the project timeline. 34 | 35 | 36 | - Lack of communication between the designers and the project lead, which may lead to tension among team members. 37 | 38 | 39 | - Receiving negative feedback from user testing, which may lead to more work for the developers. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | Continuing with the app-development project scenario from the previous question, which three of the following task relationships demonstrate an _internal_ dependency? 46 | 47 | + [ ] Clients must sign off on the design before the official launch. 48 | 49 | 50 | + [ ] Partner agencies must deliver image assets before the app is complete. 51 | 52 | 53 | + [x] Researchers must conduct usability tests before the team can improve the design. 54 | 55 | > Your team is responsible for usability testing, making this an internal dependency. 56 | 57 | + [x] Designers must complete wireframes before they begin prototyping. 58 | 59 | > Your team is responsible for the app’s design, making this an internal dependency. 60 | 61 | + [x] Developers must fix bugs before the Quality Assurance team begins testing. 62 | 63 |
64 | 65 | ### Question 4 66 | 67 | Continuing with the app-development project scenario from the previous question, you need to secure funding to develop the app. You want to write a grant proposal to an investment firm. Which of the following is an _external_ dependency for this task? 68 | 69 | - **Get feedback from the investment firm about the types of projects they are interested in funding.** 70 | 71 | > Your team can’t control what interests the investment firm, making this an external dependency for the grant-writing task. 72 | 73 | 74 | - Identify team members to write the sections of the proposal that align with their expertise. 75 | 76 | 77 | - Outline your project milestones in the proposal. 78 | 79 | 80 | - Appoint a team member to assemble the proposal. 81 | 82 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-1-fundamentals-project-initiation/graded-assessment/week-1-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 1 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Why is it important to initiate a project? Select all that apply. 8 | 9 | + [x] Determine if the project's benefits outweigh the costs 10 | 11 | + [x] Provide a strong foundation and set the stage for success 12 | 13 | + [ ] Help the project manager establish a good reputation 14 | 15 | + [x] Solidify the scope of a project 16 | 17 |
18 | 19 | ### Question 2 20 | 21 | Fill in the blank: A cost-benefit analysis weighs the potential value of a project against money, resources, and _____ required. 22 | 23 | - competitors 24 | 25 | 26 | - **time** 27 | 28 | 29 | - expectations 30 | 31 | 32 | - policies 33 | 34 |
35 | 36 | ### Question 3 37 | 38 | Fill in the blank: _____ are the first thing a project manager needs to consider during the initiation phase. 39 | 40 | - **Goals** 41 | 42 | 43 | - Resources 44 | 45 | 46 | - Planning 47 | 48 | 49 | - Success criteria 50 | 51 |
52 | 53 | ### Question 4 54 | 55 | Imagine you’re the project manager of a new grocery delivery service. You meet with stakeholders to decide how to measure project success. Which project initiation component are you trying to determine? 56 | 57 | - Scope 58 | 59 | 60 | - **Success criteria** 61 | 62 | 63 | - Goals 64 | 65 | 66 | - Resources 67 | 68 |
69 | 70 | ### Question 5 71 | 72 | Imagine that a university hires a construction company to build a new library. Before starting, the project manager outlines the building materials the project needs. They also outline the roles and amount of workers to hire. Which key component of project initiation does this scenario concern? 73 | 74 | - **Resources** 75 | 76 | 77 | - Success criteria 78 | 79 | 80 | - Deliverables 81 | 82 | 83 | - Scope 84 | 85 |
86 | 87 | ### Question 6 88 | 89 | Fill in the blank: A _____ is a document that defines project goals and outlines what is needed to accomplish them. 90 | 91 | - **project charter** 92 | 93 | 94 | - risk analysis 95 | 96 | 97 | - cost-benefit analysis 98 | 99 | 100 | - project schedule 101 | 102 |
103 | 104 | ### Question 7 105 | 106 | Which of the following could be considered intangible benefits? Select all that apply. 107 | 108 | + [x] Customer satisfaction 109 | 110 | + [x] Employee satisfaction 111 | 112 | + [ ] Brand perception 113 | 114 | + [x] Brand perception 115 | 116 | + [ ] Income earned 117 | 118 |
119 | 120 | ### Question 8 121 | 122 | You expect that a project will bring in $12,000 USD in revenue per year. You estimate it will cost $5,000 up front. You also estimate costs of $50 per month for the first 12 months, which equals $600 per year. Using the formula (G-C) ÷ C = ROI, how would you calculate the project’s return on investment (ROI) after the first 12 months? 123 | 124 | - 12,000 - 5,000) ÷ 5,000 = 140% 125 | 126 | 127 | - (12,000 - 5,600) ÷ 5,000 = 128% 128 | 129 | 130 | - (5,600 - 5,000) ÷ 12,000 = 5% 131 | 132 | 133 | - **(12,000 - 5,600) ÷ 5,600 = 114%** -------------------------------------------------------------------------------- /course_4-project-execution/week-4-leadership-influencing-skills/team-development-and-dynamics.md: -------------------------------------------------------------------------------- 1 | ## Managing team development and dynamics 2 | 3 | 4 | 5 | ### Question 1 6 | 7 | Imagine you are a project manager and two of your team members disagree about how to approach a workflow problem. The debate leads to a personal conflict, so you listen to their arguments and propose a compromise that will move the project forward. During which stage of team development does this scenario take place? 8 | 9 | - **Storming** 10 | 11 | > During the storming stage, you should listen to your team and try to resolve conflicts. 12 | 13 | 14 | - Norming 15 | 16 | 17 | - Forming 18 | 19 | 20 | - Performing 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Imagine you are managing a local craft festival and one of the vendors requests a larger booth at the last minute.You delegate the issue to your operations coordinator because you’re confident they can resolve it effectively. During which stage of team development does this scenario take place? 27 | 28 | - Storming 29 | 30 | 31 | - **Performing** 32 | 33 | > During the performing stage, you should focus on delegating, motivating, and maintaining the team’s momentum. 34 | 35 | - Norming 36 | 37 | 38 | - Forming 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | Imagine you are managing a team of people who haven’t worked together before. You decide to schedule a lunch for the team to get acquainted and learn about the project. During which stage of team development does this scenario take place? 45 | 46 | - **Forming** 47 | 48 | > During the forming stage, individuals on the team are just getting to know one another. At this time, you should provide guidance and clarify roles, goals, and context. 49 | 50 | - Performing 51 | 52 | 53 | - Norming 54 | 55 | 56 | - Storming 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | Imagine as a project manager on a new project, you introduce a new task check-in process to the team. The team picks up the process quickly, and you decide to continue it for the remainder of the project. During which stage of team development does this scenario take place? 63 | 64 | - Performing 65 | 66 | 67 | - Storming 68 | 69 | 70 | - Forming 71 | 72 | 73 | - **Norming** 74 | 75 | > During the norming stage, you should codify norms, communicate them to the team, and reinforce them when needed. 76 | 77 |
78 | 79 | ### Question 5 80 | 81 | What should project managers do to manage team dynamics? Select all that apply. 82 | 83 | + [ ] Allow team members to set their own task dependencies. 84 | 85 | + [x] Create a safe and collaborative environment. 86 | 87 | > When team members feel safe, they’re willing to help one another and accept help when they need it. Project managers should also forge a consensus, set clear goals, and motivate the team. 88 | 89 | + [ ] Understand how to motivate the team. 90 | 91 | + [x] Forge a consensus and set clear goals. 92 | 93 | > eam members have different skill sets and competing priorities. Project managers should set clear goals so that teams can focus on the tasks at hand. Project managers should also create a safe and collaborative environment and motivate the team. 94 | -------------------------------------------------------------------------------- /course_4-project-execution/week-6-closing-a-project/closing-a-project.md: -------------------------------------------------------------------------------- 1 | ## Closing a project 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following criteria must be met in order to close a project? Select all that apply. 8 | 9 | + [x] Agreed-upon project management processes have been executed 10 | 11 | > Project managers must ensure all managerial tasks are complete before closing a project. This includes all procedural and administrative work, like processing contracts. Beyond management tasks, it’s important that everyone agrees the project is over and that project work is wrapped up. 12 | 13 | + [x] Key stakeholders have acknowledged and agreed that the project is complete 14 | 15 | > All stakeholders must agree that a project is done. Otherwise, certain stakeholders may think the project is still active and request adjustments. Beyond stakeholder confirmation, it’s important that project work is wrapped up and that no procedural or administrative work is outstanding. 16 | 17 | + [x] Project work has been completed 18 | 19 | > In order to close a project, all project work must be done. This includes big and small tasks. Beyond project tasks, it’s important that everyone agrees the project is over and that no procedural or administrative work is outstanding. 20 | 21 | + [ ] Project team members have started new positions 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Which type of projects should a project manager avoid getting involved in because it can negatively impact their team? Select all that apply. 28 | 29 | + [x] Abandoned projects 30 | 31 | > Project managers should avoid projects that can cause liabilities to their organization and leave them with extra work. Since an abandoned project is an incomplete project, it may negatively impact the team. 32 | 33 | + [ ] Short-term projects 34 | 35 | + [ ] Challenging projects 36 | 37 | + [x] Never-ending projects 38 | 39 | > Since a never-ending project has never been successfully closed, it may negatively impact the team or organization. Project managers should pay close attention to protecting the project scope to avoid never-ending projects. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What type of project exists when an incomplete handoff results in a final deliverable that never reaches the customer? 46 | 47 | - Closed project 48 | 49 | 50 | - Scope-protected project 51 | 52 | 53 | - Never-ending project 54 | 55 | 56 | - **Abandoned project** 57 | 58 | > An abandoned project exists when there is an incomplete handoff. As a result, customers never receive the final project deliverable. That’s why project managers need to plan for a smooth handoff to satisfy customers and properly close projects. 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | What type of project exists when project deliverables and tasks cannot be completed? 65 | 66 | - Abandoned project 67 | 68 | 69 | - Scope-protected project 70 | 71 | 72 | - Closed project 73 | 74 | 75 | - **Never-ending project** 76 | 77 | > The never-ending project may create negative impacts for the team, since project deliverables and tasks cannot be completed. This may result from unclear deadlines, tasks delegated to the wrong team member, product bugs, and more. -------------------------------------------------------------------------------- /course_4-project-execution/week-2-quality-management-continuous-improvement/continuous-improvement.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Continuous improvement 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank: _____ is an ongoing effort to improve products or services. It begins with a project manager recognizing processes and tasks that they should create, eliminate, or improve. 8 | 9 | - Experimental improvement 10 | 11 | 12 | - Control improvement 13 | 14 | 15 | - **Continuous improvement** 16 | 17 | > Continuous improvement is an ongoing effort to improve products or services. It begins with recognizing when processes and tasks need to be created, eliminated, or improved. 18 | 19 | 20 | - Process improvement 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager, you decide to use a continuous improvement framework to help you measure success. The framework you choose has a step that involves conducting performance metrics and data collection to establish baselines. Which framework does this describe? 27 | 28 | - **DMAIC** 29 | 30 | > DMAIC stands for define, measure, analyze, improve, and control. Conducting performance metrics and data collection occur during the measure step. 31 | 32 | - UAT 33 | 34 | 35 | - PDCA 36 | 37 | 38 | - KPI 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | Which continuous improvement framework does the following scenario represent? 45 | 46 | A project manager identifies an ongoing communication issue where a vendor isn’t getting notified about product shipments. To fix the problem, they first plan additional communication strategies. Next, they implement one of their strategies—send an additional email after each shipment. Then, they check to verify that the customer receives the email. Finally, they review the process to fine-tune and ensure continuous improvement. 47 | 48 | - KPI 49 | 50 | 51 | - DMAIC 52 | 53 | 54 | - UAT 55 | 56 | 57 | - **PDCA** 58 | 59 | > PDCA stands for plan, do, check, and act. The 4-step process focuses on identifying a problem, fixing the issue, assessing whether the fix was successful, and fine-tuning the final fix. 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | What’s the main difference between a program and a portfolio? 66 | 67 | - A portfolio contains more complex projects than a program. 68 | 69 | 70 | - A program contains current projects, whereas a portfolio contains previous projects. 71 | 72 | 73 | - **A program is a collection of projects, whereas a portfolio is a collection of both projects and programs across an entire organization.** 74 | 75 | > Projects can exist inside of programs, which can exist inside of portfolios. 76 | 77 | 78 | - A program contains better-organized projects than a portfolio. 79 | 80 |
81 | 82 | ### Question 5 83 | 84 | A construction company tests a strategy to reduce costs on a collection of projects. This experiment is part of a long-term business objective. What position would most likely oversee this test across several projects? 85 | 86 | - **Program manager** 87 | 88 | > A program manager supervises groups of projects and focuses on long-term business objectives. 89 | 90 | 91 | - Portfolio manager 92 | 93 | 94 | - Project manager 95 | 96 | 97 | - Primary stakeholder -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/creating-a-project-budget.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Creating a project budget 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager setting a budget, you factor in unexpected costs that may arise during the project. What budgeting strategy does this refer to? 8 | 9 | - Bottom-up approach 10 | 11 | 12 | - Leveraging experts 13 | 14 | 15 | - Setting a baseline 16 | 17 | 18 | - **Adding a buffer and reserves** 19 | 20 | > When budgeting for a project, you’ll want to leave room for costs that exceed estimations. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager, what three things should you do to control costs and reduce changes to the budget? Select all that apply. 27 | 28 | + [x] Manage changes as they're made. 29 | 30 | > You should update forecasts as cost changes occur because you don’t want budget changes to surprise you. You should also get stakeholder sign-off on any changes and ensure changes are within scope. 31 | 32 | + [ ] Request stakeholder approval on additional costs only after they are incurred 33 | 34 | + [x] Establish a sign-off plan and inform stakeholders of any expense changes that occur. 35 | 36 | > You should get appropriate stakeholders to agree to any additional costs before they are incurred. You should also manage changes as they are made and ensure the changes are within scope. 37 | 38 | + [x] Ensure budget changes are within scope. 39 | 40 | > You should ensure that any additional costs or changes to the budget are within the project boundaries. You should also get stakeholder sign-off on any changes and manage changes as they are made. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | As a project manager, what does going under budget on a project indicate about your approach to budget management? Select all that apply. 47 | 48 | + [ ] That you accurately estimated the total cost of ownership (TCO) 49 | 50 | + [ ] That you effectively conserved funds and will likely receive larger budgets for future projects 51 | 52 | + [x] That you could have spent more on the project to provide extra resources 53 | 54 | > Going under budget indicates that you could have spent more money on the project. For example, you could have possibly had extra resources or better quality output. It may also mean that you did not do a good job at initially estimating and that your budget for future projects could be slashed. 55 | 56 | + [x] That your initial estimates were inaccurate 57 | 58 | > Going under budget indicates that you may not have done a good job at initially estimating and that you could have spent more money on the project. It also could result in your budget for future projects being reduced. 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | What budgeting challenge arises when changes or growth cause additional work the project manager hadn’t planned for? 65 | 66 | - **Scope creep** 67 | 68 | > Scope creep is when changes, growth, and other factors affect the project’s scope at any point after the project begins. Scope creep causes additional work that wasn’t planned for, so it can impact your budget. 69 | 70 | 71 | - Inaccurate budget baseline 72 | 73 | 74 | - Budget pre-allocation 75 | 76 | 77 | - Inaccurately accounting for total costs -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-1-welcome/practice-quiz-learning-about-careers-in-project-management.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Careers in project management 2 | 3 |
4 | 5 | * **Total points: 4** 6 | * **Score: 100%** 7 | 8 | ### Question 1 9 | 10 | When you review a job listing, which section offers the most insight when deciding if the role is well-suited for you? 11 | 12 | - Job salary 13 | 14 | 15 | - **Job description** 16 | 17 | 18 | - Job benefits 19 | 20 | 21 | - Job location 22 | 23 | > The job description indicates that the job matches your skill set and experience. 24 | 25 |
26 | 27 | ### Question 2 28 | 29 | Which of the following might be part of a job description for an entry-level project manager role? 30 | 31 | 32 | Our leadership team is currently looking for a Senior Project Manager to support our clients in the Life Sciences and Industrial sectors. 33 | 34 | 35 | - Our business group is hiring an experienced project management professional who has a broad understanding of solutions and industry best practices. 36 | 37 | 38 | - Our company is seeking a Program Manager with experience managing a team in the Agile framework. 39 | 40 | 41 | - **Our North Coast branch needs a new Junior Project Manager who can channel drive and enthusiasm. You’ll be front and center, hands-on, and contributing your creative energy to high-impact projects.** 42 | 43 | > The term “Junior” typically refers to a newer role that requires less project management experience. 44 | 45 |
46 | 47 | ## Question 3 48 | 49 | Which of the following best exemplifies the progression of a project management career? 50 | 51 | - **Project manager to program manager to portfolio manager** 52 | 53 | 54 | - Program manager to project manager to portfolio manager 55 | 56 | 57 | - Project manager to portfolio manager to program manager 58 | 59 | > While you may encounter a different title progression in your career, this is a typical progression. All project managers lead projects from start to finish and serve as guides for their team. However, program managers are responsible for managing many projects at the same time, and portfolio managers are responsible for portfolios of projects or programs for one client. 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | What three types of information can be helpful to include in your search for project management roles? 66 | 67 | 68 | + [x] Skills you’ve acquired in your current or previous position 69 | 70 | > Including skills you’ve previously acquired in your job search can help you find jobs that match your experience. 71 | 72 | 73 | + [x] Common project management-related buzzwords like “process improvement” and “risk management” 74 | 75 | > Using common project management buzzwords in your job search can help you find both project management and project management-related roles, even if those roles do not include “project manager” in the title. 76 | 77 | 78 | - Training you may gain later in your project management career 79 | 80 | + [x] Essential project management skills like coordination, organization, and leadership 81 | 82 | 83 | > Using skills that are essential for all project managers in your job search can help you find both project management and project management-related roles, even if those roles do not include “project manager” in the title. 84 | -------------------------------------------------------------------------------- /course_5-agile-project-management/week-4-applying-agile-in-the-organization/agile-coaching.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Agile Coaching 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What is the difference between managing and coaching? 8 | 9 | - Managing is about listening; coaching is about asserting. 10 | 11 | 12 | - **Managing is about giving direction; coaching is about teaching.** 13 | 14 | > In project management, some situations will call for coaching, and others will call for managing. As a project manager, it is important that you understand when each skill set and approach is necessary for success. 15 | 16 | 17 | - Managing is about encouraging the team; coaching is about delegating tasks. 18 | 19 | 20 | - Managing is used in Agile; coaching is used in Waterfall. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which of the following responsibilities are part of your role as an Agile coach? Select all that apply. 27 | 28 | + [x] Design the plays (detail how work gets done) with the team. 29 | 30 | > As the Scrum Master, you own the playbook that outlines the necessary tasks, but you should work with your team to design the plays. It is also important that you provide feedback and celebrate and learn with the team. 31 | 32 | + [x] Provide feedback to the team. 33 | 34 | > To guide and encourage your team effectively, you should create a culture where they share early and often. 35 | 36 | + [x] Celebrate and learn with the team. 37 | 38 | > It’s important to celebrate a job well done and frame losses as positive learning opportunities. Along the way, you should also design the plays (detail how work gets done) and create a team culture that emphasizes sharing early and often. 39 | 40 | + [ ] Solve problems for the team. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | What part of your role as an Agile coach involves reviewing your team’s performance to find patterns that work or need improvement? 47 | 48 | - Design the plays (detail how work gets done) with the team. 49 | 50 | 51 | - **Provide feedback to the team.** 52 | 53 | > As an Agile coach, providing feedback isn’t just about fixing broken things. It also helps you identify the things that work well so you can encourage your team to keep doing them. 54 | 55 | 56 | - Celebrate and learn with the team. 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | How can you help your team build confidence and capabilities through coaching? Select all that apply. 63 | 64 | + [x] Encourage and appreciate them by expressing confidence in their efforts. 65 | 66 | > Coaches acknowledge when team members struggle and assure them that they can handle the challenges ahead. You can also serve as a resource for the team and instill a sense of pride by pointing out their work’s value. 67 | 68 | + [x] Motivate them by pointing out the value in their work. 69 | 70 | > Coaches instill a sense of pride in their teams, which can motivate them to take action. You can also serve as a resource and appreciate the team by acknowledging their effort. 71 | 72 | + [ ] Assist them by stepping in to solve difficult problems. 73 | 74 | + [x] Support them by acting as an accessible resource. 75 | 76 | > Coaches make themselves available when team members have problems or want feedback. You can also appreciate and encourage the team and motivate them by pointing out their work’s value. 77 | 78 | -------------------------------------------------------------------------------- /course_5-agile-project-management/week-2-pillars-and-values-of-scrum/graded-assessment/graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 2 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | When using Scrum, the team repeats project processes in a timebox. What Agile term does this approach represent? 8 | 9 | - **Iterations** 10 | 11 | 12 | - Inspections 13 | 14 | 15 | - Increases 16 | 17 | 18 | - Increments 19 | 20 |
21 | 22 | ### Question 2 23 | 24 | In Agile, what is a mission statement? 25 | 26 | - **A short statement that gives your team something to work towards and stays constant throughout the project.** 27 | 28 | 29 | - A short statement that helps your team imagine what the work will be like when they’re done. 30 | 31 | 32 | - A short statement that shows stakeholders what your team’s values are. 33 | 34 | 35 | - A short statement that explains specific tasks your team members should work on. 36 | 37 |
38 | 39 | ### Question 3 40 | 41 | Fill in the blank: In Scrum, the _____ often assumes the role of the Scrum Master. 42 | 43 | 44 | - Development Team Member 45 | 46 | 47 | - **project manager** 48 | 49 | 50 | - Stakeholder 51 | 52 | 53 | - Product Owner 54 | 55 |
56 | 57 | ### Question 4 58 | 59 | Fill in the blank: The Product Owner’s key responsibility is acting as the voice of the _____ within the team. 60 | 61 | - organization 62 | 63 | 64 | - vendor 65 | 66 | 67 | - **customer** 68 | 69 | 70 | - stakeholder 71 | 72 |
73 | 74 | ### Question 5 75 | 76 | What is the main difference between a Scrum Master and a project manager? 77 | 78 | - **A Scrum Master chiefly acts as a coach and facilitator to the Scrum Team** 79 | 80 | 81 | - A Scrum Master chiefly acts as a customer liaison to the Scrum Team 82 | 83 | 84 | - A Scrum Master chiefly acts as the main line of communication between stakeholders and the Scrum Team 85 | 86 | 87 | - A Scrum Master chiefly acts as a product technical expert to the Scrum Team 88 | 89 |
90 | 91 | ### Question 6 92 | 93 | What is the optimal size of a Development Team? 94 | 95 | - 1 to 3 people 96 | 97 | 98 | - **3 to 9 people** 99 | 100 | 101 | - 5 to 20 people 102 | 103 | 104 | - 11 to 15 people 105 | 106 |
107 | 108 | ### Question 7 109 | 110 | Who on the Scrum Team is responsible for meeting customers’ needs and prioritizing the Product Backlog? 111 | 112 | 113 | - **Product Owner** 114 | 115 | 116 | - Scrum Master 117 | 118 | 119 | - Development Team 120 | 121 | 122 | - Project Manager 123 | 124 |
125 | 126 | ### Question 8 127 | 128 | + [x] Commitment 129 | 130 | 131 | + [x] Focus 132 | 133 | 134 | + [x] Respect 135 | 136 | 137 | + [ ] Dissension 138 | 139 | 140 | + [x] Openness 141 | 142 |
143 | 144 | ### Question 9 145 | 146 | As a project manager organizing a development team, you want to make sure the team has the skills necessary to build the product or carry out the service. Which recommended team trait does this represent? 147 | 148 | - customer-oriented 149 | 150 | 151 | - **cross functional** 152 | 153 | 154 | - self-managing 155 | 156 | 157 | - supportive 158 | 159 |
160 | 161 | ### Question 10 162 | 163 | Fill in the blank: A Product Owner and project manager typically both have the responsibility of _____. 164 | 165 | - **stakeholder management** 166 | 167 | 168 | - timebox management 169 | 170 | 171 | - Product Backlog management 172 | 173 | 174 | - team performance management 175 | -------------------------------------------------------------------------------- /course_5-agile-project-management/week-1-fundamentals-of-agile/the-agile-approach.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: The Agile approach 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What is a deliverable? 8 | 9 | - The team feedback gathered during a project 10 | 11 | 12 | - Any communications sent from one party to another during a project 13 | 14 | 15 | - **A tangible outcome from a project that provides customer value** 16 | 17 | > Deliverables are tangible outcomes from a project. How and when deliverables are released may depend on the project management approach. 18 | 19 | 20 | - The tasks produced during a project 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | What is the difference between Agile and Waterfall project management approaches? Select all that apply. 27 | 28 | + [x] Waterfall aims for predictability and tries to avoid change, while Agile embraces the reality that the world is uncertain and unpredictable. 29 | 30 | > Waterfall aims for predictability while Agile embraces uncertainty. In Waterfall, there is a sequential or linear ordering of phases, while Agile takes an iterative approach. 31 | 32 | + [x] Agile is a less linear approach than Waterfall. 33 | 34 | > Agile is a more flexible and less linear approach than Waterfall. In Agile, the team is able to move quickly and easily as they change and adapt. 35 | 36 | + [ ] Agile and Waterfall approaches are the same. There are no major differences between the two. 37 | 38 | 39 | + [ ] Waterfall is more flexible than Agile, as it accounts for changes in stakeholders’ needs as the project progresses. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | When it comes to deliverables, what are the differences between Waterfall and Agile? Select all that apply. 46 | 47 | + [ ] 48 | Agile projects have one major release, at the end of the project. 49 | 50 | + [x] Agile project deliverable releases are smaller and more frequent throughout the project. 51 | 52 | > Agile project releases are smaller and more frequent throughout the project. Waterfall projects, on the other hand, often release their deliverables at the end of the project. 53 | 54 | + [x] Waterfall project deliverable releases are often at the end of the project. 55 | 56 | > Waterfall projects often release their deliverables at the end of the project. Agile projects, on the other hand, offer smaller and more frequent releases throughout the project. 57 | 58 | + [ ] Agile and Waterfall project deliverable releases follow a comparable schedule. 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | What are the benefits of Agile projects? Select all that apply. 65 | 66 | + [x] They help the customer realize—and receive—the product they really wanted. 67 | 68 | > An Agile project helps customers realize—and receive—the product they want. Agile projects also embrace uncertainty and streamline processes along the way. 69 | 70 | + [ ] They deliver one product release at the end of the project, which helps save time and energy. 71 | 72 | + [x] They embrace the reality that the world, markets, and users are uncertain and unpredictable. 73 | 74 | > The Agile approach acknowledges and embraces the reality of an uncertain world. Agile projects also deliver what customers want and streamline processes along the way. 75 | 76 | + [x] They seek out ways to work more efficiently by streamlining processes without losing value. 77 | 78 | > The key to streamlining is to reduce waste. Examples of reducing waste include eliminating unnecessary documentation and product features that customers ultimately aren’t interested in. Agile projects also embrace uncertainty and deliver what customers want. -------------------------------------------------------------------------------- /course_4-project-execution/week-5-effective-project-communication/project-communication.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Project communication 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | How should a project team communicate? 8 | 9 | - The project team should stick to email communication since it is standard practice in business. 10 | 11 | 12 | - The project team should use one mode of communication and rely on it consistently. 13 | 14 | 15 | - **The project team should communicate regularly and in various ways.** 16 | 17 | > A project team must communicate in multiple ways. A project team can communicate through email, virtual meetings, and various project management tools. This helps the team effectively engage and inform one another throughout the project‘s duration. 18 | 19 | 20 | - The project team should switch communication tools frequently to increase engagement. 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which of the following communication tools could a project manager use to create a project tracking report? 27 | 28 | - Zoom 29 | 30 | 31 | - Slack 32 | 33 | 34 | - **Asana** 35 | 36 | Asana is a work management and collaboration tool that project managers use to plan, report, and track project progress. Asana also supports remote teams and allows coworkers to get work done and communicate in real-time. 37 | 38 | 39 | - Google Meet 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What are the benefits of communication tools for project managers and project teams? Select all that apply. 46 | 47 | + [x] They offer various ways to properly format communication. 48 | 49 | > As a project manager, you may need to communicate certain information with the team multiple times and in different ways. When you properly format communications, you help team members more easily digest information to stay engaged and informed. Communication tools can support this type of effective information sharing. 50 | 51 | + [ ] They share external user access to financial, business, and user data files. 52 | 53 | + [ ] They help project teams measure individual success compared to others on the team. 54 | 55 | + [x] They provide clarity and consistency of project details like key dates, tasks, and milestones. 56 | 57 | > When project managers use communication tools to provide clarity and consistency of important project details, their teams can better provide effective guidance and feedback. Communication tools also help project managers effectively format information to share. 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | What information should you include in the subject field of an email? Select all that apply. 64 | 65 | + [ ] What your job and contact information is 66 | 67 | + [x] Whether the email is urgent 68 | 69 | > Email is standard for business communications, and people receive many emails daily. To communicate effectively, you need to be efficient: Streamline the number of emails you send, and ensure each email’s subject is clear and direct. The subject field should include the topic, level of urgency, and response expectations. 70 | 71 | + [x] What the email is about 72 | 73 | > The email subject field should clearly state what the email is about. If it's urgent or requires a response, you should also add that to the subject and the first line of the email. 74 | 75 | + [x] Whether the email requires an immediate response 76 | 77 | > You need to include your request in the subject line of every email. To do that, you should ensure the subject field states whether the email requires an immediate response. You also want to state what the email is about and address whether the email is urgent. -------------------------------------------------------------------------------- /.gitignore: -------------------------------------------------------------------------------- 1 | # # Created by https://www.toptal.com/developers/gitignore/api/visualstudiocode,python,linux,batch 2 | # Edit at https://www.toptal.com/developers/gitignore?templates=visualstudiocode,python,linux,batch 3 | 4 | ### Batch ### 5 | # BatchFiles 6 | *.bat 7 | *.cmd 8 | *.btm 9 | 10 | ### Linux ### 11 | *~ 12 | 13 | # temporary files which can be created if a process still has a handle open of a deleted file 14 | .fuse_hidden* 15 | 16 | # KDE directory preferences 17 | .directory 18 | 19 | # Linux trash folder which might appear on any partition or disk 20 | .Trash-* 21 | 22 | # .nfs files are created when an open file is removed but is still being accessed 23 | .nfs* 24 | 25 | ### Python ### 26 | # Byte-compiled / optimized / DLL files 27 | __pycache__/ 28 | *.py[cod] 29 | *$py.class 30 | 31 | # C extensions 32 | *.so 33 | 34 | # Distribution / packaging 35 | .Python 36 | build/ 37 | develop-eggs/ 38 | dist/ 39 | downloads/ 40 | eggs/ 41 | .eggs/ 42 | lib/ 43 | lib64/ 44 | parts/ 45 | sdist/ 46 | var/ 47 | wheels/ 48 | pip-wheel-metadata/ 49 | share/python-wheels/ 50 | *.egg-info/ 51 | .installed.cfg 52 | *.egg 53 | MANIFEST 54 | 55 | # PyInstaller 56 | # Usually these files are written by a python script from a template 57 | # before PyInstaller builds the exe, so as to inject date/other infos into it. 58 | *.manifest 59 | *.spec 60 | 61 | # Installer logs 62 | pip-log.txt 63 | pip-delete-this-directory.txt 64 | 65 | # Unit test / coverage reports 66 | htmlcov/ 67 | .tox/ 68 | .nox/ 69 | .coverage 70 | .coverage.* 71 | .cache 72 | nosetests.xml 73 | coverage.xml 74 | *.cover 75 | *.py,cover 76 | .hypothesis/ 77 | .pytest_cache/ 78 | 79 | # Translations 80 | *.mo 81 | *.pot 82 | 83 | # Django stuff: 84 | local_settings.py 85 | db.sqlite3 86 | db.sqlite3-journal 87 | 88 | # Flask stuff: 89 | instance/ 90 | .webassets-cache 91 | 92 | # Scrapy stuff: 93 | .scrapy 94 | 95 | # Sphinx documentation 96 | docs/_build/ 97 | 98 | # PyBuilder 99 | target/ 100 | 101 | # Jupyter Notebook 102 | .ipynb_checkpoints 103 | 104 | # IPython 105 | profile_default/ 106 | ipython_config.py 107 | 108 | # pyenv 109 | .python-version 110 | 111 | # pipenv 112 | # According to pypa/pipenv#598, it is recommended to include Pipfile.lock in version control. 113 | # However, in case of collaboration, if having platform-specific dependencies or dependencies 114 | # having no cross-platform support, pipenv may install dependencies that don't work, or not 115 | # install all needed dependencies. 116 | #Pipfile.lock 117 | 118 | # PEP 582; used by e.g. github.com/David-OConnor/pyflow 119 | __pypackages__/ 120 | 121 | # Celery stuff 122 | celerybeat-schedule 123 | celerybeat.pid 124 | 125 | # SageMath parsed files 126 | *.sage.py 127 | 128 | # Environments 129 | .env 130 | .venv 131 | env/ 132 | venv/ 133 | ENV/ 134 | env.bak/ 135 | venv.bak/ 136 | 137 | # Spyder project settings 138 | .spyderproject 139 | .spyproject 140 | 141 | # Rope project settings 142 | .ropeproject 143 | 144 | # mkdocs documentation 145 | /site 146 | 147 | # mypy 148 | .mypy_cache/ 149 | .dmypy.json 150 | dmypy.json 151 | 152 | # Pyre type checker 153 | .pyre/ 154 | 155 | # pytype static type analyzer 156 | .pytype/ 157 | 158 | ### VisualStudioCode ### 159 | .vscode/* 160 | !.vscode/settings.json 161 | !.vscode/tasks.json 162 | !.vscode/launch.json 163 | !.vscode/extensions.json 164 | *.code-workspace 165 | 166 | ### VisualStudioCode Patch ### 167 | # Ignore all local history of files 168 | .history 169 | 170 | # End of https://www.toptal.com/developers/gitignore/api/visualstudiocode,python,linux,batch -------------------------------------------------------------------------------- /course_3-project-planning/week-3-managing-budget-procurement/graded-assessment/week-3-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 3 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which three costs are examples of resource cost rates? 8 | 9 | + [x] The cost of materials when building a house 10 | 11 | + [ ] The cost of a task buffer 12 | 13 | + [x] The cost of labor for a project team 14 | 15 | + [x] The cost of software to help manage a project 16 | 17 |
18 | 19 | ### Question 2 20 | 21 | Which of the following is an example of using historical data to develop your project budget? 22 | 23 | - **Reviewing past projects that are similar to yours to get an idea of what your budget could entail** 24 | 25 | - Reaching out to project managers who worked on past projects at the company 26 | 27 | 28 | - Thinking about all the parts of your project from the beginning to the end and adding the costs together 29 | 30 | 31 | - Getting quotes from potential vendors 32 | 33 |
34 | 35 | ### Question 3 36 | 37 | As a project manager creating a budget, you proactively identify factors that may impact expenses. You then take action to minimize the budgetary impact of these factors. What is this task called? 38 | 39 | - Baselining the budget 40 | 41 | 42 | - **Cost control** 43 | 44 | 45 | - Estimating cost 46 | 47 | 48 | - Bottom-up approach 49 | 50 |
51 | 52 | ### Question 4 53 | 54 | Which of the following are steps in the procurement process? Select all that apply. 55 | 56 | + [x] Initiating 57 | 58 | + [x] Controlling 59 | 60 | + [ ] Analyzing 61 | 62 | + [x] Contract writing 63 | 64 |
65 | 66 | ### Question 5 67 | 68 | A document that keeps confidential information within the organization is known as what? 69 | 70 | - Statement of work (SoW) 71 | 72 | 73 | - **Non-disclosure agreement (NDA)** 74 | 75 | 76 | - Request for proposal (RFP) 77 | 78 | 79 | - Scope of work (SoW) 80 | 81 |
82 | 83 | ### Question 6 84 | 85 | Which of the following justifies sole-supplier sourcing? 86 | 87 | - **The project sponsor asks to only use one particular supplier.** 88 | 89 | 90 | - The supplier is easy to work with and offers a discount. 91 | 92 | 93 | - The supplier provided material for the past three projects. 94 | 95 | 96 | - The company is cautious about exposing trade secrets. 97 | 98 |
99 | 100 | ### Question 7 101 | 102 | To create a well-organized budget, a project manager includes different types of expenses. Which type of budget expense includes costs for day-to-day tasks within a company? 103 | 104 | - **Operating expenses (OPEX)** 105 | 106 | 107 | - Capital expenses (CAPEX) 108 | 109 | 110 | - Reserve expenses 111 | 112 | 113 | - Fixed expenses 114 | 115 |
116 | 117 | ### Question 8 118 | 119 | At what phase in the procurement process would a project manager define project resources and make the case for obtaining them? 120 | 121 | - Selecting 122 | 123 | 124 | - **Initiating** 125 | 126 | 127 | - Controlling 128 | 129 | 130 | - Completing 131 | 132 |
133 | 134 | ### Question 9 135 | 136 | Which of the following factors can lead to scope creep and negatively affect the budget? Select all that apply. 137 | 138 | + [x] Last-minute asks from priority stakeholders 139 | 140 | + [ ] Attainable timeframes and deadlines 141 | 142 | + [x] Agreements about the project that aren't officially documented 143 | 144 | + [x] A vague Statement of Work (SoW) 145 | 146 |
147 | 148 | ### Question 10 149 | 150 | - dependencies 151 | 152 | 153 | - **milestones** 154 | 155 | 156 | - teammates 157 | 158 | 159 | - tools -------------------------------------------------------------------------------- /course_5-agile-project-management/week-1-fundamentals-of-agile/agile-frameworks.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Agile frameworks 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following statements about Scrum are true? Select all that apply. 8 | 9 | + [x] Scrum gets its name from a formation in rugby where all of the players lean forward, lock their heads together, and get possession of the ball so they can gain precious yards and score. 10 | 11 | > Scrum refers to a formation in rugby where all of the players work together with their heads down to gain possession of the ball. Then, they can get the ball across the line and score. In a similar way, Scrum teams work together to get the project across the finish line. 12 | 13 | + [x] Scrum refers to a specific Agile framework that features teams working closely together to get the project across the finish line, like players in a rugby match. 14 | 15 | > Scrum teams work closely together to get the project across the finish line. This is similar to the scrum formation in rugby. 16 | 17 | + [ ] Scrum refers to a football team’s protective equipment. 18 | 19 | + [ ] Scrum is an acronym for the processes that make up the Agile methodology. 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | What are some takeaways from the Spotify example? Select all that apply. 26 | 27 | + [x] Adapt based on your team's goals. 28 | 29 | > The Spotify example demonstrates that you should adapt based on your team’s goals. It may take time to find the perfect balance of collaboration and ownership. This example also highlights that you need to embrace trial and error and never stop improving. 30 | 31 | + [x] Never stop improving. 32 | 33 | > The Spotify example demonstrates that you should never stop trying to improve. There are always changes you can put into place to make things better. It also highlights that you need to adapt to team goals and embrace trial and error. 34 | 35 | + [ ] Copy others’ models exactly. 36 | 37 | + [x] Don’t be afraid of trial and error. 38 | 39 | > The Spotify example demonstrates that you shouldn’t be afraid of trial and error. You can always try something and make adjustments, if necessary. It also highlights that you need to adapt to team goals and never stop improving. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What are the roles within a Scrum Team? Select all that apply. 46 | 47 | + [ ] Project Manager 48 | 49 | + [x] Development Team 50 | 51 | > The members of the Development Team are essential to the Scrum methodology. In a Scrum Team, the members of the Development Team are responsible for how the team will deliver the product. The other two core Scrum roles are the Scrum Master and the Product Owner. 52 | 53 | + [x] Product Owner 54 | 55 | > One of the roles in a Scrum Team is the Product Owner. This role maximizes the value of the product and the work of the team. The other two core Scrum roles are the Scrum Master and the Development Team members. 56 | 57 | + [x] Scrum Master 58 | 59 | > One of the roles in a Scrum Team is the Scrum Master. This role ensures that the team lives Agile values and principles and follows the processes and practices that they agreed to. The other two core Scrum roles are the Product Owner and the Development Team members. 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Which Agile methodology provides transparent visual feedback to everyone who might be interested in the status of work in progress? 66 | 67 | + [ ] Lean 68 | 69 | + [ ] Extreme Programming (XP) 70 | 71 | + [ ] Scrum 72 | 73 | + [x] Kanban 74 | 75 | > One reason that Kanban is so popular is that it provides transparent visual feedback about the status of work in progress. This Agile approach features Kanban boards, which display the progress of a project as “to do,” “in progress,” and “done.” 76 | -------------------------------------------------------------------------------- /course_2-project-initiation/week-4-utilizing-resources-and-tools-for-project-success/graded-assessment/week-4-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Project managers use tools to accomplish which of the following activities? Select all that apply. 8 | 9 | + [ ] Negotiate with vendors 10 | 11 | + [ ] Carry out team-building excercises 12 | 13 | + [x] Manage the budget 14 | 15 | + [x] Build charts and diagrams 16 | 17 | + [x] Keep stakeholders informed 18 | 19 |
20 | 21 | ### Question 2 22 | 23 | As a project manager, you need to update your project charter with a statement about the tangible outcome of the project. In which section of the project charter does this information go? 24 | 25 | - Business case 26 | 27 | - Project scope 28 | 29 | - Benefits 30 | 31 | - **Project deliverabl** 32 | 33 |
34 | 35 | ### Question 3 36 | 37 | Which of the following circumstances indicates that the project is approved to move forward? 38 | 39 | - **The project sponsor and key stakeholders sign off on the project charter.** 40 | 41 | 42 | - The finance department approves the budget and the team members have been selected. 43 | 44 | 45 | - The project manager finishes the project’s deliverables and milestones. 46 | 47 | 48 | - The stakeholders state the cost of the project outweighs the value it brings to the organization. 49 | 50 |
51 | 52 | ### Question 4 53 | 54 | Fill in the blank: Project managers need to ensure project information is _____ through formal documentation, such as email, a presentation, or a digital document. 55 | 56 | - available only to stakeholders 57 | 58 | 59 | - **easily accessible to everyone** 60 | 61 | 62 | - available only to team members 63 | 64 | 65 | - easily accessible to the public 66 | 67 |
68 | 69 | ### Question 5 70 | 71 | Which are examples of work management tools? 72 | 73 | - Microsoft Word and Google Docs 74 | 75 | 76 | - Microsoft PowerPoint, Keynote, and Google Slides 77 | 78 | 79 | - Email and chat 80 | 81 | 82 | - **Asana, Basecamp, and Trello** 83 | 84 |
85 | 86 | ### Question 6 87 | 88 | A project manager needs a tool to assign tasks and help visualize the team’s task progress. Which tool type should they choose? 89 | 90 | - **Work management** 91 | 92 | 93 | - Chat 94 | 95 | 96 | - Shared documents 97 | 98 | 99 | - Email 100 | 101 |
102 | 103 | ### Question 7 104 | 105 | Digital documents, such as Google Docs or Microsoft Word, help a project manager complete what three tasks? 106 | 107 | + [ ] Chat effectively with team 108 | 109 | + [x] Create agendas 110 | 111 | + [x] Outline project scope and next steps 112 | 113 | + [ ] Track and review team process 114 | 115 |
116 | 117 | ### Question 8 118 | 119 | Collaboration tools allow teammates to do what two tasks? 120 | 121 | + [ ] Visualize the team’s progress 122 | 123 | 124 | + [ ] Demonstrate an overview of the project 125 | 126 | 127 | + [x] Comment on topics related to the project 128 | 129 | 130 | + [x] Check in with each other efficiently 131 | 132 |
133 | 134 | ### Question 9 135 | 136 | In project management, the people who help execute the project are also referenced as what? 137 | 138 | - **Resources** 139 | 140 | 141 | - Materials 142 | 143 | 144 | - Tools 145 | 146 | 147 | - Budget 148 | 149 |
150 | 151 | ### Question 10 152 | 153 | Which of the following best describes what a living document means? 154 | 155 | - A document that is updated from project to project 156 | 157 | 158 | - A document that has been shared with the team 159 | 160 | 161 | - A digital document stored in the cloud 162 | 163 | 164 | - **A document that evolves as the project progresses** -------------------------------------------------------------------------------- /course_4-project-execution/week-5-effective-project-communication/effective-meetings.md: -------------------------------------------------------------------------------- 1 | ## Effective meetings 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank: For a project manager to organize an effective meeting, they must carefully select all attendees and prioritize meeting topics in a(n) _____. 8 | 9 | - **agenda** 10 | 11 | > An agenda includes a meeting’s prioritized topics, as well as a clearly-stated purpose and expectations. The project manager needs to prepare a clearly-written agenda and share it with all attendees in advance of the meeting. This ensures the meeting is intentional and structured. 12 | 13 | 14 | - project plan 15 | 16 | 17 | - communication plan 18 | 19 | 20 | - schedule 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | Which of the following statements best describe effective meetings? 27 | 28 | - They are clear, important, relevant, and frequent. 29 | 30 | 31 | - **They are structured, intentional, collaborative, and inclusive.** 32 | 33 | > Effective meetings always have these elements in common, even if the size, purpose, and format of the meetings are different. To ensure meetings have these elements, project managers need to be purposeful when designing and organizing meetings. 34 | 35 | 36 | - They are in-person, engaging, motivational, and anticipated. 37 | 38 | 39 | - They are virtual, quick, frequent, and straightforward. 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What are some actions to take to ensure productivity during a meeting? Select all that apply. 46 | 47 | + [ ] Email a recap of key decisions to participants 48 | 49 | + [x] Capture key points, action items, and decisions. 50 | 51 | > During the meeting, there are several items you should document. Along with assigning action items to the appropriate people, you should also capture key points and decisions. After the meeting, you can share these notes with participants and schedule follow-ups if needed. 52 | 53 | + [ ] Determine the need for the meeting. 54 | 55 | + [x] Encourage participation. 56 | 57 | > During the meeting, you should always give everyone a chance to speak, including remote participants. You can also encourage deeper participation when you ask open-ended questions like “What does everyone think?” 58 | 59 | + [ ] Prepare an agenda. 60 | 61 | + [x] During the meeting, you should always give everyone a chance to speak, including remote participants. You can also encourage deeper participation when you ask open-ended questions like “What does everyone think?” 62 | 63 | > During the meeting, you can model active listening to demonstrate engagement. Use verbal statements like, “That makes sense. Tell us more.” You can also use non-verbal statements like head nodding and eye contact. 64 | 65 |
66 | 67 | ### Question 4 68 | 69 | Why is it important to clearly state a meeting's purpose and expectations in the agenda? Select all that apply. 70 | 71 | + [x] To ensure everyone understands why they’re attending 72 | 73 | > It is important that each meeting has clear expectations, goals, and a well-articulated purpose. When participants receive the meeting invite and agenda, this information helps them understand why they have been asked to attend. 74 | 75 | + [x] To keep participants focused on the right topics 76 | 77 | > The purpose of a meeting might be to make a decision, assign tasks, propose an idea, or something else. The meeting’s purpose, or goal, describes the reason for the meeting and what the team should discuss. This helps participants focus on the right topics. 78 | 79 | + [x] To help meeting attendees prepare 80 | 81 | > It is a best practice to share a meeting agenda with participants in advance. The information about meeting goals and expectations helps attendees prepare. 82 | 83 | + [ ] To replace a meeting with a detailed communication 84 | 85 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-4-organizational-structure-and-culture/understanding-the-impact-of-organizational-culture.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Understanding the impact of organizational culture 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank. Organizational culture refers to a company’s _____. 8 | 9 | - values and personality 10 | 11 | > A company’s organizational culture is almost like its corporate personality. It includes the organization’s values, mission, and history. 12 | 13 | 14 | - stock price and capital 15 | 16 | 17 | - logo and slogan 18 | 19 | 20 | - income and expenditures 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | A project manager can learn about an organization’s culture in which of the following ways? Select all that apply. 27 | 28 | + [x] Observe employee within the organization. 29 | 30 | > Observing other employees can help you get a better sense of the organization’s culture. When working in different geographies, it can also make you aware of established customs like bowing, shaking hands, or wearing head coverings. 31 | 32 | + [x] Ask management questions to better understand what they expect. 33 | 34 | > You can find out a lot about organizational culture by talking to managers about their expectations. It can be helpful to ask these questions in the interview phase to better understand the company’s culture before accepting a position. 35 | 36 | + [ ] Survey employees on how their personal histories might impact their work. 37 | 38 | + [x] Ask employees about workplace rituals and traditions. 39 | 40 | > Ask employees about workplace rituals and traditions. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | What are three reasons that it is important for project managers to understand a company’s organizational culture? 47 | 48 | + [x] It can help them avoid bumps in the road when their projects disrupt the status quo. 49 | 50 | > Project managers are change agents, so finding out how things have worked in the past can help smooth the way for any changes they propose. 51 | 52 | + [x] It can affect many aspects of their projects. 53 | 54 | > Organizational culture can have an impact on the way projects are run. Some aspects of an organization’s culture that are directly related to how projects are managed are communication, decision-making, rituals, previous management styles, and values. 55 | 56 | + [ ] It can help them set an accurate budget. 57 | 58 | + [x] It can help them determine if they want to accept a position with the company. 59 | 60 | > Asking questions about the organization’s culture in an interview can help a project manager determine whether the position is a good fit for them. It also shows the interviewer that they are knowledgeable about the impact culture can have on a project. 61 | 62 |
63 | 64 | ### Question 4 65 | 66 | Imagine you are interviewing for a project manager role at a local start-up. You are very interested in the work the organization is doing, but you want to find out more about their culture to make sure the position is a good fit. How could you find out more about the organization’s culture? Select all that apply. 67 | 68 | + [ ] You could ask the HR department about the proposed salary for the role. 69 | 70 | + [x] You could ask your interviewer questions about the organization’s atmosphere, policies, processes, and stories. 71 | 72 | > Asking questions about organizational culture during an interview can help you learn if the role is a good fit for you. It can also show the interviewer your awareness of how organizational culture can impact projects. 73 | 74 | + [x] You could ask current employees about their experiences at the company. 75 | 76 | > Considering how current employees portray the company will give you great insight into the organization’s culture. 77 | 78 | + [ ] You could ask current employees about their employment history at other companies. -------------------------------------------------------------------------------- /course_2-project-initiation/week-4-utilizing-resources-and-tools-for-project-success/evaluating-tools.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Evaluating tools 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What are the main uses of scheduling and work management software? Select all that apply. 8 | 9 | + [ ] Quickly communicate with teammates and stakeholders 10 | 11 | + [x] Efficiently track progress on the team's work 12 | 13 | > Work management software is useful to track and visualize progress so project managers don’t have to do it manually. It also helps them easily assign tasks. 14 | 15 | + [x] Easily assign tasks to multiple teammates 16 | 17 | > With the software, the project manager can easily assign tasks and the team can understand who is working on what tasks. It also helps the project manager visualize team progress. 18 | 19 | + [x] Help visualize a team's project progress 20 | 21 | > The software typically has a visual component that makes it easy to understand task progress. It also helps project managers easily assign tasks. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Which of the following are best practices when introducing a new tool to a team? Select all that apply. 28 | 29 | + [x] Ensure the tool is functional after the team is introduced to it. 30 | 31 | + [x] Discuss the tool early and often 32 | 33 | > Make sure you give your team enough time to prepare to use a new tool. Discuss the new tool with them from the start so they don’t feel surprised when you introduce it. You should also give them the chance to provide feedback. 34 | 35 | + [x] If replacing a tool, allow for a transition period 36 | 37 | > If you are replacing an existing tool, allow for a period of time to transition from the old tool to the new. You should also ask for stakeholder input and make time to discuss the tool from the start. 38 | 39 |
40 | 41 | ### Question 3 42 | 43 | Fill in the blank: If a project has a _____, then it may be worth the team’s time to learn a more sophisticated tool. 44 | 45 | - **large scope** 46 | 47 | > Projects with a large scope and sufficient funding may benefit from a more robust project management tool. With a more sophisticated tool, the project team and stakeholders will need time to get familiar with it. 48 | 49 | 50 | - small team 51 | 52 | 53 | - limited budget 54 | 55 | 56 | - short deadline 57 | 58 |
59 | 60 | ### Question 4 61 | 62 | As a project manager, you need to determine how best to communicate with stakeholders across the company. Which tools are best for communicating? 63 | 64 | - Productivity tools 65 | 66 | 67 | - **Collaboration tools** 68 | 69 | > Collaboration tools such as email and chat can help you quickly and efficiently communicate with your team and stakeholders. 70 | 71 | 72 | - Budgeting tools 73 | 74 | 75 | - Work management software 76 | 77 |
78 | 79 | ### Question 5 80 | 81 | Which three of the following best practices can help you choose tools for your project? 82 | 83 | + [x] Select tools based on your project’s scope 84 | 85 | > You may choose a tool based upon the project’s scope. For a larger project, you may need to use a more sophisticated tool. For a smaller project, a straight-forward tool might be more effective. 86 | 87 | + [x] Know a tool's capability 88 | 89 | > When you understand a tool’s capability, you determine if it’s going to make tasks easier for you or cause additional confusion. Sophisticated tools like scheduling and work management software can solve very specific problems. For example, they can help you visualize your team’s progress. 90 | 91 | + [ ] Choose the same tools you used in your last project. 92 | 93 | + [x] Understand a tool’s purpose. 94 | 95 | > When you understand a tool’s purpose, you can determine if it’s going to solve a specific problem. For example, some tools are good at helping you organize work and manage resources. Other tools will help you communicate more effectively. -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-4-organizational-structure-and-culture/understanding-change-management.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Understanding organizational structure 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What are three core concepts of the change management process? 8 | 9 | + [x] Create a sense of ownership and urgency around the project. 10 | 11 | > When team members feel a sense of ownership and urgency around a project, it increases interest, motivation, and engagement with the project outcome. 12 | 13 | + [ ] Select the right combination of skills and personalities for the team. 14 | 15 | + [x] Communicate effectively. 16 | 17 | > To ensure effective communication with the team and the rest of the organization, the project manager can do three things. First, they can be transparent and up front with plans. Second, they can make information available. Third, they can make sure everyone is kept up-to-date on the project’s progress. 18 | 19 | + [ ] Adopt different change management best practices for each individual project. 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Which of the following project outcomes will most likely require change management in the organization? Select all that apply. 26 | 27 | + [ ] Holding an annual meeting for stakeholders. 28 | 29 | + [x] Adopting a new supply ordering system 30 | 31 | > Switching to a new system means that employees will need to learn new processes and protocols. Change management strategies would help support the transition to these new processes. 32 | 33 | + [x] Installing new scheduling software on employees' computers 34 | 35 | > Installing new software means that employees will need to adapt to how the software operates. Change management strategies would help support the transition to this new tool. 36 | 37 | + [ ] Kicking off planning for the next quarter 38 | 39 |
40 | 41 | ### Question 3 42 | 43 | Which three best practices can help a project manager approach change management on their projects? 44 | 45 | + [x] Use tools to help implement a change. 46 | 47 | > Incorporating tools like flowcharts, feedback mechanisms, and culture mapping to assist in the adoption of a change can be very helpful. 48 | 49 | + [x] Communicate about upcoming changes. 50 | 51 | > Project managers should communicate throughout the project about how the changes will provide a better experience for end users of the project deliverables. This provides everyone with the information they need to feel prepared to adjust to changes once the project is ready to launch. 52 | 53 | + [x] Practice empathy. 54 | 55 | > Changes are inevitable, but people are often resistant to them. A project manager can support the process by being empathetic to the challenges and anxiety change can bring. 56 | 57 | + [ ] Only incorporate change management strategies during the closing phase of the project life cycle. 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | How does an organization align its project governance with its corporate governance? Select all that apply. 64 | 65 | + [ ] By avoiding the input of senior stakeholders 66 | 67 | + [x] By considering the long-term and short-term interest of the organization 68 | 69 | > Leaders and stakeholders are more likely to support the project if it aligns with the overall interests and objectives of the organization. Good project governance also includes making thoughtful decisions about what projects to start and clear communication with stakeholders. 70 | 71 | + [x] By providing stakeholders with timely, relevant, and reliable information 72 | 73 | > Good project governance supports corporate governance with clear communication and attainable goals. It also involves making thoughtful decisions about what projects to take on and consideration of the long-term and short-term interests of the organization. 74 | 75 | + [x] By making thoughtful decisions about which projects to take on and avoiding projects if they don’t have sufficient resources -------------------------------------------------------------------------------- /course_3-project-planning/week-1-beginning-the-planning-phase/planning-phase-components.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: The planning phase components 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which three of the following are benefits of project planning? 8 | 9 | + [ ] It helps you brainstorm preliminary goals for the project. 10 | 11 | + [x] It gives you time to identify and prepare for risks that could impact your project. 12 | 13 | > Planning can help you identify and prepare for things like a delay in the timeline, the departure of a critical team member, or a change in project direction from a primary stakeholder. It also gives you the chance to brainstorm ways to mitigate or address those risks. Additionally, it helps you map out the full project and helps individuals assigned to the project become a strong team. 14 | 15 | + [x] It helps individuals assigned to your project become a strong team by working together. 16 | 17 | > Planning together creates a shared understanding among all parties involved in the project. It prepares everyone for the teamwork that will be necessary when the planning is done and the work starts. It also helps you map out the full project and gives you time to identify risks. 18 | 19 | + [x] It helps you map out the full project. 20 | 21 | > Planning helps you understand the work needed to achieve your goals. Planning also helps coordinate efforts and timelines with other teams, contractors, and vendors. It also gives you time to identify project risks and create a shared understanding among all parties involved in the project. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | What are three major project components that are worked out during the planning phase? 28 | 29 | - Project tracking, quality management, and retrospectives 30 | 31 | 32 | - Scope, goals, and deliverables 33 | 34 | 35 | - Success criteria, stakeholders, and resources 36 | 37 | 38 | - **Schedule, budget, and risk management plan** 39 | 40 | > During the planning phase, you determine the project’s schedule, budget, and risk management plan. The schedule is a timeline of the project. The budget accounts for the total cost to complete the project. And the risk management plan involves searching for possible problems and planning ahead to mitigate these risks. 41 | 42 |
43 | 44 | ### Question 3 45 | 46 | During the kickoff meeting, which agenda item involves discussing how the project came to be and why the project matters? 47 | 48 | - Roles 49 | 50 | 51 | - **Background** 52 | 53 | > Towards the beginning of the kickoff meeting, you should spend around five minutes discussing the details of the project and its shared vision. 54 | 55 | 56 | - Collaboration 57 | 58 | 59 | - Goals and scope 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Which of the following are best practices when you are leading a kickoff meeting? Select all that apply. 66 | 67 | + [ ] Take your own thourough notes. 68 | 69 | + [x] Set the right time 70 | 71 | > Choose a meeting time that works for everyone. Be mindful of time zone differences. Other best practices include: Invite the right people; designate a notetaker; set, share, and stick to the agenda; and follow up after the meeting. 72 | 73 | + [x] Follow up after the meeting. 74 | 75 | > After the meeting, send out a meeting summary featuring the meeting notes and any action items. Other best practices include: Set the right time and length; invite the right people; designate a notetaker; and set, share, and stick to the agenda. 76 | 77 | + [x] Share the agenda. 78 | 79 | > Prior to the meeting, share the agenda with attendees via email and identify speakers for each topic. By sending the agenda in advance, everyone will have an idea of what to expect, time to prepare for anything they need to present or discuss, and time to generate questions or ideas. Other best practices include: Set the right time and length; invite the right people; stick to the agenda; and follow up after the meeting. 80 | 81 | -------------------------------------------------------------------------------- /course_3-project-planning/week-5-organizing-communication-documentation/graded-assessment/week-5-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 5 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which four of the following should project managers identify before creating a communication plan? 8 | 9 | + [x] Communication barriers 10 | 11 | + [x] Communication methods 12 | 13 | + [ ] Project risks 14 | 15 | + [x] Communication goals 16 | 17 | + [ ] Anonymous survey questions 18 | 19 | + [x] Project stakeholders 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Which of the following is true of effective communication in project management? Select all that apply. 26 | 27 | + [ ] It does not require follow-ups 28 | 29 | + [x] It helps projects run on time and meet expectations 30 | 31 | + [x] It is clear, relevant, and frequent 32 | 33 | + [x] It continues throughout the entire project 34 | 35 |
36 | 37 | ### Question 3 38 | 39 | Which five of the following categories are part of a communication plan? 40 | 41 | + [ ] Communication type 42 | 43 | + [x] Recipients 44 | 45 | + [x] Key dates 46 | 47 | + [x] Communication goals 48 | 49 | + [x] Delivery methods 50 | 51 | + [ ] Communication style 52 | 53 |
54 | 55 | ### Question 4 56 | 57 | As a project manager, you have a weekly video conference with stakeholders as part of your communication plan. What two additional details should the communication plan include? 58 | 59 | + [ ] Duration 60 | 61 | + [x] Goal 62 | 63 | + [ ] Location 64 | 65 | + [x] Key dates 66 | 67 |
68 | 69 | ### Question 5 70 | 71 | Why should you share your communication plan document with your team? Select all that apply. 72 | 73 | + [x] Make them aware of the plan 74 | 75 | + [ ] Let them make changes to the plan 76 | 77 | + [x] Let them offer feedback 78 | 79 | + [x] Ensure you aren't missing crucial information 80 | 81 |
82 | 83 | ### Question 6 84 | 85 | Project managers should create communication plans to ensure that projects can carry on in their absence. What is the term for this best practice? 86 | 87 | - **continuity** 88 | 89 | 90 | - substitution 91 | 92 | 93 | - follow-through 94 | 95 | 96 | - backup 97 | 98 |
99 | 100 | ### Question 7 101 | 102 | Which two of the following communication methods are most appropriate for core project team members? 103 | 104 | + [ ] Department newsletters on current projects 105 | 106 | 107 | + [x] Quick virtual check-ins to answer questions 108 | 109 | + [x] Daily meetings to report on project progress 110 | 111 | + [ ] Formal presentations to advertise project deliverables 112 | 113 |
114 | 115 | ### Question 8 116 | 117 | Question 8 118 | What questions can project managers ask to optimize and streamline communications? Select all that apply. 119 | 120 | + [ ] How are you implementing the content we communicate? 121 | 122 | + [x] How can we improve communications with you? 123 | 124 | + [x] What is not working or is not effective in our communication? 125 | 126 | + [x] What is working in how we communicate with you about the project? 127 | 128 |
129 | 130 | ### Question 9 131 | 132 | How can project managers ensure plan visibility for stakeholders? Select all that apply. 133 | 134 | + [x] Keep documents in a centralized location 135 | 136 | + [ ] Create a risk register 137 | 138 | + [x] Assign tasks to specific team members 139 | 140 | + [x] Manage document permissions to give access to relevant information 141 | 142 |
143 | 144 | ### Question 10 145 | 146 | Which of the following should a project manager include in a centralized planning document, also known as a dashboard? Select all that apply. 147 | 148 | + [ ] Previous project deliverables 149 | 150 | + [ ] Links to any non-spreadsheet files 151 | 152 | + [x] Instructions for how to use the centralized planning document 153 | 154 | + [x] A brief project description -------------------------------------------------------------------------------- /course_5-agile-project-management/week-3-implementing-scrum/the-sprint.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Week 3 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following are included in a Sprint’s set of events? Select all that apply. 8 | 9 | + [x] Sprint Retrospective 10 | 11 | > The Sprint Retrospective is when the team reviews the previous Sprint’s work. They comment on what went well and what they can improve. Other Sprint events include Sprint Planning, the Sprint Review, and the Daily Scrum. 12 | 13 | + [x] Daily Scrum 14 | 15 | > The Daily Scrum is a time for the team to synchronize and prioritize activities. It may occur daily or 2–3 times throughout the week. Other Sprint events include S 16 | 17 | + [ ] Sprint Closing 18 | 19 | + [x] Sprint Planning 20 | 21 | > During Sprint Planning, the team identifies which items from the Backlog will be worked on in the upcoming Sprint. Other Sprint events include the Sprint Review, the Daily Scrum, and the Sprint Retrospective. 22 | 23 | + [x] Sprint Review 24 | 25 | > The Sprint Review is when the team demonstrates the work they completed in the previous Sprint. This event also explores which items the Product Owner should consider done in the Product Backlog. Other Sprint events include Sprint Planning, the Daily Scrum, and the Sprint Retrospective. 26 | 27 |
28 | 29 | ### Question 2 30 | 31 | What are the benefits of timeboxes? Select all that apply. 32 | 33 | + [x] They create a sense of urgency to drive prioritization. 34 | 35 | > By limiting the time to do work, timeboxes help teams focus on the most urgent tasks. In addition, timeboxes help to regularly pace the team’s work and provide a window of focus. 36 | 37 | + [x] They help the team develop a predictable rhythm to their work. 38 | 39 | > By setting a timboxed meeting and work schedule, teammates can more accurately predict how much time they have for tasks during a Sprint. In addition, timeboxes provide a window of focus for the team and help the team address the most urgent tasks. 40 | 41 | + [ ] They enable the team to visually understand the work. 42 | 43 | + [x] They provide a window of focus to improve productivity. 44 | 45 | > With a set amount of time to complete a task, such as two weeks, the team only has to focus on their work during that limited window. In addition, timeboxes help to regularly pace the team’s work and allow the team to focus on urgent tasks. 46 | 47 |
48 | 49 | ### Question 3 50 | 51 | How long is a typical Sprint's timebox? 52 | 53 | - Between one and three days 54 | 55 | - **Between one and four weeks** 56 | 57 | > A Sprint that lasts between one and four weeks gives the team enough focused time to complete their tasks. The Sprint length may change if the team determines they need more or less time to complete their work. 58 | 59 | - Between two and three months 60 | 61 |
62 | 63 | ### Question 4 64 | 65 | Which of the following factors should you consider when setting the length of a Sprint’s timebox? Select all that apply. 66 | 67 | + [ ] The likelihood that the project will go over budget 68 | 69 | + [x] How much focused time the solution Developers need to build a Backlog item 70 | 71 | > You should consider how much focused time your solution Developers need to build a Backlog item. With this information, you can set a timebox that allows the team to create something valuable but does not create undue time pressure. 72 | 73 | + [x] How much overhead—such as testing and review—goes into the delivery of the product 74 | 75 | > You should consider how much overhead goes into product delivery. For instance, a product that requires a major review with many stakeholders may require a longer timebox. 76 | 77 | + [x] The expected frequency of changes 78 | 79 | > You should consider what you expect the frequency of changes to be. This might include changing requirements or new requests—both of which can impact the timebox. A project with less consistent needs typically benefits from a longer Sprint. -------------------------------------------------------------------------------- /course_2-project-initiation/week-2-project-goals-scope-and-success/identifying-project-goals.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Identifying project goals 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which three questions should you ask yourself to make a goal specific? 8 | 9 | + [x] Who is involved? 10 | 11 | > When creating your goal, you’ll want to state who the goal involves. 12 | 13 | + [x] Where should it delivered? 14 | 15 | > When writing a goal, you may want to include where exactly the goal will be delivered. 16 | 17 | + [x] What do I want to accomplish? 18 | 19 | > When crafting a goal, you want to explain what will be done. 20 | 21 | + [ ] Can it be reasonalby reached? 22 | 23 | 24 | 25 | ### Question 2 26 | 27 | Which of the following is an example of a measurable goal? Select all that apply. 28 | 29 | + [ ] Reduce employee turnover 30 | 31 | + [x] Achieve a 20% improvement in customer satisfaction ratings based on post-support survey results 32 | 33 | > Measurable goals allow you to assess the success of your project based on quantifiable or tangible metrics, such as dollar amounts, percentages, number of outputs, and quantities. 34 | 35 | + [ ] Increase market reach 36 | 37 | + [x] Increase product revenue by 5% 38 | 39 | > Measurable goals generally include metrics, like figures and numbers, that help the project team determine when the objective is met 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | What’s a strategy to determine if a goal is attainable? 46 | 47 | - **Break down the goal into smaller parts** 48 | 49 | > Taking a complicated goal and breaking it down into smaller, achievable steps can help you determine if it seems reasonable for your team to accomplish. 50 | 51 | 52 | - Post the goal on a project management forum for feedback 53 | 54 | 55 | - Ask the stakeholders 56 | 57 | 58 | - Hire a goal-setting coach 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | What can you do to determine if a goal is relevant? 65 | 66 | - **Consider if the goal matches the organization’s other needs and priorities.** 67 | 68 | > The goal needs to align with the organization’s other goals, priorities, and values. Everyone involved should feel like the goal is worth supporting. 69 | 70 | - Compare it to goals the organization set in previous years. 71 | 72 | 73 | - Compare it to the project goals of the organization’s three closest competitors. 74 | 75 | 76 | - Ask a project manager on another team. 77 | 78 |
79 | 80 | ### Question 5 81 | 82 | Which of the following are examples of key results? Select all that apply. 83 | 84 | + [ ] Launch a website redesign 85 | 86 | + [ ] Implement online ordering 87 | 88 | + [x] Successfully process 50 online orders 89 | 90 | > A key result details how to tangibly measure the success of the objective. This is an example of a key result for the objective: implement online ordering. 91 | 92 | + [x] Increase the number of website visitors by 25% 93 | 94 | > A key result details how to tangibly measure the success of the objective. This is an example of a key result for the objective: launch a new website. 95 | 96 |
97 | 98 | ### Question 6 99 | 100 | Which of the following are objectives and key results (OKRs) development best practices? Select all that apply. 101 | 102 | + [ ] Each key result should have 2-3 objectives 103 | 104 | + [x] Key results should be tactical and specific. 105 | 106 | > Key results should challenge the project manager and the team to stretch their abilities and achieve more. 107 | 108 | + [x] Objectives should be motivational and inspiring. 109 | 110 | > Project objectives should be aspirational, aligned with organizational goals, action-oriented, concrete, and significant. 111 | 112 | + [x] OKRs are a resource that should be linked to the project plan. 113 | 114 | > The project manager should document all OKRs and link to them in the project plan for visibility. 115 | -------------------------------------------------------------------------------- /course_6-applying-project-management/week-1-initiating-a-project/project-charter-components.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Project charter components 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What is the purpose of a project charter? Select all that apply. 8 | 9 | + [ ] Serves as a detailed project plan with a schedule 10 | 11 | + [x] Defines the project and outlines necessary details 12 | 13 | > Defining the project and outlining the necessary details in a clear, succinct format can ensure that all project stakeholders agree on what a successful project looks like. 14 | 15 | + [x] Organizes vital project information 16 | 17 | > Providing vital project information in a well-organized and skimmable format ensures that more senior stakeholders who may not have time to read all of the details still have visibility into the project and an opportunity to provide feedback on the plans. 18 | 19 | + [x] Acts as a useful reference throughout the project 20 | 21 | > The project charter is a living document which should be continually updated so that all members of the team and senior stakeholders have a central location to refer to about the project. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | What three questions should you ask yourself when adding details to a project charter? Select all that apply. 28 | 29 | + [ ] Which project management tools would the stakeholders prefer the team use? 30 | 31 | + [x] Who are the stakeholders? 32 | 33 | > You need to identify your key stakeholders to ensure you're getting feedback and direction from the people who are funding the project and who will ultimately judge the success of the project. 34 | 35 | + [x] Are there project details that the stakeholders might disagree with? 36 | 37 | > You need to identify any details your stakeholders might not agree with so you can provide additional visibility for those details, lead conversations with stakeholders to resolve the disagreements, and ultimately document the outcomes of those conversations. 38 | 39 | + [x] What details are most important to the stakeholders? 40 | 41 | > You need to know which details are most important to your stakeholders so you can prioritize ensuring success on these details and providing frequent updates on the areas of highest concern to your stakeholders. 42 | 43 |
44 | 45 | ### Question 3 46 | 47 | How can you use your project charter as a tool to align with stakeholders in the initiation phase? 48 | 49 | - Introduce the project team to stakeholders so that everyone can discuss the project charter together. 50 | 51 | 52 | - Ask stakeholders to each submit their visions for the project and add these as separate project charters. 53 | 54 | 55 | - **Present the project charter to stakeholders to confirm that everyone agrees with the project information.** 56 | 57 | > To facilitate alignment, you present the charter to stakeholders and confirm agreement. This is essential, as misalignment among stakeholders about project details is a common cause of project failure. 58 | 59 | 60 | - Edit the project charter into a 1-page, high-level summary for your team members to review. 61 | 62 |
63 | 64 | ### Question 4 65 | 66 | Fill in the blank: _____ are the expected gains of a project. These can be direct or indirect. 67 | 68 | - Stakeholders 69 | 70 | 71 | - Milestones 72 | 73 | 74 | - **Benefits** 75 | 76 | > Benefits are the expected gains of a project. These can be direct, monetary gains or indirect benefits, like an improvement in customer engagement or satisfaction. 77 | 78 | 79 | - Costs 80 | 81 |
82 | 83 | ### Question 5 84 | 85 | What step for making project charter goals measurable involves researching how others in your industry quantify success? 86 | 87 | - **Benchmarking** 88 | 89 | > To make a goal measurable, you can research how others in your industry quantify success. This is called benchmarking, which refers to evaluating success against a standard. 90 | 91 | - Aligning stakeholders 92 | 93 | 94 | - Setting milestones 95 | 96 | 97 | - Budgeting -------------------------------------------------------------------------------- /course_2-project-initiation/week-3-working-effectively-with-stakeholders/graded-assessment/week-3-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 3 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following responsibilities does project management include? 8 | 9 | - Ensure that the business meets its overall objectives 10 | 11 | 12 | - Sign off on budget and resources 13 | 14 | 15 | - **Oversee the scope, schedule, budget, and quality of a project** 16 | 17 | 18 | - Apply technical expertise to execute the project’s day-to-day task 19 | 20 |
21 | 22 | ### Question 2 23 | 24 | Which three of the following responsibilities can belong to the project sponsor? 25 | 26 | + [x] Ensure that the project delivers the agreed upon value to the business. 27 | 28 | + [ ] Plan and organize the project. 29 | 30 | + [x] Fund the project. 31 | 32 | + [x] Play a key leadership role throughout the project. 33 | 34 |
35 | 36 | ### Question 3 37 | 38 | Which stakeholders are indirectly impacted by a project’s success? 39 | 40 | - Key players 41 | 42 | 43 | - Minor players 44 | 45 | 46 | - Primary stakeholders 47 | 48 | 49 | - **Secondary stakeholders** 50 | 51 |
52 | 53 | Who uses technical and interpersonal skills to carry out day-to-day project tasks? 54 | 55 | - **Project team members** 56 | 57 | 58 | - Secondary stakeholders 59 | 60 | 61 | - Project manager 62 | 63 | 64 | - Project sponsor 65 | 66 |
67 | 68 | ### Question 5 69 | 70 | What is the purpose of a stakeholder analyis? 71 | 72 | - Determine which stakeholders to exclude from a project 73 | 74 | 75 | - Meet with stakeholders to make major project decisions 76 | 77 | 78 | - Talk to stakeholders and learn about their interests 79 | 80 | 81 | - **Identify stakeholders and determine their involvement in a project** 82 | 83 |
84 | 85 | ### Question 6 86 | 87 | How does stakeholder analysis benefit a project? Select all that apply. 88 | 89 | + [x] Builds partnerships necessary for project success 90 | 91 | + [x] Helps the project team avoid surprises 92 | 93 | + [ ] Lowers project costs 94 | 95 | + [x] Gets the right people involved at the right time 96 | 97 |
98 | 99 | ### Question 7 100 | 101 | What does the acronym RACI stand for? 102 | 103 | - Responsible, Accountable, Considered, Interested 104 | 105 | 106 | - Responsible, Accountable, Considered, Informed 107 | 108 | 109 | - Responsible, Appeased, Consulted, Interested 110 | 111 | 112 | - **Responsible, Accountable, Consulted, Informed** 113 | 114 |
115 | 116 | ### Question 8 117 | 118 | In what two ways do RACI charts help project managers communicate effectively with stakeholders? 119 | 120 | + [x] Map out each person's roles and responsibilities 121 | 122 | + [x] Eliminate confusion and overlapping work at the task level 123 | 124 | + [ ] Reduce the number of people who need to communicate 125 | 126 | 127 | + [ ] Reveal which stakeholders have the greatest interest in the project 128 | 129 |
130 | 131 | ### Question 9 132 | 133 | As a project manager, you make considerations when building a team. You decide how many people need to be on the team, what expertise each member will need to complete their tasks, and if they have a personal incentive to work on the project. What else should you consider when building a team? 134 | 135 | - **Team member availability** 136 | 137 | 138 | - Degree of stakeholder engagement 139 | 140 | 141 | - Whether the project has a strong business case 142 | 143 | 144 | - Team member communication preferences 145 | 146 |
147 | 148 | ### Question 10 149 | 150 | As a project manager, you’re prioritizing stakeholders with a power grid. One stakeholder has low power and high interest. What level of engagement should the team have with the stakeholder? 151 | 152 | - Meet their needs 153 | 154 | 155 | - **Show consideration** 156 | 157 | 158 | - Manage closely 159 | 160 | 161 | - Monitor -------------------------------------------------------------------------------- /course_6-applying-project-management/week-2-building-out-a-project-plan/identifying-tasks.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Identifying tasks 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | As a project manager working on a new project, you need to identify potential tasks for the team. For this project, there are many roles that require specific expertise and many distinct tasks. Additionally, some team members will have similar tasks. You’d like to have the team generate a full list of detailed tasks and get agreement on the tasks and owners. What interaction should you have? 8 | 9 | - Leadership check-in with key stakeholders 10 | 11 | 12 | - **Group brainstorm with the team** 13 | 14 | > With a group brainstorm, you can get the team to think through tasks together and establish a group consensus. You can also save time by talking with the team at once instead of having one-on-one conversations. 15 | 16 | 17 | - Discussion with experts not on the team 18 | 19 | 20 | - One-on-one conversations with team members 21 | 22 |
23 | 24 | ### Question 2 25 | 26 | As a project manager working on a new project, you need to select a graphic designer on your team to work on a marketing campaign. You’re unsure of each designer’s background and skill set. Which type of interaction would be best to learn more about each teammate's background and identify potential tasks? 27 | 28 | - Meeting with key stakeholders 29 | 30 | 31 | - **One-on-one conversations with team members** 32 | 33 | > You should have one-on-one conversations with the team members to learn their background and if they can help you better understand how to complete the task. 34 | 35 | 36 | - Consultation with experts not on the team 37 | 38 | 39 | - Group brainstorm with the team 40 | 41 |
42 | 43 | ### Question 3 44 | 45 | As a project manager working on a new project, you need to identify potential tasks for the team. For a deliverable, you need to create marketing materials, but your team’s primary expertise is product development. Which type of interaction would be best to identify marketing-related tasks? 46 | 47 | - Group brainstorm with the team 48 | 49 | 50 | - **Consultation with experts not on the team** 51 | 52 | > You may need to consult with other people in your organization who are not on your team. They can provide valuable expertise and help fill in knowledge gaps. 53 | 54 | 55 | - Meeting with key stakeholders 56 | 57 | 58 | - One-on-one conversations with team members 59 | 60 |
61 | 62 | ### Question 4 63 | 64 | As a project manager working on a new project, you need to identify potential tasks for the team. For this project, you plan to get input from the team’s leadership about tasks. Which type of interaction would be best to identify tasks? 65 | 66 | - **Meeting with key stakeholders** 67 | 68 | > Stakeholders with high- or medium-level interest or influence in the project are most likely to provide the information you need. 69 | 70 | 71 | - Consult with experts not on the team 72 | 73 | 74 | - One-on-one conversations with team members 75 | 76 | 77 | - Group brainstorm with the team 78 | 79 |
80 | 81 | ### Question 5 82 | 83 | As a project manager, you’re going to meet with a stakeholder to discuss potential project tasks. What are two best practices to prepare for the meeting? 84 | 85 | + [ ] Wait to gather task information so you can be more open minded during the meeting. 86 | 87 | + [x] Outline clear questions that still need answers. 88 | 89 | > When meeting with a stakeholder, you should prepare clear and well-defined questions about the project and its tasks.You should also gather as much task information as possible before the meeting to help you craft meaningful questions. 90 | 91 | + [x] Gather as much task information as possible before the meeting. 92 | 93 | > When meeting with a stakeholder, you should have as much information about the project as you can gather. This will help you ask informed questions about the project and its tasks. 94 | 95 | + [ ] Schedule a pre-call before the official meeting. -------------------------------------------------------------------------------- /course_5-agile-project-management/week-1-fundamentals-of-agile/agile-manifesto.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: The Agile Manifesto 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which of the following statements best describe the Agile Manifesto? Select all that apply. 8 | 9 | + [ ] The Manifesto helps project managers and stakeholders focus on end products and deliverables rather than on users. 10 | 11 | + [x] he Manifesto lays out a software development process that is flexible and focuses on people. 12 | 13 | > The Manifesto brings together the expertise of thought leaders in the tech industry to establish a more effective approach to software development. It establishes a process that is flexible and puts people first, captures Agile’s values and reinforcing principles, and supports Agile planning and processes. 14 | 15 | + [x] The Manifesto captures Agile’s values and reinforcing principles to support Agile project management planning and processes. 16 | 17 | > The Agile Manifesto outlines Agile’s values and reinforcing principles. These inform how teams and organizations can implement Agile project management. The Manifesto also establishes a process that is flexible and puts people first, captures Agile’s values and reinforcing principles, and supports Agile planning and processes. 18 | 19 | + [ ] The Manifesto establishes a new approach that proves the Waterfall model wrong. 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Fill in the blank: The Agile Manifesto emphasizes _____ over processes and tools. 26 | 27 | - flexibility and communication 28 | 29 | 30 | - communication and feedback 31 | 32 | 33 | - feedback and procedures 34 | 35 | 36 | - **individuals and interactions** 37 | 38 | > The Agile Manifesto presents four values of Agile. One of these values is that Agile emphasizes individuals and interactions over processes and tools. This means that people engaging with each other is more important than using processes and tools to force things to happen in a set way. 39 | 40 |
41 | 42 | ### Question 3 43 | 44 | How many values and principles make up the Agile Manifesto? 45 | 46 | - 4 values, 14 principles 47 | 48 | 49 | - **4 values, 12 principles** 50 | 51 | > The Manifesto has four values and a set of 12 principles. These values and principles inform the why, how, and what of Agile project management planning and processes. 52 | 53 | 54 | - 5 values, 14 principles 55 | 56 | 57 | - 14 values, 10 principles 58 | 59 |
60 | 61 | ### Question 62 | 63 | Which of the following projects are best suited to an Agile approach? Select all that apply. 64 | 65 | + [x] Projects that are complex and fast-paced 66 | 67 | > Agile delivers value in a world with high degrees of uncertainty, risk, and competition. It allows teams to react quickly to new information, opportunities, and technologies. Therefore, Agile works best for complex and fast-paced projects that are susceptible to change or 68 | 69 | + [ ] Projects with clear client expectations that face minimal uncertainty 70 | 71 | + [ ] Projects with a set design and goals that are unlikely to change 72 | 73 | + [x] Projects that are susceptible to change or uncertainty 74 | 75 | > Agile delivers value in a world with high degrees of uncertainty, risk, and competition. It allows teams to react quickly to new information, opportunities, and technologies. Therefore, Agile works best for complex and fast-paced projects that are susceptible to change or uncertainty. 76 | 77 |
78 | 79 | ### Question 80 | 81 | Fill in the blank: VUCA is an acronym that stands for volatility, uncertainty, complexity, and _____. 82 | 83 | - adaptability 84 | 85 | 86 | - **ambiguity** 87 | 88 | > VUCA stands for volatility, uncertainty, complexity, and ambiguity. VUCA defines the conditions that affect organizations in a changing and complex world and helps teams account for these changes in projects. Ambiguity refers to the possibility of misunderstanding the conditions and root causes of events or circumstances. 89 | 90 | 91 | - assumptions 92 | 93 | 94 | - alternatives -------------------------------------------------------------------------------- /course_3-project-planning/week-4-managing-risks-effectively/graded-assessment/week-4-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 4 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Fill in the blank: The process of identifying and evaluating potential risks and issues that could impact a project is known as _____. 8 | 9 | - risk analysis 10 | 11 | 12 | - **risk management** 13 | 14 | 15 | - risk mitigation 16 | 17 | 18 | - risk identification 19 | 20 |
21 | 22 | ### Question 2 23 | 24 | When should project managers engage in risk management? 25 | 26 | - At the beginning of the project 27 | 28 | 29 | - Towards the end of the project 30 | 31 | 32 | - Shortly after the project begins 33 | 34 | 35 | - **Regularly throughout the project** 36 | 37 |
38 | 39 | ### Question 3 40 | 41 | As a project manager you are practicing risk management. You have already defined potential risks, determined their likelihood, and prioritized them. Now, you’re making a plan to address and manage each risk. This represents which risk management step? 42 | 43 | - Identify risks 44 | 45 | 46 | - Analyze risks 47 | 48 | 49 | - Monitor and control risks 50 | 51 | 52 | - **Treat risks** 53 | 54 |
55 | 56 | ### Question 4 57 | 58 | Which of the following are steps involved in creating a fishbone (or cause-and-effect) diagram? Select all that apply. 59 | 60 | + [x] Identify categories 61 | 62 | + [x] Define the problem 63 | 64 | + [ ] Mitigate causes 65 | 66 | + [x] Analyze the causes 67 | 68 |
69 | 70 | ### Question 5 71 | 72 | Fill in the blank: Once an organization has explored the inherent risks of a project, its willingness to accept the possible outcomes of those risks is known as _____. 73 | 74 | - risk appetite 75 | 76 | 77 | - risk register 78 | 79 | 80 | - risk assumption 81 | 82 | 83 | - **risk analysis** 84 | 85 |
86 | 87 | ### Question 6 88 | 89 | Which of the following are examples of external risk? Select all that apply. 90 | 91 | + [ ] A breakdown in communication among team members 92 | 93 | + [x] A change in regulatory requirements 94 | 95 | + [ ] A deliverable takes longer than anticipated to complete 96 | 97 | + [x] A project vendor goes out of business 98 | 99 |
100 | 101 | ### Question 4 102 | 103 | Imagine that your company is considering using a vendor. The vendor makes quality products, but you have learned they have a reputation for shipping delays. Ultimately, you decide to use a different vendor. Which risk mitigation strategy did you use? 104 | 105 | - Reduce the risk 106 | 107 | 108 | - Control the risk 109 | 110 | 111 | - Accept the risk 112 | 113 | 114 | - **Avoid the risk** 115 | 116 |
117 | 118 | ### Question 8 119 | 120 | Which of the following is the best way to communicate a high-level risk to stakeholders? 121 | 122 | - Describe the risks in a weekly planning email and briefly explain your plan to mitigate them. 123 | 124 | 125 | - **Meet with stakeholders in person to present serious risks and your plans to mitigate them.** 126 | 127 | 128 | - Describe the risks and your mitigation plan to stakeholders the next time you see them in person. 129 | 130 | 131 | - Plan to present the risks and your mitigation plans at the next monthly meeting. 132 | 133 |
134 | 135 | ### Question 9 136 | 137 | As a project manager, you’re identifying task dependencies. Task B cannot start until Task A has started. Which type of dependency does this situation represent? 138 | 139 | - **Start to Start (SS)** 140 | 141 | 142 | - Finish to Finish (FF) 143 | 144 | 145 | - Finish to Start (FS) 146 | 147 | 148 | - Start to Finish (SF) 149 | 150 |
151 | 152 | ### Question 10 153 | 154 | Which steps should be taken when updating a risk management plan? Select all that apply. 155 | 156 | + [x] Remove risks that are no longer relevant. 157 | 158 | + [x] Add newly-identified risks. 159 | 160 | + [ ] Move the plan to a confidential folder. 161 | 162 | + [x] Include any changes in the mitigation plans 163 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-3-project-management-life-cycle-and-methodologies/graded-assessment/week-3-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz - Week 3 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | Which term refers to the process of initiating a project, making a plan, executing and completing tasks, and closing a project? 8 | 9 | - Waterfall methodology 10 | 11 | 12 | - Project management methodology 13 | 14 | 15 | - **Project life cycle** 16 | 17 | 18 | - Agile methodology 19 | 20 |
21 | 22 | ### Question 2 23 | 24 | Why is it important to initiate a project (phase one) before making a plan (phase two)? 25 | 26 | - Because executing and completing tasks is crucial to understanding scope, cost, and timeline 27 | 28 | 29 | - **Because understanding scope, cost, and timeline is crucial to creating a budget, setting a schedule, and determining roles and responsibilities** 30 | 31 | 32 | - Because creating a budget, setting a schedule, and determining roles and responsibilities is crucial to understanding scope, cost, and timeline 33 | 34 | 35 | - Because establishing your team is crucial to have in place before understanding scope, cost, and timeline 36 |
37 | 38 | ### Question 3 39 | 40 | What is the term for a set of guiding principles and processes for owning a project through its life cycle? 41 | 42 | - Project life cycle 43 | 44 | 45 | - Life cycle methodology 46 | 47 | 48 | - **Project management methodology** 49 | 50 | 51 | - Waterfall methodology 52 |
53 | 54 | ### Question 4 55 | 56 | Which project management methodology is organized in sequential phases (including initiating, planning, executing, and closing)? 57 | 58 | - DMAIC methodology 59 | 60 | 61 | - Agile methodology 62 | 63 | 64 | - Lean Six Sigma methodology 65 | 66 | 67 | - **Waterfall methodology** 68 |
69 | 70 | ### Question 5 71 | 72 | What is the main advantage of the Agile approach over the Waterfall methodology? 73 | 74 | - Agile focuses on reducing waste within an operation. 75 | 76 | 77 | - Agile allows the project manager to make centralized decisions and assign tasks. 78 | 79 | 80 | - Agile has clearly defined expectations and helps teams avoid expensive changes to a project once it has started. 81 | 82 | 83 | - **Agile takes a flexible approach, letting teams make adjustments as they go.** 84 |
85 | 86 | ### Question 6 87 | 88 | The Lean Six Sigma approach includes which of the following phases? 89 | 90 | - Connect, control, impact, apply, analyze 91 | 92 | 93 | - Impact, measure, define, control, analyze 94 | 95 | 96 | - Measure, define, apply, improve, control 97 | 98 | 99 | - **Define, measure, analyze, improve, control** 100 | 101 |
102 | 103 | ### Question 7 104 | 105 | Which of the following are project manager responsibilities during the planning phase? Select all that apply 106 | 107 | + [ ] Establish the team 108 | 109 | + [x] Create a budget 110 | 111 | + [ ] Get project approval 112 | 113 | + [x] Set the schedule 114 | 115 |
116 | 117 | ### Question 8 118 | 119 | Which of the following are project manager responsibilities during the execution phase? Select all that apply. 120 | 121 | + [x] Manage the project's progress 122 | 123 | + [x] Handle communication for the team 124 | 125 | + [ ] Do the majority of the work 126 | 127 | + [x] Make adjustments to the schedule, budget, and resources 128 | 129 |
130 | 131 | ### Question 9 132 | 133 | In which project phase does it help to ask questions such as: “Who are the stakeholders?”, “What skills and resources will the project require?”, and “What are the client’s or customer’s goals?” 134 | 135 | - Make a plan 136 | 137 | 138 | - Execute the project 139 | 140 | 141 | - **Initiate the project** 142 | 143 | 144 | - Close the project 145 | 146 |
147 | 148 | ### Question 10 149 | 150 | Which project management approach is an Agile framework that delivers products through an iterative process? 151 | 152 | - Waterfall 153 | 154 | 155 | - Lean 156 | 157 | 158 | - Six Sigma 159 | 160 | 161 | - **Scrum** -------------------------------------------------------------------------------- /course_4-project-execution/week-6-closing-a-project/graded-assessment/week-6-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 6 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What happens during a project closing? Select all that apply. 8 | 9 | + [x] The team obtains formal recognition from key stakeholders that the project is complete. 10 | 11 | + [x] The team executes remaining project management processes, such as procedural or administrative work. 12 | 13 | + [x] The project manager and team confirms all project tasks are complete. 14 | 15 | + [ ] The customer identifies new deliverables and ongoing task work. 16 | 17 |
18 | 19 | ### Question 2 20 | 21 | What steps should a project manager take to make sure a project is closed? Select all that apply. 22 | 23 | + [x] Get formal recognition from stakeholders that the project is done 24 | 25 | + [x] Ensure all agreed upon project management processes are complete 26 | 27 | + [x] Confirm all tasks and work are complete 28 | 29 | + [ ] Spend any remaining funds in the project’s budget 30 | 31 |
32 | 33 | ### Question 3 34 | 35 | As a project manager, how can you determine if milestones need a closing process? 36 | 37 | - **If the milestones won’t be re-addressed at a later time in the project** 38 | 39 | 40 | - If a stakeholder requested it in the project charter 41 | 42 | 43 | - If there are more milestones than project tasks 44 | 45 | 46 | - If the team decides the milestone closing process will waste time 47 | 48 |
49 | 50 | ### Question 4 51 | 52 | What are the main purposes of the project closeout report? Select all that apply. 53 | 54 | + [x] Review the project’s performance in respect to budget and schedule 55 | 56 | + [ ] Celebrate the team’s success with a formal congratulations 57 | 58 | + [x] Document what the team did, how they did it, and what they delivered 59 | 60 | + [x] Provide an evaluation of the quality of work 61 | 62 |
63 | 64 | ### Question 5 65 | 66 | What is the purpose of the impact report? 67 | 68 | - **Demonstrate how the project went and discuss the impact of its product or service** 69 | 70 | - Review the project with team members to discuss the details of the project 71 | 72 | 73 | - Protect the scope of the project by properly communicating project issues 74 | 75 | 76 | - Determine if the project needs a small closing process at the end of each milestone 77 | 78 |
79 | 80 | ### Question 6 81 | 82 | What should a project closing report’s resources section include? Select all that apply. 83 | 84 | + [x] Documentation of stakeholder feedback 85 | 86 | + [x] Links to the original project plan 87 | 88 | + [ ] Phone numbers of all team members and stakeholders 89 | 90 | + [x] Technical information for product deliverables 91 | 92 |
93 | 94 | ### Question 7 95 | 96 | Fill in the blank: A retrospective is the best tool for reflection and _________ . 97 | 98 | - **improvement** 99 | 100 | 101 | - collaboration 102 | 103 | 104 | - budgeting 105 | 106 | 107 | - planning 108 | 109 |
110 | 111 | ### Question 8 112 | 113 | Your team has completed their project, but you’ve neglected to close it out and confirm all work is done. What sort of impact can this create for your organization? Select all that apply. 114 | 115 | - Remove unnecessary budgetary expenses 116 | 117 | + [x] Negatively impact scheduled launch dates 118 | 119 | + [x] Damage your relationship with the customer or client 120 | 121 | + [x] Put your organization at legal risk 122 | 123 |
124 | 125 | ### Question 9 126 | 127 | Which document acts as a blueprint for what the team did, how they did it, and what they delivered? 128 | 129 | - ROAM analysis 130 | 131 | 132 | - Impact report 133 | 134 | 135 | - Retrospective review 136 | 137 | 138 | - **Project closeout report** 139 | 140 |
141 | 142 | ### Question 10 143 | 144 | Fill in the blank: A _____ is a meeting to discuss successes, failures, and possible future improvements on the project. 145 | 146 | - stakeholder review 147 | 148 | 149 | - closeout 150 | 151 | 152 | - **retrospective** 153 | 154 | 155 | - status update 156 | 157 | -------------------------------------------------------------------------------- /course_1-project-management-foundations/week-3-project-management-life-cycle-and-methodologies/understanding-the-project-life-cycle.md: -------------------------------------------------------------------------------- 1 | ## Understanding the project life cylce 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | What are some potential consequences of rushing through the initiation phase of a project? Select all that apply. 8 | 9 | + [x] Impact to quality 10 | > During the initiation phase, it’s important for the project manager to clearly define the project’s goals and gather information from team members about what will be involved in accomplishing those goals. Otherwise, they risk impacting the project’s quality. 11 | 12 | + [x] Impact to the budget 13 | > If a project manager does not take the time to define the project’s goals and gain a clear understanding of what the stakeholders are asking for during the initiation phase, they risk impacting the project’s budget. 14 | 15 | + [ ] Impact to previous projects 16 | 17 | + [x] Impact to the timeline 18 | > Failing to gather information from project team members to define what needs to be done at the start of the project can result in impact to the project’s timeline at a later stage. 19 | 20 |
21 | 22 | ### Question 2 23 | 24 | Imagine that a project manager has just begun working on a project for a trucking logistics company. The customer wants to see a proposal as soon as possible, but it is taking the project manager longer than expected because he needs more input from stakeholders and the project team. What should the project manager do to turn the project into a success? 25 | 26 | - Immediately provide the customer the most recent comparable cost and timeline estimate for the work. 27 | 28 | 29 | - Research the cost and timeline for similar projects at other trucking logistics companies and share that information with the customer. 30 | 31 | 32 | - Tell the customer he will need four to six weeks to formulate a proposal. 33 | 34 | 35 | - **Ask the customer for more time to consult with stakeholders and the project team to deliver an accurate cost and timeline proposal.** 36 | 37 | > Taking the necessary time to get input from all stakeholders and the project team is a key part of formulating an accurate proposal. 38 |
39 | 40 | ### Question 3 41 | 42 | What are the main phases of the project life cycle? Select all that apply. 43 | 44 | +[x] Initiate the project 45 | > In the initiation phase, a project manager defines project goals and deliverables, identifies the budget, resources, and people they need, and confirms any other details that can impact the successful completion of the project. 46 | 47 | + [x] Make a plan 48 | > In the planning phase, the project manager makes a plan for how to achieve the project goals. The plan should include a budget, a breakdown of all the project tasks, ways to communicate team roles and responsibilities, a schedule, and what to do in case their project encounters problems. 49 | 50 | + [ ] Define projects roles 51 | 52 | + [x] Execute and complete tasks 53 | 54 | >In the execution phase, the project team completes project tasks while the project manager monitors progress and keeps the team motivated. The project manager also removes any obstacles that come up in order to execute the tasks well and on time. 55 | 56 | + [x] Close the project 57 | > In the closing phase, the team celebrates all of their hard work and evaluates how the project went. It is also an opportunity to let everyone who had interest in the project’s goal know what the team accomplished. 58 | 59 |
60 | 61 | ### Question 4 62 | 63 | What are three benefits of closing a project? 64 | 65 | + [ ] Remove any obstacles that come up 66 | 67 | + [x] Share the team's accomplishments with people outside the team 68 | > When closing a project, the project manager lets everyone who had an interest in the project’s goal know what was achieved. 69 | 70 | + [x] Celebrate the team's success 71 | > Closing the project gives the team an opportunity to celebrate and be acknowledged for all of their hard work. 72 | 73 | + [x] Evaluate what worked and what didn't work 74 | 75 | > Closing a project allows the project manager to make note of what worked and what didn't so they can plan better for the next project. 76 | 77 | -------------------------------------------------------------------------------- /course_3-project-planning/week-5-organizing-communication-documentation/effective-communication.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Effective communication 2 | 3 | 4 | 5 | ### Question 1 6 | 7 | Fill in the blank: Effective communication is clear, honest, relevant, and _____. 8 | 9 | - rare 10 | 11 | 12 | - urgent 13 | 14 | 15 | - **frequent** 16 | 17 | > Regular communication keeps stakeholders up-to-date, but be mindful of information overload. 18 | 19 | - one-sided 20 | 21 |
22 | 23 | ### Question 2 24 | 25 | Imagine that a restaurant is hosting a recruitment day to hire delivery drivers. The project manager creates a plan to organize stakeholder communication. The plan indicates the following: 26 | 27 | The team lead updates the core hiring team every day for two weeks prior to the event to report next steps so they each know their daily responsibilities. 28 | 29 | The core hiring team contacts the job candidates the Friday before the event to remind them of the time and location. 30 | 31 | The project manager contacts the venue and caterers the Monday before the event to confirm reservations. 32 | 33 | In the above scenario, what three key elements are _missing_ from the communication plan? 34 | 35 | + [ ] Dependencies 36 | 37 | + [x] Delivery methods 38 | 39 | > While the plan includes details like recipients, dates, and goals, it doesn’t specify how the team will communicate, such as by email, phone call, or in-person. Other key elements that are missing from the plan include the type of communication and resource links. 40 | 41 | + [ ] Communication risks 42 | 43 | + [x] Type of communication 44 | 45 | > The type of communication, such as a status update, user feedback, newsletter, or another type of project meeting, is missing from the plan. Other key elements that are missing are delivery methods and resource links. 46 | 47 |
48 | 49 | ### Question 3 50 | 51 | Which of the following is a best practice you can use to help ensure that your communication plan is effective for your team? Select all that apply. 52 | 53 | + [x] Add a column for notes. 54 | 55 | > You can add notes to your communication plan to include any additional relevant details and to set reminders. You can also use formatting to highlight key details, share your plan with your team, and test your plan ahead of time. 56 | 57 | + [x] Use formatting to highlight any key details. 58 | 59 | > You can highlight key elements in a different font color or size to stress their importance and include a notes column for any additional relevant details. It’s also important to ensure that your team has access to your plan and to test your plan ahead of time. 60 | 61 | + [ ] Share your plan with your manager but not your team. 62 | 63 | + [x] Test your plan 64 | 65 | > If you are sending a team-wide email or link, send a test email to yourself or a colleague. If you are planning a virtual presentation, be sure to test the visual, audio, and other technical aspects in advance. You should also add a column for notes, use formatting to highlight key details, and share your plan with your team. 66 | 67 |
68 | 69 | ### Question 4 70 | 71 | How can you recognize individual differences in your communications? Select all that apply. 72 | 73 | + [x] Include and respect diverse points of view. 74 | 75 | > As a project manager, you should understand and show respect for each team member’s perspective. To ensure inclusive communication, you should also avoid making assumptions about your audience’s background, be conscious of your biases, and use professional language. 76 | 77 | + [x] Be mindful of your own biases. 78 | 79 | > Everyone has some biases, and you should be aware of yours when communicating with your team members and stakeholders. You should also avoid making assumptions about your audience’s background, use professional language, and include diverse points of view when communicating. 80 | 81 | + [x] Use appropriate, professional, and neutral language. 82 | 83 | > Using professional and neutral language will help to keep your communications inclusive. You should also avoid making assumptions about your audience’s background, be aware of your biases, and include different perspectives when communicating. 84 | 85 | + [ ] Craft your communications based on what you assume about your audience’s backgrounds, identities, or experiences. -------------------------------------------------------------------------------- /course_4-project-execution/week-5-effective-project-communication/graded-assessment/week-5-graded-quiz.md: -------------------------------------------------------------------------------- 1 | ## Graded Quiz: Week 5 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | When communicating with your team, it’s important to remember that people process information and learn in various ways. What do these ways include? Select all that apply. 8 | 9 | + [x] Doing 10 | 11 | > Some people learn best by doing something hands-on. Allow these team members to practice skills in order to learn them. 12 | 13 | + [x] Watching 14 | 15 | > Some people learn best by watching others complete a task and then copying their actions. 16 | 17 | + [ ] Email 18 | 19 | + [x] Listening 20 | 21 | > Some people learn best by listening. Make sure you communicate with these team members in person or by phone as much as possible. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Which three of the following are benefits of work management and collaboration tools, such as Asana and Smartsheet? 28 | 29 | + [x] Focus communication within the context of specific tasks 30 | 31 | + [x] Complete work in real time 32 | 33 | + [ ] Run effective meetings 34 | 35 | + [ ] Send instant messages to teammates 36 | 37 | + [x] Make sharing information and documents easy 38 | 39 |
40 | 41 | ### Question 3 42 | 43 | Fill in the blank: _____ meetings have an agenda, time limit, and designated notetaker. 44 | 45 | - Impromptu 46 | 47 | 48 | - **Structured** 49 | 50 | 51 | - Broadcast 52 | 53 | 54 | - Informal 55 | 56 |
57 | 58 | ### Question 4 59 | 60 | Which three of the following are ways to make a meeting more collaborative? 61 | 62 | + [x] Let participants respond in their preferred communication style 63 | 64 | + [x] Ensure the agenda isn’t full of presentations where participants are _talked at_ 65 | 66 | + [ ] Set a timebox for a meeting comment period 67 | 68 | + [x] Have a digital, shared meeting document 69 | 70 | + [ ] Allow participants to set the meeting's purpose and expectation 71 | 72 |
73 | 74 | ### Question 5 75 | 76 | Fill in the blank: A project review meeting is also called a _____. 77 | 78 | - reflection 79 | 80 | - stakeholder review 81 | 82 | - **retrospective** 83 | 84 | - status update 85 | 86 |
87 | 88 | ### Question 6 89 | 90 | Which of the following is a best practice when trying to _clearly state what you want_ in an email? 91 | 92 | - Use acronyms whenever possible to keep the email short. 93 | 94 | 95 | - List your request in the last paragraph of the email. 96 | 97 | 98 | - Avoid associating calls-to-action with your request. 99 | 100 | 101 | - **Include your request in the subject line of the email.** 102 | 103 |
104 | 105 | ### Question 7 106 | 107 | What actions may help make a presentation accessible for someone with a visual impairment? Select all that apply. 108 | 109 | + [x] Provide an accessible electronic format of the presentation. 110 | 111 | + [ ] Use low-contrast colors. 112 | 113 | + [x] Describe all meaningful graphics in the presentation 114 | 115 | + [x] Use a large font size (minimum 22 points). 116 | 117 |
118 | 119 | ### Question 8 120 | 121 | What can be done before a meeting to facilitate a more productive meeting? Select all that apply. 122 | 123 | + [x] Prepare an agenda that states the purpose and goals of the meeting. 124 | 125 | + [ ] Recap key action items and share with participants. 126 | 127 | + [x] Set aside time to prepare for the meeting and review necessary materials. 128 | 129 | + [x] Invite only the people who need to be there and contribute to the meeting goals. 130 | 131 |
132 | 133 | ### Question 9 134 | 135 | In a status update meeting, what questions does the project manager typically address? Select all that apply. 136 | 137 | + [x] How many tasks have been completed and how many remain? 138 | 139 | + [x] Is the team behind schedule, ahead of schedule, or on-schedule? 140 | 141 | + [ ] What lessons can the team learn about what’s going well? 142 | 143 | + [x] Are there any new costs that affect the bottom line? 144 | 145 |
146 | 147 | ### Question 10 148 | 149 | Which type of meeting is typically more formal, starts with a project update, and may include a decision to resolve a major issue? 150 | 151 | + [ ] Project kick-off 152 | 153 | + [ ] Status update 154 | 155 | + [ ] Retrospective 156 | 157 | + [x] Stakeholder review -------------------------------------------------------------------------------- /course_4-project-execution/week-1-introduction-project-execution/project-tracking.md: -------------------------------------------------------------------------------- 1 | ## Practice Quiz: Project Tracking 2 | 3 |
4 | 5 | ### Question 1 6 | 7 | How does tracking and measuring progress benefit a project? Select all that apply. 8 | 9 | + [x] Helps team members and stakeholders stay on top of deadlines and goals 10 | 11 | > Tracking and measuring progress helps the project team stay on top of project milestones and complete tasks on time. It also makes project information transparent, helps identify risks and issues, and builds confidence that the project will finish on time, in scope, and within budget. 12 | 13 | + [ ] Disregards new risks so the team can focus on current tasks 14 | 15 | + [x] Makes project information transparent 16 | 17 | > Tracking and measuring progress makes information more transparent, which is essential for accurate decision-making. It also helps team members stay on top of deadlines, helps identify risks and issues, and builds confidence that the project will finish on time, in scope, and within budget. 18 | 19 | + [x] Builds confidence that the project will finish on time, in scope, and within budget 20 | 21 | > Tracking and measuring progress gives an up-to-date picture of the project’s status, which helps to motivate and focus the team. It also helps team members stay on top of deadlines, makes project information more transparent, and helps identify risks and issues. 22 | 23 |
24 | 25 | ### Question 2 26 | 27 | Which items should you track throughout the project execution phase? Select all that apply. 28 | 29 | + [ ] Individual team members's schedules 30 | 31 | + [x] Progress toward milestones 32 | 33 | > In order to avoid missing deadlines, it’s important to track tasks as the team approaches key milestones. You should also track the project schedule, project costs, and key decisions and changes. 34 | 35 | + [x] Key decisions and changes to the project 36 | 37 | > Keeping track of big decisions, like scope changes, will help keep stakeholders aligned so the project can succeed. You should also track the project schedule, progress towards milestones, and project costs. 38 | 39 | + [x] Project costs 40 | 41 | > Keeping track of costs ensures that you don’t overspend or underspend on project tasks. You should also track the project schedule, progress towards milestones, and key decisions and changes. 42 | 43 |
44 | 45 | ### Question 3 46 | 47 | Which of the following are tools for tracking project progress? Select all that apply. 48 | 49 | + [x] Burndown charts 50 | 51 | > Burndown charts give a detailed breakdown of tasks for projects where finishing on time is the top priority. Roadmaps and Gantt charts can also help you track project progress. 52 | 53 | + [x] Roadmaps 54 | 55 | > Roadmaps illustrate how projects should evolve over time and help track big milestones. Burndown charts and Gantt charts are also useful for tracking project progress. 56 | 57 | + [x] Gantt charts 58 | 59 | > Gantt charts measure tasks against time and include information like the owner and order of each task. Roadmaps and burndown charts are also helpful tools for tracking project progress. 60 | 61 | + [ ] RACI charts 62 | 63 |
64 | 65 | ### Question 4 66 | 67 | Which of the following are common components of a project status report? Select all that apply. 68 | 69 | + [x] Status 70 | 71 | > The status of the project illustrates your actual progress versus your planned progress. Other common components of a project status report include the project name, date, summary, milestones and tasks, and any issues. 72 | 73 | + [x] Issues 74 | 75 | > The issues section includes your project’s current roadblocks and potential risks. Other common components of a project status report include the project name, date, summary, status, and milestones and tasks. 76 | 77 | + [ ] Costs 78 | 79 | + [ ] Roles and responsibilities 80 | 81 | + [x] Summary 82 | 83 | > The summary condenses the project’s goals, schedule, highlights, and lowlights in one central place for easy stakeholder visibility. A project status report also generally contains the project name, date, status, milestones and tasks, and any issues. 84 | 85 | + [x] Milestones and tasks 86 | 87 | > A description of the project’s major milestones thus far and current tasks helps the team and stakeholders easily visualize the progress of those elements. The project status report also generally includes the project name, date, summary, status, and any issues. --------------------------------------------------------------------------------