Effective Study Techniques for the PMI PMI-200 Exam

The best customer feedback comes near the end of the project when there is working software to review.

Project status can be gauged by frequently reviewing completed milestones as reflected in the plan.

Working solutions are the most accurate way of seeing the progress of the effort.

Unique skill sets are harnessed when team members play different roles on a project.

wait until the standup is over and then talk to the disruptive team members.

immediately intervene to remedy the disruptive situation.

record the issue and then raise the issue at the Sprint Retrospective.

wait for the empowered, self-organizing team to resolve the issue.

Creating a project charter, documenting roles and responsibilities of each member, and sending it to the team members.

Taking the team offsite for icebreaker sessions and other activities to ensure team members get to know each other.

Assembling the team and discussing roles and responsibilities of each member on the team.

Assembling the team and asking the members to achieve a milestone in a small iteration.

Creating a strategic plan by estimating hours and days required

Using an abstract measurement to estimate Product Backlog items

Estimating source lines of code needed to implement the features

Taking an initial set of estimates and adding an appropriate risk factor

the iteration testing deadline arrives and code testing must stop.

failing to make a decision eliminates an important alternative.

release planning is complete and the first iteration planning starts.

the implementation date is set and sponsor approval has been received.

Work in timeboxed sprints.

Are self-organized and empowered.

Work from a prioritized backlog.

Value individuals and interactions.

Team completes them.

End of the project.

Release is complete.

End of the sprint.

relatively few locations, with each location team comprised of a complete development group developing decoupled subsystems.

locations in the same time zone, working on the same systems while leveraging rich communication channels.

relatively few locations, and tasks are divided along functional lines with design in one location, coding in another, and testing in another.

many locations, with relatively few people at each location developing and testing decoupled subsystems.

Do nothing, as fractional assignments will not impact project performance.

Allow resources to be assigned to no more than two projects at a time.

Only allow nonessential resources to be fractionally assigned.

Avoid them and have resources assigned to only one project at a time.

is fully committed to team success yet respects the prescribed roles and titles of team members.

owns its decisions and commitments and is motivated to succeed at any cost.

is self-organizing, empowered to make decisions, and consensus-driven, with constructive disagreement.

produces a high volume of business value through intensive collaboration and avoidance of conflict.