Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Identify four of these conditions?

There must be standards of measuring performance. Individuals and team responsibilities must be well aware about the measuring standards of the project. Reward for team must be adequate and reasonable. Team must be capable to manage the short term facilities. There must be high level of trust among the team members and the organization. Team evolution must go beyond time, cost as well as specifications.

1-      Identify four wrap-up activities that are included in the closure process?

·         Getting delivery acceptance from the customer

·         Shutting down resources

·         and releasing to new uses

·         Reassigning project team member

·         Closing accounts and seeing all bills are paid

·         Delivering the project to the customer

·         Creating the final report

2-      Briefly describe the roles of the product owner, the development team, and the Scrum master?

Role of product owner includes:

·         Defining the vision

·         Managing product backlog

·         Prioritizing the needs

Role of development team includes:

·         Following and expanding efficiency.

·         Settling inner clashes.

·         Getting ready and executing the arrangement to meet the Sprint Goal.

·         Following work and enhancing it to meet the Sprint Goal, at least, regularly.

Role of Scrum master includes:

·         Implementation of project management practice

·         Inform all related parties

·         Introduced agile practices

·         Lead scrum operations

·         Plan and implement scrum in the project

3-      Identify and briefly describe four out of the five most common classifications for the way that projects end?

·         Normal-venture finished as arranged

·         Premature-venture finished ahead of schedule with a few parts disposed of

·         Perpetual-venture reach out because of increments in scope

·         Failed-venture couldn't be finished

·         Changed need moves in association needs because of changes in market or innovation.

4-      Identify the steps in creating a control process that measures and evaluates project performance?

o   The control capacity can be seen as a five-advance procedure:

o   Establish principles

o   Measure execution

o   Compare genuine execution with norms and distinguish any deviations

o   Determine the purpose behind deviations

o   Take remedial activity, if necessary.

5-      Identify and describe the phases included in the Scrum development process?

6-      Identify and briefly describe the different stages of team development?

Followings are the five stages of team development:

1.      Forming

2.      Storming

3.      Norming

4.      Performing

5.      adjourning

7-      What is scope creep and how does it impact project control?

Scope creep is the thing that happens when that layout doesn't exactly go as arranged. Perhaps the customer mentioned additional work not in the first proposition, or possibly they changed a goal totally. Despite the explanation, the task has taken an alternate way that may influence the financial plan and deadlines of time.

8-      Identify the five common parts to the final project report. Which is considered the most valuable and why?

                                i.            Executive summary

                              ii.            Analysis of information gathered

                            iii.            Recommendations

                            iv.            Lessons learned

                              v.            Appendix.

The lessons learned are the most valuable contribution of the closure process because this section stresses the need to help others in future projects.

9-       Identify and describe two limits or concerns associated with agile project management?

·         Something that is not developed by agile could not be associated with the project.

·         Agile could be expensive and could not be handled by the team in the project.

10-  Schedule variance (SV) is in dollars and does not directly represent time. Why is it still useful?

Schedule difference is as yet helpful in light of the fact that it can evaluate the heading all undertaking work is taking after 20% or a greater amount of the venture is finished.

11-  Identify and describe three principles found in most agile project management methods?

·         Achieve consumer loyalty through persistent conveyance of programming

·         Try not to be reluctant to make changes

·         Convey working programming, with an inclination to the shorter timescale

·         Engineers and the board must cooperate

12-  During the closure process, how does the project manager meet the challenge to keep the project team focused on the remaining project activities and delivery to the customer until the project is complete?

Conveying a conclusion and audit plan and timetable early permits the task group to (1) acknowledge the mental actuality that the venture will end and (2) get ready to proceed onward. The perfect situation is to have the colleague's next task prepared when venture consummation is declared. Task supervisors should be mindful so as to keep up their excitement for finishing the venture and consider individuals responsible to cutoff times, which are inclined to slip during the winding down phases of the venture.

13-  Experienced project managers recognize the need to build relationships before they need them. Why is this important?

Task supervisors perceive that the planning of a solicitation is basic when giving a status report to bosses, venture directors must present the best picture conceivable without exaggerating. At last, a couple of venture administrators concede overlooking leadership hierarchies. They do it without asking consent to do it.

14-  Why is the traditional project management approach less effective when project scope and technology are not well known?

The customary task the executives approach depends vigorously on straightforward planning. The method of reasoning is that in the event that you plan, execute the arrangement, and make restorative move the project will be fruitful. Arranging requires a sensible level of predictability both as far as venture extension and innovation. On the off chance that you don't have a clue what you are trying to accomplish or how to accomplish it then it is difficult to think of a point by point plan to manage the venture. The arrangement would must be reformulated as questions regarding extension and innovation become settled.

15-  Conducting an earned value analysis requires three data elements. Identify the acronyms for each and describe what they are?

·         PV; budgeted cost of work scheduled

·         EV; budgeted cost of the work performed

·         AC; actual cost of the work performed

16-  Identify and briefly describe four of the eight traits associated with being a successful project manager?

Followings are the traits that are associated with the successful project management:

·         Organized budget

·         Better communication

·         Effective leadership

·         Driving success

·         Problem solving

·         Team building

·         Composure

17-  Compare and contrast traditional approaches to project management and agile approaches to project management?

The traditional strategy utilizes a straight methodology, where the phases of the product improvement process must be finished in successive request. This implies a phase must be finished before the following one starts. On the other hand, the agile technique utilizes an iterative and group based methodology. Its principle objective is to rapidly convey the application with complete and practical parts.

18-  What are three barriers to effective lessons learned?

The top-3 barriers to the effective capturing of lessons learned are:

·         lack of employee time

·         lack of resources

·         lack of clear guidelines

19-  What is a virtual project team and what are two challenges in managing such a team?

A virtual group, in some cases alluded to as a Geographically Dispersed Team (GDT), is a gathering of people taking a shot at a venture who utilize electronic correspondence innovation to meet from different work base areas. There are two challenges such as to allocate the budgeted resources and second is to make effective communication.