PMP cert test Flashcards
(226 cards)
1
Q
5 Phases of Project Management
A
- Conception & Initiation (project charter, project initiation)
- Definition & Planning (Scope&budget, WBS, Gantt chart, Comm Plan, Risk Mgmt)
- Launch or Execution (Status & tracking, KPIs, Quality, Forecasts)
- Performance & Control (validate Objectives, Quality Deliverables, Effort & Cost Tracking, Performance)
- Project Close (Post Mortem, project punch list, reporting)
2
Q
What is the Iron Triangle of Project Management? Keeps quality sound.
A
Schedule, Budget, Scope
3
Q
What are the top 3 conflicts in projects?
A
- Schedules
- Project priorities
- Resources
4
Q
What is IRR?
A
Internal IRR is the expected compound annual rate of return that will be earned on a project or investment. The return is expressed as a percentage rather than a dollar amount. IRR is especially useful when determining alternate investment choices and facilitates prioritization of Deployment.
5
Q
What are operating expenses and capital expenses?
A
Operating expenses refers to the day-to-day expenses incurred in the normal course of business. Typically related to the ongoing operations and maintenance to a business. Expenses refers to significant investments and assets that provide long-term benefits to the company. These expenditures are capitalized and depreciated (P&L) over their useful life.
6
Q
What is revenue?
A
Revenue is income generated by the project. It is a top line of the companies, income statement and represent state inflow of cash, receivables, or other assets, resulting from the seller products or services.
7
Q
What are cost of good sold (COGS)?
A
Includes all cost directly associated with the production freight storage or acquisition of goods that projects deliver.
8
Q
What is MAP?
A
Marketing, advertising, and promotional expense
9
Q
What is selling?
A
Sales expense
10
Q
What is G&A?
A
General and administrative (majority of technology spend/savings)
11
Q
What is net cash flow?
A
Total amount of cash that flows in and out of a business due to the project.
12
Q
What is discounted cash flows?
A
Adjust net cash flows for time value of money (future value and today’s terms)
13
Q
What is included in Payback?
A
Incremental revenue, cost of good sold standard inventory variable, cost of good sold standard inventory fixed, distribution, other cost of goods sold.
14
Q
What is included in gross profit?
A
Map, selling, G&A?
15
Q
What are the five process groups in project management?
A
- Initiate.
- Plan.
- Execute.
- Monitor.
- Close.
16
Q
What are the 10 knowledge areas in project management?
A
- Integration.
- Scope.
- Schedule
- Cost.
- Quality.
- Resources
- Communications.
- Risk.
- Procurement.
- Stakeholder.
17
Q
What is a project?
A
Temporary endeavor to create a unique product service or result.
18
Q
What is operations?
A
Opposite of projects, they deal with day-to-day work of business
19
Q
What is progressive elaboration?
A
Involves discovering greater levels of detail as a project moves towards completion. “ rolling wave planning”
20
Q
What is project management?
A
Application of knowledge, skills, tools, and techniques to meet project requirements.
21
Q
What are project approaches?
A
- predictive - traditional waterfall
- Agile - adaptive or change-driven
- Hybrid - when organization combines the use of predictive and agile methods.
22
Q
What is the value of projects?
A
Derived value from the output of the project
23
Q
What are processes?
A
Inputs, tools and techniques, that are combined to execute a specific activity on a project and create a specific output.
24
Q
What is a phase?
A
A division with an a project where extra control is needed to affectively manage the completion of one or more deliverables.
25
What are phase gates?
Held at the end of each phase to determine if a project is meeting goals and if a project should continue.
26
What is a deliverable?
Part of the product that is presented to the customer or stakeholders for acceptance.
27
What is a process group?
Used to group a set of processes the PM may do at a certain time.
28
What are knowledge areas?
Certain set of processes that are usually defined by knowledge needed to manage that area.
29
What is the initiating?
Getting authorization to start that phase or project
30
What are the outputs of project initiation?
Project charter and stakeholder register
31
What are some key things done and the initiating phase of a project?
Authorized project to get started with project charter, assign and set the authority for the project manager, identify project stakeholders, determine business cases to justify why the project is needed, identify high level estimates for time and cost, determine high-level risk that can affect the project schedule/budget, and identify high-level constraints and assumptions.
32
What project stage comes after initiating?
Planning
33
What is the main output of planning stage in a project?
To create the PMs plan which specifies how the project will be executed, monitored, controlled and closed. Planning has 24 processes across all 10 knowledge areas. Processes are iterative and ongoing until the plan is created. It identifies the effort and objectives needed to create the project deliverables.
34
What are some key things to do in the planning stage of a project?
1. Create and all of its subsidiary plans
2. create the three base lines of scope, time, and cost.
3. Collect requirements from stakeholders.
4.Identify risk and create the correct responses to it.
5.Determine what components need to be obtained from outside sellers.
6.Plan to meet the quality requirements.
7.obtain approval of the plan from designated stakeholders
35
What comes after the planning stage of a project?
Executing
36
What does executing phase of a project mean?
This is about getting the project work done.
37
What are some key things about the executing phase of a project?
1. In this process group, you aquire a project team and bring it together.
2. Is the process group that usually requires the most time and resources to complete.
3. Main output of executing is the deliverable.
4. It only has 10 processes, but it carries more weight and questions and planning does.
5. The processes in executing fall under human resources.
38
What are the main things accomplished in the executing phase of a project?
1. Satisfy project specificifications
2. Implement all change request, which include corrective and preventive actions and effect repairs.
3. Select acquire the project team.
4. Development manage the project team.
5. Management resolve conflicts amongst stakeholders.
6. Conduct quality assurance for overall process improvement.
7. Communicate project status with stakeholders.
8. Selective vendor, and award them a contract.
9. Engaged to stakeholders on the project so they are aware of what’s happening.
10. Implement the responses to any risk identified for the project.
11. Capture lessons learned.
39
What stage is the project comes after the executing stage?
Monitor and control
40
How many processes are there in the monitor and control phase of a project?
12
41
What happens in the monitor and control phase of a project?
This phase ensures the project stays on plan. It is about measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the plan work. This process group the PM looks at the work that is getting done and compares it against the plan to see if they match. If the project is off scope, behind schedule or over budget, then the PM will have to take corrective actions (pull levers) or initiate change request to fix the project.
42
What are things that are done in the monitor and control process group?
1. Check the project to ensure that it is within scope, and on budget.
2. Check to make sure the quality requirements are met.
3. Risk to ensure it does not derail the project.
4. Ensure stakeholders are actually being engaged, as stated in the plan.
5. And vendors are completing the work (per contract).
6. If there are internal deviations from the stated plan, then the PM should make corrections.
7. Get deliverables, formally accepted.
8. Manage changes to ensure they are approved/denied.
43
Which two project phases are conducted in parallel?
Executing and monitoring and controlling our parallel, simultaneous processes. After you have planned your project, then you execute and monitor and control at the same time. This ensures the project stays on plan.
44
What project phase comes after monitor and control?
Close
45
What happens in the Closing phase of a project?
This happens after the customer and sponsor have accepted the deliverables. Once the deliverables are accepted, the PM will still need to do additional work, such as ensuring the contracts are closed out, and lessons learned are documented. The PM will also have to handover the completed deliverables to the project. Customers are sponsors.
46
What happens in the Closing phase of a project?
This happens after the customer and sponsor have accepted the deliverables. Once the deliverables are accepted, the PM will still need to do additional work, such as ensuring the contracts are closed out, and lessons learned are documented. The p.m. will also have to handover the completed deliverables to the project. Customers are sponsors.
47
What are some items done in the closing phase of a project?
1. Contract closure/documentation
2. Archive project records.
3. Update templates and knowledge basis.
4. Transition deliverables to customers and sponsors.
5. Create a final report on the project outcome.
48
Across the 49 processes, there are 665 inputs, tools and techniques, and outputs. How many specific inputs, tools and techniques, and outputs are there?
239 inputs, 245 tools and techniques, and 181 outputs.
49
What are common inputs with project management?
Enterprise environmental factors (EEF), organization, process assets, project documents, and PM plan.
50
What are common tools and techniques within project management (process)?
Expert judgment, data gathering, data, analytics, decision-making, data representation, interpersonal, and team skills, meeting, and PM information system.
51
What are common outputs within project management?
Change request, work performance, data, work performance info, work performance report, and updates.
52
What is EEF?
Enterprise environmental factors, this is one of the most commonly used inputs. It is an input to almost all planning processes. These factors are not under control of the project team. EEF can have a positive or negative effect. Includes, but not limited to organizational culture, structuring, governance, govern or industry standards, infrastructure, personnel, and the way the company manages them, stakeholder, risk, tolerances, company work authorization system, and IT software that company would use to manage the project.
53
What is OPA?
Organization process assets, which is most commonly used for planning process. OPA’s are the plans, processes, policies, procedures, and knowledge bases that are used by the organization; they typically divide into processes, procedures, and knowledge. Things that help to manage the project more easily (template or plan from past project). OPA includes but is not limited to previous project plans, templates, historical information, lessons learned, knowledge, basis, software tools, organization, procedures, and policies, and project management databases/files for previous projects, project documents, can include documents that are related to the project, this is a common input for many of the 49 processes
54
What are the knowledge areas for project management?
Schedule management, integration management, cost management, resource management, communication management, scope management, quality management, risk management, and stakeholder management.
55
How many project documents is there in project management?
33
56
What is the single most important document for the entire project?
Project management plan.
57
What is the single most important document for the entire project?
Project management plan.
58
Describe the project management plan and it’s importance.
This defines how the project is executed, monitored and controlled, and closed. The project management plan is made up of 18 components which will be used to guide the project manager on different processes that will be executed in the project. This is an input for many of the 49 processes. It is made up of 18 components.
59
What is one of the most common tools in the planning process?
Expert judgment, which includes hiring an expert or subject matter expert to help you plan a process or conduct a process. Experts can be people with specialized knowledge or training in particular process and your technology. You don’t know how to develop a project charter so you hire an expert to help you create the document.
60
What is one of the most common tools in the planning process?
Expert judgment, which includes hiring an expert or subject matter expert to help you plan a process or conduct a process. Experts can be people with specialized knowledge or training in particular process and your technology. You don’t know how to develop a project charter so you hire an expert to help you create the document.
61
What is a tool where you collect info about a particular process that you’re working on?
Data gathering, which includes brainstorming, interviews, focus, groups, checklist, questionnaires, or surveys.
62
What is a tool used to analyze data that has been gathered?
Data analysis, which includes alternative analysis, root causes analysis, variance analysis, and trend analysis.
63
What is a tool used to illustrate different ways that data could be shown to stakeholders?
Data representation which includes methods generally included in the use of charts, matrixes, and diagrams. Certain processes have unique method to represent their data.
64
What is a tool that’s used to come to a decision that will best serve the project?
Decision-making, which includes data analysis, and data representation. This includes voting, multi criteria, decision, analysis, and autocratic decision-making.
65
What is it to PM need to have to have good interpersonal and team skills to manage different stakeholders and team members? The author says this is the most important tool of all.
Interpersonal and team skills, which include active listening, conflict, management, facilitation, and meeting management.
66
What is a tool That includes automated system that is used to help the PM optimized the schedule/documents/deliverables from project?
Project management information system (PMIS). It is usually the computer system a company/organization uses to manage projects that should include the work authorization system of the configuration management system.
67
What is the tool that includes a change management system and ensure the product gets the right settings and configuration?
Configuration management system (CMS). This ensures that changes to a project or document attract and authorized or denied.
68
What is the tool used very often and all 49 processes… can be conducted face-to-face or virtually?
Meetings… Have an agenda and distribute to all attendees before the meeting, have a timer, including having set and stars finish times for topics and then entire meeting, make sure that the meeting always stays on topic, and sure that all attendees have input on topics, and distribute detailed meeting minutes when the meeting is complete.
69
What is one of the most common outputs in executing monitoring and controlling and closing?
Change request… A request to add a remove work from scope, finish the project faster/miss deadline, increase/reduce cost, a CR implements, a corrective action, preventive action, or defect repair.
70
What is a common output that includes raw data?
Work performance data… the status of the work that was done but did not have any analysis applied. Usually an output of executing process. Example is a task was done in two days and they charge $550.
71
What is an output where information about the work that was performed is compared to the plan? This is the actual status of the deliverable.
Work performance information and is usually an output of monitoring and controlling.
72
What is an output that gives Eaves overall status report of the actual project which takes all the work performance information and put it together into one comprehensive document?
Work performance report… You take the work performance data and compare it against the plan to come up with a work performance information. Then you take all the WPI and create the work performance reports.
73
What is an output when you complete many of the processes, you will need to update various documents and processes. This is a catch all term tool.
Updates to documentation
74
What is the person overseas managing the team to complete the project work and deliver the final product service or result?
Project manager… PMs usually get involved during the initiation phase of the project. Most stakeholders tend to only see or interact with the project manager. This means the PM cards, good communication and soft skills. This role may be different depending on the organization. Some organizations have a p.m. that is incomplete control the project while others may have a manager that has more dependent on PMO. to complete the work given by constraints of project, time, cost, scope, and quality. They also have to manage conflicts. This can be disputes on how the work gets done or stakeholders disputing requirements.
75
What are common project management skills?
Creating a schedule, creating a budget, etc..
76
This refers to skills related to the business and how to make decisions on a project that will benefit the business. Knowing the product sold by the business and who the competitors are. Understanding the mission of the business and the strategy needing to accomplish that mission.
Strategic and business management skills
77
What skill involves dealing with people?
Leadership… If a PM fails to lead the project team, then the failure of the project is eminent. Good leadership, skills, involve negotiating, communicating, solving problems, and having good interpersonal skills. The more people in the project, the more complex leadership becomes. A bigger project team may lead to more conflict. Managing relationships, amongst stakeholders, such as building trust and finding consensus. Communication amongst Allstate holders, including giving feedback. Being respectful of all stakeholders. Learning continuously. Prioritizing and work that needs to be done. Being able to do critical thinking to ensure problems or solved correctly. Keep it in mind there is a difference between leadership and management. Management is more about directing people and getting work done and maintaining what is there already. Leadership is more about guiding and influencing people to accomplish a certain task while so mutinously developing new processes and procedure procedures.
78
What are the leadership styles and their definitions?
1. Laissez Faire-the p.m. is hands off, allowing the team to make their own decisions.
2. Transactional-the p.m. is more focused on the goals of the project and how to award team members.
3. Servant leader- the p.m. focuses on removing obstacles from the team and giving the team what is needed in order to complete the work.
4. Transformational - the p.m. tries to empower the team by motivating and inspiring them.
5. Charismatic- the PM has high energy, is very enthusiastic, influences people around them.
6. Interactional - this is a combination of different leadership style, such as charismatic and transactional
79
What is the under umbrella term that is used to referred to different types of nature development? Methods include scrum, extreme programming,, lean development, and a few others.
Agile
80
What are the 12 agile principles?
1. Customer satisfaction by early and continuous delivery of valuable software.
2. Welcome changing requirements, even in late development.
3. Deliver working software frequently (weeks versus months).
4. , close Daily cooperation between business people, and developers.
5. Projects are built around motivated individuals who should be trusted.
6. Face-to-face conversations is the best form of communication.
7. Working software is a primary progress.
8. Sustainable development, able to maintain a constant pace.
9. Continuous attention to technical excellence and design.
10. Simplicity, the art of maximize the amount of work not done is essential.
11. Best architecture, requirements, and designs emerge from self organizing teams.
12. Regularly, the team reflects on how to become more effective and adjust accordingly.
81
What are more agile principles?
13. Since agile is about people collaborating, consistent communication is necessary. this is usually done and standup meetings daily with team members and meetings with customers during iteration reviews. This allows everyone to have a voice.
14. Projects are built around trust and motivation by the agile p.m. and team members.
15. Give customer updates. The customer will track the rules of your project as a primary means of measurement.
16. Try to ensure the team is able to maintain a pace that is sustainable and predictable. Teams are expected to deliver at a pace and follow the technical excellent and design.
17. Her self organizing and self-directed. They are not dictated or managed by a project manager. The PM is seen as a facilitator for the team.
At the end of the complete retrospective which can be done on a monthly basis to reflect on what went well or what wrong. This allows them to improve on the next iteration.
82
What are more agile principles?
13. Since agile is about people collaborating, consistent communication is necessary. this is usually done and standup meetings daily with team members and meetings with customers during iteration reviews. This allows everyone to have a voice.
14. Projects are built around trust and motivation by the agile p.m. and team members.
15. Give customer updates. The customer will track the rules of your project as a primary means of measurement.
16. Try to ensure the team is able to maintain a pace that is sustainable and predictable. Teams are expected to deliver at a pace and follow the technical excellent and design.
17. Her self organizing and self-directed. They are not dictated or managed by a project manager. The PM is seen as a facilitator for the team.
At the end of the complete retrospective which can be done on a monthly basis to reflect on what went well or what wrong. This allows them to improve on the next iteration.
83
Within an agile project who is a designated person that represents the customer?
Product owner
84
In an agile project who manages and facilitates the project?
Agile PM/scrum master
85
In an agile project, what are the project requirements from the customer?
Product backlog
86
In an agile project, what meeting is done by the agile team to the terming what features will be planned for the next release?
Sprint planning meeting
87
In an agile project, what is the work the team select to get done in the next sprint?
Sprint backlog
88
In an agile project what is the short iteration on where the teams work to complete the work in the backlog?
Sprint 1-4 weeks
89
In an agile project, what is a quick meeting each day to discuss the project statuses, led by the agile p.m. that lasts around 15 minutes?
Daily standup meeting
90
An agile project what is an inspection done at the end of the sprint by customers?
Sprint review
91
In an agile project or lessons learned for each sprint?
Retrospective
92
In an agile project, what are several sprints worth of work directed to operations for possible rollout/testing?
Release
93
In an agile project, what is a MVP?
Mobly viable product, which usually comes to the customer after 2-4 sprints
94
What is the unification of all other knowledge areas?
Integration management. This is the most important of the 10 knowledge areas as it incorporates and summarizes all the work. The project manager will need to do to successfully complete each phase of the project. An ad all the only difference may be that the project team will be more involved in making more decisions than the PM.
95
What are the process names in integration management?
1. Develop project charter. This is the process group initiating.
2. Develop project management plan. This is the process group planning.
3. Work and manage project work. This is the process group executing.
4. Manage project knowledge. This is the process group executing.
5. Monitor and control project work. This is the process group monitoring and controlling.
6. Perform integrated change control. This is the process group monitoring and controlling.
7. Close project or face. This is the process group closing.
96
What is the main output of developing a charter in the initiating process group?
Project charter, assumption log
97
What is the main output of developing a charter in the initiating process group?
Project charter, assumption log
98
What is the main output of the development project management plan process in the planning process group?
Project management plan
99
What are the main outputs in the direct and manage project work process in the executing process group?
Deliverables, work performance, data, issues, log, change request
100
What is the main output in the management project knowledge process in the executing process group?
Lessons learned register
101
What are the main outputs for the manage project knowledge process and executing process group?
Work performance reports and change request
102
What are the main outputs for the manage project knowledge process and executing process group?
Work performance reports and change request
103
What is the main output in the perform integrated change control process in the monitoring and controlling process group?
Approve charge request
104
What are the main outputs in the close project or phase process within the closing process group?
Final product, service, or result, transition, and final report
105
What is the document that formally authorizes the project or phase and documents initial requirements to satisfy the stakeholders?
Project charter. It establishes the partnership between the performing organization and the requesting organization. This is done at the beginning of the project or phase. Charter is usually developed by the project sponsor while working with the project manager. Contains high-level information that senior management will review and order to determine the project should proceed. Cost, schedule, scope, and benefits should be known. Once approved the next step of identify the stakeholders and start the project planning. The charter will contain high-level scope since most of the project will be unknown when the charter is written.
106
What are the inputs to the project charter?
1. Business documents that contain specific information as to why a project should be initiated, including business case and benefits management plan.
2. Business case which basically says why a business should do the project. A cost benefit analysis to justify the money being spent as normal.
107
What are some reasons to initiate a project?
1. Market demand, like introducing a new product to the market.
2. Organizational needs such as reducing overhead to improve profits.
3. Customer request, such as improving a product to make customer needs.
4. Technology advances, such as installing the latest operating system.
5. Legal requirements, such as new regulations.
6. Environmental impacts, such as cleaning up toxic waste sites.
7. Social, such as a project to reduce crime in certain areas.
108
What is the ratio of benefit to cost? The larger the ratio, the better the project.
Benefit cost ratio (BCR). Example, cost $2000, returns $5000. BCR in this example would be 2.5.
109
What is the return on a project overtime?
Internal rate of return (IRR). the bigger the number the better the project. And IRR of 20% is better than an IRR of 10%.
110
What is the economic term that represents the value of what you chose not to do in order for something else?
Opportunity cost. For example, project A returns $20K and project B will return $30K. Opportunity cost equals $20K, the entire value of option a as it will be required to drop the entire project a to pursue project B.
111
This is how long it will take to return the investment in the project. The shorter the better.
Payback period
112
This looks at the net value of a company over period of time. Equal to profits after tax minus the average cost of capital.
Economic value add (EVA)
113
Money will lose value overtime due to inflation. This value includes the expenses of a project. The bigger, the value the better.
Present Value (PV) and Net Present Value (NPV)
114
This is the percent that shows how much money you will get back on the project. The bigger the % the better.
Return on investment (ROI)
115
What are the inputs of the project charter?
1. Project benefits management plan. Used to describe the main benefits, the project will produce once it’s completed. This could be the product, service, or result that the organization is looking to obtain after the project is done. Senior management usually wants to expressed in financial terms. Generally created by doing a cost benefit analysis of whether project should proceed or not along with the business cases. Should be continually maintained.
2. EEF (environmental efficiency factors) and OPAs.
3. Data Gathering
4. Meetings
5. Tools and techniques. - expert judgment
6. Flow charts.
7. Agreements.
8. SLA’s, letter of intents or verbal agreements.
116
What are the inputs of the project charter?
1. Project benefits management plan. Used to describe the main benefits, the project will produce once it’s completed. This could be the product, service, or result that the organization is looking to obtain after the project is done. Senior management usually wants to expressed in financial terms. Generally created by doing a cost benefit analysis of whether project should proceed or not along with the business cases. Should be continually maintained.
2. EEF (environmental efficiency factors) and OPAs.
3. Data Gathering
4. Meetings
5. Tools and techniques. - expert judgment
6. Flow charts.
7. Agreements.
8. SLA’s, letter of intents or verbal agreements.
117
What are outputs of a project charter?
1. Project justification, and purpose
2. name of the project manager.
3. Assignment of authority to the p.m..
4. Signature of the sponsor or others authorizing the project.
5. High requirements, including scope, budget, and milestone view of the project schedule.
6. High-level risk.
7. Stakeholder list
8. Exit criteria (things to cause a project to be cancelled).
118
What is a log of all the assumptions and constraints that are identified throughout the project? Should be continuously updated throughout the project.
Assumption log
119
What is the plan that includes all the subsidiary plans and baseline, says how the project will execute, monitor and control, enclosed the project. Includes all base lines in front scope, time and cost) and all of the management plan that will be needed to manage each of the additional nine knowledge areas.
Project management plan
120
What should happen once the project management plan is completed?
It should be approved by the sponsor. All of this should happen over that are tracked. Once up plan is baseline, the only approved change request that goes through perform integrated change control can be used to update. And some projects these plants are handed to the p.m. from the PMO.
121
What are the inputs to the project management plan?
1. Project charter.
2. Outputs from the other 23 planning processes.
3. EFF and OPA.
4. Tools and techniques, including expert judgment, data gathering, interpersonal, and team skills, and meetings.
122
What are outputs of the project management plan?
1. This is a formal document that describes how the project will be executed, monitored and controlled, enclosed. This is an input to all executing, monitoring and controlling, and closing processes since it describes them. The plan should have 18 parts, including four base lines and 14 subsidiary plants. They can be summary or the more detailed better. Once a plan is baseline only a CR can change this through a perform integrated change control process.
123
What are two components of the project management plan?
1. Management plans - used to describe how to do a particular component of a project, think “how to “
2. Baseline - used track performance of the project.
124
What are two components of the project management plan?
1. Management plans - used to describe how to do a particular component of a project, think “how to “
2. Baseline - used track performance of the project.
125
What are the two types of baselines?
1. Schedule baseline = planned baseline.
2. Cost Baseline = budget.
126
What are the outputs of a project management plan?
1. Change management plan outlines change will be collected, assess, authorize, incorporated.
2. Configuration management plan, which outlines the various components of a project (playbook)
3. Performance measurement baseline, which is used to check the performance of the project as it is being executed. What what I’m measuring against
4. Project lifecycle, which outlines what type of lifecycle the project will be following.
5. Development approach which documents will outline how the product will be developed. An agile this is iterative and traditional it’s more predictive.
127
What are the outputs of a project management plan?
1. Change management plan outlines change will be collected, assess, authorize, incorporated.
2. Configuration management plan, which outlines the various components of a project (playbook)
3. Performance measurement baseline, which is used to check the performance of the project as it is being executed. What what I’m measuring against
4. Project lifecycle, which outlines what type of lifecycle the project will be following.
5. Development approach which documents will outline how the product will be developed. An agile this is iterative and traditional it’s more predictive.
128
What lifecycle are agile projects?
Adaptive
129
What life cycle are traditional projects?
Predictive
130
What process of performing work to defined in the p.m. plan to create a deliverables p.m. leads a team to build the deliverables and incorporate all improve changes? This is an integration process and represents to roll up of the other nine executing processes. This is an executing process where the PM will train and manage the team that is assigned to the project to ensure that the deliver role is built according to plan. They are gathering data on the work that’s getting performed (work performance data).
Direct and manage work
131
What process of performing work to defined in the p.m. plan to create a deliverables p.m. leads a team to build the deliverables and incorporate all improve changes? This is an integration process and represents to roll up of the other nine executing processes. This is an executing process where the PM will train and manage the team that is assigned to the project to ensure that the deliver role is built according to plan. They are gathering data on the work that’s getting performed (work performance data).
Direct and manage work
132
What is an output to the executing process but an input to the monitor and control process?
Work performance data
133
What are the inputs to the direct and management project work process?
1. P.m. plan.
2. Project documents like schedule, risk, register, or report, milestones.
3. Approve change request.
4. EFF and OPA.
Tools and techniques such as expert judgment, project management system, and meetings
134
What are outputs for the direct and manage project work?
1. Deliverables.
2. Work performance data.
3. Issue log.
4. Change request.
5. P.m. plan updates.
6. Project document updates.
7. Organizational process assets updated.
135
What ensures that the knowledge of his gain before commandeering, and after the project is used for the organizations benefits? Can be their explicit (has a tangible form like documents or procedures) or tacit (difficult to transfer between people just by speaking, usually gain by doing work).
Manage project knowledge. Lesson learned register is where the p.m. will keep a repository of all the main knowledge that has learned. Will be in the retrospective for agile/hybrid projects.
136
What are the inputs for manage project knowledge?
1. P.m. plan.
2. Project documents.
3. Deliverables.
4. EFFS and OPAs
5. Tools and techniques including expert judgment, and knowledge management.
6. Information management which ensures that info is available to stay holders were needed in a central repository.
7. interpersonal and team skills.
137
What are the outputs to manage project knowledge?
1. Lessons learned register. They should be started as soon as execution starts. Living document that is consistently updated every time you recognize new, important knowledge.
2. P.m. plan updates.
3. OPA updates.
4. PMO and manager stories that are shared across organization.
138
What process includes tracking, reviewing, and reporting the progress of a work project? The goal of this process is to keep the project on plan, which is the responsibility of the p.m.. includes looking at work that was done and comparing it to the plane to see if they lineup. If not, I might be required.
Managing control project work process
139
What process includes tracking, reviewing, and reporting the progress of a work project? The goal of this process is to keep the project on plan, which is the responsibility of the p.m.. includes looking at work that was done and comparing it to the plane to see if they lineup. If not, I might be required.
Managing control project work process
140
What is the main outputs of the manage control project work process?
Work performance reports or status reports. on agile/hybrid this is generally done by the team themselves. With a traditional project approach, the p.m. takes the role of monitoring the work, ensuring that it gets done according to plan. Manage and control work is done throughout the sprint.
141
What are the inputs to the monitor and control process?
1. P.m. plan.
2. Project documents.
3. Work performance information.(plan to actual.)
4. Agreements.
5. Tools and techniques such as expert judgment, data analysis, decision-making, and meetings.
142
What are outputs to the monitor and control process?
1. Work performance reports or status reports.
2. Change request.
3. P.m. plan updates.
4. Project document updates.
143
What is the process that reviews all change requests and app approves or rejects them?
Perform integrated change control process
144
What is the process of change request?
1. Assess the change, how will it impact the overall project?
2. How will the change be implemented?
3. How to change reviewed and approved
4. Once the change is approved, it can be executed.
5. If it is rejected, the p.m. communicates.
145
What is the process of change request?
1. Assess the change, how will it impact the overall project?
2. How will the change be implemented?
3. How to change reviewed and approved
4. Once the change is approved, it can be executed.
5. If it is rejected, the p.m. communicates.
146
Does a PM ever take action on a Change Request without an assessment?
No
147
In an agile, hybrid type of project, how our change request added to the project project?
Backlogged, then the product owner is in charge of prioritizing blog.
148
What are inputs for the perform integrated change control process?
1. P.m. plan
2. Project documents
3. Work performance reports.
4. Change request.
5. EEFs and OPAs
6. Chosen techniques, such as expert judgment, change, control, tools, data, analysis, decision-making, and meetings.
149
What are outputs to the perform integrated change control process?
1. Approve change request. These require the p.m. to update the PM plan and associate a project docs
2. P.m. plan updates.
3. Project document updates.
150
What is the process of formalizing all activities and overall project management process groups to formally complete the project? This process should also establish a process to investigate and document the reasons a project was terminated.
Close project or Phase
151
What are some other activities in the clothes, project or phase?
Updating templates and knowledge basis is done in this phase. Transferred deliverable to production/operations, successfully capture lessons learned and finally release the project team. Closing a contract can include things like having a seller sign off on all the phase were paid/Buyer sign off that work was done. Even if the contract is not successfully completed, it should be closed at this phase. Even if terminated early, p.m. should still formally close the project. In an agile/hybrid project. The clothes of the project is down when the work in the project backlog has been completed. Projects will need to be correctly handed over to the operations to be maintained. Final retrospective for the team to finish lessons learned.
152
What are inputs to the close project?
Project charter, project plan, project documents, accepted, deliverables, formally accepted, deliver deliverables are in the validate scope process, business documents, agreements, procurement, documentation, OPA, and tools and techniques such as expert judgment, data, analysis, and meetings
153
What are outputs to the close project?
1. Final product, service, or result transition.
2. Final final report of overall performance of the project, filed within the org which includes high-level description of the project or phase, objectives of the project and whether accomplished, techniques that were used to measure the quality requirements, budget of the project and how it was measured, and whether there were variations, and project, accomplishes, goals, and benefits to the work
3. Project document Updates.
4. OPA updates.
154
What is the formula for deciding how many communication channels they will be in a project?
N*(N-1) / 2 = # of communication channels for the team where in is the number of members.
If there are 66 communication channels for 12 members and 55 communication for 11 team members, then adding one more team member 211 project team number 11 channels. so it 11 1011 divided by
155
The majority of project management software applications use the ______ method to build the project schedule network diagram
PDM, also called activity on node, is the method used by Most project management and project planning software packages
156
As a project manager, you are performing scope management processes. What is the function of the WBS dictionary?
Describes the details of each component in the project WBS
157
Is negotiation used while performing the conduct procurement process?
Yes
158
What is involved in the control procurement process?
Audits, claims administration, and inspection
159
What is the bitter conference technique used for?
Bitter conferences also called vendor conferences, contract conferences, pre-bid conferences or meetings between buyers and all prospective sellers prior to submit on our proposals. They’re used to ensure that all sellers have a clear and common understanding of a procurement that no bitters receive preferential treatment. Responses to questions are incorporated as procurement document amendments. To be fair buyers must ensure that all sellers hear every question from individual sellers and every answer from the buyer.
160
What does it mean if the SPI is .87?
The progress of the project is only 87% of what it is planned, so you are behind the schedule
161
As a project manager, you wish to use a document that shows the work assigned to each project team member. What’s the title of the document that you will use?
Responsibility assignment, Matrix (RAM)
162
Which cost belong to project resources, which can be skilled down or reduce?
Direct costS
163
Which cost depends on the amount of work performed by resources?
Variable costS
164
What quality practice that drives defects down?
Test driven development
165
What is the best source of information in a situation where you must terminate the project immediately?
Make sure you follow the steps to close of project following the project closure guidelines, and organizational process assets.
166
What is a dependency between two activities?
Finished to start because the second activity can start only after the completion of the first one. There’s also a timeline of 15 days before the second activity can start.
167
According to Tuchman, the stages of teen development are…
Forming, storming, norming, performing, and adjourning
168
What two activities might a project manager be doing well acquiring resources for their project?
Part of acquiring resources involves verifying if the cost of the selected team members will fit into the project budget. If virtual team members are an option and special communication protocol will need to be put in place to minimize misunderstandings and conflicts.
169
When does the PM create the staffing management plan?
During the plan and resource management process
170
During which process would a p.m. send team members to training?
Develop team process
171
The cost baseline is developed during which process? Develop schedule, determine budget, estimate cost, or monitor and control project work?
Determine budget. The baseline project budget is developed in the determined budget process, which is a planning process in the project cost management.
172
The cost baseline is the same as what?
Project budget
173
What is the critical path for a project?
The critical path can hang a negative float in the case that there is a constraint set on the project, finished date or positive float in case where the project is ahead of schedule. Typically, however, the critical path has a zero float.
174
What is the approach used when you have lack of information and you decide to create the WBS of the commissioning phase of the project which is the last phase in more details later when you have more information?
Rolling wave planning
175
What process are you in if you use a bone diagram to find a potential risk on your project?
Identify risk
176
In the plan quality management process which of the following is not attributable to the cost of nonconformance? Rework, quality measures, warranty, or downtime?
Quality measures are not an attribute of the cost of nonconformance. The cost of nonconformance results in some kind of loss or rejection of the projects output.
177
What are three stakeholder mapping and categorization techniques that are used in identifying stakeholders process?
Stakeholder cube, salient model, and the power/interest grid
178
What does the stakeholder engagement assessment Matrix allow the team to do?
Analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in the plan stakeholder engagement.
179
You were in charge of performing the financial analysis for a trouble project in your company. The project is currently on hold and based on the results of your work. Top management will decide on continuing or dropping the project. Which category of costs should you not consider in your analysis? And direct, fixed, variable, or sunk?
Sunk
180
As a project manager in a large organization with various project similar to yours, you were responsible to report the project status to top management and away that quickly and easily gives him required information. Which one of the following reports is best to provide the required information to senior management? Project management plans, project, detailed schedules, charts, or milestone reports?
Milestone reports
181
Which one of these is an output from the acquire resources process? Organizational chart, project team, assignments, RAM, or staffing management plan?
Project team assignments
182
What matrix velocity analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in the plan stakeholder engagement?
Stakeholder engagement assessment Matrix (SEAM)
183
Which process would you be in if you were using root cause analysis to determine what potential risk might be in your project?
Identify risks. Identify risk process because the root cause analysis tools can help identify potential threat based on past experience of issues experience. Root cause analysis is used in both quality management and risk management. However, the situation explained in this question refers only to the information gathering techniques of identifying rest process.
184
What does the stakeholder engagement assessment Matrix (SEAM) enable?
This enables you to plot whether stakeholders are resistant, neutral, supporting, or leading in their attitudes towards the project. Based on where you would like each of the stakeholders to be, you can plot strategies to gain their support. Not every stakeholder will require our strategies, so it is important to plot where each is desired to be.
185
Conflict can come from seven main sources of which the first three account for 50%…
1. Schedules
2. Project priorities
3. Manpower/human resource availability.
4. Technical opinions.
5. Procedural or project administration.
6. Cost.
7. Personalities.
186
You have been assigned as a manager of a highly critical national project, which should be finished in a very short amount of time compared to other similar projects. After developing the first draft of the project network diagram, you see the project cannot be finished on time. If the network diagram cannot be changed anymore and you have extra human resources, what would be the best approach? Fast tracking, crashing, risk analysis, or leveling resources?
In this situation leveling, the resources will generally increase the duration. Since the network diagram cannot be changed, the fast tracking option is also not feasible. So crashing remains the best option in the situation to decrease the duration.
187
What does the PMBOK guide Identify?
These are resource calendars that identify times when the project team members can participate and team development activities. If the team members are unable to find time for such activities, it’s likely the calendar has been poorly planned out.
188
You were a junior project manager, currently performing scheduling, controlling activities. You approach one of your experience, colleagues for advice on how to re-analyze the project and project the projects remaining duration. She tells you to analyze a sequence of events with the least amount of scheduling flexibility. Which technique is she referring to?
Critical path method. The Gant chart is only a representation of the project schedule not an analysis method. The president diagram and method is a diagramming technique that deals with a relationship between activities not scheduled flexibility. Resource leveling is used to smooth use of resources over period of time. The only option that deals with schedule flexibility is the critical path method which uses activity floats.
189
Tom is managing project and he has scheduled a number of training programs for his team. However, he knows that apart from plant training, I’m plant training also takes place in another ways. Which one of these is not one of the ways in which plan training can happen?
Online. According to PMB OK guide scheduled training occurs as stated in the human resources plan and could include Online, classroom, on the job, etc. Unplanned training, however takes place through conversation, observation, and project appraisals conducted during controlling process of managing the project team. I want as the project manager you were reviewing a controlled chart related to one of the project deliverables and you find seven data points in a row one side of me. What should your next action be?
190
Tom is managing project and he has scheduled a number of training programs for his team. However, he knows that apart from plant training, I’m plant training also takes place in another ways. Which one of these is not one of the ways in which plan training can happen?
Online. According to PMB OK guide scheduled training occurs as stated in the human resources plan and could include Online, classroom, on the job, etc. Unplanned training, however takes place through conversation, observation, and project appraisals conducted during controlling process of managing the project team. I want as the project manager you were reviewing a controlled chart related to one of the project deliverables and you find seven data points in a row one side of me. What should your next action be?
191
As the project manager, you are reviewing the control chart related to one of the project deliverables, and you find seven data points in a row on one side of the main. What should your next action be? 1.According to the rule of seven, this is normal and no action is required?
2. Modify the main.
3. Perform the quality measurements again to make sure the data points correctness.
4. Find an assignable cause.
Find an assignable cause
192
What are the types of contracts and the risk associate with them as a buyer?
1. Cost plus percentage of cost. The buyer pays all the cost while the cost are not limited. Most risk as a buyer.
2. Fixed price is where the buyer has the least cost risk. Least risk as a buyer
3. Time and materials.
4. Cost plus award fee.
193
As a project manager, Tom is currently involved in the control procurement process. According to the records, one of the investors has not delivered the items on time. The root cause analysis shows that the problem was in the proposal evaluation activities that could’ve been done more accurately. What should Tom do at this point? 1. Update procurement documentation. 2. Update organizational process assets. 3. Conduct procurement audits. 4. Update procurement contracts.
Update organizational process assets because this is where lessons learned reside. The project manager should update us with the procurement experience so that future projects can benefit. Organizational process assets updates are an output of control procure
194
All of the following are examples of cost nonconformance, except..
1. Warranty cost.
2. Rework.
3. Inspection.
4. Penalties.
Cost of nonconformance are cost incurred when a project fails to meet the required level of quality. Failure costs are also called cost of poor quality. Cost of nonconformance are categorized into two groups:
1. Internal failure costs - before releasing product to customer. Includes cost to rework, fix defects, wastage due to internal errors, and unnecessary advertising.
2. External failure cost - after releasing product to customer. Liability and penalty cost, warranty cost, cost of developing and distributing fix, support calls, and damage control cost.
195
What are the types of estimations that you can have in a project?
1. Analogous estimating - estimating technique used during the duration or cost of an activity or project using history historical data from a similar activity project.
2. Bottom up estimating - estimates are made for each task or activity and the WBS and then aggregated to get the overall estimate.
3. Activity based estimating - project management technique were estimates are derived based on the individual activities or task that make up with the project
4. Parametric estimating. - statistical relationships between historical data and other variables to calculate an estimate.
196
A project manager manager is performing reserve analysis as a technique and one of the project management processes that is currently working on. Which of these is likely to be that process? 1. Estimate reserves. 2. Plan costs 3. Determined budget. 4. develop schedule
Reserve analysis is one of the techniques which is used in more than one process. Three processes of estimate cost, determine budget, and control cost or the cost management processes that use this tool.
197
What is one advantage of tacit knowledge?
Tacit knowledge which is information and belief system. A team member has within their minds and realm of experience, is not documentary codified and must be drawn out by others in order to utilize that knowledge. Therefore, unlike explicit knowledge which is written down, it is more difficult to share. However, unlike explicit knowledge, which lacks context can therefore be open to interpretation, Tax knowledge has context built into it.
198
If a team cannot decide which vendor to go with on a solution for a project, which one of the following would you refer the team to make the decision and come to a consensus?
1. Seller proposals.
2. Source selection criteria.
3. Project management plan.
4. Procurement documents.
Source selection criteria are the primary tools for evaluating potential sellers and should be used by the entire team team in order to make a selection.
199
You were managing a project which is suffering many changes since the initiation. You had to process a lot of of changes and you did not have enough time to do anything else. What should you do in a project like this?
Determine whether a changes is needed, and whether it is beneficial to the project, and notify stay colder to affected by the change. List changes and scope management plan or in the project charter.
200
You are a software development project manager and currently you are in the process of developing the project risk management plan. Which of the following is not part of such a plan? 1. Risk probability. 2. Methodology. 3. Risk categories. 4. Impact Matrix.
Risk probability. The contents of the risk management plan are methodology, rules, and responsibility, budgeting, risk categories, definition of risk, probabilities, and impacts, probability and impact Matrix, revised stakeholders, tolerances, reporting formats, and tracking. Basically the risk management plan describes how risk management will be structured and performed on the project. Does that identify individual risk or the probability of their occurrence.
201
What are the types of leadership style with project managing?
1. Directing.
2. Laissez-Faire
3. Servant leader.
4. Coordinator.
Servant leader
202
Your managing a software development project budgeted at 360,000 according to the earned value analysis report which you have on your desk. As of today you’ve spent 110,000 and earned value is 120,000. According to your earned value figures, your SPI is .8. Which one of the following options best describes your project status?
1. Not enough information.
2. On schedule.
3. Behind schedule.
4. Over budget.
Since SPI is less than one we can conclude, the project is behind schedule.
EV=$120K
AC=$110K
PV=$150K
SPI=EV/PV
SPI=120/150
SPI=.8
203
Tom is a project manager managing a bridge construction project for the first time. He is set up a series of interviews with various state holders together some. Experiential and historical information on some of the risks. What processes, Tom most probably involved in?
1. Perform quantitative risk analysis.
2. Plan risk responses.
3. Identify risk.
4. Perform qualitative risk analysis.
Perform qualitative risk analysis. Such meetings or interviews are usually done as part of a qualitative risk analysis. This method draws on experimental learning and historical data to qualify the impact of risk and project objectives. Read the question carefully. It mentioned that the purpose of the interviews is together and information about some risk, not to discover some risk.
204
When is control quality and scope validation done with a project?
They can be done in parallel, but generally control quality is performed before scope validation.
205
What is the most appropriate guideline for managing documentation artifacts at the start of your agile project?
Ensure that there is sufficient detail in the user stories in the sprint back looks so we can begin.
206
What is the critical path and a project?
Looking at the network diagram, it is the longest path to the end.
207
What are benefits of quality audits?
1. Identify all nonconformities, gaps, shortcomings.
2. Then if I all good and best practices being implement
3. Confirm the implementation of approved change requests.
208
Quality metrics are an output of the plan quality process, and an input to manage quality process. T or F
True
209
You’re managing a project with a lot of different detailed activities. The project is within budget and the SPI according to the latest earn value report is 1.2. The project risk review meetings are held according to an organized schedule and you were satisfied with the risk management activities of the project. However, you get notified by two different take holders that some of the project status reports are not accurate. Which tool will you use to verify whether there is a problem?
1. Route calls analysis.
2. Inspection.
3. Observations.
4. Quality audits.
Quality audits. The quality audit is a structured, independent process to determine if project activities, comply with organization and project policies, processes, and procedures. And this specific case you need to do quality audits to make sure that your team is doing the project, reporting and accordance with the project policy and standards.
210
You are the manager of a project adapter, periodic project schedule update, the scheduler working on your team comes to you with the following list of activities. Also mentions that the project is faced with two week delay, and his corrective action is proposes to change the sequence and perform activity current with activity G, instead of after it what would be your reaction?
This has no effect on the critical path, so reject the proposal
211
Your managing IT project for an external client. The project is ahead of schedule and your next activities are testing and handover. Which one of the following will you be more concerned about in the situation?
1. Time schedule.
2. Performing quality control.
3. Generating performance report
4. Validate project scope.
Validate project scope. You were closed to performing the final product handover to the external clot. Scope validation deals with the acceptance by the customer. With without acceptance, you will not be able to move into the next project phase.
212
A project manager is trying to plan for a contingency reserve as part of the cost estimates for the project. Which of these would be an incorrect way to plan for contingency reserves?
According to the PM, Bach, the contingency reserve may be a percentage of the estimation, a fixed number, or maybe developed by using quantitative analysis methods, such as Monte Carlo simulation. Therefore, it would be incorrect to start with a zero value for the contingency reserves.
213
According to the PMBOK, the scope baseline includes what contents?
According to the guide, the scope baseline includes the WBS, the WBS dictionary, and the project scope statement.
214
What are the contents of a scope baseline?
Project scope statement, and WBS
215
You were managing a software development project with a set of preplanned milestones. Your team has completed all milestones and are now verified that the product meets the specification outlined in the project management plan. What process group are you currently in?
Monitoring and controlling
216
In which one of the following organizations does the project manager have more power?
The project manager has more power in a strong matrix organization. In a strong matrix organization, the project managers have authorities comparable to that of a functional manager, and normally they are not under the supervision of the functional manager. In a week, Matrix organization, the project manager is organizationally under the supervision of the functional manager, who is given the project responsibilities.
217
Which structured techniques is the manage quality process involves finding a long lasting solution for a discovery issue?
Performance review is a tool and technique of control quality. Design for X, root causes analysis and problem-solving are all managed quality techniques. However, designed for X involves optimizing around an identified variable and root cause an analysis helps reveal the issue, but does not go so far as to work towards finest solution. Problem-solving involves finding a long lasting solution to a problem by identifying it, analyzing it, choosing the best solution of the alternatives and putting the solution into action action.
218
Your team is currently in the process of controlling and verified the quality of the deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audits. 2. Statistical sampling. 3. Design for X. 4. Control chart
Quality audits, and design for X would not be used during the control quality. Instead, they would be utilized during the manage quality process.
219
Your team is currently in the process of controlling and verified the quality of the deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audits. 2. Statistical sampling. 3. Design for X. 4. Control chart
Quality audits, and design for X would not be used during the control quality. Instead, they would be utilized during the manage quality process.
220
Recognizing the risk and not changing the plan, but making some contingencies in the event, the risk is triggered eggs, an example of what type of risk mitigation technique?
Active acceptance
221
Recognizing the risk and not changing the plan, but making some contingencies in the event, the risk is triggered eggs, an example of what type of risk mitigation technique?
Active acceptance
222
What is the risk mitigation technique when no contingencies are put in place and avoidance would be correct if the project plan were modified to accommodate the risk?
Passive acceptance
223
If you use a Fishbone diagram to address the root cause of a problem… Which part of the quality management process group are you involved? 1. Manage quality. 2. Analyze quality. 3. Plan quality. 4. Quality control.
Quality control
224
If you use a Fishbone diagram to address the root cause of a problem… Which part of the quality management process group are you involved? 1. Manage quality. 2. Analyze quality. 3. Plan quality. 4. Quality control.
Quality control
225
Who owns the quality of the software and I changed driven, agile project?
The cross functional team
226
Which project management plan should you always develop first?
Project scope statement
