In my previous articles, I have looked at some of the basics that you need to know about the project and. Project management. In this article, I want to talk about different types of project Prototyping models. Follow me as we are going to look at that in this article. 

 

 

Project prototyping is the process of creating a mock-up of a product or an information system.  A prototype is built for demonstration purposes.

 

 

In the software development life cycle, a working model on a smaller or partial scale of the system is built, tested and reworked until an acceptable model is achieved. This in turn facilitates the development of the complete system or product.

 

 

Project prototyping works best in scenarios where complete project requirements are not available in advance.

 

 

 

In my previous articles, I have looked at some of the basics that you need to know about the project and. Project management. In this article, I want to talk about different types of project Prototyping models. Follow me as we are going to look at that in this article. 

 

 

Project prototyping is the process of creating a mock-up of a product or an information system.  A prototype is built for demonstration purposes.

 

 

In the software development life cycle, a working model on a smaller or partial scale of the system is built, tested and reworked until an acceptable model is achieved. This in turn facilitates the development of the complete system or product.

 

 

Project prototyping works best in scenarios where complete project requirements are not available in advance.

 

 

Prototyping models…

#1 Proof of principle prototype

It has to do with checking some aspects of the product design without considering the visual appearance, the material to be used, or the manufacturing process.

#2 Form Study Prototype

This checks the primary size and appearance of a product without simulating it’s exact function or design.

#3 Visual prototype

This checks the design and imitate the appearance, colour, and surface textures of the product but will not contain the functions of the final product.

#4 Functional Prototype

This checks the appearance, materials, and functionality of the expected designed to be sure that everything is alright.

Action Point

PS: I know you might agree with some of the points that I have raised in this article. You might not agree with some of the issues raised. Let me know your views about the topic discussed. We will appreciate it if you could drop your comment. Thanks in anticipation.

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CRMNuggets is committed to fact-checking in a fair, transparent and non-partisan manner. Therefore, if you’ve found an error in any of our reports, be it factual, editorial, or an outdated post, please contact us to tell us about it.

 

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Project Management Institute defines business value as the net quantifiable benefits derived from a business endeavour.

 

 

The benefits may be tangible, intangible or both. in this article, I want to look at how projects can enable business value creation generally. Follow me as we are going to look at that together in this article.

 

 

In business analysis, the business value is considered the return, in the form of elements such as time, money, goods, or intangibles in return for something exchanged.

 

 

Business Value in a project refers to the benefits that the results of a specific project provide to its stakeholders. The benefits from projects may be tangible, intangible or both.

 

 

Examples of tangible elements include Monetary assets, stockholder equity, utility, fixtures, tools and market share among others.

 

 

Intangible assets include goodwill, brand recognition, public benefit, trademark, strategic alignments and reputation among others.

 

The benefits may be tangible, intangible or both. in this article, I want to look at how projects can enable business value creation generally. Follow me as we are going to look at that together in this article.

 

 

In business analysis, the business value is considered the return, in the form of elements such as time, money, goods, or intangibles in return for something exchanged.

 

 

Business Value in a project refers to the benefits that the results of a specific project provide to its stakeholders. The benefits from projects may be tangible, intangible or both.

 

 

Examples of tangible elements include Monetary assets, stockholder equity, utility, fixtures, tools and market share among others.

 

 

Intangible assets include goodwill, brand recognition, public benefit, trademark, strategic alignments and reputation among others.

 

 

 

Project initiation context

Organisation leaders initiate projects in response to factors acting upon their organisation. There are fundamental categories for these factors, which illustrate the context of a project. Here are some :

 

 

#1 Meeting requirements

Projects might be initiated in order to meet regulatory, legal or social requirements among others. The government may come up with policies or requirements that they have to fulfil before they are allowed to produce a particular product or service.

 

 

#2 Stakeholders requests

At times, the project might be executed in order to satisfy stakeholders’ requirements. It is a common saying that organisations embark on projects in order to meet the needs of stakeholders. It is also a common belief that a project that failed to meet the needs of stakeholders is already a failed project.

 

 

#3 Implement strategies

At times, projects are also introduced in order to implement or change business or technological strategies. Most times, you may want to move from analogue to digital ways of doing things. This might warrant initiating projects in order to achieve such laudable objectives.

 

 

#4 fixing

Most times as well, project might be initiated in order to put things in order. You might want to create, improve or fix products, processes or services as well. It is not every project that is meant to create something new. Some might be done to correct errors as well.

 

 

These factors influence an organisation’s ongoing operations and business strategies. Leaders respond to these factors in order to keep the organisation viable.

 

 

The project provides the means for organisations to successfully make the changes necessary to deal with these factors. These factors ultimately should link to the strategic objectives of the organisation and the business value of each project.

 

In my previous article, I have talked about all that you need to know about the project life cycle. In this article, I want to talk about all that you need to know about project management processes for projects. Follow me as we are going to look at that together in this article.

 

 

A process is a sequence of activities designed to bring about a specific result in response to a business need. Project management processes are all the activities that underlie the effective practice of project management; they include all the phases of initiating, pre-project setup, planning, executing, monitoring/controlling and closing a project.

 

 

Project management processes may produce project deliverables such as software interface specifications or a building:s foundation.

 

 

Project management processes are recognized within the profession as good practices; applying them appropriately improves the chances of success on nearly any project.

 

 

 

 

#1 Initiating

Initiating / Pre-Project setup processes involve defining the need for a new project or the new phase of an existing project, validating the project, preparing a project charter, and obtaining approval for the project charter to move forward.

 

 

#2 Planning

Planning processes are used to create the project scope, define objectives, and develop a strategy to accomplish the work in the project or phase.

 

 

#3 Executing

Executing processes involves carrying out the work mentioned in the project management plan in order to meet project specifications.

 

 

#4 Monitoring/Controlling

The monitoring/Controlling process includes regular monitoring of project performance and tracking progress made in the project or phase.

 

They also include changes that are to be made to the plan when required and corrective actions needed to get back on track.

 

 

#5 Closing

Closing processes involve finalizing the project activities, handing off the project or phase output, gaining formal acceptance, Yong up administrative and contractual loose ends, and finally closing the project or phase.

 

QUESTION 101
A regression line is used to estimate:

A. Whether or not a process is stable or has predictable performance.
B. How a change to the independent variable influences the value of the dependent variable.
C. The upper and lower specification limits on a control chart.
D. The central tendency, dispersion, and shape of a statistical distribution.

Correct Answer: B 

Explanation:
Scatter Diagram. A correlation chart that uses a regression line to explain or to predict how the change in an independent variable will change a dependent variable.

QUESTION 102
An input to Conduct Procurements is:

A. Independent estimates.
B. Selected sellers.
C. Seller proposals.
D. Resource calendars.

Correct Answer: C 

Explanation:

Seller Proposals
Seller proposals, prepared in response to a procurement document package, form the basic information that will be used by an evaluation body to select one or more successful bidders (sellers).

Conduct Procurements
Definition: The process of obtaining seller responses, selecting a seller, and awarding a contract.

Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
Inputs

1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets

Tools & Techniques
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations

Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates

 

QUESTION 103
What are the Project Procurement Management processes?
A. Conduct Procurements, Control Procurements, Integrate Procurements, and Close Procurements
B. Estimate Procurements, Integrate Procurements, Control Procurements, and Validate Procurements
C. Plan Procurement Management, Conduct Procurements, Control Procurements, and Close Procurements
D. Plan Procurement Management, Perform Procurements, Control Procurements, and Validate Procurements

 

Correct Answer: C 

12. Project Procurement Management
12.1 Plan Procurement Management
12.2 Conduct Procurements
12.3 Control Procurements
12.4 Close Procurements

QUESTION 104
Which tool or technique is used to develop the human resource management plan?

A. Ground rules
B. Expert judgment
C. Team-building activities
D. Interpersonal skills

Correct Answer: B 

Explanation:
Plan Human Resource Management

Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.

Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

 

Inputs
1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings

Outputs
1. Human resource management plan

Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization, Consultants,
Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts (SME), and Project management office (PMO).

QUESTION 105
Processes in the Planning Process Group are typically carried out during which part of the project life cycle?

A. Only once, at the beginning
B. At the beginning and the end
C. Once during each phase
D. Repeatedly

Correct Answer: D 

QUESTION 106
The basis of identification for current or potential problems to support later claims or new procurements is provided by:

A. A risk urgency assessment.
B. The scope baseline.
C. Work performance information.
D. Procurement audits.
Correct Answer: C 

 

Explanation:

 

Work Performance Information
Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.

 

Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.

QUESTION 107
Which Collect Requirements output links the product requirements to the deliverables that satisfy them?

A. Requirements documentation
B. Requirements traceability matrix
C. Project management plan updates
D. Project documents updates

Correct Answer: B 

Explanation:
Requirements Traceability Matrix

The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives.

 

It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope.

 

Tracing includes, but is not limited to, tracing requirements for the following:

Business needs, opportunities, goals, and objectives; Project objectives;
Project scope/WBS deliverables; Product design;
Product development;
Test strategy and test scenarios; and
High-level requirements to more detailed requirements.

 

Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.

 

Collect Requirements
Definition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

Inputs
1. Scope management plan
2. Requirements management plan
3. Stakeholder management plan
4. Project charter
5. Stakeholder register

Tools & Techniques

1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis

 

Outputs
1. Requirements documentation
2. Requirements traceability matrix

QUESTION 108
Units of measure, level of precision, level of accuracy, control thresholds, and rules of performance measurement are examples of items that are established in the:

A. Cost management plan.
B. Work performance information.
C. Quality management plan.
D. Work breakdown structure.

Correct Answer: A 

QUESTION 109
Which type of dependency is established based on knowledge of best practices within a particular application area or some unusual aspect of the project in which a specific sequence is desired, even though there may be other acceptable sequences?

A. External
B. Internal
C. Mandatory
D. Discretionary

Correct Answer: D 

Explanation:
 Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work.

 

Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.

 

Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

 

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences.

 

Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal.

 

The project team determines which dependencies are discretionary during the process of sequencing the activities.

 

External dependencies. External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project.

 

The project management team determines which dependencies are external during the process of sequencing the activities.

 

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

 

QUESTION 110
Sensitivity analysis is typically displayed as a/an:

A. Decision tree diagram.
B. Tornado diagram.
C. Pareto diagram.
D. Ishikawa diagram.

Correct Answer: B 

Explanation:
 Quantitative Risk Analysis and Modeling Techniques

• Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential impact on the project. It helps to understand how the variations in project’s objectives correlate with variations in different uncertainties. Conversely, it examines the extent to which the uncertainty of each project element affects the objective being studied when all other uncertain elements are held at their baseline values. One typical display of sensitivity analysis is the tornado diagram, which is useful for comparing relative importance and impact of variables that have a high degree of uncertainty to those that are more stable.

 

The Tornado diagram is also helpful in analyzing risk-taking scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater than corresponding identified negative impacts. A tornado diagram is a special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables.

 

In a tornado diagram, the Y-axis contains each type of uncertainty at base values, and the X-axis contains the spread or correlation of the uncertainty to the studied output. In this fgure, each uncertainty contains a horizontal bar and is ordered vertically to show uncertainties with a decreasing spread from the base values.

QUESTION 111
The Monitoring and Controlling Process Group includes processes that:

A. Establish the scope, objectives, and course of action of a project.
B. Define a new project or a new phase of an existing project.
C. Track, review, and regulate the progress and performance of a project.
D. Complete the work defined in the project management plan.

Correct Answer: C 

 

QUESTION 112
Which Control Quality tool is also known as an arrow diagram?

A. Matrix diagram
B. Affinity diagram
C. Tree diagram
D. Activity network diagram

Correct Answer: D 

Explanation:
Quality Management and Control Tools

The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and Control Quality processes. In addition, other tools that are available include:

Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.

Process decision program charts (PDPC). Used to understand a goal in relation to the steps for getting to the goal. The PDPC is useful as a method for contingency planning because it aids teams in anticipating intermediate steps that could derail achievement of the goal.

Interrelationship digraphs. An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated in other tools such as the affinity diagram, the tree diagram, or the fshbone diagram.

Tree diagrams. Also known as systematic diagrams and may be used to represent decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS (organizational breakdown structure). In project management, tree diagrams are useful in visualizing the parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship. Tree diagrams can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team hierarchy or OBS).

 

Because tree diagrams permit the creation of nested branches that terminate into a single decision point, they are useful as decision trees for establishing an expected value for a limited number of dependent relationships that have been diagramed systematically.

Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.

Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).
Matrix diagrams.

 

A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

 

QUESTION 113
A project manager builds consensus and overcomes obstacles by employing which communication technique?

A. Listening
B. Facilitation
C. Meeting management
D. Presentation

Correct Answer: B 

Explanation:
Definitions:

Meeting management techniques. Preparing an agenda and dealing with conflicts. Presentation techniques. Awareness of the impact of body language and design of visual aids. Facilitation techniques. Building consensus and overcoming obstacles.
Listening techniques. Listening actively (acknowledging, clarifying, and confirming understanding) and removal of barriers that adversely affect comprehension.

 

QUESTION 114
When does the project team determine which dependencies are discretionary?

A. Before the Define Activities process
B. During the Define Activities process
C. Before the Sequence Activities process
D. During the Sequence Activities process

 

Correct Answer: D

:
Explanation:
Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

 

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work.

 

Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies.

 

Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

 

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences.

 

Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal.

 

The project team determines which dependencies are discretionary during the process of sequencing the activities.

 

External dependencies. External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project.

 

The project management team determines which dependencies are external during the process of sequencing the activities.

 

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

 

Sequence Activities
Definition: The process of identifying and documenting relationships among the project activities.
Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

Inputs

1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets

Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags

Outputs
1. Project schedule network diagrams
2. Project documents updates

 

QUESTION 115
Typical outcomes of a project include:

A. Products, services, and improvements.
B. Products, programs, and services.
C. Improvements, portfolios, and services.
D. Improvements, processes, and products.

Correct Answer: A 

 

QUESTION 116
Which grid shows which resources are tied to work packages?

A. Work breakdown structure (WBS)
B. Responsibility assignment matrix (RAM)
C. Project assignment chart
D. Personnel assignment matrix

Correct Answer: B 

Explanation:
Responsibility Assignment Matrix (RAM). A grid that shows the project resources assigned to each work package.

QUESTION 117
The iterative process of increasing the level of detail in a project management plan as greater amounts of information become available is known as:

A. Continuous improvement.
B. Predictive planning.
C. Progressive elaboration.
D. Quality assurance.

Correct Answer: C 

QUESTION 118
An effective technique for resolving conflict that incorporates multiple viewpoints from differing perspectives to achieve consensus and commitment is:

A. smooth/accommodate
B. force/direct
C. collaborate/problem solve
D. compromise/reconcile

Correct Answer: C 

QUESTION 119
A temporary endeavor that creates a unique product or service is called a:

A. Project
B. Plan
C. Program
D. Portfolio

Correct Answer: A 

QUESTION 120
Status of deliverables, implementation status for change requests, and forecasted estimates to complete are examples of:
A. Earned value management.
B. Enterprise environmental factors.
C. Organizational process assets.
D. Work performance information.

Correct Answer: D 

 

Work Performance Information
Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas.

 

Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.

Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.

QUESTION 121

Which item is an output of Plan Quality Management and an input to Perform Quality Assurance?

A. Organizational process updates
B. Quality metrics
C. Change requests
D. Quality control measurements

Correct Answer: B 

Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will measure it. A measurement is an actual value. The tolerance defines the allowable variations to the metric. For example, if the quality objective is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable.

 

Quality metrics are used in the perform quality assurance and control quality processes.

Some examples of quality metrics include on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage.

 

 Plan Quality Management
Definition: The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets

Tools & Techniques
2. Cost-benefit analysis
3. Cost of quality
4. Seven basic quality tools
5. Benchmarking
6. Design of experiments
7. Statistical sampling
8. Additional quality planning tools
9. Meetings

Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates

Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.

Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents

Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis

Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates

QUESTION 122
A project manager managing a cross-cultural virtual project team across several time zones should be concerned about the impacts of which communication technology factor?

A. Urgent information need
B. Sensitivity of information
C. Project environment
D. Ease of use

 

Correct Answer: C 

Explanation:
Project environment. There is a need to determine if the team will meet and operate on a face-to-face basis or in a virtual environment; whether they will be located in one or multiple time zones; whether they will use multiple languages for communication; and finally, whether there are any other project environmental factors, such as culture, which may affect communications.

QUESTION 123
The number of potential communication channels for a project with 5 stakeholders is:
A. 10.
B. 12.
C. 20.
D. 24.

Correct Answer: A 

Explanation:
number of communication channels within a project. N (N – 1) / 2, where N represents the number of identified stakeholders.

QUESTION 124
The process of prioritizing risks for further analysis or action is known as:

A. Plan Risk Management.
B. Plan Risk Responses.
C. Perform Qualitative Risk Analysis.
D. Perform Quantitative Risk Analysis.

Correct Answer: C 

Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment

Outputs
1. Project documents updates

QUESTION 125
Which tool or technique is used in validating the scope of a project?

A. Facilitated workshops
B. Interviews
C. Inspection
D. Meetings

Correct Answer: C 

Explanation:
Validate Scope: Tools and Techniques

Inspection
Inspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. Inspections are sometimes called reviews, product reviews, audits, and walkthroughs. In some application areas, these different terms have unique and specific meanings.

 

Validate Scope
Definition: The process of formalizing acceptance of the completed project deliverables.
Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data

Tools & Techniques
1. Inspection
2. Group decision-making techniques

Outputs
1. Accepted deliverables
2. Change requests
3. Work performance information
4. Project documents updates

QUESTION 126
An input to Close Project or Phase is:

A. Accepted deliverables.
B. Final products or services.
C. Document updates.
D. Work performance information.

Correct Answer: A 

Close Project or Phase
Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

Inputs
1. Project management plan
2. Accepted deliverables
3. Organizational process assets

 

Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Final product, service, or result transition
2. Organizational process assets updates

QUESTION 127
An output of the Direct and Manage Project Work process is:

A. Deliverables.
B. Activity lists.
C. A work breakdown structure.
D. A scope statement.

Correct Answer: A

Explanation:
Direct and Manage Project Work
Definition: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

Key Benefit: The key benefit of this process is that it provides overall management of the project work.

Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Project management information system
3. Meetings

Outputs
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates

QUESTION 128
External organizations that have a special relationship with the enterprise and provide specialized expertise are called:
A. Customers.
B. Business partners.
C. Sellers.
D. Functional managers.

Correct Answer: B 

QUESTION 129
Which process involves subdividing project deliverables and project work into smaller, more manageable portions?

A. Develop Schedule
B. Create WBS
C. Estimate Activity Resources
D. Define Scope

Correct Answer: B 

 Create WBS
Definition: WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.

Key Benefit: The key benefit of this process is that it provides a structured vision of what has to be delivered.

Inputs
1. Scope management plan
2. Project scope statement
3. Requirements documentation
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
1. Decomposition
2. Expert judgment

Outputs
1. Scope baseline
2. Project documents updates

QUESTION 130
In a project, total float measures the:

A. Ability to shuffle schedule activities to lessen the duration of the project.
B. Amount of time an activity can be extended or delayed without altering the project finish date.
C. Cost expended to restore order to the project schedule after crashing the schedule.
D. Estimate of the total resources needed for the project after performing a forward pass.

Correct Answer: B 

QUESTION 131
Which Knowledge Areas include processes from the Closing Process Group?

A. Project Quality Management and Project Time Management
B. Project Scope Management and Project Risk Management
C. Project Stakeholder Management and Project Cost Management
D. Project Integration Management and Project Procurement Management

Correct Answer: D 

Explanation:
Closing Process Group
4.6 Close Project or Phase –> 4. Project Integration Management
12.4 Close Procurements –> 12.Project Procurement Management

QUESTION 132
Stakeholder satisfaction should be managed as a key project:

A. Benefit
B. Initiative
C. Objective
D. Process

Correct Answer: C 

QUESTION 133
Which cost is associated with nonconformance?

A. Liabilities
B. Inspections
C. Training
D. Equipment

Correct Answer: A

QUESTION 134
Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?

A. Historical relationships
B. Dependency determination
C. Bottom-up estimating
D. Rolling wave planning

Correct Answer: D 

Explanation/Reference:

Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.

Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.

Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

Inputs
Schedule management plan Scope baseline
Enterprise environmental factors Organizational process assets

Tools & Techniques
Decomposition
Rolling wave planning
Expert judgment

Outputs
Activity list Activity attributes Milestone list

QUESTION 135
An output of the Create WBS process is:

A. Scope baseline.
B. Change requests.
C. Accepted deliverables.
D. Variance analysis.

Correct Answer: A

QUESTION 136
A tool or technique used in the Control Procurements process is:

A. Expert judgment.
B. Performance reporting.
C. Bidder conferences.
D. Reserve analysis.

Correct Answer: B 

Explanation:

 Performance Reporting
Performance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts. Performance reporting involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results.

Performance reporting needs to provide information at an appropriate level for each audience.

 

The format may range from a simple status report to more elaborate reports and may be prepared regularly or on an exception basis. A simple status report might show performance information, such as percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:

• Analysis of past performance,
• Analysis of project forecasts (including time and cost),
• Current status of risks and issues,
• Work completed during the period,
• Work to be completed in the next period,
• Summary of changes approved in the period, and
• Other relevant information, which is reviewed and discussed.

Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.

Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.

Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data

Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management system

Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

QUESTION 137
Configuration identification, configuration status accounting, and configuration verification and audit are all activities in which process?

A. Perform Quality Assurance
B. Direct and Manage Project Work
C. Monitor and Control Project Work
D. Perform Integrated Change Control

Correct Answer: D

 

QUESTION 138
Which tool or technique is used in the Estimate Costs process?

A. Acquisition
B. Earned value management
C. Vendor bid analysis
D. Forecasting

Correct Answer: C 

 

Vendor Bid Analysis
Cost estimating methods may include analysis of what the project should cost, based on the responsive bids from qualified vendors. When projects are awarded to a vendor under competitive processes, additional cost estimating work may be required of the project team to examine the price of individual deliverables and to derive a cost that supports the final total project cost.

 

 Estimate Costs
Definition: The process of developing an approximation of the monetary resources needed to complete project activities.
Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.

Inputs
1. Cost management plan
2. Human resource management plan
3. Scope baseline
4. Project schedule
5. Risk register
6. Enterprise environmental factors
7. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
7. Cost of quality
8. Project management software
9. Vendor bid analysis
10. Group decision-making techniques

Outputs
1. Activity cost estimates
2. Basis of estimates
3. Project documents updates

QUESTION 139
Which type of project management office (PMO) supplies templates, best practices, and training to project teams?

A. Supportive
B. Directive
C. Controlling
D. Instructive

 

Correct Answer: A

QUESTION 140
Which Define Activities output extends the description of the activity by identifying the multiple components associated with each activity?

A. Project document updates
B. Activity list
C. Activity attributes
D. Project calendars

Correct Answer: C 

Activity Attributes
Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity.

 

The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

 

Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.

 

Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment

Outputs
1. Activity list
2. Activity attributes
3. Milestone list

 

QUESTION 141
An input to the Identify Stakeholders process is:

 

A. The project management plan.
B. The stakeholder register.
C. Procurement documents.
D. Stakeholder analysis.

Correct Answer: C 

 

Explanation:
Procurement Documents

Procurement documents are used to solicit proposals from prospective sellers. Terms such as bid, tender, or quotation are generally used when the seller selection decision will be based on price (as when buying commercial or standard items), while a term such as proposal is generally used when other considerations, such as technical capability or technical approach are paramount.

 

Common terms are in use for different types of procurement documents and may include request for information (RFI), invitation for bid (IFB), request for proposal (RFP), request for quotation (RFQ), tender notice, invitation for negotiation, and invitation for seller’s initial response.

 

Specific procurement terminology used may vary by industry and location of the procurement. The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of the responses. These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any required contractual provisions. With government contracting, some or all of the content and structure of procurement documents may be defined by regulation.

 

The complexity and level of detail of the procurement documents should be consistent with the value of, and risks associated with, the planned procurement. Procurement documents are required to be sufficient to ensure consistent, appropriate responses, but flexible enough to allow consideration of any seller suggestions for better ways to satisfy the same requirements.

 

Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance with the policies of the buyer’s organization, which can include publication of the request in public newspapers, in trade journals, in public registries, or on the internet.

 

Identify Stakeholders
Definition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

Inputs
1. Project charter
2. Procurement documents
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings

Outputs
1. Stakeholder register

QUESTION 142
Identify Risks is part of which Process Group?

A. Planning
B. Executing
C. Closing
D. Initiating

 

Correct Answer: A 

Explanation:

Planning Process Group
4.2 Develop Project Management Plan
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
13.2 Plan Stakeholder Management

QUESTION 143
Which conflict resolution technique searches for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict?

A. Force/direct
B. Withdraw/avoid
C. Compromise/reconcile
D. Collaborate/problem solve

Correct Answer: C

QUESTION 144
Which tool or technique is used in the Perform Integrated Change Control process?

A. Decomposition
B. Modeling techniques
C. Resource optimization
D. Meetings

 

Correct Answer: D

Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees at the meetings may include the project manager, the project team and appropriate stakeholders involved or affected by the topics addressed.

 

Each attendee should have a defined role to ensure appropriate participation. Meetings tend to be one of three types:
Information exchange; Brainstorming, option evaluation, or design; or Decision making.

 

Meeting types should not be mixed as a best practice. Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should be appropriately documented with meeting minutes and action
items.

 

Meeting minutes should be stored as defined in the project management plan. Meetings are most effective when all participants can be face-to-face in the same location. Virtual meetings can be held using audio and/or video conferencing tools, but generally require additional preparation and organization to achieve the same effectiveness of a face-to-face meeting.

Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.

Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.

Inputs
1. Project management plan
2. Work performance reports
3. Change requests
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Meetings
3. Change control tools

Outputs
1. Approved change requests
2. Change log
3. Project management plan updates
4. Project documents updates

QUESTION 145
A logical relationship in which a successor activity cannot start until a predecessor activity has finished is known as:

A. Start-to-start (SS).
B. Start-to-finish (SF).
C. Finish-to-start (FS).
D. Finish-to-finish (FF).

 

Correct Answer: C

 

Explanation:
A finish-to-start (FS) relationship between two activities implies that the initiation of successor is dependent on the completion of predecessor.
A finish-to-finish (FF) relationship between two activities implies that the completion of successor is dependent on the completion of predecessor.
A start-to-start (SS) relationship implies that the initiation of successor is dependent on the initiation of predecessor.
A start-to-finish (SF) relationship between two activities implies that the completion of successor is dependent on the initiation of its predecessor

 

QUESTION 146
Which type of contract gives both the seller and the buyer flexibility to deviate from performance with financial incentives?

A. Cost Plus Incentive Fee (CPIF)
B. Fixed Price Incentive Fee (FPIF)
C. Cost Pius Award Fee (CPAF)
D. Time and Material (T&M)

Correct Answer: B 

Explanation:
Fixed Price Incentive Fee Contracts (FPIF). This fixed-price arrangement gives the buyer and seller some flexibility in that it allows for deviation from performance, with financial incentives tied to achieving agreed upon metrics. Typically such financial incentives are related to cost, schedule, or technical performance of the seller. Performance targets are established at the outset, and the final contract price is determined after completion of all work based on the seller’s performance. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller, who is obligated to complete the work.

QUESTION 147
What is the estimate at completion (EAC) if the budget at completion (BAC) is $100, the actual cost (AC) is $50, and the earned value (EV) is $25?
A. $50
B. $100
C. $125
D. $175

Correct Answer: C 

Explanation:
Estimate to completion calculates how much more of the budget is needed to complete the project if everything continues at the current level of performance.
EAC ‘atypical’ = AC + BAC – EV
EAC ‘typical’ = AC + ((BAC – EV) / CPI)

 

QUESTION 148
The business needs, assumptions, and constraints and the understanding of the customers’ needs and high- level requirements are documented in the:

A. Project management plan.
B. Project charter.
C. Work breakdown structure.
D. Stakeholder register.

Correct Answer: B

QUESTION 149
Which Process Group and Knowledge Area include the Sequence Activities process?

A. Executing Process Group and Project Time Management
B. Executing Process Group and Project Cost Management
C. Planning Process Group and Project Time Management
D. Planning Process Group and Project Cost Management

Correct Answer: C 

Knowledge Areas
1. 4. Project Integration Management
2. 5. Project Scope Management
3. 6. Project Time Management
4. 7. Project Cost Management
5. 8. Project Quality Management
6. 9. Project Human Resource Management
7. 10.Project Communications Management
8. 11.Project Risk Management
9. 12.Project Procurement Management
10. 13.Project Stakeholder Management
Planning Process Group
4.2 Develop Project Management Plan
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
13.2 Plan Stakeholder Management

QUESTION 150
In the Plan Stakeholder Management process, expert judgment is used to:
A. Provide information needed to plan appropriate ways to engage project stakeholders.
B. Ensure comprehensive identification and listing of new stakeholders.
C. Analyze the information needed to develop the project scope statement.
D. Decide the level of engagement of the stakeholders at each required stage.

Correct Answer: D

Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization, Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups,
Subject matter experts (SME), and Project management office (PMO).

Plan Stakeholder Management
Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.

Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques

Outputs
Stakeholder management plan Project documents updates

 

QUESTION 51
Which input to the Manage Stakeholder Engagement process provides guidance on how stakeholders can best be involved in a project?

 

A. Feedback analysis
B. Stakeholder analysis
C. Communication management plan
D. Stakeholder management plan

 

Correct Answer: D

Stakeholder Management Plan

The stakeholder management plan is a component of the project management plan (Section 4.2.3.1) and identifies the management strategies required to effectively engage stakeholders. The stakeholder management plan can be formal or informal, highly detailed or broadly framed, based on the needs of the project.
In addition to the data gathered in the stakeholder register, the stakeholder management plan often provides: Desired and current engagement levels of key stakeholders;

Scope and impact of change to stakeholders;
identified interrelationships and potential overlap between stakeholders;

Stakeholder communication requirements for the current project phase;
Information to be distributed to stakeholders, including language, format, content, and level of detail; Reason for the distribution of that information and the expected impact to stakeholder engagement; Time frame and frequency for the distribution of required information to stakeholders; and Method for updating and refining the stakeholder management plan as the project progresses and develops.

 

Project managers should be aware of the sensitive nature of the stakeholder management plan and take appropriate precautions. For example, information on stakeholders who are resistant to the project can be potentially damaging, and due consideration should be given regarding the distribution of such information.

 

When updating the stakeholder management plan, the validity of underlying assumptions should be reviewed to ensure continued accuracy and relevancy.

 

 Manage Stakeholder Engagement

Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.

Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs

 

1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets

 

Tools & Techniques

1. Communication methods
2. Interpersonal skills
3. Management skills

Outputs

 

1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

 

QUESTION 52
A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building is known as:

 

A. Benchmarking.
B. Context diagrams.
C. Brainstorming.
D. Prototyping.

 

Correct Answer: D 

Explanation:

 Prototypes Prototyping is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it. Since a prototype is tangible, it allows stakeholders to experiment with a model of the final product rather than being limited to discussing abstract representations of their requirements.

 

Prototypes support the concept of progressive elaboration in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision. When enough feedback cycles have been performed, the requirements obtained from the prototype are sufficiently complete to move to a design or build phase. Storyboarding is a prototyping technique showing sequence or navigation through a series of images or illustrations.

 

Storyboards are used on a variety of projects in a variety of industries, such as film, advertising, instructional design, and on agile and other software development projects. In software development, storyboards use mock-ups to show navigation paths through webpages, screens, or other user interfaces.

 

QUESTION 53
Which stakeholder classification model groups stakeholders based on their level of authority and their active involvement in the project?

A. Power/influence grid
B. Power/interest grid
C. Influence/impact grid
D. Salience model

Correct Answer: A 

Stakeholder Analysis

Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project’s chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.

 

Stakeholder analysis generally follows the steps described below:

Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer.

 

 

Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.

 

Analyze the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.

 

Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:

 

Power/interest grid, grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes; Power/influence grid, grouping the stakeholders based on their level of authority (“power”) and their active involvement (“influence”) in the project; Influence/impact grid, grouping the stakeholders based on their active involvement (“influence”) in the project and their ability to effect changes to the project’s planning or execution (“impact”); and Salience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).

 

QUESTION 54

Which Plan Schedule Management tool or technique may involve choosing strategic options to estimate and schedule the project?

A. Facilitation techniques
B. Expert judgment
C. Analytical techniques
D. Variance analysis

Correct Answer: C

 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are: Regression analysis, Grouping methods, Causal analysis, Root cause analysis, Forecasting methods (e.g., time series, scenario building, simulation, etc.), Failure mode and effect analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management, and Variance analysis.

 

Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

 

Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets

 

Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Schedule management plan

 

QUESTION 55
Which basic quality tool is most useful when gathering attributes data in an inspection to identify defects?

A. Control charts
B. Pareto diagrams
C. Ishikawa diagrams
D. Checksheets

Correct Answer: D 

Explanation:

Checksheets, which are also known as tally sheets and may be used as a checklist when gathering data. Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects. For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams.

 

QUESTION 56
The process of estimating the type and quantity of material, human resources, equipment, or supplies required to perform each activity is known as:

A. Collect Requirements.
B. Conduct Procurements.
C. Estimate Activity Durations.
D. Estimate Activity Resources.

 

Correct Answer: D

 Estimate Activity Resources
Definition: The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

 

Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Resource calendars
5. Risk register
6. Activity cost estimates
7. Enterprise environmental factors
8. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Alternative analysis
3. Published estimating data
4. Bottom-up estimating
5. Project management software

Outputs
1. Activity resource requirements
2. Resource breakdown structure
3. Project documents updates

 

QUESTION 57
Which input to the Identify Stakeholders process provides information about internal or external parties related to the project?

A. Procurement documents
B. Communications plan
C. Project charter
D. Stakeholder register

Correct Answer: C 

 

Identify Stakeholders
Definition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.

Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

Inputs
Project charter
Procurement documents Enterprise environmental factors Organizational process assets.

Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings

 

Outputs
1. Stakeholder register

QUESTION 58
The Identify Stakeholders process is found in which Process Group?

A. Initiating
B. Monitoring and Controlling
C. Planning
D. Executing

Correct Answer: A 

Initiating Process Group
 Develop Project Charter
 Identify Stakeholders

 

QUESTION 59
An input to Develop Project Charter is a/an:

 

A. Business case.
B. Activity list.
C. Project management plan.
D. Cost forecast.

Correct Answer: A 

Explanation:

Develop Project Charter

Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets

 

Tools & Techniques
1. Expert judgment
2. Facilitation techniques

Outputs
 Project charter
Business Case

 

The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:

 

Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of
paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).

 

Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits.

 

In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.

 

QUESTION 60
Which item is a formal proposal to modify any document, deliverable, or baseline?

A. Change request
B. Requirements documentation
C. Scope baseline
D. Risk urgency assessment

 

Correct Answer: A

Explanation:
 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan.

 

When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project.

 

Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:

Corrective action—An intentional activity that realigns the performance of the project work with the project management plan;
Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan;
Defect repair—An intentional activity to modify a nonconforming product or product component;
Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.

 

QUESTION 61
Which process determines the risks that may affect the project and documents their characteristics?

A. Control Risks
B. Plan Risk Management
C. Plan Risk Responses
D. Identify Risks

Correct Answer: D 

Explanation:

Identify Risks

Definition: The process of determining which risks may affect the project and documenting their characteristics.

Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.

Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10. Project documents
11. Procurement documents
12. Enterprise environmental factors
13. Organizational process assets

 

Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment

 

Outputs
Risk register

 

 Risk Register

The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time.

 

The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:

 

List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT.

 

In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.

 

List of potential responses. Potential responses to a risk may sometimes be identified during the Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.

 

QUESTION 62
An example of a group decision-making technique is:

A. Nominal group technique.
B. Majority.
C. Affinity diagram.
D. Multi-criteria decision analysis.

 

Correct Answer: B 

QUESTION 63
A risk response strategy in which the project team shifts the impact of a threat, together with ownership of the response, to a third party is called:

A. mitigate
B. accept
C. transfer
D. avoid

 

Correct Answer: C 

 

Explanation:
Strategies for Negative Risks or Threats

Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique influence on the risk condition.

 

These strategies should be chosen to match the risk’s probability and impact on the project’s overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact.

 

The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely.

 

The project manager may also isolate the project objectives from the risk’s impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.

 

Transfer: Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management—it does not eliminate it.

 

Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk.

 

Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.

 

Mitigate: Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred.
Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of
mitigation actions.

 

Mitigation may require prototype development to reduce the risk of scaling up from a bench- scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.

 

Accept: Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost- effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy.

 

This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.

 

QUESTION 64
An output of the Plan Quality Management process is:

A. A process improvement plan.
B. Quality control measurements.
C. Work performance information.
D. The project management plan.

 

Correct Answer: A

Explanation:
 Plan Quality Management

Definition: The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

 

Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets

 

Tools & Techniques
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic quality tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings

 

Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates

QUESTION 65
A project manager should document the escalation path for unresolved project risks in the:

A. Change control plan
B. Stakeholder register
C. Risk log
D. Communications management plan

Correct Answer: D 

Explanation:
Communications Management Plan

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:

Stakeholder communication requirements; Information to be communicated, including language, format, content, and level of detail; Reason for the distribution of that information; Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable;
Person responsible for communicating the information; Person responsible for authorizing release of confidential information; Person or groups who will receive the information; Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases; Resources allocated for communication activities, including time and budget; Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level; Method for updating and refining the communications management plan as the project progresses and develops; Glossary of common terminology;
Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

 

The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

 

QUESTION 66
Which process in Project Time Management includes reserve analysis as a tool or technique?

A. Estimate Activity Resources
B. Sequence Activities
C. Estimate Activity Durations
D. Develop Schedule

 

Correct Answer: C 

Estimate Activity Durations
Definition: The process of estimating the number of work periods needed to complete individual activities with estimated resources.

Key Benefit: The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

 

Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Activity resource requirements
5. Resource calendars
6. Project scope statement
7. Risk register
8. Resource breakdown structure
9. Enterprise environmental factors
10. Organizational process assets

 

Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Three-point estimating
5. Group decision-making techniques
6. Reserve analysis

Outputs
1. Activity duration estimates
2. Project documents updates

 

Reserve Analysis
Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the “known-unknowns,” which may be estimated to account for this unknown amount of rework.

 

As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.

Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project.

 

Management reserves are intended to address the “unknown-unknowns” that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.

 

QUESTION 67
Which risk management strategy seeks to eliminate the uncertainty associated with a particular upside risk by ensuring that the opportunity is realized?

A. Enhance
B. Share
C. Exploit
D. Accept

Correct Answer: C 

Explanation:

Strategies for Positive Risks or Opportunities
Three of the four responses are suggested to deal with risks with potentially positive impacts on project objectives.

 

The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. These strategies, described below, are to exploit, share, enhance, and accept.

Exploit: The exploit strategy may be selected for risks with positive impacts where the organization wishes to ensure that the opportunity is realized. This strategy seeks to eliminate the uncertainty associated with a particular upside risk by ensuring the opportunity definitely happens.

 

Examples of directly exploiting responses include assigning an organization’s most talented resources to the project to reduce the time to completion or using new technologies or technology upgrades to reduce cost and duration required to realize project objectives.

 

Enhance: The enhance strategy is used to increase the probability and/or the positive impacts of an opportunity. Identifying and maximizing key drivers of these positive-impact risks may increase the probability of their occurrence. Examples of enhancing opportunities include adding more resources to an activity to finish early.

 

Share: Sharing a positive risk involves allocating some or all of the ownership of the opportunity to a third party who is best able to capture the opportunity for the beneft of the project. Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint ventures, which can be established with the express purpose of taking advantage of the opportunity so that all parties gain from their actions.

Accept: Accepting an opportunity is being willing to take advantage of the opportunity if it arises, but not actively pursuing it.

 

QUESTION 68
Payback period, return on investment, internal rate of return, discounted cash flow, and net present value are all examples of:

A. Expert judgment.
B. Analytical techniques.
C. Earned value management.
D. Group decision-making techniques.

 

Correct Answer: B 

Explanation:
Analytical Techniques

 

Developing the cost management plan may involve choosing strategic options to fund the project such as: self-funding, funding with equity, or funding with debt. The cost management plan may also detail ways to
finance project resources such as making, purchasing, renting, or leasing. These decisions, like other financial decisions affecting the project, may affect project schedule and/or risks.

 

Organizational policies and procedures may influence which financial techniques are employed in these decisions. Techniques may include (but are not limited to): payback period, return on investment, internal rate of return, discounted cash flow, and net present value.

 

QUESTION 69
The definition of when and how often the risk management processes will be performed throughout the project life cycle is included in which risk management plan component?

A. Timing
B. Methodology
C. Risk categories

D. Budgeting

Correct Answer: A 

Explanation:

 Risk Management Plan
The risk management plan is a component of the project management plan and describes how risk management activities will be structured and performed. The risk management plan includes the following:
Methodology. Defines the approaches, tools, and data sources that will be used to perform risk management on the project.

Roles and responsibilities. Defines the lead, support, and risk management team members for each type of activity in the risk management plan, and clarifes their responsibilities.

 

Budgeting: Estimates funds needed, based on assigned resources, for inclusion in the cost baseline and establishes protocols for application of contingency and management reserves.

Timing. Defines when and how often the risk management processes will be performed throughout the project life cycle, establishes protocols for application of schedule contingency reserves, and establishes risk management activities for inclusion in the project schedule.

QUESTION 70
When a backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during a forward pass calculation, this causes which type of total float?

A. Negative
B. Zero
C. Positive
D. Free

 

Correct Answer: C

QUESTION 71
A reward can only be effective if it is:

A. Given immediately after the project is completed.
B. Something that is tangible.
C. Formally given during project performance appraisals.
D. Satisfying a need valued by the individual.

Correct Answer: D

Explanation/Reference:

QUESTION 72
Which tool or technique allows a large number of ideas to be classified into groups for review and analysis?

A. Nominal group technique
B. Idea/mind mapping
C. Affinity diagram
D. Brainstorming

 

Correct Answer: C

Explanation:

Group Creativity Techniques
Several group activities can be organized to identify project and product requirements. Some of the group creativity techniques that can be used are:

 

Brainstorming: A technique used to generate and collect multiple ideas related to project and product requirements. Although brainstorming by itself does not include voting or prioritization, it is often used with other group creativity techniques that do.

Nominal group technique: A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.

Idea/mind mapping: A technique in which ideas created through individual brainstorming sessions are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas.

Affinity diagram: A technique that allows large numbers of ideas to be classified into groups for review and analysis.

Multicriteria decision analysis: A technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

QUESTION 73
Using values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous similar project as the basis for estimating the same parameter or measurement for a current project describes which type of estimating?

A. Bottom-up
B. Parametric
C. Analogous
D. Three-point

Correct Answer: C 

QUESTION 74
Sending letters, memos, reports, emails, and faxes to share information is an example of which type of communication?

A. Direct
B. Interactive
C. Pull
D. Push

Correct Answer: D

Explanation:
Communication Methods

There are several communication methods that are used to share information among project stakeholders. These methods are broadly classifed as follows:

Interactive communication: Between two or more parties performing a multidirectional exchange of information. It is the most effcient way to ensure a common understanding by all participants on specified topics, and includes meetings, phone calls, instant messaging, video conferencing, etc.

Push communication: Sent to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communications include letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.

Pull communication: Used for very large volumes of information, or for very large audiences, and requires the recipients to access the communication content at their own discretion. These methods include intranet sites, e-learning, lessons learned databases, knowledge repositories, etc.

The choices of communication methods that are used for a project may need to be discussed and agreed upon by the project stakeholders based on communication requirements; cost and time constraints; and familiarity and availability of the required tools and resources that may be applicable to the communications process.

QUESTION 75
Which earned value management (EVM) metric is a measure of the cost efficiency of budgeted resources expressed as a ratio of earned value (EV) to actual cost (AC) and is considered a critical EVM metric?

A. Cost variance (CV)
B. Cost performance index (CPI)
C. Budget at completion (BAC)
D. Variance at completion (VAC)

Correct Answer: B

Explanation:

CPI = EV / AC

QUESTION 76
Which process involves defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan?

A. Direct and Manage Project Work
B. Develop Project Management Plan
C. Plan Quality Management
D. Monitor and Control Project Work

Correct Answer: B 

Explanation:
Develop Project Management Plan

Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating
them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.

Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.

Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Facilitation techniques

Outputs
1. Project management plan

Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:

Scope baseline, Schedule baseline, and Cost baseline.

Subsidiary plans include, but are not limited to:

Scope management plan, Requirements management plan, Schedule management plan, Cost management plan, Quality management plan, Process improvement plan,
Human resource management plan, Communications management plan, Risk management plan , Procurement management plan, and Stakeholder management plan.

Among other things, the project management plan may also include the following:

Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.

Description of how work will be executed to accomplish the project objectives;

Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;

Requirements and techniques for communication among stakeholders; and Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.

The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

QUESTION 77
Inputs to the Plan Schedule Management process include:

A. Organizational process assets and the project charter,
B. Enterprise environmental factors and schedule tools.
C. Time tables and Pareto diagrams.
D. Activity attributes and resource calendars.

 

Correct Answer: A

Explanation:
 Organizational Process Assets

Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.

 

They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.

 

Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.

Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Schedule management plan

QUESTION 78
A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?

A. Identify Risks
B. Control Risks
C. Perform Quantitative Risk Analysis
D. Perform Qualitative Risk Analysis

 

Correct Answer: A 

Explanation:

SWOT Analysis

This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general.

 

SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.

 

 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics. Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.

Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10. Project documents
11. Procurement documents
12. Enterprise environmental factors
13. Organizational process assets

Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment

Outputs
Risk register

 

Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time.

 

The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:

 

List of identified risks: 

The identified risks are described in as much detail as is reasonable. A structure for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident.

 

These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.

 

QUESTION 79
Which Knowledge Area involves identifying the people, groups, or organizations that may be impacted by or impact a project?

A. Project Risk Management
B. Project Human Resource Management
C. Project Scope Management
D. Project Stakeholder Management

Correct Answer: D 

Explanation:
PROJECT STAKEHOLDER MANAGEMENT

Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.

 

Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective.

 

QUESTION 80
Which input to Collect Requirements is used to identify stakeholders who can provide information on requirements?

A. Stakeholder register
B. Scope management plan
C. Stakeholder management plan
D. Project charter

 

Correct Answer: A 

Explanation:
Stakeholder Register:  The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.

Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:

Identification information:  Name, organizational position, location, role in the project, contact information;
Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.

 

The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change— or new ones identified—throughout the life cycle of the project.

Collect Requirements

Definition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

Inputs
1. Scope management plan
2. Requirements management plan
3. Stakeholder management plan
4. Project charter
5. Stakeholder register

Tools & Techniques
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis

Outputs
1. Requirements documentation
2. Requirements traceability matrix

QUESTION 81
Which process identifies whether the needs of a project can best be met by acquiring products, services, or results outside of the organization?

A. Plan Procurement Management
B. Control Procurements
C. Collect Requirements
D. Plan Cost Management

 

Correct Answer: A 

Explanation:
Plan Procurement Management

Definition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.

Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.

 

Inputs
1. Project management plan
2. Requirements documentation
3. Risk register
4. Activity resource requirements
5. Project schedule
6. Activity cost estimates
7. Stakeholder register
8. Enterprise environmental factors
9. Organizational process assets

 

Tools & Techniques
1. Make-or-buy analysis
2. Expert judgment
3. Market research
4. Meetings

Outputs
1. Procurement management plan
2. Procurement statement of work
3. Procurement documents
4. Source selection criteria
5. Make-or-buy decisions
6. Change requests
7. Project documents updates

 

QUESTION 82
Which tool or technique is used to manage change requests and the resulting decisions?

A. Change control tools
B. Expert judgment
C. Delphi technique
D. Change log

Correct Answer: A

 

Explanation:
 Change Control Tools
In order to facilitate Configuration and change management, manual or automated tools may be used. Tool selection should be based on the needs of the project stakeholders including organizational and environmental considerations and/or constraints.

 

Tools are used to manage the change requests and the resulting decisions. Additional considerations should be made for communication to assist the CCB members in their duties as well as distribute the decisions to the appropriate stakeholders

 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality.

 

Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:

 

Corrective action—An intentional activity that realigns the performance of the project work with the project management plan;
Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan;
Defect repair—An intentional activity to modify a nonconforming product or product component;
Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.

 

QUESTION 83
The planned work contained in the lowest level of work breakdown structure (WBS) components is known as:

A. Work packages.
B. Accepted deliverables.
C. The WBS dictionary.
D. The scope baseline.

 

Correct Answer: A 

QUESTION 84
In which Knowledge Area is the project charter developed?

A. Project Cost Management
B. Project Scope Management
C. Project Time Management
D. Project Integration Management

Correct Answer: D 

Explanation:
Knowledge Areas

4. Project Integration Management
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management

10.Project Communications Management

11.Project Risk Management
12.Project Procurement Management

13.Project Stakeholder Management

 

Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

 

Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques

Outputs
Project charter

 

QUESTION 85
The ability to influence cost is greatest during which stages of the project?

A. Early
B. Middle
C. Late
D. Completion
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
QUESTION 86
Which process involves developing an approximation of the monetary resources needed to complete project activities?
A. Estimate Costs
B. Control Costs
C. Determine Budget
D. Plan Cost Management
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 7.2 Estimate Costs
Definition: The process of developing an approximation of the monetary resources needed to complete project activities.
Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.
Inputs
1. Cost management plan
2. Human resource management plan
3. Scope baseline
4. Project schedule
5. Risk register
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
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7. Cost of quality
8. Project management software
9. Vendor bid analysis
10. Group decision-making techniques
Outputs
1. Activity cost estimates
2. Basis of estimates
3. Project documents updates
QUESTION 87
Which tool or technique is used in the Develop Project Management Plan process?
A. Project management information system (PMIS)
B. Project charter
C. Quality assurance
D. Expert judgment
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization, Consultants,
Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups,
Subject matter experts (SME), and Project management office (PMO).
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
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Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
QUESTION 88
Lessons learned are created and project resources are released in which Process Group?
A. Planning
B. Executing
C. Closing
D. Initiating
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
QUESTION 89
When should quality planning be performed?
A. While developing the project charter
B. In parallel with the other planning processes
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C. As part of a detailed risk analysis
D. As a separate step from the other planning processes
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
Quality planning should be performed in parallel with the other planning processes. For example, proposed changes in the deliverables to meet identified quality standards may require cost or schedule adjustments and a detailed risk analysis of the impact to plans.
The quality planning techniques discussed here are those used most frequently on projects. There are many others that may be useful on certain projects or in some application areas.
QUESTION 90
A key benefit of the Manage Communications process is that it enables:
A. The best use of communication methods.
B. An efficient and effective communication flow.
C. Project costs to be reduced.
D. The best use of communication technology.
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 10.2 Manage Communications
Definition: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan.
Key Benefit: The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.
Inputs
1. Communications management plan
2. Work performance reports
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication technology
2. Communication models
3. Communication methods
4. Information management systems
5. Performance reporting
Outputs
1. Project communications
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
QUESTION 91
The ways in which the roles and responsibilities, reporting relationships, and staffing management will be addressed and structured within a project is described in the:
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A. Human resource management plan.
B. Activity resource requirements.
C. Personnel assessment tools,
D. Multi-criteria decision analysis.
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
9.1.3.1 Human Resource Management Plan
The human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process.
Process: 9.1 Plan Human Resource Management
Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Inputs
1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
Outputs
1. Human resource management plan
QUESTION 92
The process of identifying and documenting relationships among the project activities is known as:
A. Control Schedule.
B. Sequence Activities.
C. Define Activities.
D. Develop Schedule.
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 6.3 Sequence Activities
Definition: The process of identifying and documenting relationships among the project activities. Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
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Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags
Outputs
1. Project schedule network diagrams
2. Project documents updates
QUESTION 93
Conditions that are not under the control of the project team that influence, direct, or constrain a project are called:
A. Enterprise environmental factors
B. Work performance reports
C. Organizational process assets
D. Context diagrams
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
2.1.5 Enterprise Environmental Factors
Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome.
Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include, but are not limited to:
Organizational culture, structure, and governance; Geographic distribution of facilities and resources;
Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards);
Infrastructure (e.g., existing facilities and capital equipment);
Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing);
Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time tracking);
Company work authorization systems; Marketplace conditions;
Stakeholder risk tolerances; Political climate;
Organization’s established communications channels;
Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and
Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, and
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Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
QUESTION 94
The organization’s perceived balance between risk taking and risk avoidance is reflected in the risk:
A. Responses
B. Appetite
C. Tolerance
D. Attitude
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
11 PROJECT RISK MANAGEMENT
[..]
Organizations perceive risk as the effect of uncertainty on projects and organizational objectives. Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:
Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.
Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual will withstand.
Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate the risk.
For example, an organization’s risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response. Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.
QUESTION 95
An output of the Manage Stakeholder Engagement process is:
A. change requests
B. enterprise environmental factors
C. the stakeholder management plan
D. the change log
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
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Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
QUESTION 96
Which process numerically analyzes the effect of identified risks on overall project objectives?
A. Plan Risk Management
B. Plan Risk Responses
C. Perform Quantitative Risk Analysis
D. Perform Qualitative Risk Analysis
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 11.4 Perform Quantitative Risk Analysis
Definition: The process of numerically analyzing the effect of identified risks on overall project objectives.
Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Risk register
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Data gathering and representation techniques
2. Quantitative risk analysis and modeling techniques
3. Expert judgment
Outputs
1. Project documents updates
QUESTION 97
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An input to the Plan Procurement Management process is:
A. Source selection criteria.
B. Market research.
C. A stakeholder register.
D. A records management system.
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.
13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
Identification information. Name, organizational position, location, role in the project, contact information;
Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and
Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change— or new ones identified—throughout the life cycle of the project.
Process: 12.1 Plan Procurement Management
Definition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.
Inputs
1. Project management plan
2. Requirements documentation
3. Risk register
4. Activity resource requirements
5. Project schedule
6. Activity cost estimates
7. Stakeholder register
8. Enterprise environmental factors
9. Organizational process assets
Tools & Techniques
1. Make-or-buy analysis
2. Expert judgment
3. Market research
4. Meetings
Outputs
1. Procurement management plan
2. Procurement statement of work
3. Procurement documents
4. Source selection criteria
5. Make-or-buy decisions
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6. Change requests
7. Project documents updates
QUESTION 98
Reserve analysis is a tool and technique used in which process?
A. Plan Risk Management
B. Plan Risk Responses
C. Identify Risks
D. Control Risks
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
11.6.2.5 Reserve Analysis
Throughout execution of the project, some risks may occur with positive or negative impacts on budget or schedule contingency reserves. Reserve analysis compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate.
Process: 11.6 Control Risks
Definition: The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
Key Benefit: The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.
Inputs
1. Project management plan
2. Risk register
3. Work performance data
4. Work performance reports
Tools & Techniques
1. Risk reassessment
2. Risk audits
3. Variance and trend analysis
4. Technical performance measurement
5. Reserve analysis
6. Meetings
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
6.5.2.6 Reserve Analysis
Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the “known-unknowns,” which may be estimated to account for this unknown amount of rework.
As more precise information about the project becomes available, the contingency reserve may be used,
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reduced, or eliminated. Contingency should be clearly identified in schedule documentation. [..]
Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the “unknown-unknowns” that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.
QUESTION 99
Updates to organizational process assets such as procurement files, deliverable acceptances, and lessons learned documentation are typical outputs of which process?
A. Close Project or Phase
B. Conduct Procurements
C. Control Procurements
D. Close Procurements
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
12.4.3.2 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include, but are not limited to:
Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project fles.
Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.
Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project fle to improve future procurements.
Process: 12.4 Close Procurements
Definition: The process of completing each project procurement.
Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.
Inputs
1. Project management plan
2. Procurement documents
Tools & Techniques
1. Procurement audits
2. Procurement negotiations
3. Records management system
Outputs
1. Closed procurements
2. Organizational process assets updates
QUESTION 100
Risk categorization is a tool or technique used in which process?
A. Plan Risk Responses
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B. Plan Risk Management
C. Perform Qualitative Risk Analysis
D. Perform Quantitative Risk Analysis
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment

 

Outputs
Project documents updates.

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Which document defines how a project is executed, monitored and controlled, and closed?

A. Strategic plan
B. Project charter
C. Project management plan
D. Service level agreement

Correct Answer: C 

Project Management Plan

The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:

 

Scope baseline

Schedule baseline  and Cost baseline

Subsidiary plans include, but are not limited to:

Scope management plan , Requirements management plan , Schedule management plan , Cost management plan ,
Quality management plan , Process improvement plan , Human resource management plan, Communications management plan, Risk management plan , Procurement management plan , and Stakeholder management plan. Among other things, the project management plan may also include the following:

 

Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.

 

 

Description of how work will be executed to accomplish the project objectives;

Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;  Requirements and techniques for communication among stakeholders; and Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.

 

The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

 

QUESTION 2

Which changes occur in risk and uncertainty as well as the cost of changes as the life cycle of a typical project progresses?

A. Risk and uncertainty increase; the cost of changes increases.
B. Risk and uncertainty increase; the cost of changes decreases.
C. Risk and uncertainty decrease; the cost of changes increases.
D. Risk and uncertainty decrease; the cost of changes decreases.

Correct Answer: C

Explanation/Reference:

QUESTION 3

Which tool or technique is used in the Plan Scope Management process?

A. Document analysis
B. Observations
C. Product analysis
D. Expert judgment

Correct Answer: D

Explanation/Reference:

 

Expert Judgment

Expert judgment refers to input received from knowledgeable and experienced parties. Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans.

Process: Plan Scope Management

Definition: The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

Key Benefit: The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Meetings

Outputs
1. Scope management plan
2. Requirements management plan

 

QUESTION 4
Which tool or technique is an examination of industry and specific vendor capabilities?

A. Independent estimates
B. Market research
C. Analytical techniques
D. Bidder conferences

Correct Answer: B

Explanation:
Market Research

Market research includes examination of industry and specific vendor capabilities. Procurement teams may leverage information gained at conferences, online reviews and a variety of sources to identify market capabilities.

The team may also refine particular procurement objectives to leverage maturing technologies while balancing risks associated with the breadth of vendors who can provide the materials or services desired.

QUESTION 5

An input used in developing the communications management plan is:

A. Communication models.
B. Enterprise environmental factors.
C. Organizational communications.
D. Organizational cultures and styles.

Correct Answer: B

Explanation/Reference:
Explanation:

Communications Management Plan

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:
Stakeholder communication requirements; Information to be communicated, including language, format, content, and level of detail; Reason for the distribution of that information; Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable; Person responsible for communicating the information; Person responsible for authorizing release of confidential information; Person or groups who will receive the information; Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases; Resources allocated for communication activities, including time and budget; Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level; Method for updating and refining the communications management plan as the project progresses and develops; Glossary of common terminology;Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

 

 

The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

 

QUESTION 6
Regression analysis, failure mode and effect analysis (FMEA), fault tree analysis (FTA), and trend analysis are examples of which tool or technique?

A. Expert judgment
B. Forecasting methods
C. Earned value management
D. Analytical techniques

 

Correct Answer: D 

Explanation/Reference:

 

Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are: Regression analysis, Grouping methods, Causal analysis, Root cause analysis, Forecasting methods (e.g., time series, scenario building, simulation, etc.), Failure mode and effect analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management, and Variance analysis.

 

QUESTION 7
The Perform Quality Assurance process occurs in which Process Group?

A. Executing
B. Monitoring and Controlling
C. Initiating
D. Planning

Correct Answer: A 
Explanation/Reference:

Explanation:
Executing Process Group

 

Direct and Manage Project Work
 Perform Quality Assurance
 Acquire Project Team
Develop Project Team
Manage Project Team
 Manage Communications
Conduct Procurements
 Manage Stakeholder Engagement

 

QUESTION 8
Enterprise environmental factors are an input to which process?

A. Control Scope
B. Define Scope
C. Plan Scope Management
D. Collect Requirements

Correct Answer: C 

Explanation/Reference:
Explanation:

Process: Plan Scope Management
Definition: The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

Key Benefit: The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

Inputs1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Meetings

Outputs
Scope management plan Requirements management plan

 

QUESTION 9
Which process develops options and actions to enhance opportunities and reduce threats to project objectives?

A. Identify Risks
B. Control Risks
C. Plan Risk Management
D. Plan Risk Responses

Correct Answer: D

Explanation/Reference:
Explanation:
Process: Plan Risk Responses

Definition: The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.

Key Benefit: The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.

Inputs
1. Risk management plan
2. Risk register

Tools & Techniques
1. Strategies for negative risks or threats
2. Strategies for positive risks or opportunities
3. Contingent response strategies
4. Expert judgment

Outputs
1. Project management plan updates
2. Project documents updates

QUESTION 10

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule is known as:

A. Plan Schedule Management.
B. Develop Project Charter.
C. Develop Schedule.
D. Plan Scope Management.

Correct Answer: A 

Explanation/Reference:

Explanation:

Process: Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Schedule management plan

QUESTION 11
Which input to the Manage Stakeholder Engagement process is used to document changes that occur during the project?

A. Issue log
B. Change log
C. Expert judgment
D. Change requests

Correct Answer: B 

Change Log
A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.

Manage Stakeholder Engagement

Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.

Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.

Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets

Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills

Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

QUESTION 12

An input to the Plan Stakeholder Management process is:

A. The project charter.
B. The stakeholder analysis.
C. A communication management plan.
D. A stakeholder register.
Correct Answer: D

 

Explanation/Reference:
Explanation:

Plan Stakeholder Management

Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.

Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.

Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets

 

Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques

Outputs
Stakeholder management plan Project documents updates

Stakeholder Register
The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.

 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:

Identification information. Name, organizational position, location, role in the project, contact information;
Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change— or new ones identified—throughout the life cycle of the project.

QUESTION 13
An input to the Plan Cost Management process is:

A. Cost estimates
B. Resource calendars
C. The project charter
D. The risk register
Correct Answer: C 

Explanation/Reference:
Explanation:

Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:

 

Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements,
Assumptions and constraints,High-level project description and boundaries, High-level risks,

Summary milestone schedule, Summary budget, Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project), Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.

Process:  Plan Cost Management
Definition: The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.

Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques

1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
Cost management plan

QUESTION 14
A technique used to determine the cause and degree of difference between baseline and actual performance is:

A. Product analysis.
B. Variance analysis.
C. Document analysis.
D. Decomposition.

Correct Answer: B

Explanation/Reference:
Explanation:

Variance Analysis

Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline  and deciding whether corrective or preventive action is required.

QUESTION 15
The process of identifying and documenting project roles, responsibilities, required skills, and reporting relationships and creating a staffing management plan is known as:

 

A. Develop Project Team.
B. Manage Project Team.
C. Acquire Project Team.

D. Plan Human Resource Management.

Correct Answer: D

Explanation:

Process: Plan Human Resource Management
Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

Inputs

1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques

1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings

Outputs
Human resource management plan

QUESTION 16
Which type of dependency is legally or contractually required or inherent in the nature of work and often involves physical limitations?

 

A. Mandatory
B. Discretionary
C. Internal
D. External

Correct Answer: A 
Explanation/Reference:
Explanation:

Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

 

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.

 

Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

 

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences.

 

Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

 

External dependencies. External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project.

 

The project management team determines which dependencies are external during the process of sequencing the activities.

 

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

 

QUESTION 17
During which process does a project manager review all prior information to ensure that all project work is completed and that the project has met its objectives?

A. Monitor and Control Project Work
B. Perform Quality Assurance
C. Close Project or Phase
D. Control Scope

Correct Answer: C

Explanation/Reference:
Explanation:

Process: 4.6. Close Project or Phase
Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.

 

Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

Inputs
1. Project management plan
2. Accepted deliverables
3. Organizational process assets

Tools & Techniques

1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Final product, service, or result transition
2. Organizational process assets updates

 

QUESTION 18
An input to the Manage Project Team process is:

A. Work performance reports.
B. Change requests.
C. Activity resource requirements.
D. Enterprise environmental factors.
Correct Answer: A 

Explanation/Reference:
Explanation:

Process: Manage Project Team
Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.

Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

Inputs
1. Human resource management plan
2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
6. Organizational process assets

Tools & Techniques

1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Interpersonal skills
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors updates
5. Organizational process assets updates
QUESTION 19
Which input provides suppliers with a clear set of goals, requirements, and outcomes?
A. Procurement statement of work
B. Purchase order
C. Source selection criteria
D. Bidder conference
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
12.1.3.2 Procurement Statement of Work
The statement of work (SOW) for each procurement is developed from the project scope baseline and defines
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only that portion of the project scope that is to be included within the related contract. The procurement SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Sufficient detail can vary based on the nature of the item, the needs of the buyer, or the expected contract form. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements.
The procurement SOW is written to be clear, complete, and concise. It includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item. In some application areas, there are specific content and format requirements for a procurement SOW. Each individual procurement item requires a SOW; however, multiple products or services can be grouped as one procurement item within a single SOW.
The procurement SOW can be revised and refined as required as it moves through the procurement process until incorporated into a signed agreement.
QUESTION 20
A large portion of a projects budget is typically expended on the processes in which Process Group?
A. Executing
B. Planning
C. Monitoring and Controlling
D. Closing
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
QUESTION 21
A project manager providing information to the right audience, in the right format, at the right time is an example of which type of communication?
A. Efficient
B. Effective
C. Push
D. Pull
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
On most projects, communication planning is performed very early, such as during project management plan development. This allows appropriate resources, such as time and budget, to be allocated to communication activities.
Effective communication means that the information is provided in the right format, at the right time, to the right audience, and with the right impact. Efficient communication means providing only the information that is needed.
QUESTION 22
Scope, schedule, and cost parameters are integrated in the:
A. Performance measurement baseline.
B. Analysis of project forecasts.
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C. Summary of changes approved in a period.
D. Analysis of past performance.
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
Performance Measurement Baseline (PMB). An approved, integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. The PMB includes contingency reserve, but excludes management reserve.
QUESTION 23
A project in which the scope, time, and cost of delivery are determined as early as possible is following a life cycle that is:
A. Adaptive
B. Predictive
C. Incremental
D. Iterative
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
2.4.2.2 Predictive Life Cycles
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. As shown in Figure 2-13, these projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase.
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QUESTION 24
What is the schedule performance index (SPI) if the planned value (PV) is $100, the actual cost (AC) is $150, and the earned value (EV) is $50?
A. 0.50
B. 0.67
C. 1.50
D. 2.00
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
CV = EV – AC CPI = EV / AC SV = EV – PV SPI = EV / PV
QUESTION 25
Which item is an input to the Define Activities process?
A. Schedule data
B. Activity list
C. Risk register
D. Scope baseline
Correct Answer: D
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Section: Volume A Explanation
Explanation/Reference:
Explanation:
5.4.3.1 Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
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QUESTION 26
When alternative dispute resolution (ADR) is necessary, which tool or technique should be utilized?
A. Interactive communication
B. Claims administration
C. Conflict management
D. Performance reporting
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
12.3.2.6 Claims Administration
Contested changes and potential constructive changes are those requested changes where the buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change has occurred. These contested changes are variously called claims, disputes, or appeals. Claims are documented, processed, monitored, and managed throughout the contract life cycle, usually in accordance with the terms of the contract. If the parties themselves do not resolve a claim, it may have to be handled in accordance with alternative dispute resolution (ADR) typically following procedures established in the contract. Settlement of all claims and disputes through negotiation is the preferred method.
QUESTION 27
Which quality management and control tool is useful in visualizing parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship?
A. Interrelationship digraphs
B. Tree diagram
C. Affinity diagram
D. Network diagram
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
8.2.2.1 Quality Management and Control Tools
The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and Control Quality processes. In addition, other tools that are available include (see also Figure 8-10):
Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.
Process decision program charts (PDPC). Used to understand a goal in relation to the steps for getting to the goal. The PDPC is useful as a method for contingency planning because it aids teams in anticipating intermediate steps that could derail achievement of the goal.
Interrelationship digraphs. An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated in other tools such as the affinity diagram, the tree diagram, or the fshbone diagram.
Tree diagrams. Also known as systematic diagrams and may be used to represent decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS (organizational breakdown structure). In project management, tree diagrams are useful in visualizing the parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship. Tree diagrams
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can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team hierarchy or OBS). Because tree diagrams permit the creation of nested branches that terminate into a single decision point, they are useful as decision trees for establishing an expected value for a limited number of dependent relationships that have been diagramed systematically.
Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.
Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).
Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.
QUESTION 28
The only Process Group that comprises processes that typically occur from the beginning to the end of the project life cycle is:
A. Planning.
B. Executing,
C. Monitoring and Controlling.
D. Closing.
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
QUESTION 29
Organizational theory is a tool used in which Project Human Resource Management process?
A. Manage Project Team
B. Acquire Project Team
C. Develop Project Team
D. Plan Human Resource Management
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
9.1.2.3 Organizational Theory
Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of common themes identified in organizational theory can shorten the amount of time, cost, and effort needed to create the Plan Human Resource Management process outputs and improve planning efficiency. It is important to recognize that different organizational structures have different individual response, individual performance, and personal relationship characteristics. Also, applicable organizational theories may recommend exercising a flexible leadership style that adapts to the changes in a team’s maturity level throughout the project life cycle.
Process: 9.1 Plan Human Resource Management
Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
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Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Inputs
1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
Outputs
Human resource management plan
QUESTION 30
Which tools or techniques are used in the Plan Schedule Management process?
A. Benchmarking, expert judgment, and analytical techniques
B. Statistical sampling, benchmarking, and meetings
C. Negotiations, pre-assignment, and multi-criteria decision analysis
D. Expert judgment, analytical techniques, and meetings
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 6.1 Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.
Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Schedule management plan
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group
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or individual with specialized knowledge or training and is available from many sources, including: Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups,
Subject matter experts (SME), and Project management office (PMO).
QUESTION 31
A project manager is appointed full-time to a project and is given full-time administrative staff and full-time project team members. This situation describes which type of organizational structure?
A. Projectized
B. Weak matrix
C. Functional
D. Balanced matrix
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
Project managers have the highest level of power and authority in a projectized organization. They also have high levels of power and authority in a strong matrix; however, a matrix organization is a blend of functional and projectized organizations, and therefore, the project manager does not have quite the same level of authority as they would in a projectized organization.
QUESTION 32
A project charter is an output of which Process Group?
A. Executing
B. Planning
C. Initiating
D. Closing
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high- level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria,
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High-level requirements, Assumptions and constraints,
High-level project description and boundaries, High-level risks,
Summary milestone schedule, Summary budget, Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
QUESTION 33
Which tool or technique is effective in a project in which the deliverable is not a service or result?
A. Inspection
B. Variance analysis
C. Decomposition
D. Product analysis
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
5.3.2.2 Product Analysis
For projects that have a product as a deliverable, as opposed to a service or result, product analysis can be an effective tool. Each application area has one or more generally accepted methods for translating high-level product descriptions into tangible deliverables. Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis.
QUESTION 34
An element of the project scope statement is:
A. Acceptance criteria.
B. A stakeholder list.
C. A summary budget.
D. High-level risks.
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
5.3.3.1 Project Scope Statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail, the project’s deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
The degree and level of detail to which the project scope statement defines the work that will be performed
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and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly, or by reference to other documents, includes the following:
Product scope description. Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation.
Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.
Project exclusion. Generally identifies what is excluded from the project. Explicitly stating what is out of scope for the project helps to manage stakeholders’ expectations.
Constraints. A limiting factor that affects the execution of a project or process. Constraints identified with the project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. When a project is performed under an agreement, contractual provisions will generally be constraints. Information on constraints may be listed in the project scope statement or in a separate log.
Assumptions. A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration. Also describes the potential impact of those factors if they prove to be false.
Project teams frequently identify, document, and validate assumptions as part of their planning process. Information on assumptions may be listed in the project scope statement or in a separate log.
Although the project charter and the project scope statement are sometimes perceived as containing a certain degree of redundancy, they are different in the level of detail contained in each. The project charter contains high level information, while the project scope statement contains a detailed description of the scope elements. These elements are progressively elaborated throughout the project. Table 5-1 describes some of the key elements for each document.
Table 5-1. Elements of the Project Charter and Project Scope Statement Project Charter
Project purpose or justification Measurable project objectives and related success criteria High-level requirements
High-level project description High-level risks
Summary milestone schedule Summary budget Stakeholder list
Project approval requirements
(what constitutes success, who decides it, who signs off) Assigned project manager,
responsibility, and authority level
Name and authority of the sponsor or other person(s) authorizing the project charter
Project Scope Statement
Project scope description (progressively elaborated) Acceptance criteria
Project deliverables Project exclusions Project constraints Project assumptions
QUESTION 35
Which document describes the necessary information to determine if a project is worth the required
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investment?
A. Cost baseline
B. Service level agreement
C. Memorandum of understanding
D. Business case
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.
QUESTION 36
Which process involves monitoring the status of the project to update the project costs and managing changes to the cost baseline?
A. Estimate Costs
B. Control Costs
C. Determine Budget
D. Plan Cost Management
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
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7.3.3.1 Cost Baseline
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.
7.4 Control Costs
Definition: The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Project management plan
2. Project funding requirements
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Earned value management
2. Forecasting
3. To-complete performance index (TCPI)
4. Performance reviews
5. Project management software
6. Reserve analysis
Outputs
1. Work performance information
2. Cost forecasts
3. Change requests
4. Project management plan updates
5. Project documents updates
6. Organizational process assets updates
QUESTION 37
Which group is formally chartered and responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating decisions?
A. Project team
B. Focus group
C. Change control board
D. Project stakeholders
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
QUESTION 38
Plan Schedule Management is a process in which Knowledge Area?
A. Project Scope Management
B. Project Human Resource Management
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C. Project Integration Management
D. Project Time Management
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
Schedule -> Time Management Easy question
QUESTION 39
An output of the Validate Scope process is:
A. A requirements traceability matrix.
B. The scope management plan.
C. Work performance reports.
D. Change requests.
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 5.5 Validate Scope
Definition: The process of formalizing acceptance of the completed project deliverables.
Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
Tools & Techniques
1. Inspection
2. Group decision-making techniques
Outputs
1. Accepted deliverables
2. Change requests
3. Work performance information
4. Project documents updates
QUESTION 40
The Perform Integrated Change Control process occurs in which Process Group?
A. Initiating
B. Executing
C. Monitoring and Controlling
D. Planning
Correct Answer: C
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Section: Volume A Explanation
Explanation/Reference:
Explanation:
Monitoring and Controlling Process Group
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
5.5 Validate Scope
5.6 Control Scope
6.7 Control Schedule
7.4 Control Costs
8.3 Control Quality
10.3 Control Communications
11.6 Control Risks
12.3 Control Procurements
13.4 Control Stakeholder Engagement
QUESTION 41
Which input to the Plan Risk Management process provides information on high-level risks?
A. Project charter
B. Enterprise environmental factors
C. Stakeholder register
D. Organizational process assets
Correct Answer: A Section: Volume A Explanation
Explanation/Reference:
Explanation:
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria, High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule, Summary budget, Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 11.1 Plan Risk Management
Definition: The process of defining how to conduct risk management activities for a project.
Key Benefit: The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to
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ensure the risk management process is supported and performed effectively over the project life cycle.
Inputs
1. Project management plan
2. Project charter
3. Stakeholder register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Analytical techniques
2. Expert judgment
3. Meetings
Outputs
1. Risk management plan
QUESTION 42
Which input may influence quality assurance work and should be monitored within the context of a system for configuration management?
A. Work performance data
B. Project documents
C. Scope baseline
D. Requirements documentation
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
Configuration control is focused on the specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:
Configuration identification. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.
QUESTION 43
Change requests are processed for review and disposition according to which process?
A. Control Quality
B. Control Scope
C. Monitor and Control Project Work
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D. Perform Integrated Change Control
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 4.5 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.
Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.
Inputs
1. Project management plan
2. Work performance reports
3. Change requests
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Meetings
3. Change control tools
Outputs
1. Approved change requests
2. Change log
3. Project management plan updates
4. Project documents updates
QUESTION 44
The review of a sellers progress toward achieving the goals of scope and quality within cost and schedule compared to the contract is known as:
A. Work performance information.
B. Inspections and audits.
C. Payment systems.
D. Procurement performance reviews.
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 12.3 Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.
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Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data
Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management system
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
QUESTION 45
The iterative and interactive nature of the Process Groups creates the need for the processes in which Knowledge Area?
A. Project Communications Management
B. Project Integration Management
C. Project Risk Management
D. Project Scope Management
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
QUESTION 46
Market conditions and published commercial information are examples of which input to the Estimate Costs process?
A. Scope baseline
B. Organizational process assets
C. Enterprise environmental factors
D. Risk register
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
7.2.1.6 Enterprise Environmental Factors
Described in Section 2.1.5. The enterprise environmental factors that influence the Estimate Costs process
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include, but are not limited to:
Market conditions. These conditions describe what products, services, and results are available in the market, from whom, and under what terms and conditions. Regional and/or global supply and demand conditions greatly influence resource costs.
Published commercial information. Resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment. Published seller price lists are another source of information.
Process: 7.2 Estimate Costs
Definition: The process of developing an approximation of the monetary resources needed to complete project activities.
Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.
Inputs
1. Cost management plan
2. Human resource management plan
3. Scope baseline
4. Project schedule
5. Risk register
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
7. Cost of quality
8. Project management software
9. Vendor bid analysis
10. Group decision-making techniques
Outputs
1. Activity cost estimates
2. Basis of estimates
3. Project documents updates
QUESTION 47
An output of the Develop Project Team process is:
A. Organizational process assets.
B. Enterprise environmental factors updates.
C. Project staff assignments.
D. Organizational charts and position descriptions.
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
QUESTION 48
The process of confirming human resource availability and obtaining the team necessary to complete project
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activities is known as:
A. Plan Human Resource Management.
B. Acquire Project Team.
C. Manage Project Team.
D. Develop Project Team.
Correct Answer: B Section: Volume A Explanation
Explanation/Reference:
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates
QUESTION 49
Which item is an example of personnel assessment?
A. Resource calendar
B. Tight matrix
C. Team-building activity
D. Focus group
Correct Answer: D Section: Volume A Explanation
Explanation/Reference:

QUESTION 50
The Plan Stakeholder Management process belongs to which Process Group?
A. Executing
B. Initiating
C. Planning
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D. Monitoring and Controlling
Correct Answer: C Section: Volume A Explanation
Explanation/Reference:
Explanation:
Planning Process Group
4.2 Develop Project Management Plan
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
13.2 Plan Stakeholder Management

 

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