1. Introduction

Question 1

What a project can create?

Answer 1

1) A product that can be a component of another item, an enhancement of an item or an end item in itself

2) a service or capability to perform a service
3) An improvement in the existing product or service lines
4) a result such as an outcome or document

Question 2

Defining a project

Answer 2

A project is a temporary endeavour undertaken to create a unique product, service

Question 3

Definition of project management

Answer 3

It is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements

Question 3

Typical activities in a project

Answer 3

1. Identifying requirements
2. Addressing needs, concerns and expectations of stakeholders in planning and executing project
3. setting up, maintaining communications among stakeholders that are effective and collaborative
4. Managing project stakeholders towards meeting requirements, and creating project deliverables
5. Balancing the competing project constraints- scope, quality, schedule, budget, resources and risks.

Question 4

What is progressive elaboration

Answer 4

It’s the process of defining work and managing it to a greater level of detail as the project evolves

Question 5

What is organisational project management(OPM)

Answer 5

OPM is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better performance, better results, and a sustainable competitive advantage

Question 6

Functions of project management

Answer 6

Project management develops and implements plans to achieve a specific scope that is driven by the objectives of the program or portfolio it is subjected to and, ultimately, to organizational strategies

Question 7

What is program management?

Answer 7

Program management is the application of tools, techniques, skills and knowledge to a program in order to meet the program requirements and to obtain the benefits and control not available by managing projects individually

Question 8

Difference between portfolio management and program management

Answer 8

Portfolio management aligns with organizational strategies by selecting the right programs or projects, prioritizing the work, and providing the needed resources.

Whereas program management harmonizes its projects and program components and controls interdependencies in order to realize specified benefits

Question 9

What are organizational enablers

Answer 9

structural, cultural, technological, and human resource practices are known as organisational enablers

Question 10

What is a program?

Answer 10

A program is defined as a group of related projects, subprograms, and program activities managed in a
coordinated way to obtain benefits not available from managing them individually

Question 11

When do you manage projects as a portfolio rather than a program?

Answer 11

You manage projects as Portfolio rather than a Program when they are not working towards a common outcome or collective capability.

Question 12

What is a portfolio?

Answer 12

A portfolio refers to projects, programs, sub portfolios and operations managed as a group to achieve strategic priorities.

It’s like investment portfolio that consists of stocks from unrelated sectors

Infra company can have portfolios for water, rail and road programs to maximise returns

Question 13

What does program management involve?

Answer 13

Resolve resource constraints or conflicts that affect multiple projects within the program

Aligning organisational/strategic direction that affects project and program goals and objectives

Resolving issues and change management within a shared governance structure

Question 14

How are projects utilised in a organisation?

Answer 14

Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s strategic plan

Question 15

What is a PMO

Answer 15

A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques

Question 17

What are the different types of PMO structures in organisations?

Answer 17

Supportive: Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.

Controlling: Controlling PMOs provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.

Directive: Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.

Question 18

What is business value?

Answer 18

Business value is defined as the entire value

of the business; the total sum of all tangible and intangible elements

Question 19

How is organisational strategy expressed?

Answer 19

Organizational strategy can be expressed through the organization’s mission and vision, including orientation to
markets, competition, and other environmental factors.

Question 20

How are components (projects, programs, or operations) to the organizational strategy?

Answer 20

Through portfolio management to optimize project or program objectives, dependencies, costs, timelines,
benefits, resources, and risks

Question 21

Who is a project manager?

Answer 21

The project manager is the person assigned by the performing organization to lead the team that is responsible
for achieving the project objectives.

Question 22

What does a Functional Manager do?

Answer 22

Typically the functional manager is focused on providing management oversight for a functional or a
business unit

Question 23

What does a Operations Manager do?

Answer 23

Operations managers are responsible for ensuring that business operations are efficient

Question 24

What are the ways in which PMO support project managers?

Answer 24

• Managing shared resources across all projects administered by the PMO;
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates by means
of project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets); and
• Coordinating communication across projects.

Question 25

Differences between the role of project

managers and a PMO

Answer 25

• The project manager focuses on the specified project objectives, while the PMO manages major program
scope changes, which may be seen as potential opportunities to better achieve business objectives.
• The project manager controls the assigned project resources to best meet project objectives, while the
PMO optimizes the use of shared organizational resources across all projects.
• The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual
projects, while the PMO manages the methodologies, standards, overall risks/opportunities, metrics, and
interdependencies among projects at the enterprise level.

Question 26

What are the 3 different needs that project managers have the responsibility to satisfy?

Answer 26

task needs, team needs and individual needs

Question 27

In addition to any area-specific skills and general management proficiencies required for the project, what are the 3 competencies required for effective project management by a PM?

Answer 27

• Knowledge—Refers to what the project manager knows about project management.
• Performance—Refers to what the project manager is able to do or accomplish while applying his or her
project management knowledge.
• Personal—Refers to how the project manager behaves when performing the project or related activity.
Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which
provides the ability to guide the project team while achieving project objectives and balancing the project
constraints.

Question 28

What are the 11 interpersonal skills required by a project manager

Answer 28

• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching.