Introduction

Question 1

5 Process Groups

Answer 1

Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.

Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Closing Process Group. Those processes performed to formally complete or close the project, phase, or contract.

Question 2

Project life cycle

Answer 2

The series of phases that a project passes through from its start to its completion.

Question 3

Project phase

Answer 3

A collection of logically related project activities that culminates in the completion of one or more deliverables.

Question 4

Phase gate

Answer 4

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a program or project.

Question 5

Predictive life cycle

Answer 5

The project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles.

Question 6

Iterative life cycle

Answer 6

The project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

Question 7

Incremental life cycle

Answer 7

The deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.

Question 8

Adaptive life cycle / Agile

Answer 8

Iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.

Question 9

Hybrid life cycle

Answer 9

Is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle.

Question 10

Project business case

Answer 10

A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Question 11

Project benefits management plan

Answer 11

The project benefits management plan is the document that describes how and when the benefits of the project will be delivered, and describes the mechanisms that should be in place to measure those benefits. A project benefit is defined as an outcome of actions, behaviors, products, services, or results that provide value to the sponsoring organization as well as to the project’s intended beneficiaries. Development of the benefits management plan begins early in the project life cycle with the definition of the target benefits to be realized.

Question 12

Enterprise Environmental Factors (EEFs)

Answer 12

Refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. These conditions can be internal and/or external to the organization. EEFs are considered as inputs to many project management processes, specifically for most planning processes. These factors may enhance or constrain project management options. In addition, these factors may have a positive or negative influence on the outcome.

• Duration estimating databases and other reference data,
• Productivity metrics,
• Published commercial information,
• Location of team members.

Question 13

Organizational Process Assets (OPAs)

Answer 13

Are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. These assets influence the management of the project. OPAs include any artifact, practice, or knowledge from any or all of the performing organizations involved in the project that can be used to execute or govern the project.

• Historical duration information,
• Project calendars,
• Estimating policies,
• Scheduling methodology,
• Lessons learned repository.

Question 14

Project Management Office (PMO)

Answer 14

Is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to the direct management of one or more projects.

Question 15

3 Types of PMOs

Answer 15

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. The degree of control provided by the PMO is moderate.

Directive. Directive PMOs take control of the projects by directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high.

Question 16

Talent triangle

Answer 16

Technical project management. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. The technical aspects of performing one’s role.

Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals.

Strategic and business management. The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes.

Question 17

Project charter

Answer 17

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 high-level information on the project and on the product, service, or result the project is intended to satisfy, such as:

• Project purpose
• Measurable project objectives and related success criteria
• High-level requirements
• High-level project description, boundaries, and key deliverables
• Overall project risk
• Summary milestone schedule
• Preapproved financial resources
• Key stakeholder list
• Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project)
• Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the project or phase)
• Assigned project manager, responsibility, and authority level
• Name and authority of the sponsor or other person(s) authorizing the project charter.

At a high level, the project charter ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project.

Question 18

Projects can intersect with operations

Answer 18

When developing a new product, upgrading a product, or expanding outputs

While improving operations or the product development process

At the end of the product life cycle

At each closeout phase

Question 19

Operations Management

Answer 19

Is concerned with the ongoing production of goods and/or services. It ensures that business operations continue efficiently by using the optimal resources needed to meet customer demands.

Question 20

Issue Log

Answer 20

The first action you must take upon identification of any issue is updating the issue log.

Question 21

Theory X

Answer 21

This management style supposes that the typical employee has little to no ambition, shies away from work or responsibilities, and is individual-goal oriented.

Question 22

Parkinson’s Law

Answer 22

Parkinson’s Law says, “work expands so as to fill the time available for its completion.”

Question 23

Progressive Elaboration

Answer 23

Progressive Elaboration. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.

• It is continuous during the project life cycle.
• It involves continuously improving project plans.
• It involves adjusting project plans as more accurate estimates become available.

Question 24

Project-oriented organization

Answer 24

In a project-oriented organization, the project manager has high to complete influence on acquiring the resources.

Question 25

Competing project constraints

Answer 25

Scope, quality, schedule, budget, resources, and risks are competing constraints on a project.

Question 26

Tuckman ladder (5)

Answer 26

• Forming. This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
• Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive.
• Norming. In this phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other.
• Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.
• Adjourning. In this phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process.

Question 27

Business case

Answer 27

The business case describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify 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.

Question 28

The activities necessary for the administrative closure of the project or phase include but are not limited to:

Answer 28

Actions and activities necessary to satisfy completion or exit criteria for the phase or project.

Activities related to the completion of the contractual agreements applicable to the project or project phase.

Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to production and/or operations.

Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending them to the appropriate organizational unit.

Measuring stakeholder satisfaction