PMP cert test

Question 1

5 Phases of Project Management

Answer 1

1. Conception & Initiation (project charter, project initiation)
2. Definition & Planning (Scope&budget, WBS, Gantt chart, Comm Plan, Risk Mgmt)
3. Launch or Execution (Status & tracking, KPIs, Quality, Forecasts)
4. Performance & Control (validate Objectives, Quality Deliverables, Effort & Cost Tracking, Performance)
5. Project Close (Post Mortem, project punch list, reporting)

Question 2

What is the Iron Triangle of Project Management? Keeps quality sound.

Answer 2

Schedule, Budget, Scope

Question 3

What are the top 3 conflicts in projects?

Answer 3

1. Schedules
2. Project priorities
3. Resources

Question 4

What is IRR?

Answer 4

Internal IRR is the expected compound annual rate of return that will be earned on a project or investment. The return is expressed as a percentage rather than a dollar amount. IRR is especially useful when determining alternate investment choices and facilitates prioritization of Deployment.

Question 5

What are operating expenses and capital expenses?

Answer 5

Operating expenses refers to the day-to-day expenses incurred in the normal course of business. Typically related to the ongoing operations and maintenance to a business. Expenses refers to significant investments and assets that provide long-term benefits to the company. These expenditures are capitalized and depreciated (P&L) over their useful life.

Question 6

What is revenue?

Answer 6

Revenue is income generated by the project. It is a top line of the companies, income statement and represent state inflow of cash, receivables, or other assets, resulting from the seller products or services.

Question 7

What are cost of good sold (COGS)?

Answer 7

Includes all cost directly associated with the production freight storage or acquisition of goods that projects deliver.

Question 8

What is MAP?

Answer 8

Marketing, advertising, and promotional expense

Question 9

What is selling?

Answer 9

Sales expense

Question 10

What is G&A?

Answer 10

General and administrative (majority of technology spend/savings)

Question 11

What is net cash flow?

Answer 11

Total amount of cash that flows in and out of a business due to the project.

Question 12

What is discounted cash flows?

Answer 12

Adjust net cash flows for time value of money (future value and today’s terms)

Question 13

What is included in Payback?

Answer 13

Incremental revenue, cost of good sold standard inventory variable, cost of good sold standard inventory fixed, distribution, other cost of goods sold.

Question 14

What is included in gross profit?

Answer 14

Map, selling, G&A?

Question 15

What are the five process groups in project management?

Answer 15

1. Initiate.
2. Plan.
3. Execute.
4. Monitor.
5. Close.

Question 16

What are the 10 knowledge areas in project management?

Answer 16

1. Integration.
2. Scope.
3. Schedule
4. Cost.
5. Quality.
6. Resources
7. Communications.
8. Risk.
9. Procurement.
10. Stakeholder.

Question 17

What is a project?

Answer 17

Temporary endeavor to create a unique product service or result.

Question 18

What is operations?

Answer 18

Opposite of projects, they deal with day-to-day work of business

Question 19

What is progressive elaboration?

Answer 19

Involves discovering greater levels of detail as a project moves towards completion. “ rolling wave planning”

Question 20

What is project management?

Answer 20

Application of knowledge, skills, tools, and techniques to meet project requirements.

Question 21

What are project approaches?

Answer 21

1. predictive - traditional waterfall
2. Agile - adaptive or change-driven
3. Hybrid - when organization combines the use of predictive and agile methods.

Question 22

What is the value of projects?

Answer 22

Derived value from the output of the project

Question 23

What are processes?

Answer 23

Inputs, tools and techniques, that are combined to execute a specific activity on a project and create a specific output.

Question 24

What is a phase?

Answer 24

A division with an a project where extra control is needed to affectively manage the completion of one or more deliverables.

Question 25

What are phase gates?

Answer 25

Held at the end of each phase to determine if a project is meeting goals and if a project should continue.

Question 26

What is a deliverable?

Answer 26

Part of the product that is presented to the customer or stakeholders for acceptance.

Question 27

What is a process group?

Answer 27

Used to group a set of processes the PM may do at a certain time.

Question 28

What are knowledge areas?

Answer 28

Certain set of processes that are usually defined by knowledge needed to manage that area.

Question 29

What is the initiating?

Answer 29

Getting authorization to start that phase or project

Question 30

What are the outputs of project initiation?

Answer 30

Project charter and stakeholder register

Question 31

What are some key things done and the initiating phase of a project?

Answer 31

Authorized project to get started with project charter, assign and set the authority for the project manager, identify project stakeholders, determine business cases to justify why the project is needed, identify high level estimates for time and cost, determine high-level risk that can affect the project schedule/budget, and identify high-level constraints and assumptions.

Question 32

What project stage comes after initiating?

Answer 32

Planning

Question 33

What is the main output of planning stage in a project?

Answer 33

To create the PMs plan which specifies how the project will be executed, monitored, controlled and closed. Planning has 24 processes across all 10 knowledge areas. Processes are iterative and ongoing until the plan is created. It identifies the effort and objectives needed to create the project deliverables.

Question 34

What are some key things to do in the planning stage of a project?

Answer 34

1. Create and all of its subsidiary plans
2. create the three base lines of scope, time, and cost.
3. Collect requirements from stakeholders.
   4.Identify risk and create the correct responses to it.
   5.Determine what components need to be obtained from outside sellers.
   6.Plan to meet the quality requirements.
   7.obtain approval of the plan from designated stakeholders

Question 35

What comes after the planning stage of a project?

Answer 35

Executing

Question 36

What does executing phase of a project mean?

Answer 36

This is about getting the project work done.

Question 37

What are some key things about the executing phase of a project?

Answer 37

1. In this process group, you aquire a project team and bring it together.
2. Is the process group that usually requires the most time and resources to complete.
3. Main output of executing is the deliverable.
4. It only has 10 processes, but it carries more weight and questions and planning does.
5. The processes in executing fall under human resources.

Question 38

What are the main things accomplished in the executing phase of a project?

Answer 38

1. Satisfy project specificifications
2. Implement all change request, which include corrective and preventive actions and effect repairs.
3. Select acquire the project team.
4. Development manage the project team.
5. Management resolve conflicts amongst stakeholders.
6. Conduct quality assurance for overall process improvement.
7. Communicate project status with stakeholders.
8. Selective vendor, and award them a contract.
9. Engaged to stakeholders on the project so they are aware of what’s happening.
10. Implement the responses to any risk identified for the project.
11. Capture lessons learned.

Question 39

What stage is the project comes after the executing stage?

Answer 39

Monitor and control

Question 40

How many processes are there in the monitor and control phase of a project?

Answer 40

12

Question 41

What happens in the monitor and control phase of a project?

Answer 41

This phase ensures the project stays on plan. It is about measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the plan work. This process group the PM looks at the work that is getting done and compares it against the plan to see if they match. If the project is off scope, behind schedule or over budget, then the PM will have to take corrective actions (pull levers) or initiate change request to fix the project.

Question 42

What are things that are done in the monitor and control process group?

Answer 42

1. Check the project to ensure that it is within scope, and on budget.
2. Check to make sure the quality requirements are met.
3. Risk to ensure it does not derail the project.
4. Ensure stakeholders are actually being engaged, as stated in the plan.
5. And vendors are completing the work (per contract).
6. If there are internal deviations from the stated plan, then the PM should make corrections.
7. Get deliverables, formally accepted.
8. Manage changes to ensure they are approved/denied.

Question 43

Which two project phases are conducted in parallel?

Answer 43

Executing and monitoring and controlling our parallel, simultaneous processes. After you have planned your project, then you execute and monitor and control at the same time. This ensures the project stays on plan.

Question 44

What project phase comes after monitor and control?

Answer 44

Close

Question 45

What happens in the Closing phase of a project?

Answer 45

This happens after the customer and sponsor have accepted the deliverables. Once the deliverables are accepted, the PM will still need to do additional work, such as ensuring the contracts are closed out, and lessons learned are documented. The PM will also have to handover the completed deliverables to the project. Customers are sponsors.

Question 46

What happens in the Closing phase of a project?

Answer 46

This happens after the customer and sponsor have accepted the deliverables. Once the deliverables are accepted, the PM will still need to do additional work, such as ensuring the contracts are closed out, and lessons learned are documented. The p.m. will also have to handover the completed deliverables to the project. Customers are sponsors.

Question 47

What are some items done in the closing phase of a project?

Answer 47

1. Contract closure/documentation
2. Archive project records.
3. Update templates and knowledge basis.
4. Transition deliverables to customers and sponsors.
5. Create a final report on the project outcome.

Question 48

Across the 49 processes, there are 665 inputs, tools and techniques, and outputs. How many specific inputs, tools and techniques, and outputs are there?

Answer 48

239 inputs, 245 tools and techniques, and 181 outputs.

Question 49

What are common inputs with project management?

Answer 49

Enterprise environmental factors (EEF), organization, process assets, project documents, and PM plan.

Question 50

What are common tools and techniques within project management (process)?

Answer 50

Expert judgment, data gathering, data, analytics, decision-making, data representation, interpersonal, and team skills, meeting, and PM information system.

Question 51

What are common outputs within project management?

Answer 51

Change request, work performance, data, work performance info, work performance report, and updates.

Question 52

What is EEF?

Answer 52

Enterprise environmental factors, this is one of the most commonly used inputs. It is an input to almost all planning processes. These factors are not under control of the project team. EEF can have a positive or negative effect. Includes, but not limited to organizational culture, structuring, governance, govern or industry standards, infrastructure, personnel, and the way the company manages them, stakeholder, risk, tolerances, company work authorization system, and IT software that company would use to manage the project.

Question 53

What is OPA?

Answer 53

Organization process assets, which is most commonly used for planning process. OPA’s are the plans, processes, policies, procedures, and knowledge bases that are used by the organization; they typically divide into processes, procedures, and knowledge. Things that help to manage the project more easily (template or plan from past project). OPA includes but is not limited to previous project plans, templates, historical information, lessons learned, knowledge, basis, software tools, organization, procedures, and policies, and project management databases/files for previous projects, project documents, can include documents that are related to the project, this is a common input for many of the 49 processes

Question 54

What are the knowledge areas for project management?

Answer 54

Schedule management, integration management, cost management, resource management, communication management, scope management, quality management, risk management, and stakeholder management.

Question 55

How many project documents is there in project management?

Answer 55

33

Question 56

What is the single most important document for the entire project?

Answer 56

Project management plan.

Question 57

What is the single most important document for the entire project?

Answer 57

Project management plan.

Question 58

Describe the project management plan and it’s importance.

Answer 58

This defines how the project is executed, monitored and controlled, and closed. The project management plan is made up of 18 components which will be used to guide the project manager on different processes that will be executed in the project. This is an input for many of the 49 processes. It is made up of 18 components.

Question 59

What is one of the most common tools in the planning process?

Answer 59

Expert judgment, which includes hiring an expert or subject matter expert to help you plan a process or conduct a process. Experts can be people with specialized knowledge or training in particular process and your technology. You don’t know how to develop a project charter so you hire an expert to help you create the document.

Question 60

What is one of the most common tools in the planning process?

Answer 60

Expert judgment, which includes hiring an expert or subject matter expert to help you plan a process or conduct a process. Experts can be people with specialized knowledge or training in particular process and your technology. You don’t know how to develop a project charter so you hire an expert to help you create the document.

Question 61

What is a tool where you collect info about a particular process that you’re working on?

Answer 61

Data gathering, which includes brainstorming, interviews, focus, groups, checklist, questionnaires, or surveys.

Question 62

What is a tool used to analyze data that has been gathered?

Answer 62

Data analysis, which includes alternative analysis, root causes analysis, variance analysis, and trend analysis.

Question 63

What is a tool used to illustrate different ways that data could be shown to stakeholders?

Answer 63

Data representation which includes methods generally included in the use of charts, matrixes, and diagrams. Certain processes have unique method to represent their data.

Question 64

What is a tool that’s used to come to a decision that will best serve the project?

Answer 64

Decision-making, which includes data analysis, and data representation. This includes voting, multi criteria, decision, analysis, and autocratic decision-making.

Question 65

What is it to PM need to have to have good interpersonal and team skills to manage different stakeholders and team members? The author says this is the most important tool of all.

Answer 65

Interpersonal and team skills, which include active listening, conflict, management, facilitation, and meeting management.

Question 66

What is a tool That includes automated system that is used to help the PM optimized the schedule/documents/deliverables from project?

Answer 66

Project management information system (PMIS). It is usually the computer system a company/organization uses to manage projects that should include the work authorization system of the configuration management system.

Question 67

What is the tool that includes a change management system and ensure the product gets the right settings and configuration?

Answer 67

Configuration management system (CMS). This ensures that changes to a project or document attract and authorized or denied.

Question 68

What is the tool used very often and all 49 processes… can be conducted face-to-face or virtually?

Answer 68

Meetings… Have an agenda and distribute to all attendees before the meeting, have a timer, including having set and stars finish times for topics and then entire meeting, make sure that the meeting always stays on topic, and sure that all attendees have input on topics, and distribute detailed meeting minutes when the meeting is complete.

Question 69

What is one of the most common outputs in executing monitoring and controlling and closing?

Answer 69

Change request… A request to add a remove work from scope, finish the project faster/miss deadline, increase/reduce cost, a CR implements, a corrective action, preventive action, or defect repair.

Question 70

What is a common output that includes raw data?

Answer 70

Work performance data… the status of the work that was done but did not have any analysis applied. Usually an output of executing process. Example is a task was done in two days and they charge $550.

Question 71

What is an output where information about the work that was performed is compared to the plan? This is the actual status of the deliverable.

Answer 71

Work performance information and is usually an output of monitoring and controlling.

Question 72

What is an output that gives Eaves overall status report of the actual project which takes all the work performance information and put it together into one comprehensive document?

Answer 72

Work performance report… You take the work performance data and compare it against the plan to come up with a work performance information. Then you take all the WPI and create the work performance reports.

Question 73

What is an output when you complete many of the processes, you will need to update various documents and processes. This is a catch all term tool.

Answer 73

Updates to documentation

Question 74

What is the person overseas managing the team to complete the project work and deliver the final product service or result?

Answer 74

Project manager… PMs usually get involved during the initiation phase of the project. Most stakeholders tend to only see or interact with the project manager. This means the PM cards, good communication and soft skills. This role may be different depending on the organization. Some organizations have a p.m. that is incomplete control the project while others may have a manager that has more dependent on PMO. to complete the work given by constraints of project, time, cost, scope, and quality. They also have to manage conflicts. This can be disputes on how the work gets done or stakeholders disputing requirements.

Question 75

What are common project management skills?

Answer 75

Creating a schedule, creating a budget, etc..

Question 76

This refers to skills related to the business and how to make decisions on a project that will benefit the business. Knowing the product sold by the business and who the competitors are. Understanding the mission of the business and the strategy needing to accomplish that mission.

Answer 76

Strategic and business management skills

Question 77

What skill involves dealing with people?

Answer 77

Leadership… If a PM fails to lead the project team, then the failure of the project is eminent. Good leadership, skills, involve negotiating, communicating, solving problems, and having good interpersonal skills. The more people in the project, the more complex leadership becomes. A bigger project team may lead to more conflict. Managing relationships, amongst stakeholders, such as building trust and finding consensus. Communication amongst Allstate holders, including giving feedback. Being respectful of all stakeholders. Learning continuously. Prioritizing and work that needs to be done. Being able to do critical thinking to ensure problems or solved correctly. Keep it in mind there is a difference between leadership and management. Management is more about directing people and getting work done and maintaining what is there already. Leadership is more about guiding and influencing people to accomplish a certain task while so mutinously developing new processes and procedure procedures.

Question 78

What are the leadership styles and their definitions?

Answer 78

1. Laissez Faire-the p.m. is hands off, allowing the team to make their own decisions.
2. Transactional-the p.m. is more focused on the goals of the project and how to award team members.
3. Servant leader- the p.m. focuses on removing obstacles from the team and giving the team what is needed in order to complete the work.
4. Transformational - the p.m. tries to empower the team by motivating and inspiring them.
5. Charismatic- the PM has high energy, is very enthusiastic, influences people around them.
6. Interactional - this is a combination of different leadership style, such as charismatic and transactional

Question 79

What is the under umbrella term that is used to referred to different types of nature development? Methods include scrum, extreme programming,, lean development, and a few others.

Answer 79

Agile

Question 80

What are the 12 agile principles?

Answer 80

1. Customer satisfaction by early and continuous delivery of valuable software.
2. Welcome changing requirements, even in late development.
3. Deliver working software frequently (weeks versus months).
4. , close Daily cooperation between business people, and developers.
5. Projects are built around motivated individuals who should be trusted.
6. Face-to-face conversations is the best form of communication.
7. Working software is a primary progress.
8. Sustainable development, able to maintain a constant pace.
9. Continuous attention to technical excellence and design.
10. Simplicity, the art of maximize the amount of work not done is essential.
11. Best architecture, requirements, and designs emerge from self organizing teams.
12. Regularly, the team reflects on how to become more effective and adjust accordingly.

Question 81

What are more agile principles?

Answer 81

13. Since agile is about people collaborating, consistent communication is necessary. this is usually done and standup meetings daily with team members and meetings with customers during iteration reviews. This allows everyone to have a voice.
14. Projects are built around trust and motivation by the agile p.m. and team members.
15. Give customer updates. The customer will track the rules of your project as a primary means of measurement.
16. Try to ensure the team is able to maintain a pace that is sustainable and predictable. Teams are expected to deliver at a pace and follow the technical excellent and design.
17. Her self organizing and self-directed. They are not dictated or managed by a project manager. The PM is seen as a facilitator for the team.
    At the end of the complete retrospective which can be done on a monthly basis to reflect on what went well or what wrong. This allows them to improve on the next iteration.

Question 82

What are more agile principles?

Answer 82

13. Since agile is about people collaborating, consistent communication is necessary. this is usually done and standup meetings daily with team members and meetings with customers during iteration reviews. This allows everyone to have a voice.
14. Projects are built around trust and motivation by the agile p.m. and team members.
15. Give customer updates. The customer will track the rules of your project as a primary means of measurement.
16. Try to ensure the team is able to maintain a pace that is sustainable and predictable. Teams are expected to deliver at a pace and follow the technical excellent and design.
17. Her self organizing and self-directed. They are not dictated or managed by a project manager. The PM is seen as a facilitator for the team.
    At the end of the complete retrospective which can be done on a monthly basis to reflect on what went well or what wrong. This allows them to improve on the next iteration.

Question 83

Within an agile project who is a designated person that represents the customer?

Answer 83

Product owner

Question 84

In an agile project who manages and facilitates the project?

Answer 84

Agile PM/scrum master

Question 85

In an agile project, what are the project requirements from the customer?

Answer 85

Product backlog

Question 86

In an agile project, what meeting is done by the agile team to the terming what features will be planned for the next release?

Answer 86

Sprint planning meeting

Question 87

In an agile project, what is the work the team select to get done in the next sprint?

Answer 87

Sprint backlog

Question 88

In an agile project what is the short iteration on where the teams work to complete the work in the backlog?

Answer 88

Sprint 1-4 weeks

Question 89

In an agile project, what is a quick meeting each day to discuss the project statuses, led by the agile p.m. that lasts around 15 minutes?

Answer 89

Daily standup meeting

Question 90

An agile project what is an inspection done at the end of the sprint by customers?

Answer 90

Sprint review

Question 91

In an agile project or lessons learned for each sprint?

Answer 91

Retrospective

Question 92

In an agile project, what are several sprints worth of work directed to operations for possible rollout/testing?

Answer 92

Release

Question 93

In an agile project, what is a MVP?

Answer 93

Mobly viable product, which usually comes to the customer after 2-4 sprints

Question 94

What is the unification of all other knowledge areas?

Answer 94

Integration management. This is the most important of the 10 knowledge areas as it incorporates and summarizes all the work. The project manager will need to do to successfully complete each phase of the project. An ad all the only difference may be that the project team will be more involved in making more decisions than the PM.

Question 95

What are the process names in integration management?

Answer 95

1. Develop project charter. This is the process group initiating.
2. Develop project management plan. This is the process group planning.
3. Work and manage project work. This is the process group executing.
4. Manage project knowledge. This is the process group executing.
5. Monitor and control project work. This is the process group monitoring and controlling.
6. Perform integrated change control. This is the process group monitoring and controlling.
7. Close project or face. This is the process group closing.

Question 96

What is the main output of developing a charter in the initiating process group?

Answer 96

Project charter, assumption log

Question 97

What is the main output of developing a charter in the initiating process group?

Answer 97

Project charter, assumption log

Question 98

What is the main output of the development project management plan process in the planning process group?

Answer 98

Project management plan

Question 99

What are the main outputs in the direct and manage project work process in the executing process group?

Answer 99

Deliverables, work performance, data, issues, log, change request

Question 100

What is the main output in the management project knowledge process in the executing process group?

Answer 100

Lessons learned register

Question 101

What are the main outputs for the manage project knowledge process and executing process group?

Answer 101

Work performance reports and change request

Question 102

What are the main outputs for the manage project knowledge process and executing process group?

Answer 102

Work performance reports and change request

Question 103

What is the main output in the perform integrated change control process in the monitoring and controlling process group?

Answer 103

Approve charge request

Question 104

What are the main outputs in the close project or phase process within the closing process group?

Answer 104

Final product, service, or result, transition, and final report

Question 105

What is the document that formally authorizes the project or phase and documents initial requirements to satisfy the stakeholders?

Answer 105

Project charter. It establishes the partnership between the performing organization and the requesting organization. This is done at the beginning of the project or phase. Charter is usually developed by the project sponsor while working with the project manager. Contains high-level information that senior management will review and order to determine the project should proceed. Cost, schedule, scope, and benefits should be known. Once approved the next step of identify the stakeholders and start the project planning. The charter will contain high-level scope since most of the project will be unknown when the charter is written.

Question 106

What are the inputs to the project charter?

Answer 106

1. Business documents that contain specific information as to why a project should be initiated, including business case and benefits management plan.
2. Business case which basically says why a business should do the project. A cost benefit analysis to justify the money being spent as normal.

Question 107

What are some reasons to initiate a project?

Answer 107

1. Market demand, like introducing a new product to the market.
2. Organizational needs such as reducing overhead to improve profits.
3. Customer request, such as improving a product to make customer needs.
4. Technology advances, such as installing the latest operating system.
5. Legal requirements, such as new regulations.
6. Environmental impacts, such as cleaning up toxic waste sites.
7. Social, such as a project to reduce crime in certain areas.

Question 108

What is the ratio of benefit to cost? The larger the ratio, the better the project.

Answer 108

Benefit cost ratio (BCR). Example, cost $2000, returns $5000. BCR in this example would be 2.5.

Question 109

What is the return on a project overtime?

Answer 109

Internal rate of return (IRR). the bigger the number the better the project. And IRR of 20% is better than an IRR of 10%.

Question 110

What is the economic term that represents the value of what you chose not to do in order for something else?

Answer 110

Opportunity cost. For example, project A returns $20K and project B will return $30K. Opportunity cost equals $20K, the entire value of option a as it will be required to drop the entire project a to pursue project B.

Question 111

This is how long it will take to return the investment in the project. The shorter the better.

Answer 111

Payback period

Question 112

This looks at the net value of a company over period of time. Equal to profits after tax minus the average cost of capital.

Answer 112

Economic value add (EVA)

Question 113

Money will lose value overtime due to inflation. This value includes the expenses of a project. The bigger, the value the better.

Answer 113

Present Value (PV) and Net Present Value (NPV)

Question 114

This is the percent that shows how much money you will get back on the project. The bigger the % the better.

Answer 114

Return on investment (ROI)

Question 115

What are the inputs of the project charter?

Answer 115

1. Project benefits management plan. Used to describe the main benefits, the project will produce once it’s completed. This could be the product, service, or result that the organization is looking to obtain after the project is done. Senior management usually wants to expressed in financial terms. Generally created by doing a cost benefit analysis of whether project should proceed or not along with the business cases. Should be continually maintained.
2. EEF (environmental efficiency factors) and OPAs.
3. Data Gathering
4. Meetings
5. Tools and techniques. - expert judgment
6. Flow charts.
7. Agreements.
8. SLA’s, letter of intents or verbal agreements.

Question 116

What are the inputs of the project charter?

Answer 116

1. Project benefits management plan. Used to describe the main benefits, the project will produce once it’s completed. This could be the product, service, or result that the organization is looking to obtain after the project is done. Senior management usually wants to expressed in financial terms. Generally created by doing a cost benefit analysis of whether project should proceed or not along with the business cases. Should be continually maintained.
2. EEF (environmental efficiency factors) and OPAs.
3. Data Gathering
4. Meetings
5. Tools and techniques. - expert judgment
6. Flow charts.
7. Agreements.
8. SLA’s, letter of intents or verbal agreements.

Question 117

What are outputs of a project charter?

Answer 117

1. Project justification, and purpose
2. name of the project manager.
3. Assignment of authority to the p.m..
4. Signature of the sponsor or others authorizing the project.
5. High requirements, including scope, budget, and milestone view of the project schedule.
6. High-level risk.
7. Stakeholder list
8. Exit criteria (things to cause a project to be cancelled).

Question 118

What is a log of all the assumptions and constraints that are identified throughout the project? Should be continuously updated throughout the project.

Answer 118

Assumption log

Question 119

What is the plan that includes all the subsidiary plans and baseline, says how the project will execute, monitor and control, enclosed the project. Includes all base lines in front scope, time and cost) and all of the management plan that will be needed to manage each of the additional nine knowledge areas.

Answer 119

Project management plan

Question 120

What should happen once the project management plan is completed?

Answer 120

It should be approved by the sponsor. All of this should happen over that are tracked. Once up plan is baseline, the only approved change request that goes through perform integrated change control can be used to update. And some projects these plants are handed to the p.m. from the PMO.

Question 121

What are the inputs to the project management plan?

Answer 121

1. Project charter.
2. Outputs from the other 23 planning processes.
3. EFF and OPA.
4. Tools and techniques, including expert judgment, data gathering, interpersonal, and team skills, and meetings.

Question 122

What are outputs of the project management plan?

Answer 122

1. This is a formal document that describes how the project will be executed, monitored and controlled, enclosed. This is an input to all executing, monitoring and controlling, and closing processes since it describes them. The plan should have 18 parts, including four base lines and 14 subsidiary plants. They can be summary or the more detailed better. Once a plan is baseline only a CR can change this through a perform integrated change control process.

Question 123

What are two components of the project management plan?

Answer 123

1. Management plans - used to describe how to do a particular component of a project, think “how to “
2. Baseline - used track performance of the project.

Question 124

What are two components of the project management plan?

Answer 124

1. Management plans - used to describe how to do a particular component of a project, think “how to “
2. Baseline - used track performance of the project.

Question 125

What are the two types of baselines?

Answer 125

1. Schedule baseline = planned baseline.
2. Cost Baseline = budget.

Question 126

What are the outputs of a project management plan?

Answer 126

1. Change management plan outlines change will be collected, assess, authorize, incorporated.
2. Configuration management plan, which outlines the various components of a project (playbook)
3. Performance measurement baseline, which is used to check the performance of the project as it is being executed. What what I’m measuring against
4. Project lifecycle, which outlines what type of lifecycle the project will be following.
5. Development approach which documents will outline how the product will be developed. An agile this is iterative and traditional it’s more predictive.

Question 127

What are the outputs of a project management plan?

Answer 127

1. Change management plan outlines change will be collected, assess, authorize, incorporated.
2. Configuration management plan, which outlines the various components of a project (playbook)
3. Performance measurement baseline, which is used to check the performance of the project as it is being executed. What what I’m measuring against
4. Project lifecycle, which outlines what type of lifecycle the project will be following.
5. Development approach which documents will outline how the product will be developed. An agile this is iterative and traditional it’s more predictive.

Question 128

What lifecycle are agile projects?

Answer 128

Adaptive

Question 129

What life cycle are traditional projects?

Answer 129

Predictive

Question 130

What process of performing work to defined in the p.m. plan to create a deliverables p.m. leads a team to build the deliverables and incorporate all improve changes? This is an integration process and represents to roll up of the other nine executing processes. This is an executing process where the PM will train and manage the team that is assigned to the project to ensure that the deliver role is built according to plan. They are gathering data on the work that’s getting performed (work performance data).

Answer 130

Direct and manage work

Question 131

What process of performing work to defined in the p.m. plan to create a deliverables p.m. leads a team to build the deliverables and incorporate all improve changes? This is an integration process and represents to roll up of the other nine executing processes. This is an executing process where the PM will train and manage the team that is assigned to the project to ensure that the deliver role is built according to plan. They are gathering data on the work that’s getting performed (work performance data).

Answer 131

Direct and manage work

Question 132

What is an output to the executing process but an input to the monitor and control process?

Answer 132

Work performance data

Question 133

What are the inputs to the direct and management project work process?

Answer 133

1. P.m. plan.
2. Project documents like schedule, risk, register, or report, milestones.
3. Approve change request.
4. EFF and OPA.
   Tools and techniques such as expert judgment, project management system, and meetings

Question 134

What are outputs for the direct and manage project work?

Answer 134

1. Deliverables.
2. Work performance data.
3. Issue log.
4. Change request.
5. P.m. plan updates.
6. Project document updates.
7. Organizational process assets updated.

Question 135

What ensures that the knowledge of his gain before commandeering, and after the project is used for the organizations benefits? Can be their explicit (has a tangible form like documents or procedures) or tacit (difficult to transfer between people just by speaking, usually gain by doing work).

Answer 135

Manage project knowledge. Lesson learned register is where the p.m. will keep a repository of all the main knowledge that has learned. Will be in the retrospective for agile/hybrid projects.

Question 136

What are the inputs for manage project knowledge?

Answer 136

1. P.m. plan.
2. Project documents.
3. Deliverables.
4. EFFS and OPAs
5. Tools and techniques including expert judgment, and knowledge management.
6. Information management which ensures that info is available to stay holders were needed in a central repository.
7. interpersonal and team skills.

Question 137

What are the outputs to manage project knowledge?

Answer 137

1. Lessons learned register. They should be started as soon as execution starts. Living document that is consistently updated every time you recognize new, important knowledge.
2. P.m. plan updates.
3. OPA updates.
4. PMO and manager stories that are shared across organization.

Question 138

What process includes tracking, reviewing, and reporting the progress of a work project? The goal of this process is to keep the project on plan, which is the responsibility of the p.m.. includes looking at work that was done and comparing it to the plane to see if they lineup. If not, I might be required.

Answer 138

Managing control project work process

Question 139

What process includes tracking, reviewing, and reporting the progress of a work project? The goal of this process is to keep the project on plan, which is the responsibility of the p.m.. includes looking at work that was done and comparing it to the plane to see if they lineup. If not, I might be required.

Answer 139

Managing control project work process

Question 140

What is the main outputs of the manage control project work process?

Answer 140

Work performance reports or status reports. on agile/hybrid this is generally done by the team themselves. With a traditional project approach, the p.m. takes the role of monitoring the work, ensuring that it gets done according to plan. Manage and control work is done throughout the sprint.

Question 141

What are the inputs to the monitor and control process?

Answer 141

1. P.m. plan.
2. Project documents.
3. Work performance information.(plan to actual.)
4. Agreements.
5. Tools and techniques such as expert judgment, data analysis, decision-making, and meetings.

Question 142

What are outputs to the monitor and control process?

Answer 142

1. Work performance reports or status reports.
2. Change request.
3. P.m. plan updates.
4. Project document updates.

Question 143

What is the process that reviews all change requests and app approves or rejects them?

Answer 143

Perform integrated change control process

Question 144

What is the process of change request?

Answer 144

1. Assess the change, how will it impact the overall project?
2. How will the change be implemented?
3. How to change reviewed and approved
4. Once the change is approved, it can be executed.
5. If it is rejected, the p.m. communicates.

Question 145

What is the process of change request?

Answer 145

1. Assess the change, how will it impact the overall project?
2. How will the change be implemented?
3. How to change reviewed and approved
4. Once the change is approved, it can be executed.
5. If it is rejected, the p.m. communicates.

Question 146

Does a PM ever take action on a Change Request without an assessment?

Answer 146

No

Question 147

In an agile, hybrid type of project, how our change request added to the project project?

Answer 147

Backlogged, then the product owner is in charge of prioritizing blog.

Question 148

What are inputs for the perform integrated change control process?

Answer 148

1. P.m. plan
2. Project documents
3. Work performance reports.
4. Change request.
5. EEFs and OPAs
6. Chosen techniques, such as expert judgment, change, control, tools, data, analysis, decision-making, and meetings.

Question 149

What are outputs to the perform integrated change control process?

Answer 149

1. Approve change request. These require the p.m. to update the PM plan and associate a project docs
2. P.m. plan updates.
3. Project document updates.

Question 150

What is the process of formalizing all activities and overall project management process groups to formally complete the project? This process should also establish a process to investigate and document the reasons a project was terminated.

Answer 150

Close project or Phase

Question 151

What are some other activities in the clothes, project or phase?

Answer 151

Updating templates and knowledge basis is done in this phase. Transferred deliverable to production/operations, successfully capture lessons learned and finally release the project team. Closing a contract can include things like having a seller sign off on all the phase were paid/Buyer sign off that work was done. Even if the contract is not successfully completed, it should be closed at this phase. Even if terminated early, p.m. should still formally close the project. In an agile/hybrid project. The clothes of the project is down when the work in the project backlog has been completed. Projects will need to be correctly handed over to the operations to be maintained. Final retrospective for the team to finish lessons learned.

Question 152

What are inputs to the close project?

Answer 152

Project charter, project plan, project documents, accepted, deliverables, formally accepted, deliver deliverables are in the validate scope process, business documents, agreements, procurement, documentation, OPA, and tools and techniques such as expert judgment, data, analysis, and meetings

Question 153

What are outputs to the close project?

Answer 153

1. Final product, service, or result transition.
2. Final final report of overall performance of the project, filed within the org which includes high-level description of the project or phase, objectives of the project and whether accomplished, techniques that were used to measure the quality requirements, budget of the project and how it was measured, and whether there were variations, and project, accomplishes, goals, and benefits to the work
3. Project document Updates.
4. OPA updates.

Question 154

What is the formula for deciding how many communication channels they will be in a project?

Answer 154

N*(N-1) / 2 = # of communication channels for the team where in is the number of members.

If there are 66 communication channels for 12 members and 55 communication for 11 team members, then adding one more team member 211 project team number 11 channels. so it 11 1011 divided by

Question 155

The majority of project management software applications use the ______ method to build the project schedule network diagram

Answer 155

PDM, also called activity on node, is the method used by Most project management and project planning software packages

Question 156

As a project manager, you are performing scope management processes. What is the function of the WBS dictionary?

Answer 156

Describes the details of each component in the project WBS

Question 157

Is negotiation used while performing the conduct procurement process?

Answer 157

Yes

Question 158

What is involved in the control procurement process?

Answer 158

Audits, claims administration, and inspection

Question 159

What is the bitter conference technique used for?

Answer 159

Bitter conferences also called vendor conferences, contract conferences, pre-bid conferences or meetings between buyers and all prospective sellers prior to submit on our proposals. They’re used to ensure that all sellers have a clear and common understanding of a procurement that no bitters receive preferential treatment. Responses to questions are incorporated as procurement document amendments. To be fair buyers must ensure that all sellers hear every question from individual sellers and every answer from the buyer.

Question 160

What does it mean if the SPI is .87?

Answer 160

The progress of the project is only 87% of what it is planned, so you are behind the schedule

Question 161

As a project manager, you wish to use a document that shows the work assigned to each project team member. What’s the title of the document that you will use?

Answer 161

Responsibility assignment, Matrix (RAM)

Question 162

Which cost belong to project resources, which can be skilled down or reduce?

Answer 162

Direct costS

Question 163

Which cost depends on the amount of work performed by resources?

Answer 163

Variable costS

Question 164

What quality practice that drives defects down?

Answer 164

Test driven development

Question 165

What is the best source of information in a situation where you must terminate the project immediately?

Answer 165

Make sure you follow the steps to close of project following the project closure guidelines, and organizational process assets.

Question 166

What is a dependency between two activities?

Answer 166

Finished to start because the second activity can start only after the completion of the first one. There’s also a timeline of 15 days before the second activity can start.

Question 167

According to Tuchman, the stages of teen development are…

Answer 167

Forming, storming, norming, performing, and adjourning

Question 168

What two activities might a project manager be doing well acquiring resources for their project?

Answer 168

Part of acquiring resources involves verifying if the cost of the selected team members will fit into the project budget. If virtual team members are an option and special communication protocol will need to be put in place to minimize misunderstandings and conflicts.

Question 169

When does the PM create the staffing management plan?

Answer 169

During the plan and resource management process

Question 170

During which process would a p.m. send team members to training?

Answer 170

Develop team process

Question 171

The cost baseline is developed during which process? Develop schedule, determine budget, estimate cost, or monitor and control project work?

Answer 171

Determine budget. The baseline project budget is developed in the determined budget process, which is a planning process in the project cost management.

Question 172

The cost baseline is the same as what?

Answer 172

Project budget

Question 173

What is the critical path for a project?

Answer 173

The critical path can hang a negative float in the case that there is a constraint set on the project, finished date or positive float in case where the project is ahead of schedule. Typically, however, the critical path has a zero float.

Question 174

What is the approach used when you have lack of information and you decide to create the WBS of the commissioning phase of the project which is the last phase in more details later when you have more information?

Answer 174

Rolling wave planning

Question 175

What process are you in if you use a bone diagram to find a potential risk on your project?

Answer 175

Identify risk

Question 176

In the plan quality management process which of the following is not attributable to the cost of nonconformance? Rework, quality measures, warranty, or downtime?

Answer 176

Quality measures are not an attribute of the cost of nonconformance. The cost of nonconformance results in some kind of loss or rejection of the projects output.

Question 177

What are three stakeholder mapping and categorization techniques that are used in identifying stakeholders process?

Answer 177

Stakeholder cube, salient model, and the power/interest grid

Question 178

What does the stakeholder engagement assessment Matrix allow the team to do?

Answer 178

Analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in the plan stakeholder engagement.

Question 179

You were in charge of performing the financial analysis for a trouble project in your company. The project is currently on hold and based on the results of your work. Top management will decide on continuing or dropping the project. Which category of costs should you not consider in your analysis? And direct, fixed, variable, or sunk?

Answer 179

Sunk

Question 180

As a project manager in a large organization with various project similar to yours, you were responsible to report the project status to top management and away that quickly and easily gives him required information. Which one of the following reports is best to provide the required information to senior management? Project management plans, project, detailed schedules, charts, or milestone reports?

Answer 180

Milestone reports

Question 181

Which one of these is an output from the acquire resources process? Organizational chart, project team, assignments, RAM, or staffing management plan?

Answer 181

Project team assignments

Question 182

What matrix velocity analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in the plan stakeholder engagement?

Answer 182

Stakeholder engagement assessment Matrix (SEAM)

Question 183

Which process would you be in if you were using root cause analysis to determine what potential risk might be in your project?

Answer 183

Identify risks. Identify risk process because the root cause analysis tools can help identify potential threat based on past experience of issues experience. Root cause analysis is used in both quality management and risk management. However, the situation explained in this question refers only to the information gathering techniques of identifying rest process.

Question 184

What does the stakeholder engagement assessment Matrix (SEAM) enable?

Answer 184

This enables you to plot whether stakeholders are resistant, neutral, supporting, or leading in their attitudes towards the project. Based on where you would like each of the stakeholders to be, you can plot strategies to gain their support. Not every stakeholder will require our strategies, so it is important to plot where each is desired to be.

Question 185

Conflict can come from seven main sources of which the first three account for 50%…

Answer 185

1. Schedules
2. Project priorities
3. Manpower/human resource availability.
4. Technical opinions.
5. Procedural or project administration.
6. Cost.
7. Personalities.

Question 186

You have been assigned as a manager of a highly critical national project, which should be finished in a very short amount of time compared to other similar projects. After developing the first draft of the project network diagram, you see the project cannot be finished on time. If the network diagram cannot be changed anymore and you have extra human resources, what would be the best approach? Fast tracking, crashing, risk analysis, or leveling resources?

Answer 186

In this situation leveling, the resources will generally increase the duration. Since the network diagram cannot be changed, the fast tracking option is also not feasible. So crashing remains the best option in the situation to decrease the duration.

Question 187

What does the PMBOK guide Identify?

Answer 187

These are resource calendars that identify times when the project team members can participate and team development activities. If the team members are unable to find time for such activities, it’s likely the calendar has been poorly planned out.

Question 188

You were a junior project manager, currently performing scheduling, controlling activities. You approach one of your experience, colleagues for advice on how to re-analyze the project and project the projects remaining duration. She tells you to analyze a sequence of events with the least amount of scheduling flexibility. Which technique is she referring to?

Answer 188

Critical path method. The Gant chart is only a representation of the project schedule not an analysis method. The president diagram and method is a diagramming technique that deals with a relationship between activities not scheduled flexibility. Resource leveling is used to smooth use of resources over period of time. The only option that deals with schedule flexibility is the critical path method which uses activity floats.

Question 189

Tom is managing project and he has scheduled a number of training programs for his team. However, he knows that apart from plant training, I’m plant training also takes place in another ways. Which one of these is not one of the ways in which plan training can happen?

Answer 189

Online. According to PMB OK guide scheduled training occurs as stated in the human resources plan and could include Online, classroom, on the job, etc. Unplanned training, however takes place through conversation, observation, and project appraisals conducted during controlling process of managing the project team. I want as the project manager you were reviewing a controlled chart related to one of the project deliverables and you find seven data points in a row one side of me. What should your next action be?

Question 190

Tom is managing project and he has scheduled a number of training programs for his team. However, he knows that apart from plant training, I’m plant training also takes place in another ways. Which one of these is not one of the ways in which plan training can happen?

Answer 190

Online. According to PMB OK guide scheduled training occurs as stated in the human resources plan and could include Online, classroom, on the job, etc. Unplanned training, however takes place through conversation, observation, and project appraisals conducted during controlling process of managing the project team. I want as the project manager you were reviewing a controlled chart related to one of the project deliverables and you find seven data points in a row one side of me. What should your next action be?

Question 191

As the project manager, you are reviewing the control chart related to one of the project deliverables, and you find seven data points in a row on one side of the main. What should your next action be? 1.According to the rule of seven, this is normal and no action is required?
2. Modify the main.
3. Perform the quality measurements again to make sure the data points correctness.
4. Find an assignable cause.

Answer 191

Find an assignable cause

Question 192

What are the types of contracts and the risk associate with them as a buyer?

Answer 192

1. Cost plus percentage of cost. The buyer pays all the cost while the cost are not limited. Most risk as a buyer.
2. Fixed price is where the buyer has the least cost risk. Least risk as a buyer
3. Time and materials.
4. Cost plus award fee.

Question 193

As a project manager, Tom is currently involved in the control procurement process. According to the records, one of the investors has not delivered the items on time. The root cause analysis shows that the problem was in the proposal evaluation activities that could’ve been done more accurately. What should Tom do at this point? 1. Update procurement documentation. 2. Update organizational process assets. 3. Conduct procurement audits. 4. Update procurement contracts.

Answer 193

Update organizational process assets because this is where lessons learned reside. The project manager should update us with the procurement experience so that future projects can benefit. Organizational process assets updates are an output of control procure

Question 194

All of the following are examples of cost nonconformance, except..
1. Warranty cost.
2. Rework.
3. Inspection.
4. Penalties.

Answer 194

Cost of nonconformance are cost incurred when a project fails to meet the required level of quality. Failure costs are also called cost of poor quality. Cost of nonconformance are categorized into two groups:
1. Internal failure costs - before releasing product to customer. Includes cost to rework, fix defects, wastage due to internal errors, and unnecessary advertising.
2. External failure cost - after releasing product to customer. Liability and penalty cost, warranty cost, cost of developing and distributing fix, support calls, and damage control cost.

Question 195

What are the types of estimations that you can have in a project?

Answer 195

1. Analogous estimating - estimating technique used during the duration or cost of an activity or project using history historical data from a similar activity project.
2. Bottom up estimating - estimates are made for each task or activity and the WBS and then aggregated to get the overall estimate.
3. Activity based estimating - project management technique were estimates are derived based on the individual activities or task that make up with the project
4. Parametric estimating. - statistical relationships between historical data and other variables to calculate an estimate.

Question 196

A project manager manager is performing reserve analysis as a technique and one of the project management processes that is currently working on. Which of these is likely to be that process? 1. Estimate reserves. 2. Plan costs 3. Determined budget. 4. develop schedule

Answer 196

Reserve analysis is one of the techniques which is used in more than one process. Three processes of estimate cost, determine budget, and control cost or the cost management processes that use this tool.

Question 197

What is one advantage of tacit knowledge?

Answer 197

Tacit knowledge which is information and belief system. A team member has within their minds and realm of experience, is not documentary codified and must be drawn out by others in order to utilize that knowledge. Therefore, unlike explicit knowledge which is written down, it is more difficult to share. However, unlike explicit knowledge, which lacks context can therefore be open to interpretation, Tax knowledge has context built into it.

Question 198

If a team cannot decide which vendor to go with on a solution for a project, which one of the following would you refer the team to make the decision and come to a consensus?
1. Seller proposals.
2. Source selection criteria.
3. Project management plan.
4. Procurement documents.

Answer 198

Source selection criteria are the primary tools for evaluating potential sellers and should be used by the entire team team in order to make a selection.

Question 199

You were managing a project which is suffering many changes since the initiation. You had to process a lot of of changes and you did not have enough time to do anything else. What should you do in a project like this?

Answer 199

Determine whether a changes is needed, and whether it is beneficial to the project, and notify stay colder to affected by the change. List changes and scope management plan or in the project charter.

Question 200

You are a software development project manager and currently you are in the process of developing the project risk management plan. Which of the following is not part of such a plan? 1. Risk probability. 2. Methodology. 3. Risk categories. 4. Impact Matrix.

Answer 200

Risk probability. The contents of the risk management plan are methodology, rules, and responsibility, budgeting, risk categories, definition of risk, probabilities, and impacts, probability and impact Matrix, revised stakeholders, tolerances, reporting formats, and tracking. Basically the risk management plan describes how risk management will be structured and performed on the project. Does that identify individual risk or the probability of their occurrence.

Question 201

What are the types of leadership style with project managing?

1. Directing.
2. Laissez-Faire
3. Servant leader.
4. Coordinator.

Answer 201

Servant leader

Question 202

Your managing a software development project budgeted at 360,000 according to the earned value analysis report which you have on your desk. As of today you’ve spent 110,000 and earned value is 120,000. According to your earned value figures, your SPI is .8. Which one of the following options best describes your project status?
1. Not enough information.
2. On schedule.
3. Behind schedule.
4. Over budget.

Answer 202

Since SPI is less than one we can conclude, the project is behind schedule.
EV=$120K
AC=$110K
PV=$150K
SPI=EV/PV
SPI=120/150
SPI=.8

Question 203

Tom is a project manager managing a bridge construction project for the first time. He is set up a series of interviews with various state holders together some. Experiential and historical information on some of the risks. What processes, Tom most probably involved in?
1. Perform quantitative risk analysis.
2. Plan risk responses.
3. Identify risk.
4. Perform qualitative risk analysis.

Answer 203

Perform qualitative risk analysis. Such meetings or interviews are usually done as part of a qualitative risk analysis. This method draws on experimental learning and historical data to qualify the impact of risk and project objectives. Read the question carefully. It mentioned that the purpose of the interviews is together and information about some risk, not to discover some risk.

Question 204

When is control quality and scope validation done with a project?

Answer 204

They can be done in parallel, but generally control quality is performed before scope validation.

Question 205

What is the most appropriate guideline for managing documentation artifacts at the start of your agile project?

Answer 205

Ensure that there is sufficient detail in the user stories in the sprint back looks so we can begin.

Question 206

What is the critical path and a project?

Answer 206

Looking at the network diagram, it is the longest path to the end.

Question 207

What are benefits of quality audits?

Answer 207

1. Identify all nonconformities, gaps, shortcomings.
2. Then if I all good and best practices being implement
3. Confirm the implementation of approved change requests.

Question 208

Quality metrics are an output of the plan quality process, and an input to manage quality process. T or F

Answer 208

True

Question 209

You’re managing a project with a lot of different detailed activities. The project is within budget and the SPI according to the latest earn value report is 1.2. The project risk review meetings are held according to an organized schedule and you were satisfied with the risk management activities of the project. However, you get notified by two different take holders that some of the project status reports are not accurate. Which tool will you use to verify whether there is a problem?
1. Route calls analysis.
2. Inspection.
3. Observations.
4. Quality audits.

Answer 209

Quality audits. The quality audit is a structured, independent process to determine if project activities, comply with organization and project policies, processes, and procedures. And this specific case you need to do quality audits to make sure that your team is doing the project, reporting and accordance with the project policy and standards.

Question 210

You are the manager of a project adapter, periodic project schedule update, the scheduler working on your team comes to you with the following list of activities. Also mentions that the project is faced with two week delay, and his corrective action is proposes to change the sequence and perform activity current with activity G, instead of after it what would be your reaction?

Answer 210

This has no effect on the critical path, so reject the proposal

Question 211

Your managing IT project for an external client. The project is ahead of schedule and your next activities are testing and handover. Which one of the following will you be more concerned about in the situation?
1. Time schedule.
2. Performing quality control.
3. Generating performance report
4. Validate project scope.

Answer 211

Validate project scope. You were closed to performing the final product handover to the external clot. Scope validation deals with the acceptance by the customer. With without acceptance, you will not be able to move into the next project phase.

Question 212

A project manager is trying to plan for a contingency reserve as part of the cost estimates for the project. Which of these would be an incorrect way to plan for contingency reserves?

Answer 212

According to the PM, Bach, the contingency reserve may be a percentage of the estimation, a fixed number, or maybe developed by using quantitative analysis methods, such as Monte Carlo simulation. Therefore, it would be incorrect to start with a zero value for the contingency reserves.

Question 213

According to the PMBOK, the scope baseline includes what contents?

Answer 213

According to the guide, the scope baseline includes the WBS, the WBS dictionary, and the project scope statement.

Question 214

What are the contents of a scope baseline?

Answer 214

Project scope statement, and WBS

Question 215

You were managing a software development project with a set of preplanned milestones. Your team has completed all milestones and are now verified that the product meets the specification outlined in the project management plan. What process group are you currently in?

Answer 215

Monitoring and controlling

Question 216

In which one of the following organizations does the project manager have more power?

Answer 216

The project manager has more power in a strong matrix organization. In a strong matrix organization, the project managers have authorities comparable to that of a functional manager, and normally they are not under the supervision of the functional manager. In a week, Matrix organization, the project manager is organizationally under the supervision of the functional manager, who is given the project responsibilities.

Question 217

Which structured techniques is the manage quality process involves finding a long lasting solution for a discovery issue?

Answer 217

Performance review is a tool and technique of control quality. Design for X, root causes analysis and problem-solving are all managed quality techniques. However, designed for X involves optimizing around an identified variable and root cause an analysis helps reveal the issue, but does not go so far as to work towards finest solution. Problem-solving involves finding a long lasting solution to a problem by identifying it, analyzing it, choosing the best solution of the alternatives and putting the solution into action action.

Question 218

Your team is currently in the process of controlling and verified the quality of the deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audits. 2. Statistical sampling. 3. Design for X. 4. Control chart

Answer 218

Quality audits, and design for X would not be used during the control quality. Instead, they would be utilized during the manage quality process.

Question 219

Your team is currently in the process of controlling and verified the quality of the deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audits. 2. Statistical sampling. 3. Design for X. 4. Control chart

Answer 219

Quality audits, and design for X would not be used during the control quality. Instead, they would be utilized during the manage quality process.

Question 220

Recognizing the risk and not changing the plan, but making some contingencies in the event, the risk is triggered eggs, an example of what type of risk mitigation technique?

Answer 220

Active acceptance

Question 221

Recognizing the risk and not changing the plan, but making some contingencies in the event, the risk is triggered eggs, an example of what type of risk mitigation technique?

Answer 221

Active acceptance

Question 222

What is the risk mitigation technique when no contingencies are put in place and avoidance would be correct if the project plan were modified to accommodate the risk?

Answer 222

Passive acceptance

Question 223

If you use a Fishbone diagram to address the root cause of a problem… Which part of the quality management process group are you involved? 1. Manage quality. 2. Analyze quality. 3. Plan quality. 4. Quality control.

Answer 223

Quality control

Question 224

If you use a Fishbone diagram to address the root cause of a problem… Which part of the quality management process group are you involved? 1. Manage quality. 2. Analyze quality. 3. Plan quality. 4. Quality control.

Answer 224

Quality control

Question 225

Who owns the quality of the software and I changed driven, agile project?

Answer 225

The cross functional team

Question 226

Which project management plan should you always develop first?

Answer 226

Project scope statement