PMQ Exam Questions

Question 1

Explain two stages in the risk management process.

Answer 1

Initiate-identify-analyse-response-closure
Identify
* 2nd stage.
* Risk register is created.
* Use a range of risk identification techniques such as brainstorm, interviews, checklists, prompt lists (PESTLE, SWOT, VUCA).
* Capture ID, date, author, description.
* This is then circulated to stakeholders and project team.
* Supports the PM in identifying all known risks.
* Purpose here is to identify all potential risks and be aware of them. Can then take action around identified risk.
* The identify stage is supposed to have a wide ranging reach across the project team and stakeholders to get everyone’s opinion.
Assess
* 3rd stage.
* Need to understand the risk priority after the risks have been identified.
* We need to understand the probability and impact.
* Use risk matrix to give priority scores to potential risks. Allows you to rank the risks.
* This is then added to the risk register.
* It is done qualitatively and then quantitatively.
* PM understands the impact of each risk and then can move to next stage.
* The purpose is that the PM can then understand the priority to give to each depending on the assessment around probability and impact.

Question 2

Explain three key benefits of risk management for projects

Answer 2

Reassures stakeholders
* that there is a process in place for risk, and that the team is aware of how to raise them,
* demonstrating that the risks are under good control.
* gives confidence that analysis to identify potential risks has been completed.
* The risk mgmt plan is a valuable resource for all stakeholders that need information on the risk organisation and control structure as well as the precise roles and duties for risk management

Better and more accurate plans
* using risk management to identify possible threats to the project and building contingency for the potential risk into the plan.
* This increases stakeholder confidence in a successful outcome by giving the plans more credibility.
* For example, if a task has a risk of taking longer than anticipated and a 7-day contingency plan is in place, it shows that there are careful measures are in place.

development of the team’s ability to assess risks
* People will become more aware that risks may exist around them just by the fact that risk analysis is being done.
* As a result, they often consider risk when choosing what to do now/in the future.
* risk awareness enhances the skills of those responsible for creating and carrying out plans by forecasting risks and comparing their predictions to reality

Enables greater risk taking
* absence of risk management plan means outcome is more unpredictable.
* Opportunities can remain unexploited.
* Having risk management plan means business can take greater level of risk with lower levels of contingency, thus improving overall return in investment (continency is cost).
* Proactive management of risk will remove some threats to opportunities.
* This means that the project is able to take more risks as the risk management plan will help reduce the risks in each area, so it becomes less risky.

Question 3

Explain 2 key aspects of issue management

Answer 3

Log & analyse
purpose
* PM to record the issue immediately in the issue log so that it is documented for audit purposes.
* PM must understand exactly what the issue is, what caused it, and potential effects if it is not resolved, so that the sponsor is informed and subsequently able to assist
* Analyse the issue to understand the impacts to the project success criteria and benefits to the business based on time/cost/quality so the sponsor has this information to supply to the steering group
* Was this a risk already identified? investigate why the mitigation actions didn’t work?

Escalation
Purpose
* issues require support from the sponsor,
* the issue is escalated by the PM as soon as possible with their analysis and thoughts on possible actions to be undertaken
* If further action is necessary, the sponsor may then refer the matter to the steering group so that decisions can be made towards actions and authority can be assigned quickly.

Question 4

Explain 2 ways in which risk can be identified

Answer 4

Prompt lists
Purpose
* Aide memoire for identifying risk.
* Can support other techniques such as brainstorming. This means that the project team thinks “outside the box” and will start to address areas that they may not have thought of without the prompt lists.
* PESTLE and SWOT are examples of Prompt lists
* Uses headings to help people identify risks be structured as hierarchical structure of major risks and then broken down into sub risks.

Brainstorming
Purpose
* aim is to give as many individuals as possible the opportunity to participate and assess the risks.
* Discussions can prompt other people’s thought processes to help identify as many potential risk areas as possible.
* Captures risks quickly
* Usually done in groups but can be done on an individual basis too.
* provides a way to increase team engagement for the risk management process
* Can be used to engage project stakeholder in the process of identifying risks.
* Independent facilitator is used to facilitate the session to make sure it is well organisationanised and keeps a reasonable pace.
* produces a list of risks described by a phrase or sentence indicating the cause of the risk.
* Risks are transferred to the risk management register.

Question 5

Explain 3 responses to risk

Answer 5

Avoid-reduce-transfer-accept (threat) exploit-enhance-share (opportunity)
Reduce
* A proactive approach to risk is to reduce the likelihood of it happening regarded as being preventative
* This usually has a price tag attached to it, although the cost should not be greater than the impact of the risk.
* the risk is not entirely eliminated, but the purpose is to reduce the likelihood and/or impact of the risk occurring, thus lowering the risk’s overall risk score and reducing the overall impact on the project.

Transfer
* a proactive response to risk involves passing the responsibility of bearing the impact of the threat to a third party.
* For example the purchase of insurance.
* This reduces impact but does not reduce the probability of the threat occurring.
* Reduce probability only if they can control the risk better
* Only reduce probability if they are able to better manage the risk.
* Costs associated are typically quite high
* The purpose is to transfer any potential risk exposure away from the project and the business and to lessen the “stress” surrounding the risk

Acceptance
* Accepting a risk is a reactive response.
* The risk will be taken on by the project if there is no feasible or acceptable method of avoiding or reducing it
* For example, tasks may be on the critical path that cannot be avoided.
* PM will let stakeholders know if they are likely to be impacted by accepting the risk
* This response is used If the risk’s probability and potential impact are low so the PM can concentrate on other issues with far higher risk scores.

Question 6

Describe two benefits of having an embedded PMO

Answer 6

PMO can be embedded, Central or Hub and spoke.
* Embedded within the project, PM gets their own dedicated project management office resource to help with the deployment of the project
* Detailed understanding of the project and can provide more targeted input solely of the project with no interruptions from other projects or programmes.
* An embedded project management office (PMO) sits under programme management in an organisation and often used by larger projects only as they are the only ones able to afford the expert advice on offer.
* An embedded PMO delivers best practice guidance to project managers based on organisational standards.
* UK corporate governance laws dictate that organisations must have standard processes in project management that all projects adhere to.
* Therefore, by giving out best practice guidance on topics such as risk and issue management and how to complete change control documents, the PMO is ensuring that the organisation is compliant with the law.
* Also, more effective project management through best practice guidance increases the chances of a successful project, leading to a more profitable outcome for the organisation.

• The PMO is made up of experts in specific project management tasks, for example, estimators, schedulers and risk managers.
• Project managers can consult with these experts to solve problems in their own projects and ensure that they are as successful as possible when managing risks, for example. More accurate risk management could mean that risks are analysed with more uniformity in keeping with the organisations risk appetite.
• Therefore, threats will not be underestimated that they could terminate the project prematurely.
• It would also prevent risky projects from proceeding and ensure that risks could be taken by the organisation with more awareness of consequences.

Question 7

describe two ways in which a PMO can assist a pm to successfully deliver a project

Answer 7

Additional resource
The PMO function has the ability to give the project more resources. The additional resource can be used by the PM to perform tasks. As a result, the project team will grow in size and tasks can be divided up among the PMO team.
The PMO could be asked by the PM to provide training and deployment assistance. This will relieve the PM’s workload by lowering the amount of outside resources needed for the project. The PM could also request assistance from the PMO for the activity of quality control testing.

Reports and admin
The PMO team will be able to support and maintain consistency in the project’s processes allowing the PM to spend their time on other activities. For example distributing reports to stakeholders, maintaining the most recent version of project documents, supporting continuous improvement and sharing best practice.

Question 8

explain three differences between the types of organisation
functional
-matrix

Answer 8

Management
In a functional organisation, employees only report to their functional line managers whereas In a matrix organisation, employees report to both the project manager and their functional line manager this could create problems if the individual is given more work than they are capable of handling and deciding which work takes priority.

Resources
In a functional organisation employees operate within their function in functional silos, they don’t move outside of that function. For example, HR, marketing. They are subject matter experts in their function and work undertaken is focussed on operational business as usual work. Whereas in a matrix organisation a mix of skilled resources are employed on a temporary basis to the project, which is an advantage to the project as they only need to be part of the team for the specific tasks required, and can then return to business as usual.

Authority
In a functional organisation the functional manager has the authority for the work undertaken within their function whereas in a matrix organisation the matrix manager does not have authority, there will be different managers who will have different authorisation levels and thereby some decisions can take longer as they will not have sole responsibility for all decisions to be made. This requires good interpersonal relationships as well as regular effective communication between all areas of the organisation.

Question 9

explain three differences between temporary and permanent organisation

Answer 9

Teams
Business as usual (BAU) are Permanent structures, they have stable teams for routine/operational work whereas projects, will have temporary teams to deliver specific objectives within predetermined time frames
BAU need specific resources to carry out routine tasks. A stable team is required as the team will be specialists within the role and therefore bring efficiencies to the tasks. Whereas within a project environment, the tasks are varied and unique, therefore it requires temporary teams who bring different skills to the tasks.

Targets
In permanent teams, focus will be on the long-term goals of the business lots of different KPI’s and targets that the business will drive towards and there will be strategic thinking as well from the leadership. Whereas the temporary teams will focus on the project output on making sure the project delivers against very specific goals and targets and the PM will drive the project team looking at the project targets only.

Resources
In temporary teams, resources are flexible and limited. Team members will join and leave during the project and be replaced by other people. The hierarchical structure will be flexible and not established. Whereas in permanent teams, the resources are fixed and established.
The permanent teams need the permanent resource as the activities to be completed are long term and specialised.
The temporary team resource will be adaptable since it will be able to work around the project’s immediate activity.

Flow of authority/responsibility. Within a functional organisation the authority flows downwards with the functional manager responsible for their department only. In a matrix organisation the functional managers maintain responsibility for their departments but work together with the project managers who have a project authority that flows across the functions (i.e. sideways) to achieve the goals of a project. This shared authority will shift dependent on the type of matrix organisation, weak, balanced or strong. In the 1st authority lies with the functional manager and in the latter with the project manager.

Complexity A functional structure is relatively simple and convenient to manage, being focussed on the delivery of a simple product line and normally located in one location. While a matrix structure is complex in nature due to the combination of two organisational structures (or potentially more) and the need for communication between them. The matrix structure lends itself to the delivery of multiple product lines, potentially across multiple locations and tend to be projectized.

Question 10

Explain two elements of a procurement strategy and why these are important

Answer 10

Make or buy
The purpose is to determine whether the company can procure the goods/services internally and minimise interactions with suppliers.
If so, costs will typically be lower and take less time to obtain.
If it is not possible to procure the goods/services internally they will be purchased externally from the marketplace once the supplier has been evaluated for their capability in relation to the requirements.
Going externally requires finding the right supplier for the business using the supplier selection process.

Supplier reimbursement methods
How the purchased goods will be paid for. Depending on the reimbursement type, time, cost, and quality may all be significantly impacted. Costs must first be agreed upon and then included in the contract. The project may suffer if the wrong approach is chosen if costs increase and it’s not a fixed cost contract for example. The purpose is to select the best approach for the project. It is crucial since it could have an enormous impact on the project’s costs and management time.

Relationship management – Centrally managed by procurement in many businesses. Can be controlled by the PM to ensure that they know what is happening and how it is progressing. Frequency of reviews is decided. Service level agreements can be managed and maintained to ensure success. The purpose is to ensure that the requirements of the procurement are met in terms in time, cost and quality. Management of the contract(s) means that the PM is able to keep on top of any potential issues and deal with them as they arise rather than having surprises at the end of the contract thereby avoiding any potential failure points.

Question 11

explain three steps in the supplier process for a project

Answer 11

Research-pre-qualification-tender-award-manage-close
Research
The PM and the project team will do their research. First deciding whether to Make or buy. If the decision is to buy they will make a list of potential suppliers. Create a list of requirements for the supplier. so that suppliers with the necessary capabilities will be found which could result in a lengthy list. By conducting the research, the PM can be certain of the number of potential suppliers that may be used and whether this will be a challenge. If there are no suppliers, the PM will need to explore elsewhere and may need to develop a new plan.

Tender
The pre-qualified suppliers that have been chosen will be asked to submit bids for the contract. PM might try to get professional assistance for their expert opinion. Clear requirements must be stated, and all suppliers must be given an equal chance. After reviewing each bid, the bidding process will select the best one for the project based on the tender’s success criteria. The purpose is to choose a supplier or suppliers who will continue the process after the tender process, this can be accomplished through presentations or interviews.

Manage
is a crucial phase because it controls the relationship with the provider. To make sure the supplier is carrying out the contract, the PM or project team will keep in regular contact with them to drive for success, considering time, money, and quality. During this period, the PM may be required to settle conflicts. Dealing with supplier problems like delays in delivery is a possibility. The purpose is to ensure that the agreed procurement with the supplier meets the time, cost and quality agreed in the contract between both parties, through regular communication and management by the PM and the project team until the procurement date arrives.

Question 12

describe three types of contractual relationship that an organisation may choose to procure goods or services for the project

Answer 12

Parallel contracts
* similar work is awarded to multiple contracts.
* more than one supplier here.
* The work will be done by multiple suppliers at the same time.
* This gives competition between suppliers.
* Ensures that there is no one single failure point.
* harder to manage for the PM as there is more than one supplier.
* Multiple suppliers are chosen to complete the work, which enables procurement to happen in a variety of ways and allows for timely completion of the project.

One comprehensive contract
* one single supplier
* Communication from PM to supplier is much easier being only one supplier.
* Less management time for the PM.
* No competition between suppliers.
* there is a single point of failure, this creates higher risk for the Project manager than having multiple suppliers. Liaison between project team and supplier is much easier as one supplier will supply all the goods and services for the project.
* may get less competitive prices than those for resources from the multiple contractual relationship model,

Sequential contracts
* These could be used to assign project deliverables in a sequential sequence to various suppliers based on when they are delivered.
* As an example, design and construction could be outsourced out to independent suppliers.
* The advantage of this is that spending commitments are phased, preventing large upfront cash commitments before knowing whether the final project can be completed.
* The interfaces and supplier relationships along this path would be more complicated.
* This could lead to disputes between providers, with each party putting the blame for any mistakes, discrepancies, or failures on the other.

Question 13

In an iterative life cycle explain 2 components of the project management plan that need to be taken into account when arriving at the deployment baseline

Answer 13

Minimum viable product (MVP)
* The MVP is established with the product owner.
* The product owner is responsible for the product into the business.
* It sets out the minimum functionality that an output must satisfy.
* Not an exhaustive list of functionality- describes at a high level what the final product should achieve.
* This allows scope to remain fluid through the project.
* The purpose of the MVP is that it will determine the scope and therefore will feed into the baseline plan as the PM can determine how much time is needed to fulfil the MVP.

Time available
* How much time do we have to deliver the MVP must be answered for the project.
* The time available will inform what is achievable in terms of the MVP.
* Also determines how many iterations there will be.
* Also determines how long each iteration can last.
* Allows PM to keep close eye on progress against the MVP.
* This means that the time available is a key factor in determining the timelines of the project.
* The time on the project will therefore determine the plan around deployment to ensure that the time element is met.

Question 14

explain three different methods of estimation in projects

Answer 14

Analogous
* also known as comparative estimating.
* It is dependent on data being available of a similar project to the one being estimated.
* You can use the data if the preceding project had a similar size, complexity, and methods used.
* If necessary, you may then include a component for material cost increases, say 10%, to obtain an overall estimate. Data must be readily available; else, it will be challenging.
* The data, such as estimates of costs and completion dates, will be used by the PM in constructing the PMP plan.

Analytical
also known as “bottom up” estimating.
* By combining the work breakdown structure and the detailed scope to generate estimates for both labour and non-labour tasks.
* To obtain an overall estimate for all of the work packages, the individual work estimates are added together.
* To make this estimation work, the work breakdown structure must be precise.
* utilised solely to estimate costs; not for duration.
* When you combine all the factors, you will have a thorough understanding of the expenses.
* you may exclude certain factors to lower the cost of activities that are not top priorities, which can result in effective cost management.

Delphi
* The purpose is to ensure that no one person’s perspective is given more weight than others.
* Subject matter experts provide their own opinions in a private setting to prevent problems with group discussions.
* The facilitator analyses the data and then provides feedback to the group via a review document.
* The members then provide further information to generate the project estimate.
* The document is then reviewed by the PM and the project team and estimates are produced, which is then fed back to the group for further comments.

Question 15

State four sources of conflict within a project

Answer 15

Concept – When gathering requirements to define scope. PM and operations can have differences of opinion. Wrong people could be involved. Different perceptions of quality. Preconceived solutions from certain people.
Definition – Assembling the PMP and the schedule. Disagreements over-estimates. Line managers not wanting to release funds. Agreement from operations around resource differing from wants of the PM and project.
Deployment – Problems with suppliers. Items not arrived on time. Not met quality criteria as agreed in the contracts. Could cause delay to deployment and conflict.
Transition – Refusal to take ownership of the deliverables. Perception that product doesn’t meet criteria. Users want change in scope of product. Blame game around lessons learnt in project.

Question 16

explain three common causes of conflicts arising in the following phases of the life cycle one from each phase concept definition deployment

Answer 16

Concept phase
* between the project sponsor and the organisation: Conflict securing funding or support for the project and obtaining business case approval
* between the end user and the project sponsor: Conflict agreeing the high-level scope of the project and balancing varying stakeholder influences
Definition
* Between the PM and project team and operations when trying to secure resources for the project.
* The PM will have to liaise with the business in relation to the deployment plan for the project.
* This will mean securing resources and time from operations to support with deployment.
* The project timeline was clash with operational challenges such as holidays etc, therefore the PM will have conflict with the operation as to when best deploy.
* Project timeline may have to push out or operations will have to be more flexible.
Deployment
* Between project team members if they join the team and responsibilities or ways of working have not clearly been defined and communicated.
* Between PM team if progress is behind where it should be (schedule/cost) etc.
* If the PM had not made it clear who is responsible for what activity, this could cause confusion and stress and lead to conflict.
* Team members could be duplicating work and activities will not be completed anywhere near as efficiently.
Transition
* Between end user and project manager if the outputs do not meet the end user acceptance criteria.
* The BAU needs to “sign off” the product before acceptance.
* If the output does not meet the user requirements, there could be push back and conflict from operations.
* business as usual will insist that the product needs to meet the requirements and the PM will need to ensure that it does to resolve the issue.
* This could mean a delay getting the output into BAU and hence the benefits realisation will be delayed, placing a greater strain between the project and the business.

Question 17

Explain three benefits of a communication plan to a project

Answer 17

Systematic not ad-hoc
* Communication plan ensures that any communication that goes out is done systematically.
* You can plan the communication to go out at certain times and therefore it is not ad-hoc.
* This will mean that communications can be staggered and structured.
* Stakeholders will have confidence from this as all communication follows a plan.
* Everyone gets the communication at the right time.
* The communication is not sporadic and therefore keeps the drum beat of communications going.

Right information is provided
* Having a comms plan means that the correct information is given out.
* It comes from one source.
* Does not cause confusion.
* Can be version controlled.
* Information is controlled by the project manager and the project team.
* Information can be timely and focused on the right level.
* It can be be-spoke to the team that is receiving the information.
* The right information help ensure that compliance can be achieved.
* Helps with training of user teams.

Enhances stakeholder engagement
* the communication plan will be created having identified and assessed the stakeholders of the project and therefore the target audience.
* Once this is done, the project manager and team can then decide the best way of engaging with the stakeholders and by documenting these actions in a communication plan, so that nothing gets missed.
* By implementing the plan, the project manager ensures that the stakeholders are adequately communicated with over the course of the project, with relevant information, thus enhancing their engagement.

Question 18

Explain two reasons why projects are structured in phases in a linear project life cycle

Answer 18

Facilitates management control - governance
* by reviews of each phase. Organisations can use phase reviews at the end of each phase of the linear life cycle to review the project and check that it is still on track to deliver the benefits as defined in the business case.
* The end of each phase in a linear life cycle will have predefined milestones and requirement of what the project should have achieved. This transparency will allow for maximum control and governance over the project.
Helps resource allocation
* If resources need to be acquired for the project, will make scheduling the resource much easier.
* Each team will know when to give their resource and they can then plan much better.
* Also, much easier to see shortfalls in resource from both project and business perspective.
* By understanding when the phases start and finish, the PM and the business can much better plan resources around the project. For example, in deployment the business can plan around holidays and operational stress points to support the project.
Allows focus on the work which is current
* Better information available to team which allows better plans to be generate by the outputs.
* Focus from all teams is on the current work. This will mean greater productivity and chances of timelines being hit when they should.
* All teams move together and have similar focus. This can also be true of the project team.
* Everybody knows what phase they are in and therefore can ensure that all the relevant activities are completed within that phase.

Question 19

explain three differences between linear and iterative life cycles

Answer 19

Scope
* In a linear life cycle, all the work for the scope is done in the concept phase. Lots of work is done, so that the scope is clearly defined.
* The scope in a linear life cycle is very robust it does not change through the project.
* In a linear life cycle If you want to change anything you must submit a change request and go through the change control process
* In an iterative lifecycle, the scope will change through the project.
* The minimum viable product MVP is created at the start, Which is the basics that you want this output to deliver, but then it will change and built upon as you go through each iteration
* project manager will need to choose which lifecycle to follow and it the “output” is defined clearly, then a linear cycle would be best, If it is not (such as building an app) then an iterative one would be more suited.

Customer/user interaction
* In a linear life cycle, lots of customer interaction up front, whilst the scope is being defined.
* As you move through the linear lifecycle, there is then little customer interaction.
* In an iterative life cycle, there is lots of customer interaction throughout.
* As each iteration takes place, lots of interaction to ensure that the product is fit for purpose.
* In an iterative lifecycle this is so that the scope can be defined and shaped with all the feedback.
* In a linear lifecycle scope is already defined, so you don’t need anywhere near the same level of interaction and feedback.

Change
* In an iterative life cycle, change is constant Change will take place throughout each iteration in the project.
* In linear, once the scope is set in the concept phase. Change is monitored through a robust change control process. It is much less common in linear life cycles and much more strictly controlled.
* Iterative by nature will be change focused as when you go through the life cycle, in sprints, you will complete the sprint and then change for the next sprint.
* In linear there is little change because the scope should not change.

Question 20

Describe two elements that need to be considered when allocating resources to a project schedule in a linear life cycle

Answer 20

How much does resource cost
* Cost is incurred through the use of resources.
* Rescheduling of resource may need to take place if predetermined cost limits are breached.
* A cashflow project can be created, often used to stage payments to suppliers.
* Provides basis for being able to set milestones.
* Then can create a cost breakdown structure (CBS) this can then be used in the PMP for the project manage to really understand how much the resource is against the plans.

When are resources needed
* You can map the resource requirement to the time schedule.
* Resource would include – people, machinery and materials.
* Helps to create the responsibility assignment matrix.
* You can use optimisation tools as smoothing and levelling on the resource.
* This means that the right resource and amount is allocated to each phase in the life cycle, particularly the deployment phase when resource would be supporting from the operation, so the PM needs to ensure that the resource levels are correct to support good resource management.

Question 21

explain three key differences between resource smoothing and resource levelling

Answer 21

Resource
* How much resource is available to the project.
* In resource levelling, main constraint is resource availability. If resource is sparse, you extend the project duration as required and spread the resource over a longer period of time.
* In resource smoothing, no constraints around resource, so you can add resource in order to hit the project end date. This means that you can ensure that activities remain on track and the overall duration of activities is unaffected.

Time
* When will the project finish?
* In resource levelling, time is not a constraint. It does not matter when the project finishes. If you use resource levelling, the end date will be pushed back.
* In resource smoothing, time is the main constraint. The end date will not be pushed back in smoothing.
* Overall project will not be delayed. Activities only delayed within their float (so don’t overrun).
* This means that projects that use smoothing, will remain on track and projects that use levelling will overrun.

Critical path
* the shortest duration that the project will take in logical order.
* In resource levelling, changes can be made to the activities on the critical path (they can be extended outside their float time)
* In resource smoothing, changes cannot be done to activities on the critical path.
* In smoothing the critical path does not change, it levelling it does (will be pushed out).
* This means that the PMP will be impacted by levelling, but not by smoothing.

Question 22

Explain two key differences between projects and business as usual

Answer 22

Risk
* Projects are inherently risky. The outcome is not guaranteed, The business has invested, as it is a new venture.
* BAU is not “risky” it is routine work and it is therefore not risky.
* The business knows the exact outcome of the BAU work.
* In project management it is uncertain and therefore risky.
* By undertaking the project, the business needs to assess if it will succeed.
* This is not done in everyday BAU work.
* There is a chance of failure in the project. The business is established and therefore failure rates are much lower. The project is something not done before and therefore it creates an element of risk for the business.
* If it was BAU, it would be certain and therefore not risky.

Time
* Projects are limited in time. They are timebound. There is a defined start and a defined end point to a project. The PM will need to manage the project in relation to time and schedule as a key success driver.
* BAU is not timebound. It is ongoing. Managers in BAU do not manage time of the BAU activities to completion before it runs out of time.
* Projects have a timeframe as the business will need to convert the output to an outcome and then the benefits as fast as is possible. If the project had no end time, the benefits could not be realised.

Question 23

provide one explanation for how a project professional can assess a project’s context one letter from each PESTEL SWOT VUCA

Answer 23

P is for Political
* This is the political environment that the project is operating in.
* Questions that can be asked – has there been a change in policy (this could be government or local councils etc)
* has there been a change in actual government. What are the impacts of the changes? How can they be addressed? What are the mitigating actions that can be put in place.
* Political – a change of government may impact how funding is acquired for some types of project; alternatively, a change in portfolio direction within an organisation (internal politics) could change the scope of a project, or even get it terminated.

SWOT - T = Threats.
* These are the threats that are identified to the project. By identifying the threats, the PM can than focus attention on mitigating the threats.
* By identifying the threats, the PM is able to take action and therefore reduce the exposure of the project to the threats.
* This reduces the risk exposure. By identifying the threats and communicating to the team, it also focusing people as to the threats.
* The purpose is to identify all threats and ensure that the project team have plans in place to either eradicate or reduce them depending on their severity.

Volatility
* This is how volatile the market is.
* It looks at confidence and existing knowledge in a situation regarding a project environment.
* In volatility, projects may be exposed to high levels of unexpected change.
* In terms of risk – processes for controlling change may lack the rigour and audit trail necessary.
* Costs rise higher than anticipated leading to stakeholder dissatisfaction within the project.
* The purpose here is to appreciate the level of volatility, so that plans can be adjusted according around the expected volatility.

Question 24

Describe two characteristics of an effective team

Answer 24

Clear, common goals
* Goals cascaded through the team by the PM.
* Everybody is team is aligned to the same goals and targets.
* Team is focused on goals and not themselves.
* Focus is on team gain, not personal gain.
* No mis-understandings in relation to goals, everybody knows exactly what they are.
* Common goals mean everyone is pushing in the right direction and there is no conflict of interests in the team, making it more likely to achieve.
* The common goals give the same focus for everyone, which makes the PM’s role easier to manage then team.

Clear roles and responsibilities
* The team has a very clear ORG structure and everyone knows their place in it.
* Individuals know their role and exactly what they are responsible for.
* Team members know each others roles and exactly what they are responsible for too.
* Hierarchy is defined and is respected in the team.
* It means that each team member knows exactly what they are accountable for.
* If there are issues to deal with, the team member responsible can be accountable and therefore you can focus your attention in specific areas as a PM if required.

Question 25

explain three reasons why it might be necessary to change leadership styles to ensure effective management during a project

Answer 25

To gain competence
* If there are team members new to the project or lack competence, leader may change style to be directive.
* In order to build competence a leader would have to “show” the team what to do.
* The leader could be in a delegative style and then a new team member joins and needs to switch.
* Building competence is essential to achieve project outcomes.
* By being directive, you can impart information and knowledge quickly and bring the new team member up to speed. A delegative style would not do this.

Change in strategy
* If a change in strategy and direction of the project is required.
* The PM/leader may switch from a more supporting style into a directive one.
* Directions and the new strategy may need to be communicated quickly.
* The leader would need to ensure that the strategy lands as effectively as they can and may need to change style in order to achieve this goal.
* A directive style is therefore the best approach in order to deliver messages and direction.
* It ensures that the right message is landed from the PM/leader and consistent message is given.

Development of team
* In order to develop the team, the leader would need to take a more supportive/delegative approach.
* The leader would start in a directing style to set vison and targets etc. But in order to develop the team and let them work to their best ability, would need to change to more supporting style.
* This would mean people would have more responsibility and accountability and develop.
* A delegative style means that the team are empowered and will make decisions themselves and thereby potentially learn from their mistakes.
* A directive style is not conducive to a developing approach for team members and there is no responsibility shared.

Question 26

describe two ways in which a leader can motivate their team

Answer 26

Responsibility
* Leader can give additional responsibilities to team members who have performed well.
* Some team members want to be developed. By developing team members, this will motivate them to succeed and grab the opportunity with both hands.
* Additional responsibilities will mean the team can undertake more tasks and achieve more. This can through delegation of duties. T
* he PM can ask team members to take more responsibility and perhaps a more senior role in the project. This will empower those team members.

Praise/recognition
* Leader can motivate a team by reward and recognition when performance is good.
* Leader can use it for positive reinforcement and driving desired behaviours and attributes in the team.
* Recognition amongst the team will motivate certain teams members to work even harder and perform better.
* Thereby increasing productivity for the team and the business.
* This can be in the form of financial recognition; but it can be in other forms such as “team member of the month” or other accolades within the business.

Question 27

explain three benefits of effective teamwork

Answer 27

Support each other
* Teamwork will mean that team members are supporting each other.
* This will drive increases in productivity as well as meaning that the teams bonds together better.
* Good for mental health of team. Relieves some stresses.
* Team will be much stronger together. Able to develop together.
* Able to delegate between each other to ensure activities are completed on time.
* By supporting each other, they will build further rapport and trust.

Increased productivity
* team achieves more as a team than individuals basis.
* Work is shared equally amongst the team and the skillsets and strengths.
* Focused collaboration means they will monitor each other and well as their own performance.
* If one area needs extra focus, they can rally together and decide how best to support.
* As the team are working together, they can combine skills and knowledge in order to complete activities and ensure they are done on time.

Innovation and problem solving
* teams are better at producing more creative, innovative and practical solutions to problems by working and thinking together.
* Team members can present ideas more freely to others knowing that they will not be criticised.
* Means people are more confident.
* Risk is shared. Individuals working alone will bear all the risk as opposed to a team which can discuss it and share the burden of risk.
* The problems can be shared and information across the business, which will in turn support the wider teams and business.

Question 28

Select two phases of the project life cycle and explain how the roles of the pm and sponsor differ during those two phases

Answer 28

Concept
* The project sponsor owns business case whereas the project manager is responsible for delivery of outputs capable of achieving the business case benefits.
* The project sponsor will identify the business change and coordinate the justification of this change within the business case; this might include the appointment of a project manager to support and contribute to the contents required of the business case.
* It is valuable for the project manager to get involved at this concept phase so that they fully understand the justification for the project, the high-level scope of work and the high-level risks.
* Once the business case is approved for the project, the project manager will take responsibility for the delivery of the outputs of the project in order to achieve the benefits as defined in the business case.

Deployment
* PM is responsible for the day to day management of the project.
* The PM will lead the teams, motivate and inspire and be “on the ground” as the deployment takes place.
* PM will update on progress throughout.
* Sponsor will be there for escalations and is accountable for the governance. Also the sponsor will sign off the stage reviews.
* PM will lead the deployment and will be responsible for all of the activities to make sure that the timelines in the project are adhered too.

Question 29

select three of the project roles below and describe their responsibilities
user
project team
steering group
product owner
project sponsor

Answer 29

Steering group;
* guide the project in line with the strategic aims of the business;
* review project reports and support the project manager with any higher level decisions that need to be made; authorise the business case on behalf of the organisation, sanctioning a release of funds in order for the project to progress;
* decide on any escalated issues from the project manager, either by giving the project manager resources to address the issue or by unblocking the challenges affecting the project objectives, or rejecting the issue.

Team members
* provide input to planning, as required;
* perform project tasks as instructed by the project manager or the team leaders to deliver project outputs;
* report on progress of achievement against the project plan, or their part of it;
* support in identifying project risks and report to the project manager for inclusion onto the project risk register;
* take ownership of risks, if best placed to do so;
* identify changes and report to the project manager so that changes can be assessed formally through a change control process.

Product owner
* acts as the on-site customer for iterative or agile projects;
* iteration planning, prioritising activities for the next iteration;
* accepts incremental delivery,
* performing a role to accept the function or scope as complete;
* defining scope of work (stories) and may assist with estimating and sequencing.

Project Sponsor
* guide the project in line with the strategic aims of the business.
* review project reports and support the project manager with any higher-level decisions that need to be made.
* authorise the business case on behalf of the organisation, sanctioning a release of funds for the project to progress.
* decide on any escalated issues from the project manager, either by giving the project manager resources to address the issue or by unblocking the challenges affecting the project objectives or rejecting the issue.

Question 30

Explain two steps in the configuration management process that help to manage the scope of the project

Answer 30

Steps: Planning, Identification, Control, status, and Audit.

Identification
This is the second stage in the configuration management process.
This is breaking down into configurable items, giving each a unique reference.
A configuration record is created for each item which captures the current version and details of subsequent changes.
Thereby ensuring that each item is the correct one being used and not changed.
This gives each configurable item a unique reference number. So, any item that needs to be changed, can be identified easily and updated.
By identifying all items, ensures that all items can be locked down.

Control
This is the 3rd stage of the configuration management process.
This is where is any changes are requested, they have to go through the change control process.
So, this is where it links to change control.
It ensures that the interrelationships between configuration items are understood and updated accordingly.
Any changes to any configured items must go through change control first.
This ensures that change control is embed throughout configuration management.
Nothing can be changed once configured without going through change control.

Question 31

Explain three steps in the requirements management process that help to establish the scope of the project

Answer 31

Gather, Analyse, Justify and Baseline

Gather
* First stage in the process.
* This is where the requirements are gathered from the stakeholders and teams.
* The requirements are then recorded on a requirements document.
* The document is then shared with stakeholders to ensure all are captured.
* Can be captured through meetings, brainstorming sessions etc.
* The gathering stage means that you have gathered all the requirements from the main stakeholders and teams.
* This ensures that you can then use this information and be confident that you have covered all areas for the scope.

Analyse
* This is the second stage.
* This is where the requirements are analysed.
* They can be grouped into themes.
* Duplicates will be removed.
* Gaps can be identified.
* Communicate findings out to teams and stakeholders for input.
* This means that you are ensuring that the requirements gathered are the full picture from all the stakeholders.
* By identifying any gaps, it ensures that you are robust in ensuring that all requirements from the business are gathered completely.

Justify
* This is where the requirements are prioritised.
* Use MoSCoW approach for must have, should have, could have, won’t have in order to prioritise (explain).
* Then communicate out to stakeholders and teams to set plans in place.
* This is important as it ensures that the project ensures that the right requirements will be met in the project.
* This will ensure that you do not invest in less priority requirements first and thereby not achieve the goals of the end users.
* The justify stage will mean that sponsor and key stakeholder are in agreement in the scope to ensure that the most priority requirements are being met.

Question 32

explain three ways in which conflicts can be addressed

Answer 32

Conflict – Thomas Kilmann model of Conflict (assertiveness v cooperation)

Compete
* is a conflict management method.
* It displays high levels of assertive behaviour and low levels of cooperation with the other party.
* It’s an ‘I win, you lose’ approach.
* It’s good to compete when there is a time constraint – a decision needs to be made.
* Also, good to use when any alternative to what’s being put forward would have a negative impact on the project objectives. I
* t’s not OK to compete when the matter is trivial and competing would alienate or cause the other party to withdraw….

Collaborate
* high assertive and also high cooperation.
* It’s a “win, win” solution.
* Good for both parties and both parties feel they have won.
* Important to work together to understand each other’s demands.
* Common ground can then be found.
* It’s a good way to build a relationship going forward between the parties.
* Positive outcome for both parties.
* Good for moving forward and building a strong relationship for the future conflicts/working relationships.
Accommodate
* This is high on co-operation and low on assertiveness.
* This is where one party will yield to the other part and accommodate their wishes.
* It is a very low conflict approach.
* One party will be extremely happening with the outcome.
* The disadvantage is that one party may not get anywhere near want they want.
* This could be harmful for the project.
* You have built good engagement with the other party, but the damage resulting could be greater than the benefits. Also in future conflicts, the other party may always assume that you will accommodate.

Question 33

explain three reasons why a project may close early

Answer 33

Business environment changes
* Market perception of product being produced becomes negative (diesel cars).
* Regulations are introduced that have a negative impact on cost/time to deliver.
* Cost of resources increases significantly.
* Extreme external factors, such as a pandemic!
* This means that the business would need to look at the investment in the business and decide where best to allocate resources due to the environment changes.
* This could result then in a redistribution of investment to protect the business, so certain projects will close.

Business justification
* Once the business justification ceases (the business case is no longer valid) then the project should stop.
* This could mean the benefits are no longer achievable or the costs have spiralled out of control.
* Either way, it is not viable for the project continue.
* The business case has changed to the detriment of the project and should be ceased.
* If the business justification is not there, it is now not financially viable to complete the project, therefore the project must be stopped.
* By continuing could cause financial issues for the company and investment in projects that do not pay and just lose money.

Change in strategic direction
* There could be a change in strategic direction from the business such as going into a new market.
* This could mean that the existing project does now not align with the new strategy.
* If it does not align then the project would be stopped early.
* By not aligning, tit runs the risk of an outcome that is not aligned and the costs spent would be better spent elsewhere on projects that do now align.
* This would benefit the business much more in investing in the right projects and programmes.
* If it does not align, it should be stopped.
* meaning that the project would never deliver to those expectations and fail.
* The sponsor would halt the project at one of the gate reviews.

Question 34

Explain two purposes of quality planning for a project

Answer 34

Timings – It will identify, in the Quality management plan, the timings and frequency on when quality checks will take place. This is defined in the definition phase. The PM will feed this into the PMP. It will also include detail on the frequency of the checks to be carried out throughout the project. The purpose of the timings is to ensure that everyone in the project and also the stakeholders know exactly the timing of the quality plan, when to execute it and when the results should be known. Quality assurance can be anytime in the project whereas quality control will be from the deployment phase of the project, when the product has been produced.

Resource - It will identify the resource to carry out the quality checks. Identifies the quality assurance and also the quality control teams. Also identifies requirements for resource around equipment, suitably qualifies staff and experienced staff. Also, will detail stakeholder approvals for resource and cost. The purpose here is to define exactly what resource is required in order to support the quality plan. The quality assurance teams will be from outside the project environment and the quality control teams will usually be from within the project environment.

Question 35

explain three key differences between quality control and quality assurance when managing a project

Answer 35

What’s being checked
* Quality control is checking that products are fit for purpose (FFP).
* Carry out tests to see if the acceptance criteria are passed.
* Then report back to the PM.
* Quality assurance is checking the process is FFP.
* Checks via audit to ensure compliance.
* Then report back to the sponsor.
* The purpose is to ensure that both the processes in the project (assurance) and output (control) are up to the acceptance criteria and standards that have been documented in the project.

Who does it
* Quality assurance done by people independent of the project. Could be an external regulator.
* Could be a process within an organisation – for example, the owner of project management within a business checking to see that the PM method was being applied, could be the head the quality management function. Appointed by the sponsor.
* Quality control is done by people qualified to check that products are fit for purpose. Ideally, would involve a customer / user.
* The purpose here is that assurance is independent, and control can be within the project.

When it happens
* Quality assurance can happen throughout the project lifecycle, can be scheduled in conjunction with assurance, but can also be unscheduled.
* Your project should be open to independent scrutiny at any time.
* Quality control happens as the products are being produced, therefore during deployment phase of the lifecycle. Also happens during transition / handover.
* This means that the project processes have to be consistent and correct throughout the project and that the quality control needs to be correct from when the output is created.
* This allows the PM to understand that both are being met at the correct times.

Question 36

Outline four reasons why programme would be used to deliver strategic change as opposed to using a project

Answer 36

Complexity – Project is a single entity of work, created to deliver a single set of objectives. Programme is a collection of projects, geared towards delivery beneficial change in an organisation and therefore more complex.

More effective Resource management – Programme provides an umbrella view. Can see the aggregated resource for the programme. Prioritise the use of resource based on project needs for the business.

When there is Greater levels of uncertainty – Decisions can be made with a knowledge of all risks currently exposed to. Can be more agile in how the programme is delivered and projects within c an be run differently.

Scope not fully defined - Programmes start with a vision, but not the detail to get there. After the vision, Can then break the work done

Question 37

explain three ways in which failure to comply with laws and legislation can impact on project delivery

Answer 37

Miss sustainability targets
* Produce unnecessary waste or not dispose of properly.
* Sustainability high on list of priorities for companies.
* Links to organisations corporate social responsibility.
* Can lead to stakeholder dissatisfaction and a lack of buy in.
* Can lead to customer dissatisfaction too with bad press.
* This means that you could lose customers and could also be fined for missing the targets by the government or even part of the business having to stop trading.

Working conditions
* Creating the right environment to work is a key motivator (Maslow, Herzberg).
* Compliance with Health and safety legislation is key here (comfort in the workplace, PPE etc).
* More motivated staff leads to more productive staff and less illness = less downtime for staff too.
* Could result in staff wanting to leave the project or even the business.
* This means it could then be harder to recruit new staff due to reputation. Legal implications too.

GDPR/data protection
* All data and information stored must comply with GDPR/data protection laws.
* PM to ensure that there is the right processes in place on the project to be able to do this and conform.
* Failure to do so, could result in fines.
* Could result in prosecution for senior managers and lose of business through customers leaving.
* Failure to adhere could also result in fines for the business.
* Failure to adhere could also mean that customers are more likely to not want to associated with the business and it may prove difficult to recruit employees too.

Question 38

Explain two purposes of carrying out a SWOT analysis

Answer 38

SWOT analysis is for looking at internal and external factors that could impact the project with the view to putting actions in place if required.

S = Strengths.
* This identifies the strengths in the team/project/business.
* What is it that is really strong.
* These strengths can be identified and then can be used during the project, to maintain and build on.
* The PM will try and drive more things into the strengths through the project.
* All strengths that are identified should be protected and used to build success in the project. The identified strengths can then be built upon. By identifying the strengths it can also help with the plans for the project. Strength areas can be maximised.

T = Threats.
These are the threats that are identified to the project.
* By identifying the threats, the PM can than focus attention on mitigating the threats.
* By identifying the threats, the PM is able to take action and therefore reduce the exposure of the project to the threats.
* This reduces the risk exposure.
* By identifying the threats and communicating to the team, it also focusing people as to the threats and for everyone to be made aware.
* It is also a reality check for the PM to support risk management and it can feed directly into the risk management plan (identify stage).

Question 39

describe three situations when the use of portfolio management may be appropriate

Answer 39

Investment
* In a business, if large investment decisions have to be made in order to distribute the investment around the business.
* The portfolio management allows the senior managers, to be able to review all programmes and project expenditure.
* The senior managers can then make informed decisions about the investments.
* Without using portfolio management, investment could be give to projects that do not offer value for money and do not have the biggest benefit potential.
Legislation
* If a business needs to impose legislation, then portfolio management is the best option.
* By using portfolio management you are ensuring that there is consistency across the business. Consistency in delivery.
* All of the business will be acted upon, not just individual programmes or projects.
* It spans all departments and ensures that legislation is adhered to throughout.
* Better for auditing. Quality management is better. “Helicopter view” to ensure success.
New market
* If the organisation is about to make a significant strategic decision, for example, move into a new market, acquire another organisation.
* Do we have the capacity to do it, where are the synergies between the two, do we have the skills to deliver the work, what will this do to our existing business…., what does this do to our reputation.
* Portfolio management allows the management of large scale changes to programmes. Programmes can then all the review in the portfolio to ensure that they align with the new strategy.

Question 40

describe two types of information that could be reported on for successful project outcomes

Answer 40

Cost Performance Index (CPI)
* how are we doing in terms of the budget.
* Compare budget v Actual. Use Earned value management – CPI, EVM
* enables us to calculate forecast cost at completion.
* Then can take measures if required to reduce costs.
* Gives good info to sponsor to ensure that Business case is still justified.
* Decisions can be based on the CPI and trending can be used on CPI to make key decisions.
* Keeping track of the CPI will ensure that the PM has good management in the costs of the project.

Schedule Performance
* how are we progressing with completing the work. Are we on time?
* Use Gantt chart, capturing % complete – Plan v Actual.
* EVM – SPI, SV – use these to calculate forecast time at completion.
* Allows PM to make decisions in order to get back on track for completion and take mitigating actions if required. Keeping track of the Schedule will ensure that the project timeline is kept on track and the project delivers to it agreed date and therefore the benefits can start to be realised as per the benefits management plan.

Question 41

Describe to activities that would occur in the extended project life cycle that would not occur in the project life cycle

Answer 41

Adoption
* This is where the business adopts the change.
* It is a period where the business changes from the old method, to the new method.
* Operations and sustainment required to utilise the new project and enable the acceptance and use of the benefits.
* The business is now fully using the “output” of the project.
* Adoption has to take place so that the business is now using the output from the project.
* It has to “adopt” it into its BAU operations. By doing so, it ensures that the benefits from the output can be realised by the operation.

Benefits realisation
* as adoption takes place, the business can now start to realise the benefits of the project that were planned within the project life cycle.
* The benefits cannot be realised until adoption has started.
* The business realisation takes place here once the project life cycle has finished.
* Benefits realisation is not the responsibility of the project manager.
* It is the sponsor who is accountable for ensuring that all benefits are realised.
* The Business must use the outputs in its everyday BAU to get the benefits and so it is in the extended project lifecycle.

Question 42

explain three benefits of conducting reviews through the life cycle of the project

Answer 42

Audits
* This means that you can have an independent assessment of compliance.
* By conducting audits throughout, it means that you can assess, at all stages, how the project is performing
* This is important as you could identify any issues in relation to processes or project performance and then put actions in place to rectify.
* This will protect the project as well as potentially protecting the business.
* By auditing the project, you can understand where the project is not compliant and therefore potentially prevent issues.

Assess key criteria
* By conducting reviews throughout you can regularly assess key criteria in terms of the projects success.
* These can be assessed with the senior stakeholders for a good understanding on how the project is developing and performing.
* Mitigating actions can then be put in place if required.
* Key areas such as cost, time and quality can be assessed.
* This will help in relation to resource management on the project. This can then determine if any corrective action needs to happen in order to bring the project potentially back on track.
* It can also highlight areas of success and possible resource can go back into the business.

Decision gates
* By having reviews at the end of each stage (gate reviews) senior stakeholders can make decisions on if the project should move forward.
* The decision gate reviews means that all key stakeholders will review the information in a detailed manner and then make an informed decision.
* This will prevent the project from continuing when there are issues, or there is no business justification for it to do so.
* projects can be closed sooner than without frequent reviews.
* The decision gates mean the senit stakeholders can be part of those decisions and everyone can agree before the project moves forward.

Question 43

State for factors that can negatively affect communication

Answer 43

Technical terms – Also the use of Jargon. Technical terms can be complex, and people do not understand them unless they are technically minded or there is extensive support. Need to avoid or explain every time used.

Time zones – Can impact communication as individuals having to work outside of normal working hours. Not available as easily. People may have to work long hours in order to communicate or start very early. Working with other countries difficult.

Physical environment – If its noisy, not able to hear properly or can easily be distracted. Unable to focus on the important message. Working from home is a good example of a physical environment that may not be conducive to work.

Organisational culture – Individuals can feel intimidated where senior and junior people mixed. Staff reluctant to communicate viewpoint easily. Feel that they cannot be open and honest in meetings/1-2-1’s

Question 44

explain three ways in which good stakeholder analysis can assist in the production of an effective communication plan

Answer 44

Stakeholders are identified
* It is important to know exactly who the stakeholders are.
* Ensure that no stakeholders are missed off.
* Understand the who. What. Why, where and how.
* Help develop stakeholder engagement and buy in to the project.
* Prevents issues with stakeholder engagement further into the project.
* Less challenges due to no communication.
* This means that all stakeholders are communicated too, and no one is missed out, thus avoiding any difficult situations where certain stakeholders are unaware of what is happening.

Comms is commensurate with position
* Stakeholder analysis ensures that you understand what the stakeholders power v interest is (power interest matrix) those with high interest and/or high power should be prioritised.
* Communication to them can be bespoke.
* Ensures that stakeholder gets right communication for their position in project/company.
* This improves engagement as stakeholders do not receive communications that are not suitable and the right information, sometimes confidential, goes to the right people, protecting the information for the business.

Investment (time) in stakeholders
* By understanding power v interest, can then dedicate specific time to each stakeholder (most important) to ensure that they get what they want.
* Focus time on key stakeholders. This can then be continued through the project.
* Ensures good engagement from stakeholders.
* The project team can then identify where best to spend the time and with who. This avoids wasted time with stakeholders and focuses the time in the right areas.

Question 45

State for factors that can impact leadership of a virtual team

Answer 45

Social interaction – lack of social interaction and the lack of “face to face” contact can cause loneliness and feelings of not being part of a team, which can lead to feelings of isolation. This can move people away from the team.

Motivation – Levels of motivation and performance can drop. With the lack of face-to-face contact with managers, motivation levels can fall. This can then have an impact on performance of the team. Some team members need face to face contact from the leader in order to feel motivated.

Distractions at home – Children at home outside of school hours or school holidays. Family being at home making noises and interruptions, not being able to concentrate properly. This will reduce productiveness. People will lose concentration and potentially mistakes can then be made.

Technology – Wi-Fi connection. Not having the right equipment. Speed of equipment and cost to the business of equipping everyone correctly. Lack of the correct software/not having home laptops.

Question 46

explain 3 stages of a team development model

Answer 46

Team model – Tuckman’s theory (Forming, Storming, Norming, performing and mourning)

Forming
* First stage. This is where the team is formed and gets together.
* Team gets to know each other.
* Role and responsibilities are assigned.
* Personalities develop.
* Team understands the goals of the team.
* Non-productive stage.
* Leader will be directive.
* Leader needs to give team opportunity to build relationships and trust and develop and open and honest environment.
* This means that the team builds bonds and a good basis to move forward together.
* By understanding roles and responsibilities of each other will lead to efficiencies and productivity benefits.

Storming
* The second stage. This is where the team now start to work together and “air” their differences.
* It is done respectively but is honest.
* Team decides together how best to proceed.
* Disagreements are good in that they can be discussed properly.
* At the end of the stage, the team comes out of it in agreement and able to move forward and everyone has expressed opinion and it has been discussed.
* Its important as each team member will have the chance to air their views and be listened to.
* This will mean that once agreement is reached, they will be signed on and move forward together as one.

Mourning
* this is the final stage.
* This is where the team is disbanded.
* People will move on to other projects or roles.
* Some will stay together.
* Leader/PM will look after team and try to help them in their next role.
* Celebrate the success of the project.
* Some team members stay and will go back to forming with new team members.
* The PM will have to keep the team motivated here as activities still need to be completed.
* PM will recognise which team members are feeling this way and can direct support in their direction to keep the team focused.

Question 47

Explain two stages in configuration management that would help achieve controlled change

Answer 47

Planning, Identification, control, audit and status (stages)

Identification
* This is the second stage in the config management process.
* This is breaking down into configurable items, giving each a unique reference.
* A configuration record is created for each item which captures the current version and details of subsequent changes.
* Thereby ensuring that each item is the correct one being used and not changed.
* This gives each configurable item a unique reference number.
* So, any item that needs to be changed, can be identified easily and updated. By identifying all items, ensures that all items can be locked down.

Control
* This is the 3rd stage of the configuration management process.
* This is where is any changes are requested, they have to go through the change control process. So, this is where it links to change control.
* It ensures that the interrelationships between configuration items are understood and updated accordingly.
* Any changes to any configured items must go through change control first.
* This ensures that change control is embed throughout configuration management.
* Nothing can be changed once configured without going through change control.

Question 48

Explain three stages in a typical change control process

Answer 48

Request, Initial evaluation, Detailed evaluation, recommendation, plan and implement.

Request
* First stage. Create the change register.
* This is where requests to change are logged and stored.
* This should be part of the Project management plan.
* The PM can use this to keep track of requests.
* Admin team can use it to ensure that comms is sent to keep everyone updated as to the progress of requests.
* This is to ensure that every request is handled in the same way and follows the same process.
* Also means that the right information is provided for each change request for review.

Recommendation
* This is where the PM and the project team will make a recommendation to the project board.
* This recommendation will be after the detailed evaluation.
* Can be whether to approve, deter or reject.
* This is then presented to the project board and a decision will be made.
* For small changes below a certain amount (agreed) the PM could decide, but higher needs to go to sponsor.
* This is important as it gives the sponsor the right information and also the PM’s advice in relation to the change in order to make the right decision for the business.

Implement
* this is the final stage in the process. The recommendation will be put in action.
* This is where the change takes place (if it is approved)
* The change will then be monitored to ensure that the benefits evaluated are realised.
* The PM will monitor the change and report back on progress and/or issues.
* This stage means that change that has been approved in implemented into the project.
* This way, the benefits from the change set out in the process can be realised by the business.

Question 49

Describe two ways in which resources are categorised and allocated to a project

Answer 49

Equipment
* What equipment is required?
* How much equipment is required?
* How long is it required?
* What cost to the project?
* Is it a fixed cost (cost is the same regardless how much you use i.e., rent) or variable cost (cost increases more used) This can be linked back to the resource management plan?
* Does the equipment have to be resourced (make or buy?)
* The equipment may need to be procured through the procurement process.
* The equipment will be allocated to the activities that require this resource. It will be set out in the resource management plan.

People
* How many?
* Do we need specialist skills?
* How long and what cost?
* Are they fixed or variable costs?
* This should come from the resource management plan.
* PM works with project team and frontline teams to determine where people resource is coming from.
* Is it internal (from existing teams) or external (contractors etc).
* The people resource is then allocated to the project by using the resource management plan.
* The WBS is also used to create the resource plan which essentially will show when the people resource is required and how may depending on the activities and the timeframes in which the activities need to be completed.

Question 50

explain three key differences between the critical path and the critical chain method

Answer 50

Contingency
* In the Critical path (CP) method, contingency is built into each activity estimate.
* Each activity will have float.
* So total time is activity + float.
* In the critical chain method, contingency is not built into the activity, it is put in a buffer at the end.
* Activities in CP are longer than in the Critical chain (CC) method.
* Overall contingency is the same in CP and CC methods.
* Its built into the critical path activity so that each activity has the float.
* The contingency is built into the critical path activity to prevent overrun. In critical path, focus in on quickest time to finish activity.

When activities start
* In the CP method, activities start on set dates.
* Activities will start and finish on set dates.
* Start when the activity starts and finish when the contingency for that activity has ended.
* In CC method, the activity finishes as quickly as possible and the next one starts as soon as the activity is completed. This requires flexible resource whereas the resource in the CP is not flexible.
* Prevents the activity running over and finishes on a set date.
* In the critical chain, the buffer is at the end, so that it pushes each activity to finish in the quickest time.

Time on activities
* In the CP method the contingency is built in and is always used up fully.
* In the CC method, the activity finishes when the activity finishes, the float is only used when required.
* Therefore, not all floats may get used.
* So, the activities in the CC method are usually done quicker than in the CP method.
* You also avoid “Parkinson’s law” in the CC method.
* So, in the critical path, activities will finish on their planned time, critical path it will be flexible and finish when they can.
* So, resources have to be flexible in critical chain much more than in the critical path method.

Question 51

Explain two components of a robust business case

Answer 51

Scope
* What is the purpose of the project?
* What is it going to achieve?
* Why are we going to do this project?
* What is it going to solve?
* How is it going to benefit the business?
* This should be detailed and so anyone reading it understands exactly what the project is all about and the gives the reader exactly why and what is wanting to be achieved by the project.
* The scope sets out exactly to everyone what the project is all about.
* This is defined from discussions with the business and the sponsor and then everyone agrees moving forward.

Recommendation
* The Business case should have recommendation(s) as to the best solution to the project.
* The PM should assess all the available evidence an data to come to a decision.
* The recommendation should follow a number of options presented in the business case.
* The recommendation should be backed up by reliable, relevant data.
* The recommendation is made to the sponsor so that they can then use that recommendation as part of the decision process in the project.

Question 52

describe three stages in the benefits management process

Answer 52

Identification, definition, planning, tracking and realisation.

Identification
* Requirements are captured from sources such as the project mandate, scope and stakeholders.
* Can hold meetings with stakeholders to determine benefits required.
* Benefits depend on delivery of outputs and the achievement of outcomes for the business.
* The benefits are recorded on a benefits tracker.
* This stage takes place in the concept phase as this is where an understanding of the benefits takes place in the life cycle.
* It is then used as part of the Business case.

Planning
* this step involves capturing measurement and agreeing targets.
* Baseline measure are captured so that improvements can be measured and tracked.
* Benefits realisation plan is created in this stage.
* The plan shows milestones and timeline for benefits. It also dependencies between benefits, if they exist.
* The benefits realisation plan created in this stage sets out exactly how and when the benefits will be realised once the output has been adopted by the business.
* The PM must work towards making the benefits plan work.

Tracking
* PM and sponsor agree how to track the benefits.
* Some benefits can be tracked with qualitative measures (i.e. customer satisfaction)
* Some are quantitative such as financial benefits to the business.
* The sponsor is accountable for ensuring that the benefits tracking is effective and part of good governance.
* Even if benefits are not realised, tracking must be effective.
* The tracking takes place in the “benefits realisation” stage in the extended project lifecycle.
* The business is responsible for realising the benefits and hence the tracking of those benefits.

Question 53

Explain two methods of supplier reimbursement choose from:
fixed price
cost plus fee
per unit quantity

Answer 53

Fixed price
* Needs to be a clearly defined scope and acceptance criteria.
* The fixed price will cover the scope of goods and services agreed up front and it can be budgeted for
* It includes the profit the supplier will make.
* Risk – supplier carries most. Any increase in cost is covered by them!
* Once agreed, management burden is low for the customer.
* The purpose of this method is that it provides stability to both parties.
* Each party will know exactly where they stand on cost and therefore easier to understand if there are costs issues within the project.
* the disadvantage if the price goes down there is no flexibility to change the price.

Cost plus fee (cost plus %)
* Allows greater flexibility on scope.
* You can start the work with more ambiguity than with a fixed fee agreement.
* Here, the customer has agreed to cover the costs incurred by the supplier.
* The costs do not include profit.
* The % fee or fixed fee is the supplier’s profit.
* Higher management burden – the customer needs to ensure that costs don’t escalate.
* This means that you know exactly what they supplier will be paid in terms of fee, but the PM must focus on the costs as they could spiral easily have a large impact on estimates for the project around cost and therefore impact the budget and the business case.

Question 54

explain two differences between a linear life cycle and an iterative life cycle

Answer 54

Scope
* In a linear life cycle, all the work for the scope is done in the concept phase. Lots of work is done, so that the scope is clearly defined.
* The scope in a linear life cycle does not change through the project.
* In an iterative lifecycle, the scope will change through the project.
* The minimum viable product MVP is created at the start, but then it will change as you go through each iteration
* Pm will need to choose which lifecycle to follow and it the “output” is defined clearly, then a linear cycle would be best, If it is not (such as building an app) then an iterative one would be more suited.

Customer/user interaction
* In a linear life cycle, lots of customer interaction up front, whilst the scope is being defined.
* As you move through the linear lifecycle, there is then little customer interaction.
* In an iterative life cycle, there is lots of customer interaction throughout.
* As each iteration takes place, lots of interaction to ensure that the product is fit for purpose.
* In an iterative lifecycle this is so that the scope can be defined and shaped with all the feedback.
* In a linear lifecycle scope is already defined, so you don’t need anywhere near the same level of interaction and feedback.

Question 55

describe three types of reviews that are carried out during a project and their purpose

Answer 55

Gate review
* This is done at the end of the concept and definition phases.
* The gate review is the sign off with the sponsor to ensure that the project can move to the next phase.
* It is vital for checking the business case is still justified.
* It is used for sign off with stakeholders to ensure that everyone is happy to proceed.
* It is a point for determining if anything needs to change in terms of time, cost and quality.
* The review is usually done with the PM and key stakeholders.
* It’s the “go/no go” meeting to see if the project can continue to the next phase or if more work needs to be done.

Stage review
* this is done during the deployment phase.
* These are used as check points to understand if the project is progressing as it should in relation to time, cost and quality.
* They are also used to ensure that if any corrective action needs to be taken, it can be, without impacting the rest of the deployment negatively, thereby ensuring the project remains on track. These are vitally important to ensure that the project is on track and that the justification for the project still exists.
* The stage reviews help keep the project on track and highlight any potential issues.

Post project review
* this is completed in the transition phase.
* This is completed by the Project manager.
* It is a review of the project to ensure that the project has achieved what it set out to do. Lessons learnt will also be completed and shared.
* It is vital that this review is done as part of sign off to BAU and ensure that adoption can begin. The review will understand if the goals of the project have been met and the project was a success or not.
* It is also a great reflection tool for both the PM and the business to learn and improve from

Question 56

Explain 3 ways a project would be influenced by the implementation of governance

Answer 56

Uses of defined processes and procedures
 Standardised ways of working across the business are derived from these policies to provide more specific instruction to support governance of projects.
 These processes and procedures could include ways to manage project risks, how a project should monitor and control the budget, which life cycle to follow.
 By using these across projects, methods of working are standardised, therefore it can make it easier to move resources between project. It can also make it easier to provide oversight for the project and they are easily compared.
Effective quality management
 This ensures that the business has the correct level of quality assurance and quality control in place.
 This will mean that the project conforms the right standards and that the product is fit for purpose.
 This benefits the business as it ensures a greater chance of success and benefits realisation.
 By having effective quality management you can thereby have good continuous improvement within the business.
 This will also lead to a reduced level of risk within the business and ensure more success on projects.
Defined roles
 reporting and escalation routes with clearly defined roles and responsibilities will ensure that risks and issues are given prompt attention and the right people with the right authority are dealing with them.
 This also gives direction to the project team, so that everybody knows exactly what to do and is most effective in their role.
 Defined roles gives accountability in the project.
 The PM will know exactly who is responsible for each activity. Thereby reducing the time spent to identify who is responsible if there is an issue to be addressed.