Project Management Basics - 4.0 Integration

Question 1

Which of the following are tailoring considerations for Project Integration Management?

a. Validation and control
b. Project life cycle
c. Project dimensions
d. On-demand scheduling

Answer 1

b. Project life cycle

Considerations for tailoring project integration management include but are not limited to:

(1) Project life cycle,
(2) Development life cycle,
(3) Management approaches,
(4) Knowledge management
(5) Change,
(6) Governance,
(7) Lessons Learned,
(8) and Benefits.

See Section 4 Project Integration Management

Question 2

Which of the following processes is included in Project Integration Management?

a. Develop Project Management Plan, Perform Integrated Change Control, Close Project or Phase
b. Monitor and Controls Project Work, Monitor and Validate Project Work, Close Project or Phase
c. Develop Project Work, Direct and Manage Project Work, Integrate Change Controls
d. Manage Project Knowledge, Monitor Project Charter, Develop Project Management Plan

Answer 2

a. Develop Project Management Plan, Perform Integrated Change Control, Close Project or Phase

The project Integration Management processes are:

4. 1 Develop Project Charter,
5. 2 Develop Project Management Plan,
6. 3 Direct and Manage Project Work,
7. 4 Manage Project Knowledge,
8. 5 Monitor and Control Project Work,
9. 6 Perform Integrated Change Control,
10. 7 Close Project or Phase.

See Chapter 4 Project Integration Management

Question 3

Project Integration Management includes all of the following concepts EXCEPT:

a. Managing project performance and changes to the project activities.
b. The relationships of processes within and between the Project Management Process Groups are iterative
c. Projects and project management are integrative by nature, with most tasks involving more than one Knowledge Area
d. Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection

Answer 3

d. Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection

Question 4

Where are high-level strategic and operational assumptions and constraints normally identified?

a. The basis of estimates document and will flow into the project chart
b. The benefits management plan and will update the project charter
c. The risk report document and will update the project charter
d. The business case before the project is initiated and will flow into the project charter

Answer 4

d. The business case before the project is initiated and will flow into the project charter

High-level strategic and operational assumptions and constraints are normally identified in the business case before the project ininitiated and will flow into the project charter.

See Section 4.1.3.2 assumption Log

Question 5

The project charter establishes a partnership between which organizations?

a. Monitoring and controlling
b. Planning and scheduling
c. Performing and requesting
d. Directing and managing

Answer 5

c. Performing and requesting

The project charter establishes a partnership between the performing and requesting organizations.

See Section 4.1 Develop Project Charter

Question 6

Agreements are an input to which Project Integration Management process?

a. Direct and Manage Project Work
b. Develop Project Charter
c. Perform Integrated Change Control
d. Develop Project Management Plan

Answer 6

b. Develop Project Charter

Develop Project Charter Inputs:

• Business documents (Business case);
• Enterprise environmental factors;
• Organisational process assets.

See Figure 4-2.

Develop Project Charter: Inputs, Tools & Techniques, and Outputs

Question 7

Which of the following are examples of subsidiary management plan components in the project management plan?

a. Sponsor management plan and scope management plan
b. Scope management plan and vendor
management
c. Sponsor management plan and schedule management
d. Scope management plan and quality management plan

Answer 7

d. Scope management plan and quality management plan

Subsidiary management plans include:

(1) Scope Management plan,
(2) Requirements management plan,
(3) Schedule management plan,
(4) Cost management plan,
(5) Quality management plan,
(6) Procurement management plan,
(7) Communications management plan,
(8) Risk Management Plan,
(9) Procurement management plan,
(10) Stakeholder engagement plan.

See Section 4.2.3.1 Project Management Plan

Question 8

Subsidiary management plan components include Scope Management Plan and which of the following?

a. Budget management plan
b. Sponsor management plan
c. Vendor management plan
d. Cost management plan

Answer 8

d. Cost management plan

Subsidiary management plans include:

(1) Scope Management plan,
(2) Requirements management plan,
(3) Schedule management plan,
(4) Cost management plan,
(5) Quality management plan,
(6) Procurement management plan,
(7) Communications management plan,
(8) Risk Management Plan,
(9) Procurement management plan,
(10) Stakeholder engagement plan.

See Section 4.2.3.1 Project Management Plan

Question 9

What is an input to the Develop Project Management Plan process?

a. Enterprise environmental factors (EEFs)
b. Stakeholder management plan
c. Project statement of work (SWW)
d. Requirements management plan

Answer 9

a. Enterprise environmental factors ( EEFs)

Develop Project Management Plan -Inputs:

• Project Charter;
• Outputs from other processes;
• Enterprise environmental factors;
• Organisational process assets.

See Figure 4-1. Project Integration Management Overview.

Question 10

The configuration management plan
describes:

a. The series of phases that a project passes through from its initiation to its closure.
b. How information about the items of the project and which items will be recorded and updated so that the results of the project remain consistent.
c. Points when the project manager and relevant stakeholders will review project progress to determine if the project is on-track.
d. How the change requests throughout the project will be formally authorised and incorporated.

Answer 10

b. How information about the items of the project and which items will be recorded and updated so that the results of the project remain consistent .

The configuration management plan describes the configurable items of the project and identifies the items that will be recorded and updated so that the product of the project remains consistent and operable . See Section 4.2.3.1 Configuration Management Plan

Question 11

What tool or technique is used in the Develop Project Management Plan process?

a. Expert judgement
b. Change control tools
c. Analytical techniques
d. Data analysis

Answer 11

a. Expert judgment

Develop Project Management Plan-Tools Techniques:
- Expert judgment,
- Data gathering,
- Interpersonal and team skills,
- Meetings.
See Figure 4-1. Project Integration Management Overview

Question 12

What process involves leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives?

a. Develop Project Management Plan
b. Monitor and Control Project Work
c. Perform Integrated Change Control
d. Direct and Manage Project Work

Answer 12

d. Direct and Manage Project Work

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.

See Section 4.3 Direct and
Manage Proiect Work

Question 13

Which of the following is a tool and the technique of the Direct and Manage Project Work process?

a. Project management information system (PMIS)
b. Critical path method (CPM)
c. Data analysis
d. Reserve analysis

Answer 13

a. Project management information system (PMIS)

The Direct and Manage Project Work process involves the following tools and techniques:
- Expert judgment,
- project management information system, - and meetings.
For more information , see Figure 4-6 Direct and Manage Project Work : Inputs Tools Techniques, and Outputs

Question 14

What is an output of the Direct and Manage Project Work process?

a. Team charter
b. Deliverables
c. Requirements traceability matrix
d. Statement of work

Answer 14

b. Deliverables

The Direct and Manage Project Work process involves the following outputs:

• Deliverables,
• work performance data,
• issue log,
• change requests,
• project management plan updates,
• project documents updates,
• and organizational process assets updates.

For more information, see Figure 4-6 Direct and Manage Project Work. Inputs, Tools & Techniques, and Outputs.

Question 15

Which of the following can be used as an input in the Direct and Manage Project Work process?

a. Project documents
b. Team charter
c. Work breakdown structure (WBS)
d. Agreements

Answer 15

a. Project documents

The Direct and Manage Project Work process involves the following inputs:

• Project management plan,
• project documents,
• approved change requests,
• enterprise environmental factors (EEFs),
• and organizational process assets (OPAs)

Question 16

What is the purpose of a preventive action change request?

a. Modify the nonconforming product or product component.
b. Realign the performance of the project work with the project management plan.
c. Adjust the performance of a product or product component.
d. Ensure the future performance of the project work is aligned with the project management plan.

Answer 16

d. Ensure the future performance of the project work is aligned with the project management plan.

Preventive action. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
See Section 4.3.3.4 Change Requests

Question 17

Which of the following are examples of
explicit knowledge?

a. Commitment
b. Experience
c. Records
d. Competence

Answer 17

c. Records

it is a common misconception that managing knowledge involves just documenting it so it can be shared Only codified explicit knowledge can be shared in this way. But codified explicit knowledge lacks context and is open to different interpretations, so even though it can easily be shared, it isn’t always understood or applied in the night way

See Section 4.4 Manage Project Knowledge

Question 18

Leveraging prior knowledge to improve outcomes and making knowledge created available for future projects is a key benefit of which of the following project Integration management processes?

a. Develop Project Charter
b. Manage Project Knowledge
c. Develop Project Management Plan
d. Control Project Knowledge

Answer 18

b. Manage Project Knowledge

The key benefits of the Manage Project Knowledge process are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases.

See Section 4.4 Manage Project Knowledge

Question 19

Which document is used to improve the performance of the project and avoid repeating mistakes?

a. Lessons learned register
b. Project schedule
c. Milestone list
d. Risk register

Answer 19

a. Lessons learned register

The lessons leamed register includes the impact recommendations, and proposed actions associated with the situation. Thereafter it is used as an input and updated as an output in many processes throughout the project The persons or teams involved in the work are also involved in capturing the lessons learned.

See Section 4.4.3.1 Lessons Learned Register

Question 20

Which of the following are examples of tacit knowledge?

a. Files
b. Records
c. Competence
d. Data

Answer 20

c. Competence

Tacit knowledge has context built-in but is very difficult to codify. It resides in the minds of individual experts or in social groups and situations and is normally shared through conversations and interactions between people.

See Section 4.4 Manage Project Knowledge.

Question 21

Lessons learned documentation generally includes all of the following
EXCEPT:

a. Reasoning behind the corrective action chosen.
b. Other types of lessons learned about communications management.
c. Causes of issues
d. Updates of the statement of work to reflect training and learning requirements.

Answer 21

b. Other types of lessons learned about communications management.

The lessons leamed register includes:

• the impact recommendations,
• and proposed actions associated with the situation.
• Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned.

See Section 4.4.3.1 Lessons Learned Register.

Question 22

All of the following are inputs to Manage
Project Knowledge EXCEPT:

a. Knowledge management
b. Lessons learned register
c. Deliverables
d. Project management plan

Answer 22

a. Knowledge management

The following are considered appropriate inputs for the Manage Project Knowledge process:

(1) Project management plan,
(2) Project documents;
(3) Deliverables,
(4) Enterprise environmental factors,
(5) Organizational process assets.

See Section 4.4.1 Manage Project Knowledge Inputs

Question 23

What process involves tracking reviewing, and reporting project progress against the defined performance objectives in the project management plan?

a. Monitor and Control Project Work
b. Direct and Manage Project Work
c. Develop Project Management plan
d. Perform Integrated Change Control

Answer 23

a. Monitor and Control Project Work

The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.

Question 24

What tool or technique can be used in
the Monitor and Control Project Work
process?

a. Cause-and-effect diagrams
b. Trend analysis
c. Logical data model
d. Matrix diagrams

Answer 24

b. Trend analysis

Monitor and Control Project Work: Tools & Techniques :

• Expert judgment;
• Data analysis (alternatives analysis, Cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, variance analysis);
• Decision making;
• Meetings.

See Figure 4-10. Monitor and Control Project Work: Inputs, Tools & Techniques, and Outputs

Question 25

Updates to project documents such as schedule and cost forecasts work performance reports, and the issue log are outputs of what process?

a. Monitor and Control Project Work
b. Plan Risk Responses
c. Direct and Manage Project Work
d. Control Quality

Answer 25

a. Monitor and Control Project Work

Monitor and Control Project Work Outputs:

• Work performance reports;
• change requests;
• project management plan updates (any component);
• project documents updates (cost forecasts, issue log, lessons leamed register, risk register, schedule forecasts)

Figure 4-10. Monitor and Control Project Work Inputs, Tools Techniques, and Outputs in the PMBOK Guide-Sixth
Edition for full citation

Question 26

Assumption logs and issue logs are inputs to which Project Integration Management process?

a. Monitor and Control Project Work
b. Develop Project Management Plan
c. Direct and Manage Project Work
d. Perform Integrated Change Control

Answer 26

a. Monitor and Control Project Work

Inputs: 
- Project management plan (any component 
- project documents (assumption log.
basis of estimates, cost forecast, Issue log, lessons learned register, milestone list, quality reports, risk register, risk report, schedule forecasts);
- Work performance information
- agreements; 
- enterprise environmental factors; 
- organizational process assets. 

See Figure 4-10. Monitor and
Control Project Work: Inputs, Tools Techniques, and Outputs

Question 27

Change requests are processed for review and disposition through the Perform Integrated Change Control process and may include which of the following types of change activities?

a. Nonconforming repair
b. Preventive action
c. Default repair
d. Swift action

Answer 27

b. Preventive action

Approved change requests include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable. The approved change request may be

• a corrective action,
• a preventive action,
• or a defect repair.

See Section 4.6.3.1 Approved Change Requests

Question 28

A change control board ( CCB ) is:

a. A formally chartered group responsible for reviewing evaluating, approving, deferring, or rejecting changes to the project, and for recording and communicating such decisions.
b. Dashboard that provides integrated information to help control changes to cost schedule and specifications throughout the life of the project.
c. A formally chartered group of stakeholders responsible for ensuring that only a minimal amount of changes occurs on the project.
d. A formal or an informal group of stakeholders that has oversight of project execution

Answer 28

a. A formally chartered group responsible for reviewing evaluating, approving, deferring, or rejecting changes to the project, and for recording and communicating such decisions.

Change control board (CCB). A formally chartered group responsible for reviewing, evaluating approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.

See Section 4.6 Perform Integrated Change Control

Question 29

Which of the following is a tool and technique of the Perform Integrated Change Control process?

a. Project management information system
b. Stakeholder analysis
c. Virtual teams
d. Data analysis

Answer 29

d. Data analysis

the Perform Integrated Change Control process includes 5 tools and techniques:

• Expert judgment,
• change control tools,
• data analysis,
• decision making,
• and meetings.

For more information, see Section 4.6

Question 30

What is the name of a formally chartered group responsible for reviewing, evaluating, approving deferring, or rejecting changes to the project, and for recording and communicating such decisions?

a. Board of directors
b. Nominal group
c. Change control board
d. Focus group

Answer 30

c. Change control board

Change control board (CCB). A formally chartered group responsible for reviewing, evaluating approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.

See Section 4.6 Perform Integrated Change Control

Question 31

Change requests are processed for review and disposition through the Perform Integrated Change Control process and may include which of the following types of change activities?

a. Swift action
b. Default repair
c. Nonconforming repair
d. Preventive action

Answer 31

d. Preventive action

That’s right Approved change requests include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable. The approved change request may be a corrective action, a preventive action, or a defect repair.
See Section 4.6.3.1 Approved Change Requests.

Question 32

All of the following are part of the project
performance summary in the final report
EXCEPT:

a. Quality objectives, the criteria used to evaluate the project and product quality
b. Cost objectives, the criteria used to evaluate the accepted cost range. actual costs and reasons for any variances
c. Environmental objectives, the criteria used to evaluate the impact of the project on both internal and external organizations
d. Scope Objectives. the criteria used to evaluate the scope, and evidence that the completion criteria were met.

Answer 32

c. Environmental objectives, the criteria used to evaluate the impact of the project on both internal and external organizations

The final report can include information such as

(1) Scope Objectives;
(2) Quality objectives;
(3) Cost objectives;
(4) Schedule objectives.

See section 4.7.3 Close Project or Phase
Outputs

Question 33

What organizational process assets are updated as part of the Close Project or Phase process?

a. Risk report
b. Lessons learned repository
c. Change log
d. Business case

Answer 33

b. Lessons learned repository

That’s right The organizational process assets that can influence the Close Project or Phase process include but are not limited to:

(1) Project or phase closure guidelines or requirements (e.g lessons leamed).
(2) Configuration management knowledge base.

See Section 4 7.1.8 Organizational Process Assets

Question 34

All of the following are data analysis techniques used in project closeout
EXCEPT:

a. Trend analysis used to validate the modules used in the organization and to implement adjustments for future projects.
b. Document analysis used to identify lessons learned and knowledge sharing for future projects and organizational asset improvements.
c. Variance analysis used to improve the metrics of the organization by comparing what was initially planned and the end result.
d. Regression analysis used to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes

Answer 34

d. Regression analysis used to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes

Tools and techniques include but are not limited to:

(1) Document analysis.
(2) Regression analysis.
(3) Trend analysis.
(4) Variance analysis.

See section 4.7.2 Close Project or
Phase: Tools and Techniques

Question 35

All of the following Project Documents
are inputs to Close Project or Phase
EXCEPT:

a. Assumption log, Change log, and Issue log
b. Milestone list, Basis of estimates, and Quality Control measurements
c. Lessons leamed register, risk register, and Stakeholder register
d. Requirements documentation, Risk reports, and Quality reports

Answer 35

c. Lessons leamed register, risk register, and Stakeholder register.

The following Project Documents a considered appropriate inputs for the Close Project or Phase process:
(1) Assumption log,
(2) Basis of estimates,
(3) Change log,
(4) Issue log,
(5) Isue log,
(6) Lessons leamed register,
(7) Project communications,
(9) Quality control measurements,
(10) Quality reports,
(11) Requirements documentation,
(12) Risk register,
(13) Risk report 
See section 4.7.1 Close Project or Phase: inputs

Question 36

Which of the following activities are necessary for the administrative closure of the project or phase?

a. Prioritizing the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time.
b. Resolving constraints and conflicts that affect multiple projects within the program.
c. Assuring benefits realization from the program and component projects.
d. Collecting any suggestions for improving or updating the policies and procedures of the organization and sending them to the appropriate organizational unit

Answer 36

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

The activities necessary or the administration closure of the project or phase include but not limited to collecting any suggestions for improving or updating the policies and procedures of the organization and sending them to the appropriate organizational unit.

See section 4.7 Close Project
or Phase

Question 37

All of the following are outputs to Close
Project or Phase EXCEPT:

a. Project documents update
b. Environment enterprise factor updates
c. Final product service or result transition
d. Organizational process asset updates

Answer 37

b. Environment enterprise factor updates

The following are considered appropriate outputs for the Close Project or Phase
process:
(1) Project document updates,
(2) Final product, service, or result transition,
(3) Final report,
(4) Organizational process asset updates.

See section 4.7.3 Close Project or
Phase: Outputs

Question 38

Which of the following are inputs to Close
Project or Phase?

a. Project Management Information System Agreements , and Quality Control Measurements.
b. Procurement Documents, Lessons Learned, and Enterprise Environmental Factors (EEFS).
c. Business Documents, Change Control Tools, and Requirements Documentation
d. Project Charter, Accepted Deliverables, and Organizational Process Assets (OPAS)

Answer 38

d. Project Charter, Accepted Deliverables, and Organizational Process Assets (OPAS)

The following are considered appropriate inputs for the Close Project or Phase process:

(1) Project Charter,
(2) Project Management Plan,
(3) Project Documents,
(4) Acceptable Deliverables,
(5) Business Documents,
(6) Agreements Procurement Documents (7 ) Organizational Process Assets.

See section 4.7.1 Close Project or Phase: inputs

Question 39

Which of the following are Close Project and Phase tools and techniques:

a. Expert judgement, Data gathering, and Knowledge management
b. Expert judgment, Data gathering, and Data analysis
c. Expert judgement, Project management
information systems, and Meetings
d. Expert judgement, Data analysis, and Meetings

Answer 39

d. Expert judgment, Data analysis, and Meetings

Tools and techniques include but are not limited to:

(1) Expert judgment,
(2) Data analysis,
(3) Meetings.

See section 4.7.2 Close Project or Phase: Tools and Techniques