3. Project Process Groups

Issues log

A list of issues, containing list numbers, descriptions, and owners (Executing)

Action items

A list of project actions that should be resolved in order to fulfill deliverables. (Executing)

(Creating the Project Charter) Goals and Objectives

A project charter needs to include a clear statement as to what end result the project will produce and how success will be measured. Instead of stating "Build a new highway," the goal should include measurable outcomes like "Build a new highway between City A and City B that has three lanes in both directions by June 30." Working with the sponsor to document quantifiable and measurable goals is key to the project success.

Status report

A report to stakeholders on the status of the project deliverables, schedule, risks, issues, and more. (Executing)

Dashboard information

An electronic reporting tool that lets users choose elements of the project to monitor project health and status. (Executing)

Which of the following activities will you perform in the planning process? Create a work breakdown structure. Develop a change management plan. Define a high-level scope definition. Identify high-level risks.

Answers A and B are correct. You will perform the following activities in the planning process: Develop a project schedule. Create a work breakdown structure. Determine resources. Identify and plan for detailed risks. Determine project requirements. Write a communication plan. Develop a procurement plan if utilizing resources outside the organization. Develop a change management plan. Define the project budget. Answers C and D are incorrect. The activities in the Initiating process are as follows: Create the project charter. Create a business case and justification. Define a high-level scope definition. Identify high-level risks.

A stakeholder was not able to attend the meeting of the project due to some reason. Which of the following will help him know about project progress? Status report Meeting minutes Communication plan Meeting plan

Answers A and B are correct. Status report and meeting agenda will help him know about project progress. Status report is a report to stakeholders on the status of the project deliverables, schedule, risks, issues, and more. Meeting minutes describe what was discussed and the decisions made at the meeting. Answer C is incorrect. Communication plan is developed to determine who needs communication, when, in what format, and the frequency of the communications. Answer D is incorrect. There is no such meeting plan.

In which of the following process groups is the dashboard information document produced? Monitoring and controlling Executing Planning Initiating

Answers A and B are correct. The dashboard information document is produced in the executing and monitoring and controlling process groups. Dashboard information is an electronic reporting tool that lets users choose elements of the project to monitor project health and status.

During the planning process, a project scope document provides a description of the work necessary to complete a project. Which of the following components would be included in the project scope document? Key performance indicators (KPIs) Gantt charts Project constraints Detailed project objectives

Answers A, C, and D are correct. The project scope documents product description, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints. The scope statement is used as a baseline for future project decisions. Answer B is incorrect. A Gantt chart measures project schedules.

These items are developed in the Initiating phase. Business case Scope statement Procurement plan Work breakdown structure High-level risks High-level scope definition

Answers A, E, and F are correct. The Initiating phase produces the project charter, business case, high-level scope definition, and high-level risks.

Which of the following will have the largest effect when there is an increase in the project scope, but the project schedule remains the same? Project completion date Project quality Project cost Project milestone

Answers B and C are correct. Project cost and quality will have the largest effect when there is an increase in the project scope, but the project schedule remains the same. The triple constraints in project management are time, scope, and cost, all of which affect quality. Scope describes the project deliverables and outlines the expectations and acceptance criteria for the deliverables and for a successful project. If scope of the project is increased, you will find that time, budget, and quality are also impacted. Answers A and D are incorrect. Since the project schedule remains same, the project completion date and milestone will not be affected.

Which of the following project management documents are produced in the planning process group? Issues log Organizational chart Project schedule Project charter

Answers B and C are correct. Project schedule and organizational chart documents are produced in the planning process group. Answer A is incorrect. Issues log document is produced in the executing process group. Answer D is incorrect. Project charter document is produced in the initiating process group

Which of the following elements are included in a project charter? Risk assessment Stakeholder identification Problem statement Project objectives

Answers B, C, and D are correct. Here are the key elements of a project charter: Project goals and objectives Project description Problem statement Key project deliverables High-level milestones High-level cost estimates Stakeholder identification High-level assumptions High-level constraints High-level risks General project approach Name of the project manager and their authority level Name of the sponsor Other contents

The Closing phase addresses which of the following? Deliverables verification Integration plan is put into place. Change control closeout Governance processes Lessons learned Project sign-off

Answers B, E, and F are correct. The Closing process is where the integration plan and transition of the product of the project to other areas of the organization is performed. Lessons learned, project signoff, close contracts, releasing resources, and archiving documents occur during this process as well.

Identify the items that should not be included in a project charter. High-level list of risks Project description Business case Equipment and resources needed High-level cost-benefit analysis Project objectives High-level budget

Answers C, D, and E are correct. The items that should not be included in a project charter are a high-level cost-benefit analysis, equipment and resources needed or the business case. The business case is its own document and is not part of the project charter. The business case is where the cost-benefit analysis is documented.

From the following options, select those that best describe the definition of a deliverable. Is documented in the business case Describes detailed characteristics Is a specific item that must be produced to consider the project complete Has measurable outcomes or results Marks the completion of a project phase Is tangible and easily verified

Answers C, D, and F are correct. Deliverables are measurable outcomes or results or are specific items that must be produced in order to consider the project complete. Deliverables are tangible and are easily measured and verified. Requirements provide detailed characteristics of the deliverables.

The Initiating phase includes which task?

Approving a project and authorizing work to begin. The Initiating process concerns the formal acceptance of the project and authorizes the project manager to start the project work. Identifying and planning for detailed risks and creating a work breakdown structure occur in the Planning process. Coordinating resources to complete the project work occurs in the Executing process.

(Creating the Project Charter) High-Level Assumptions

Assumptions are events, actions, concepts, or ideas you believe to be true and plan for. For example, you may have a resource need for the project with a highly specialized skill. Someone with this skill set resides in your maintenance department, and since you've worked with both the functional manager and this resource on past projects, you assume they'll be available for this project. You can make assumptions about many elements of the project, including resource availability, funding, weather, timing of other related events, availability of vendors, and so on.

Project charter

Authorizes the project to begin (Initiating)

Project management plan

Consists of all the project planning documents such as charter, scope statement, schedule, and more. (Planning)

(Creating the Project Charter) High-Level Constraints

Constraints are anything that either restricts or dictates the actions of the project team. For example, you may have a hard due date that can't be moved. If you're developing a trade show event that occurs on September 25, this date is a constraint on the project because you can't move it. Budgets, technology, scope, quality, and direct orders from upper management are all examples of constraints.

(Creating the Project Charter) Key Deliverables

Deliverables are measurable outcomes or results or are specific items that must be produced in order to consider the project complete. Deliverables are tangible and are easily measured and verified. For example, let's say your project involves manufacturing a new garden cart. One of the components of the cart is wheels. Because of the design of your cart, the wheels must be 12 inches in diameter. This is a tangible, verifiable deliverable that must be met in order for the project to be a success. if the wrong deliverables are produced or the project is managed to the wrong objectives, you will have an unsuccessful project on your hands (and will probably need to update your resume)

Organizational chart

Describes project team member organization and reporting structures (Planning)

Project schedule

Determines the start and finish dates for project activities and assigns resources to the activities. (Planning)

Scope statement

Documents the product description, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints (Planning)

Communication plan

Documents the types of information needs the stakeholders have, when the information should be distributed, and how the information will be delivered (Planning)

"Install an Interactive Voice Response System that will increase customer response time by an average of 15 seconds and decrease the number of customer service interactions by 30 percent" is an example of which of the following elements of the project charter?

Goal and objective. Goal and objective are specific and measurable. The statement gives clear and measurable outcome. Answer C is incorrect. Project description describes the key characteristics of the product, service, or result of the project. It describes the project as a whole.

After completing a project charter and obtaining sign-off, what will be your next step?

Hold a project kickoff meeting. Once the project charter is signed, your next step will be to hold a project kickoff meeting to ensure that everyone understands the project's goals and major deliverables. After the kickoff meeting is held, you can begin the scope statement.

As a project manager, your project has failed to meet the stakeholder's needs and expectations. What is the most likely cause?

Lack of planning. The most likely cause of project failing to meet the stakeholder's needs and expectations is lack of planning. The planning phase is the most critical element of managing a project. It is necessary for a project manager to spend more time on planning the project and understand the expectations of the stakeholder. It contains many processes that all generally lead to the creation of plans or documents that are used throughout the project to ensure that goals of the project are met. If the planning of the project is perfectly done, then there will be no lack of time, cost, technology barrier, and quality.

Meeting agenda/meeting minutes

Meeting agendas describe the items to be discussed and addressed at upcoming meetings, and minutes recap what was discussed and the decisions made at the meeting. (Executing)

(Creating the Project Charter) High-Level Milestones

Milestones are major events in a project that are used to measure progress. They may also mark when key deliverables are completed and approved. Milestones are also used as checkpoints during the project to determine whether the project is on schedule.

(Creating the Project Charter) Other Contents

Other elements you should describe in your charter include the name and authority level of the project manager, the name of the project sponsor, and any team members you've committed ahead of time to serve on the project team.

In which of the following process groups is work breakdown structure created?

Planning

In which of the following project phases is the first budget approved for the project?

Planning WRONG Imitating

You are developing a scope document and project plan for a new project. Which process group are you in?

Planning. You are in a planning process group that defines important documents such as a scope document and project plan. Wrong: Initiating

Which of the following includes business purpose, milestones, assumptions, and constraints?

Project charter. Project charter document provides formal approval for the project to begin and authorizes the project manager to apply resources to the project. It includes business purpose (justification of the project), milestones, assumptions, and constraints. Answer B is incorrect. Procurement plan identifies the goods and services required for a project that will be purchased from outside an organization. Answer A is incorrect. Statement of work details the goods or services you want to procure. Answer D is incorrect. Work breakdown structure is a deliverables-oriented hierarchy that defines the work of the project.

This component of the project charter describes the characteristics of the product, service, or result of the project.

Project description. The project description describes the characteristics of the product, service, or result of the project. WRONG Goals and objectives

Who among the following writes the project charter and makes certain it is distributed to all the key stakeholders?

Project manager. The project manager or the person who requested the project is the one who writes the project charter and makes certain that it is distributed to all the key stakeholders.

While creating a new project, which of the following contains final project acceptance criteria?

Project scope document. A project scope document should be of most interest to a new project manager. The scope statement describes the product, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints, and thus contains final project acceptance criteria. Answer B is incorrect. A transition plan is used to provide a brief overview of transition goals, assumptions on which the plan is based, and any risks identified that can severely limit your capability to complete the transition on schedule. Answer D is incorrect. A project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. Answer A is incorrect. A quality metric is a standard of measurement defined in a quality management plan that defines what will be measured and how it will be measured. In the quality planning process, the quality metric is defined as quality checklists and exit criteria.

(Creating the Project Charter) High-Level Requirements

Requirements describe the characteristics of the deliverables that must be met in order to satisfy the needs of the project. Requirements might also describe results or outcomes that must be produced in order to satisfy a contract, specification, standard, or other project document (typically, the scope statement) Requirements quantify and prioritize the wants, needs, and expectations of the project sponsor and stakeholders.

Your project is to be performed outdoors. You have only four days from the big event, and there is a hurricane headed for shore. This is an example of which of the following?

Risk. Risks are potential future events that pose either opportunities or threats to the project. This is a potential event that would have negative consequences to the project if it were to occur. WRONG Constraint

(Creating the Project Charter) High-Level Risks

Risks pose either opportunities or threats to the project. Most of the time, we think of risks as having negative impacts and consequences. These may cover a wide range of possibilities, including budget risks, scheduling risks, project management process risks, political risks, legal risks, management risks, and so on.

(Creating the Project Charter) High-Level Budget

The detailed project budget is prepared later during the Planning processes. But for the purposes of the project charter, you need to have a high-level estimate of the project's costs. You can use historical information from past projects that are similar in size, scope, and complexity to the current project. Or you may ask your vendor community to help you with some high-level estimates for the project.

The Closing Processes

The primary purpose is to document the formal acceptance of the project work and to hand off the completed product to the organization for ongoing maintenance and support. includes project sign-off, archive of project documents, turnover to a maintenance group, release of project team members, and review of lessons learned. Key Activities: Transition/integration plan to the maintenance/operations team Training for those who will support the product, service, or result of the project once it's turned over to operations Project acceptance and sign-off Archiving project documents Documenting lessons learned Releasing resources Closing contract

Who gets the authority to assign organizational resources to the work of the project after the project charter is signed and approved?

The project manager. A project charter is signed by the project sponsor and gives the project manager authority to assign organizational resources to the work of the project.

(Creating the Project Charter) Formal Approval

The project sponsor should review and sign the project charter. This sign-off provides the project manager with the authority to move forward, and it serves as the official notification of the start of the project. Issuing the project charter moves the project from the Initiating phase into the Planning phase.

(Creating the Project Charter) Criteria for Approval

Think of this as the definition for a successful project. These criteria will be used to determine whether the deliverables and the final product, service, or result of the project are acceptable and satisfactory. They might include items such as quality criteria, performance criteria, fitness for use, and so on. This section should also describe the process that stakeholders will use to indicate their acceptance of the deliverables.

Which of the following refers to triple constraint in project management?

Time, scope, and cost all of which affect quality. Scope describes the project deliverables and outlines the expectations and acceptance criteria for the deliverables and for a successful project.

the process groups in order

Use the old (and now outdated) poison antidote, syrup of ipecac, to help you remember the process groups in order: Initiating, Planning, Executing, (Monitoring and) Controlling, and Closing.

The difference between a risk and a constraint

a constraint is a limitation that currently exists. A risk is a potential future event that could impact the project. Beginning the project with a hard due date of September 25 is a constraint. The potential for a vendor missing an important delivery on September 15 is a risk.

(Creating the Project Charter) Project Description

documents the key characteristics of the product, service, or result that will be created by the project. also documents the relationship between the product being created and the business need that drove the project request.

The Initiating Processes

includes all the activities that lead up to the final authorization to begin the project, starting with the original project request. This process can be formal or informal, depending on the organization. Key Activities: Creating the project charter Creating a business case and justification Defining a high-level scope definition Identifying high-level risks

The Monitoring and Controlling Processes

the activities that monitor the progress of the project to identify any variances from the project management plan. Requests for changes to the project scope are included in this process group. This area is also where corrective actions are taken to get the work of the project realigned to the project plan. Other areas include scope control, cost control, schedule control, quality control, performance reporting, and risk control. Key Activities: Monitoring the risks/issues log Performance measuring and reporting Performing quality assurance/governance activities Administering the change control process Monitoring the budget

For the exam, remember that the project sponsor is

the person who authorizes and approves the project charter. The project manager or the person who requested the project is typically the one who writes the project charter and makes certain it's distributed to all the key stakeholders, but the sponsor is the one who approves it.

The Planning Processes

the project goals, objectives, and deliverables are refined and broken down into manageable units of work. Planning involves several other critical areas of project management, including communication, risk, human resources, quality, and procurement. It's possible that a project manager will spend as much time planning the project as performing the work of the project (sometimes more). Key Activities: Develop a project schedule. Create a work breakdown structure. Determine resources. Identify and plan for detailed risks. Determine project requirements. Write a communication plan. Develop a procurement plan if utilizing resources outside the organization. Develop a change management plan. Define the project budget.

The Executing Processes

where the work of the project is performed Deliverables are produced and verified during this process.