Project Management
PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.
Directive Structure
life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases.
Iterative/Incremental Life Cycles
a grid that links product requirements from their origin to the deliverables that satisfy them.
Traceability Matrix
Different or conflicting objectives among project stakeholders: A. Should be encouraged. B. Should be ignored. C. Can make it difficult for project managers to manage stakeholder expectations. D. Generally make it easy for project managers to manage stakeholder expectations.
C. Can make it difficult for project managers to manage stakeholder expectations.
The PMBOK® Guide is the standard for: A. Managing all projects all of the time across all industries. B. Managing all projects all of the time across some types of industries. C. Managing most projects most of the time across many types of industries. D. Managing some projects some of the time across some types of industries.
C. Managing most projects most of the time across many types of industries.
All of the following are true about project phases and the project life cycle EXCEPT: A. Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of the project. B. The ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses toward completion. C. The cost of changes and correcting errors typically increases substantially as the project approaches completion. D. Cost and staffing levels are generally steady throughout the project life cycle.
D. Cost and staffing levels are generally steady throughout the project life cycle.
Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
Executing Process Group
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
Product Life Cycle
The series of phases that a project passes through from its initiation to its closure.
Project Life Cycle
the description of the project scope, major deliverables, assumptions, and constraints.
Project Scope Statement
a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.
WBS Dictionary
You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the: A. Predictive life cycle. B. Adaptive life cycle (also known as the agile method). C. Waterfall life cycle. D. Configuration management life cycle.
B. Adaptive life cycle (also known as the agile method).
You are managing a global project that involves stakeholders in several international locations. You are likely to consult the WBS dictionary to find: A. The language translation of technical terms used in the project. B. Detailed deliverable, activity, and scheduling information about each component in the WBS. C. Information relating the legal constraints of relevant international locations to the development of the WBS. D. Strengths, weaknesses, opportunities, and threats (SWOT) of key stakeholders and their impact on the WBS.
B. Detailed deliverable, activity, and scheduling information about each component in the WBS.
The following is true about the WBS: A. The WBS is another term for the bar (Gantt) chart. B. Each descending level of the WBS represents an increasingly detailed definition of the project work. C. Work not in the WBS is usually defined in the scope statement of the project. D. The WBS shows only the critical path activities.
B. Each descending level of the WBS represents an increasingly detailed definition of the project work.
A program is a: A. Group of related tasks lasting one year or less. B. Group of related projects, subprograms, and program activities managed in a coordinated way. C. Project with a cost over $1 million. D. Sequence of steps constituting a project.
B. Group of related projects, subprograms, and program activities managed in a coordinated way. Programs may include elements of related work outside the scope of the discrete projects in the program. A project may or may not be part of a program but a program will always have projects.
Performing the Initiating processes at the start of each phase: A. Is wasteful and should be avoided whenever possible. B. Helps to keep the project focused on the business need that the project was undertaken to address. C. Helps to ensure that the project continues regardless of changes in the success criteria. D. Helps to ensure continuous employment of project team members even if the project is unlikely to satisfy the business need that it was undertaken to address.
B. Helps to keep the project focused on the business need that the project was undertaken to address.
The five Project Management Process Groups are: A. Planning, checking, directing, monitoring, and recording. B. Initiating, planning, executing, monitoring and controlling, and closing. C. Planning, executing, directing, closing, and commissioning. D. Initiating, executing, monitoring, evaluating, and closing.
B. Initiating, planning, executing, monitoring and controlling, and closing.
The Control Schedule process for a project: A. Focuses on starting the project earlier than scheduled to help mitigate schedule risk and to achieve the approved schedule baseline. B. Is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. C. Is concerned mainly with activities that are on the critical path. D. Should focus primarily on activities that are difficult to carry out.
B. Is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
All of the following are true about project governance EXCEPT: A. It is an oversight function that is aligned with the organization's governance model and that encompasses the project life cycle. B. It is a methodology for managing large government projects. C. It is a framework that provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery. D. It includes a framework for making project decisions; defines roles, responsibilities, and accountabilities for the success of the project; and determines the effectiveness of the project manager.
B. It is a methodology for managing large government projects.
In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess all of the following competencies EXCEPT: A. Knowledge, which refers to what the project manager knows about project management. B. Manipulation, which refers to how the project manager motivates the project team to work hard on the project while working them out of a job. C. Performance, which refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. D. Personal, which refers to how the project manager behaves when performing the project or related activity.
B. Manipulation, which refers to how the project manager motivates the project team to work hard on the project while working them out of a job.
Some of the configuration management activities included in the Perform Integrated Change Control process include all of the following activities EXCEPT: A. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. B. Monitoring changes in resource leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project. C. Configuration status accounting, in which information is recorded and reported as to when appropriate data about the configuration item should be provided. D. Configuration verification and configuration audits that ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented.
B. Monitoring changes in resource leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project.
Plan quality management to identify quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements is part of the: A. Conceptual phase. B. Planning process group. C. Project implementation phase. D. Control quality process.
B. Planning process group.
The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the: A. Project waterfall. B. Project life cycle. C. Project life stages. D. Project Management Process Groups.
B. Project life cycle.
Project management is: A. The integration of the critical path method and the Earned Value Management system. B. The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. C. The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence. D. A subset of most engineering and other technical disciplines.
B. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
You are managing a large, complex project with cross-functional project needs. The following organizational structure gives you considerable authority as the project manager: A. Balanced matrix organization. B. Strong matrix organization. C. Weak matrix. D. Functional organization.
B. Strong matrix
Configuration control is focused on: A. The identification and correction of problems arising in functional areas of project implementation. B. The specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines. C. Testing new systems. D. Identifying, documenting and controlling changes to the project and the product baselines, while change control is focused on the specifications of both the deliverables and the processes.
B. The specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
Which of the following is true about functional managers? A. They are assigned their own permanent staff to carry out the ongoing work, and therefore are not considered to be project stakeholders because of the temporary nature of projects. B. They are project stakeholders who play a management role within an administrative or functional area of the business. C. They have a clear directive to manage all tasks within their functional area of responsibility, and therefore they are operational managers and not project stakeholders. D. They rarely provide subject matter expertise or services to the project.
B. They are project stakeholders who play a management role within an administrative or functional area of the business.
All of the following are characteristics of Project Management Process Groups EXCEPT: A. Project Management Process Groups are linked by the outputs they produce. B. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases conducted in a controlled environment. D. When a project is divided into phases, the Process Groups are used, as appropriate, to effectively drive the project to completion in a controlled manner.
C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases conducted in a controlled environment.
The types of project management office (PMO) structures in organizations include all of the following EXCEPT: A. Supportive PMOs that provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. B. Controlling PMOs that provide support and require compliance through various means. C. Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members. D. Directive PMOs that take control of the projects by directly managing the projects.
C. Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members. Supportive: Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low. Controlling: Controlling PMOs provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate. Directive:Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.
All of the following are characteristics of the project charter EXCEPT: A. It formally authorizes the existence of a project. B. Projects are initiated by an entity external to the project. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project. C. It is used primarily to request bids for a project or a specific phase of a project. D. It provides the project manager with the authority to apply organizational resources to project activities.
C. It is used primarily to request bids for a project or a specific phase of a project.
All of the following are true about the Control Scope process EXCEPT: A. Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. B. Control Scope is used to manage the actual changes when they occur and is integrated with the other control processes. C. Scope changes can be avoided by developing clear and concise specifications and enforcing strict adherence to them. D. Project scope control includes determining the cause and degree of variance relative to the scope baseline and deciding whether corrective or preventive action is required.
C. Scope changes can be avoided by developing clear and concise specifications and enforcing strict adherence to them.
Portfolio management refers to: A. Managing various contents of the project file. B. Managing the levels of financial authority to facilitate project decision making. C. The centralized management of one or more portfolios to achieve strategic objectives. D. Applying resource-leveling heuristics across all the organization's projects to achieve the organization's strategic objectives.
C. The centralized management of one or more portfolios to achieve strategic objectives. Portfolio management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. All of the following are true about this process EXCEPT: A. The project's success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. B. Requirements become the foundation of the WBS. Cost, schedule, quality planning, and sometimes procurement are all based upon these requirements. C. The development of requirements begins with an analysis of the information contained in the project charter, the risk register and the stakeholder management plan. D. The development of requirements begins with an analysis of the information contained in the project charter, the stakeholder register, and the stakeholder management plan.
C. The development of requirements begins with an analysis of the information contained in the project charter, the risk register and the stakeholder management plan.
A project coordinator may typically be found in a ________ organization. A. Projectized B. Strong matrix C. Weak matrix D. Balanced matrix
C. Weak matrix
the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.he project's success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project.
Collection Requirements
Ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.
Configuration Verification and Audit
the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process.
Control Scope
PMOs provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.
Controlling Structure
A project is: A. A set of sequential activities performed in a process or system. B. A revenue-generating activity that needs to be accomplished while achieving customer satisfaction. C. An ongoing endeavor undertaken to meet customer or market requirements. D. A temporary endeavor undertaken to create a unique product, service, or result.
D. A project is a temporary endeavor undertaken to create a unique product, service, or result.
All of the following processes are performed in the Executing Process Group EXCEPT: A. Completing the work defined in the project management plan to satisfy the project specifications. B. Coordinating people and resources in accordance with the project management plan. C. Managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan. D. Concluding all activities across all Project Management Process Groups to formally complete appropriate project phases or contractual obligations.
D. Concluding all activities across all Project Management Process Groups to formally complete appropriate project phases or contractual obligations.
Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project's success. All of the following are true about these factors EXCEPT: A. Enterprise environmental factors include organizational culture, structure, and processes. B. Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards. C. Enterprise environmental factors include project management information systems (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems). D. Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policies, and time tracking) because these are considered to be functions of the human resources department.
D. Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policies, and time tracking) because these are considered to be functions of the human resources department.
You are involved in collecting requirements for your project. You are likely to use the stakeholder register for all of the following EXCEPT: A. Identify stakeholders who can provide information on the requirements. B. Capture major requirements that stakeholders may have for the project. C. Capture main expectations that stakeholders may have for the project. D. Evaluate the product breakdown structure (PBS) associated with each of the key stakeholders.
D. Evaluate the product breakdown structure (PBS) associated with each of the key stakeholders.
All of the following statements about the level of authority of the project manager are true EXCEPT: A. In a functional organization, the project manager has little or no authority. B. In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager. C. The balanced matrix organization does not provide the project manager with the full authority over the project and project funding. D. In a strong matrix organization, authority of the project manager is limited.
D. In a strong matrix organization, authority of the project manager is limited.
Your job responsibility is to align components (projects, programs, or operations) to the organizational strategy, organized into portfolios or sub-portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This is known as: A. Components management. B. Process management. C. Program management. D. Portfolio management.
D. Portfolio management.
The relationship between Project Management Process Groups and project life cycle phases is best described by the following: A. They are unrelated, incompatible concepts. B. They are the same concept described by different terms to satisfy application area extensions. C. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phase. D. Process Groups interact within each project phase and are normally repeated for each phase.
D. Process Groups interact within each project phase and are normally repeated for each phase.
You are developing a document that links product requirements from their origin to the deliverables that satisfy them to help ensure that each requirement adds business value and to manage changes to the product scope. This is known as the: A. Configuration management system. B. Business case. C. New product development matrix. D. Requirements traceability matrix.
D. Requirements traceability matrix.
All of the following statements about the project life cycle and the product life cycle are true EXCEPT: A. In the project predictive life cycle, the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. B. In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team's understanding of the product increases. C. The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. D. The product life cycle is contained within the predictive project life cycle.
D. The product life cycle is contained within the predictive project life cycle.
Which of the following is NOT true about tools and techniques of Perform Integrated Change Control? A. They include expert judgment. B. They include change control meetings. C. A change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other disposition of those changes. D. They include project plan updates.
D. They include project plan updates.
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
Monitoring and Controlling Process Group
also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible.
Predictive Life Cylces
is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems. Automated gathering and reporting on key performance indicators (KPI) can be part of this system.
Project Management Information Systems
primary function _______ is to support project managers in a variety of ways which may include, but are not limited to: -Managing shared resources across all projects administered by the PMO; -Identifying and developing project management methodology, best practices, and standards; -Coaching, mentoring, training, and oversight; -Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits; -Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and -Coordinating communication across projects.
Project Mangement Office
The following is an example of a constraint associated with the project scope that limits the team's options in scope definition: A. A predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. B. The threat of a strike by a subcontractor. C. Existing relationships with sellers, suppliers, or others in the supply chain. D. The method used to measure project performance.
A. A predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization.
Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations are addressed: A. As part of the Close Project or Phase process. B. Following the plan outlined in the Quality Management process. C. As requested by senior executives. D. As the last step in project management.
A. As part of the Close Project or Phase process.
Managing a project typically includes: A. Balancing the competing project constraints, which include scope, quality, schedule, budget, resources, and risks. B. Integrating requirements of profitability, low cost, and legal responsibility. C. Implementation of software, hardware, and other systems to enhance organizational efficiency. D. Supporting human factors, communications, discipline, and performance management.
A. Balancing the competing project constraints, which include scope, quality, schedule, budget, resources, and risks. Managing a project typically includes, but is not limited to: n Identifying requirements; n Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project; n Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature; n Managing stakeholders towards meeting project requirements and creating project deliverables; n Balancing the competing project constraints, which include, but are not limited to: ¡ Scope, ¡ Quality, ¡ Schedule, ¡ Budget, ¡ Resources, and ¡ Risks. The specific project characteristics and circumstances can influence the constraints on which the project management team needs to focus.
The Initiating Process Group consists of the processes performed to: A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B. Deploy risk mitigation strategies to enhance the likelihood of project success. C. Establish and describe the need for a project selection process. D. Approve the market analysis to ensure resolution of potential contract disputes.
A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
A primary function of a project management office (PMO) is to support project managers in a variety of ways which may include all of the following EXCEPT: A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project. B. Managing shared resources across all projects administered by the PMO. C. Identifying and developing project management methodology, best practices, and standards. D. Coaching, mentoring, training, and oversight.
A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project.
Which of the following processes is included in Project Integration Management? A. Develop project management plan. B. Control scope definition. C. Review scope verification. D. Conduct procurement surveillance.
A. Develop project management plan.
The project manager has the lowest level of authority in a __________ organization: A. Functional B. Weak matrix C. Strong matrix D. Projectized
A. Functional
All of the following are true about the project scope statement EXCEPT: A. It is an output of the Validate Scope process. B. It describes, in detail, the project's deliverables and the work required to create those deliverables. C. It provides a common understanding of the project scope among project stakeholders. D. It may contain explicit scope exclusions that can assist in managing stakeholder expectations.
A. It is an output of the Validate Scope process.
Which of the following is true about the Validate Scope process? A. It is the process of formalizing acceptance of the completed project deliverables. B. Is not necessary if the project completes on time and within budget. C. Occurs primarily when revisions or changes are made to project scope. D. Scope verification is primarily concerned with correctness of the deliverables, whereas quality control is primarily concerned with acceptance of the deliverables and meeting the quality requirements specified for the deliverables.
A. It is the process of formalizing acceptance of the completed project deliverables.
Project Management Process Groups are: A. Overlapping activities that occur throughout the project. B. Overlapping activities that generally occur at the same level of intensity within each phase of the project. C. Generally discrete, one-time events. D. Discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.
A. Overlapping activities that occur throughout the project.
Project success is measured by: A. Product and project quality, timeliness, budget compliance, and degree of customer satisfaction. B. Degree to which the project satisfies its time and budget objectives. C. The triple constraints of schedule, cost, and technical performance. D. Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate performance of the organization's portfolio.
A. Product and project quality, timeliness, budget compliance, and degree of customer satisfaction.
The relationship between project management processes and Knowledge Areas is best described by the following: A. Project management processes are further grouped into separate Knowledge Areas. B. Knowledge Areas are integrated into project management processes through the project life cycle concept. C. A Knowledge Area represents a sub-set of concepts, terms, and activities that make up an area of specialization in project management, whereas a project management process is mapped using a data flow diagram. D. Project teams should utilize the Knowledge Areas and project management processes for all projects all of the time to ensure compliance with project management standards.
A. Project management processes are further grouped into separate Knowledge Areas.
A common title for the project manager's role in a projectized organization is: A. Project manager. B. Project coordinator. C. Project coach. D. Project expediter
A. Project manager.
Which of the following statements is true about the work breakdown structure (WBS)? A. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. B. The WBS is a simple list of project activities in chart form. C. The WBS is the same as the organizational breakdown structure (OBS). D. The WBS is the bill of materials (BOM) needed to accomplish the project objectives and create the required deliverables.
A. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
You are managing a $10 million project. Which of the following is an acceptable cause for "re-baselining" this project? A. The client has approved an addition to the scope of the project with a $150,000 budget increase and a 2-week extension of the scheduled completion. B. The contractor's company has instituted a Quality Assurance Program in which it has pledged to spend one million dollars during the next year. C. The productivity in the Design Department is lower than estimated, which has resulted in 1,000 additional hours over what was budgeted and a forecasted 2-week delay of the scheduled completion. D. The Engineering Department of the performing organization has converted to a new $250,000 CAD system.
A. The client has approved an addition to the scope of the project with a $150,000 budget increase and a 2-week extension of the scheduled completion.
What is the WBS typically used for? A. To organize and define the total scope of the project. B. To identify the logical person to be project sponsor. C. To define the level of reporting that the seller provides the buyer.
A. To organize and define the total scope of the project.
also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement.
Adaptive Life Cycles
An input to the Define Scope process is: A. The type of contract detail language. B. Project charter. C. Work breakdown structure (WBS). D. Decomposition.
B. Project charter.
A Change Control Board (CCB) is: A. A formally chartered group of stakeholders responsible for ensuring that only a minimal amount of changes occur on the project. B. A formal or an informal group of stakeholders that has oversight of project execution. C. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. D. A 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 responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
For a project to be successful, the project team should generally do all of the following EXCEPT: A. Comply with requirements to meet stakeholder needs and expectations. B. Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result. C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives. D. Select appropriate processes required to meet the project objectives.
C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.
The linkages between Project Management Process Groups are best described by the following: A. The work breakdown structure links Process Groups. B. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase. C. Process Groups are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. D. There are no significant links between discrete Process Groups.
C. Process Groups are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase.
An output of the Define Scope process is: A. Work breakdown structure (WBS). B. Resource breakdown structure (RBS). C. Project scope statement. D. Scope and schedule delays control plan.
C. Project scope statement.
The project manager has the greatest level of independence and authority in a __________ organization. A. Strong matrix B. Weak matrix C. Projectized D. Functional
C. Projectized
The project manager is more likely to have a full-time role in a __________ organization: A. Functional B. Weak matrix C. Projectized D. Small capitalization
C. Projectized
Which of the following is not an output of the Control Scope process? A. Work performance information. B. Change requests. C. Project documents updates. D. Accepted deliverables.
D. Accepted deliverables.
All of the following are true about projects and operations EXCEPT: A. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors. B. Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets. C. Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. D. Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.
D. Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.
All of the following are characteristics of the Project Management Information System (PMIS) EXCEPT: A. It is part of the environmental factors. B. It provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems. C. It is used as part of the Direct and Manage Project Work. D. It is used by the project manager and the project management team primarily to generate presentations to key stakeholders.
D. It is used by the project manager and the project management team primarily to generate presentations to key stakeholders.
Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
Closing Process Group
Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration Identification
A limiting factor that affects the execution of a project or process.
Constraints
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Initiating Process Group
Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Planning Process Group
baseline is compared to actual results to determine if a change, corrective action, or preventive action is necessary.
Scope Baseline
describe how the project scope will be monitored and controlled.
Scope Management Plan
PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Supportive Structure
the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Validate Scope
process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered
WBS
Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
Configuration Status Accounting
Outputs of the Monitor and Control Project Work process include all of the following EXCEPT: A. Change requests. B. Project management plan updates. C. Work performance reports. D. Final product, service, or result transition.
D. Final product, service, or result transition.
All of the following are true about the project scope management plan EXCEPT: A. It is a component of the project or program management plan. B. It describes how the scope will be defined, developed, monitored, controlled, and verified. C. It can be formal or informal, broadly framed or highly detailed, based on the needs of the project. D. It is not related to the project management plan.
D. It is not related to the project management plan.
Organizational cultures and styles: A. Are generally similar and manifest in similar ways. B. Are generally similar but manifest in different ways. C. Have no impact on a clearly defined project. D. May have a strong influence on a project's ability to meet its objectives.
D. May have a strong influence on a project's ability to meet its objectives.
is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plan.
Perform Integrated Change Control
The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Project Charter
