CAPM : Certified Associate in Project Management (PMI-100) : Part 03
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Which input to the Plan Risk Management process provides information on high-level risks?
- Project charter
- Enterprise environmental factors
- Stakeholder register
- Organizational process assets
Explanation:
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
– Project purpose or justification,
– Measurable project objectives and related success criteria,
– High-level requirements,
– Assumptions and constraints,
– High-level project description and boundaries,
– High-level risks,
– Summary milestone schedule,
– Summary budget,
– Stakeholder list,
– Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),
– Assigned project manager, responsibility, and authority level, and
– Name and authority of the sponsor or other person(s) authorizing the project charter.Process: 11.1 Plan Risk Management
Definition: The process of defining how to conduct risk management activities for a project.
Key Benefit: The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.Inputs
1. Project management plan
2. Project charter
3. Stakeholder register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Analytical techniques
2. Expert judgment
3. Meetings
Outputs
1. Risk management plan -
Which input may influence quality assurance work and should be monitored within the context of a system for configuration management?
- Work performance data
- Project documents
- Scope baseline
- Requirements documentation
Explanation:Configuration control is focused on 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.
Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:– Configuration identification. 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 status accounting. 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 verification and audit. Configuration verification and configuration audits 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.
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Change requests are processed for review and disposition according to which process?
- Control Quality
- Control Scope
- Monitor and Control Project Work
- Perform Integrated Change Control
Explanation:Process: 4.5 Perform Integrated Change Control
Perform Integrated Change Control 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.
Key Benefit: 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 plans.Inputs
1. Project management plan
2. Work performance reports
3. Change requests
4. Enterprise environmental factors
5. Organizational process assetsTools & Techniques
1. Expert judgment
2. Meetings
3. Change control toolsOutputs
1. Approved change requests
2. Change log
3. Project management plan updates
4. Project documents updates -
The review of a sellers progress toward achieving the goals of scope and quality within cost and schedule compared to the contract is known as:
- Work performance information.
- Inspections and audits.
- Payment systems.
- Procurement performance reviews.
Explanation:Process: 12.3 Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.
Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data
Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management systemOutputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates -
The iterative and interactive nature of the Process Groups creates the need for the processes in which Knowledge Area?
- Project Communications Management
- Project Integration Management
- Project Risk Management
- Project Scope Management
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Market conditions and published commercial information are examples of which input to the Estimate Costs process?
- Scope baseline
- Organizational process assets
- Enterprise environmental factors
- Risk register
Explanation:7.2.1.6 Enterprise Environmental Factors
Described in Section 2.1.5. The enterprise environmental factors that influence the Estimate Costs process include, but are not limited to:
– Market conditions. These conditions describe what products, services, and results are available in the market, from whom, and under what terms and conditions. Regional and/or global supply and demand conditions greatly influence resource costs.
– Published commercial information. Resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment. Published seller price lists are another source of information.Process: 7.2 Estimate Costs
Definition: The process of developing an approximation of the monetary resources needed to complete project activities.
Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.Inputs
1. Cost management plan
2. Human resource management plan
3. Scope baseline
4. Project schedule
5. Risk register
6. Enterprise environmental factors
7. Organizational process assetsTools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
7. Cost of quality
8. Project management software
9. Vendor bid analysis
10. Group decision-making techniquesOutputs
1. Activity cost estimates
2. Basis of estimates
3. ProjeExplanation:ct documents updates
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An output of the Develop Project Team process is:
- Organizational process assets.
- Enterprise environmental factors updates.
- Project staff assignments.
- Organizational charts and position descriptions.
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The process of confirming human resource availability and obtaining the team necessary to complete project activities is known as:
- Plan Human Resource Management.
- Acquire Project Team.
- Manage Project Team.
- Develop Project Team.
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates -
Which item is an example of personnel assessment?
- Resource calendar
- Tight matrix
- Team-building activity
- Focus group
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The Plan Stakeholder Management process belongs to which Process Group?
- Executing
- Initiating
- Planning
- Monitoring and Controlling
Explanation:
Planning Process Group
4.2 Develop Project Management Plan
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
13.2 Plan Stakeholder Management -
Which input to the Manage Stakeholder Engagement process provides guidance on how stakeholders can best be involved in a project?
- Feedback analysis
- Stakeholder analysis
- Communication management plan
- Stakeholder management plan
Explanation:13.2.3.1 Stakeholder Management Plan
The stakeholder management plan is a component of the project management plan (Section 4.2.3.1) and identifies the management strategies required to effectively engage stakeholders. The stakeholder management plan can be formal or informal, highly detailed or broadly framed, based on the needs of the project.
In addition to the data gathered in the stakeholder register, the stakeholder management plan often provides:
– Desired and current engagement levels of key stakeholders;
– Scope and impact of change to stakeholders;
identified interrelationships and potential overlap between stakeholders;
– Stakeholder communication requirements for the current project phase;
– Information to be distributed to stakeholders, including language, format, content, and level of detail;
– Reason for the distribution of that information and the expected impact to stakeholder engagement;
– Time frame and frequency for the distribution of required information to stakeholders; and
– Method for updating and refining the stakeholder management plan as the project progresses and develops.
Project managers should be aware of the sensitive nature of the stakeholder management plan and take appropriate precautions. For example, information on stakeholders who are resistant to the project can be potentially damaging, and due consideration should be given regarding the distribution of such information. When updating the stakeholder management plan, the validity of underlying assumptions should be reviewed to ensure continued accuracy and relevancy.13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates -
A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building is known as:
- Benchmarking.
- Context diagrams.
- Brainstorming.
- Prototyping.
Explanation:
5.2.2.8 Prototypes Prototyping is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it. Since a prototype is tangible, it allows stakeholders to experiment with a model of the final product rather than being limited to discussing abstract representations of their requirements. Prototypes support the concept of progressive elaboration in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision. When enough feedback cycles have been performed, the requirements obtained from the prototype are sufficiently complete to move to a design or build phase. Storyboarding is a prototyping technique showing sequence or navigation through a series of images or illustrations. Storyboards are used on a variety of projects in a variety of industries, such as film, advertising, instructional design, and on agile and other software development projects. In software development, storyboards use mock-ups to show navigation paths through webpages, screens, or other user interfaces. -
Which stakeholder classification model groups stakeholders based on their level of authority and their active involvement in the project?
- Power/influence grid
- Power/interest grid
- Influence/impact grid
- Salience model
Explanation:13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project’s chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.Stakeholder analysis generally follows the steps described below:
– Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
– Analyze the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
– Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts.There are multiple classification models used for stakeholders analysis, such as:
– Power/interest grid, grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes;
– Power/influence grid, grouping the stakeholders based on their level of authority (“power”) and their active involvement (“influence”) in the project;
– Influence/impact grid, grouping the stakeholders based on their active involvement (“influence”) in the project and their ability to effect changes to the project’s planning or execution (“impact”); and
– Salience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate). -
Which Plan Schedule Management tool or technique may involve choosing strategic options to estimate and schedule the project?
- Facilitation techniques
- Expert judgment
- Analytical techniques
- Variance analysis
Explanation:4.4.2.2 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:
– Regression analysis,
– Grouping methods,
– Causal analysis,
– Root cause analysis,
– Forecasting methods (e.g., time series, scenario building, simulation, etc.),
– Failure mode and effect analysis (FMEA),
– Fault tree analysis (FTA),
– Reserve analysis,
– Trend analysis,
– Earned value management, and
– Variance analysis.Process: 6.1 Plan Schedule Management
Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Schedule management plan -
Which basic quality tool is most useful when gathering attributes data in an inspection to identify defects?
- Control charts
- Pareto diagrams
- Ishikawa diagrams
- Checksheets
Explanation:Checksheets, which are also known as tally sheets and may be used as a checklist when gathering data.
Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects. For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams.
CAPM Certified Associate in Project Management (PMI-100) Part 03 Q15 002 -
The process of estimating the type and quantity of material, human resources, equipment, or supplies required to perform each activity is known as:
- Collect Requirements.
- Conduct Procurements.
- Estimate Activity Durations.
- Estimate Activity Resources.
Explanation:Process: 6.4 Estimate Activity Resources
Definition: The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Resource calendars
5. Risk register
6. Activity cost estimates
7. Enterprise environmental factors
8. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Alternative analysis
3. Published estimating data
4. Bottom-up estimating
5. Project management software
Outputs
1. Activity resource requirements
2. Resource breakdown structure
3. Project documents updates -
Which input to the Identify Stakeholders process provides information about internal or external parties related to the project?
- Procurement documents
- Communications plan
- Project charter
- Stakeholder register
Explanation:
Process: 13.1 Identify Stakeholders
Definition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.
Inputs
– Project charter
– Procurement documents
– Enterprise environmental factors
– Organizational process assets
Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings
Outputs
1. Stakeholder register -
The Identify Stakeholders process is found in which Process Group?
- Initiating
- Monitoring and Controlling
- Planning
- Executing
Explanation:
Initiating Process Group
4.1 Develop Project Charter
13.1 Identify Stakeholders -
An input to Develop Project Charter is a/an:
- Business case.
- Activity list.
- Project management plan.
- Cost forecast.
Explanation:Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: 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.Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
– Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
– Organizational need (e.g., due to high overhead costs a company may combine staff functions and streamline processes to reduce costs.),
– Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
– Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of paper tickets based on technological advances),
– Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
– Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
– Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.
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Which item is a formal proposal to modify any document, deliverable, or baseline?
- Change request
- Requirements documentation
- Scope baseline
- Risk urgency assessment
Explanation:4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts
of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:– Corrective action—An intentional activity that realigns the performance of the project work 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;
– Defect repair—An intentional activity to modify a nonconforming product or product component;
– Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.