CAPM : Certified Associate in Project Management (PMI-100) : Part 07
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Which item is an output of Plan Quality Management and an input to Perform Quality Assurance?
- Organizational process updates
- Quality metrics
- Change requests
- Quality control measurements
Explanation:
8.1.3.3 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will measure it. A measurement is an actual value. The tolerance defines the allowable variations to the metric. For example, if the quality objective is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable. Quality metrics are used in the perform quality assurance and control quality processes. Some examples of quality metrics include on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage.Process: 8.1 Plan Quality Management
Definition: The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic quality tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings
Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updatesProcess: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documentsTools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates -
A project manager managing a cross-cultural virtual project team across several time zones should be concerned about the impacts of which communication technology factor?
- Urgent information need
- Sensitivity of information
- Project environment
- Ease of use
Explanation:
Project environment. There is a need to determine if the team will meet and operate on a face-to-face basis or in a virtual environment; whether they will be located in one or multiple time zones; whether they will use multiple languages for communication; and finally, whether there are any other project environmental factors, such as culture, which may affect communications. -
The number of potential communication channels for a project with 5 stakeholders is:
- 10.
- 12.
- 20.
- 24.
Explanation:
number of communication channels within a project. N (N – 1) / 2, where N represents the number of identified stakeholders. -
The process of prioritizing risks for further analysis or action is known as:
- Plan Risk Management.
- Plan Risk Responses.
- Perform Qualitative Risk Analysis.
- Perform Quantitative Risk Analysis.
Explanation:Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Project documents updates -
Which tool or technique is used in validating the scope of a project?
- Facilitated workshops
- Interviews
- Inspection
- Meetings
Explanation:5.5.2 Validate Scope: Tools and Techniques
5.5.2.1 Inspection
Inspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. Inspections are sometimes called reviews, product reviews, audits, and walkthroughs. In some application areas, these different terms have unique and specific meanings.Process: 5.5 Validate Scope
Definition: The process of formalizing acceptance of the completed project deliverables.
Key Benefit: 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.
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
Tools & Techniques
1. Inspection
2. Group decision-making techniques
Outputs
1. Accepted deliverables
2. Change requests
3. Work performance information
4. Project documents updates -
An input to Close Project or Phase is:
- Accepted deliverables.
- Final products or services.
- Document updates.
- Work performance information.
Explanation:
Process: 4.6. Close Project or Phase
Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
Inputs
Project management plan
Accepted deliverables
Organizational process assets
Tools & Techniques
Expert judgment
Analytical techniques
Meetings
Outputs
Final product, service, or result transition
Organizational process assets updates -
An output of the Direct and Manage Project Work process is:
- Deliverables.
- Activity lists.
- A work breakdown structure.
- A scope statement.
Explanation:Process: 4.3. Direct and Manage Project Work
Definition: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
Key Benefit: The key benefit of this process is that it provides overall management of the project work.Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Project management information system
3. Meetings
Outputs
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates -
External organizations that have a special relationship with the enterprise and provide specialized expertise are called:
- Customers.
- Business partners.
- Sellers.
- Functional managers.
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Which process involves subdividing project deliverables and project work into smaller, more manageable portions?
- Develop Schedule
- Create VVBS
- Estimate Activity Resources
- Define Scope
Explanation:Process: 5.4 Create WBS
Definition: WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.
Key Benefit: The key benefit of this process is that it provides a structured vision of what has to be delivered.Inputs
1. Scope management plan
2. Project scope statement
3. Requirements documentation
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Decomposition
2. Expert judgment
Outputs
1. Scope baseline
2. Project documents updates -
In a project, total float measures the:
- Ability to shuffle schedule activities to lessen the duration of the project.
- Amount of time an activity can be extended or delayed without altering the project finish date.
- Cost expended to restore order to the project schedule after crashing the schedule.
- Estimate of the total resources needed for the project after performing a forward pass.
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Which Knowledge Areas include processes from the Closing Process Group?
- Project Quality Management and Project Time Management
- Project Scope Management and Project Risk Management
- Project Stakeholder Management and Project Cost Management
- Project Integration Management and Project Procurement Management
Explanation:
Closing Process Group
4.6 Close Project or Phase –> 4. Project Integration Management
12.4 Close Procurements –> 12.Project Procurement Management -
Stakeholder satisfaction should be managed as a key project:
- Benefit
- Initiative
- Objective
- Process
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Which cost is associated with nonconformance?
- Liabilities
- Inspections
- Training
- Equipment
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Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?
- Historical relationships
- Dependency determination
- Bottom-up estimating
- Rolling wave planning
Explanation:6.2.2.2 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.
Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.Inputs
– Schedule management plan
– Scope baseline
– Enterprise environmental factors
– Organizational process assets
Tools & Techniques
– Decomposition
– Rolling wave planning
– Expert judgment
Outputs
– Activity list
– Activity attributes
– Milestone list -
An output of the Create WBS process is:
- Scope baseline.
- Change requests.
- Accepted deliverables.
- Variance analysis.
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A tool or technique used in the Control Procurements process is:
- Expert judgment.
- Performance reporting.
- Bidder conferences.
- Reserve analysis.
Explanation:10.2.2.5 Performance Reporting
Performance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts. Performance reporting involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results.
Performance reporting needs to provide information at an appropriate level for each audience. The format may range from a simple status report to more elaborate reports and may be prepared regularly or on an exception basis. A simple status report might show performance information, such as percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:
• Analysis of past performance,
• Analysis of project forecasts (including time and cost),
• Current status of risks and issues,
• Work completed during the period,
• Work to be completed in the next period,
• Summary of changes approved in the period, and
• Other relevant information, which is reviewed and discussed.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 system
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates -
Configuration identification, configuration status accounting, and configuration verification and audit are all activities in which process?
- Perform Quality Assurance
- Direct and Manage Project Work
- Monitor and Control Project Work
- Perform Integrated Change Control
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Which tool or technique is used in the Estimate Costs process?
- Acquisition
- Earned value management
- Vendor bid analysis
- Forecasting
Explanation:7.2.2.9 Vendor Bid Analysis
Cost estimating methods may include analysis of what the project should cost, based on the responsive bids from qualified vendors. When projects are awarded to a vendor under competitive processes, additional cost estimating work may be required of the project team to examine the price of individual deliverables and to derive a cost that supports the final total project cost.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. Project documents updates -
Which type of project management office (PMO) supplies templates, best practices, and training to project teams?
- Supportive
- Directive
- Controlling
- Instructive
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Which Define Activities output extends the description of the activity by identifying the multiple components associated with each activity?
- Project document updates
- Activity list
- Activity attributes
- Project calendars
Explanation:6.2.3.2 Activity Attributes
Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list