CAPM : Certified Associate in Project Management (PMI-100) : Part 16
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The stakeholder register is an output of:
- Identify Stakeholders.
- Plan Stakeholder Management.
- Control Stakeholder Engagement.
- Manage Stakeholder Engagement.
Explanation:
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
– Identification information. Name, organizational position, location, role in the project, contact information;
– Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and
– Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project.
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 -
An output of the Develop Project Team process is:
- change requests
- team performance assessments
- project staff assignments
- project documents updates
Explanation:Process: 9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates -
Managing ongoing production of goods and services to ensure business continues efficiently describes which type of management?
- Portfolio
- Project
- Program
- Operations
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Which type of manager is assigned by the performing organization to lead the team that is responsible for achieving the project objectives?
- Program
- Functional
- Project
- Portfolio
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The approaches, tools, and data sources that will be used to perform risk management on a project are determined by the:
- Methodology
- Risk category
- Risk attitude
- Assumption analysis
Explanation:11.1.3.1 Risk Management Plan
The risk management plan is a component of the project management plan and describes how risk management activities will be structured and performed. The risk management plan includes the following:– Methodology. Defines the approaches, tools, and data sources that will be used to perform risk management on the project.
– Roles and responsibilities. Defines the lead, support, and risk management team members for each type of activity in the risk management plan, and clarifies their responsibilities.
– Budgeting. Estimates funds needed, based on assigned resources, for inclusion in the cost baseline and establishes protocols for application of contingency and management reserves.
– Timing. Defines when and how often the risk management processes will be performed throughout the project life cycle, establishes protocols for application of schedule contingency reserves, and establishes risk management activities for inclusion in the project schedule. -
An input of the Plan Procurement Management process is:
- Make-or-buy decisions.
- Activity cost estimates.
- Seller proposals.
- Procurement documents.
Explanation:7.2.3.1 Activity Cost Estimates
Activity cost estimates are quantitative assessments of the probable costs required to complete project work. Cost estimates can be presented in summary form or in detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, direct labor, materials, equipment, services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or a cost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.Process: 12.1 Plan Procurement Management
Definition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.Inputs
1. Project management plan
2. Requirements documentation
3. Risk register
4. Activity resource requirements
5. Project schedule
6. Activity cost estimates
7. Stakeholder register
8. Enterprise environmental factors
9. Organizational process assets
Tools & Techniques
1. Make-or-buy analysis
2. Expert judgment
3. Market research
4. Meetings
Outputs
1. Procurement management plan
2. Procurement statement of work
3. Procurement documents
4. Source selection criteria
5. Make-or-buy decisions
6. Change requests
7. Project documents updates -
Outputs of the Control Communications process include:
- expert judgment and change requests
- work performance information and change requests
- project management plan updates and work performance information
- issue logs and organizational process assets updates
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Which organizational process assets update is performed during the Close Procurements process?
- Procurement audit
- Lessons learned
- Performance reporting
- Payment requests
Explanation:12.4.3.2 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include, but are not limited to:
– Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project fles.
– Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.
– Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project fle to improve future procurements.12.4 Close Procurements
The process of completing each project procurement.
Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.Inputs
1. Project management plan
2. Procurement documents
Tools & Techniques
1. Procurement audits
2. Procurement negotiations
3. Records management system
Outputs
1. Closed procurements
2. Organizational process assets updates -
The individual or group that provides resources and support for a project and is accountable for success is the:
- sponsor
- customer
- business partners
- functional managers
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A measure of cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal and is expressed as the ratio of the cost needed for finishing the outstanding work to the remaining budget is known as the:
- budget at completion (BAC)
- earned value management (EVM)
- to-complete performance index
- cost performance index
Explanation:
TCPI = (BAC – EV)/(BAC – AC) -
A collection of projects managed as a group to achieve strategic objectives is referred to as a:
- plan
- process
- program
- portfolio
Explanation:1.2.1. The Relationships among Portfolios, Programs, and Projects
The relationship among portfolios, programs, and projects is such that a portfolio refers to a collection of projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. Programs are grouped within a portfolio and are comprised of subprograms, projects, or other work that are managed in a coordinated fashion in support of the portfolio. Individual projects that are either within or outside of a program are still considered part of a portfolio. Although the projects or programs within the portfolio may not necessarily be interdependent or directly related, they are linked to the organization’s strategic plan by means of the organization’s portfolio.1.4.2 Portfolio Management
A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. For example, an infrastructure firm that has the strategic objective of “maximizing the return on its investments” may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and airports. From this mix, the firm may choose to manage related projects as one program. All of the power projects may be grouped together as a power program. Similarly, all of the water projects may be grouped together as a water program.
Thus, the power program and the water program become integral components of the enterprise portfolio of the infrastructure firm. -
Sharing good practices introduced or implemented in similar projects in the organization and/or industry is an example of:
- quality audits
- process analysis
- statistical sampling
- benchmarking
Explanation:8.2.2.2 Quality Audits
A quality audit is a structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures. The objectives of a quality audit may include:
– Identify all good and best practices being implemented;
– Identify all nonconformity, gaps, and shortcomings;
– Share good practices introduced or implemented in similar projects in the organization and/or industry;
– Proactively offer assistance in a positive manner to improve implementation of processes to help the team raise productivity; and
– Highlight contributions of each audit in the lessons learned repository of the organization.The subsequent effort to correct any defciencies should result in a reduced cost of quality and an increase in sponsor or customer acceptance of the project’s product. Quality audits may be scheduled or random, and may be conducted by internal or external auditors.
Quality audits can confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions.8.2.2.3 Process Analysis
Process analysis follows the steps outlined in the process improvement plan to identify needed improvements.
This analysis also examines problems experienced, constraints experienced, and non-value-added activities identified during process operation. Process analysis includes root cause analysis—a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive actions. -
Which Process Group’s purpose is 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
- Initiating
- Planning
- Executing
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The formal and informal interaction with others in an organization industry, or professional environment is known as:
- negotiation
- organizational theory
- meeting
- networking
Explanation:
9.1.2.2 Networking
Networking is the formal and informal interaction with others in an organization, industry, or professional environment. It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options. Human resource management benefits from successful networking by improving knowledge of and access to human resource assets such as strong competencies, specialized experience, and external partnership opportunities. Examples of human resources networking activities include proactive correspondence, luncheon meetings, informal conversations including meetings and events, trade conferences, and symposia. Networking can be a useful technique at the beginning of a project. It can also be an effective way to enhance project management professional development during the project and after the project ends. -
Which process is included in the Project Integration Management Knowledge Area?
- Manage Project Team
- Collect Requirements
- Sequence Activities
- Direct and Manage Project Work
Explanation:Knowledge Area: 4. Project Integration Management
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 -
The process of identifying and documenting the specific actions to be performed to produce the project deliverables is known as:
- Define Activities.
- Sequence Activities.
- Define Scope.
- Control Schedule.
Explanation: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 -
Which document includes the project scope, major deliverables, assumptions, and constraints?
- Project charter
- Project scope statement
- Scope management plan
- Project document updates
Explanation:
The project team must complete a scope statement for developing a common understanding of the project scope among stakeholders. This lists project deliverables – summary level sub-products, whose full and satisfactory delivery marks the completion of the project. -
When an activity cannot be estimated with a reasonable degree of confidence, the work within the activity is decomposed into more detail using which type of estimating?
- Bottom-up
- Parametric
- Analogous
- Three-point
Explanation:
7.2.2.4 Bottom-Up Estimating
Bottom-up estimating is a method of estimating a component of work. The cost of individual work packages or activities is estimated to the greatest level of specified detail. The detailed cost is then summarized or “rolled up” to higher levels for subsequent reporting and tracking purposes. The cost and accuracy of bottom-up cost estimating are typically influenced by the size and complexity of the individual activity or work package. -
Definitions of probability and impact, revised stakeholder tolerances, and tracking are components of which subsidiary plan?
- Cost management plan
- Quality management plan
- Communications management plan
- Risk management plan
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Project or phase closure guidelines or requirements, historical information, and the lessons learned knowledge base are examples of which input to the Close Project or Phase process?
- Organizational process assets
- A work breakdown structure
- The project management plan
- Enterprise environmental factors
Explanation:2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.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
1. Project management plan
2. Accepted deliverables
3. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Final product, service, or result transition
2. Organizational process assets updates