CAPM : Certified Associate in Project Management (PMI-100) : Part 29
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Which of the following types of a dependency determination is used to define the sequence of activities?
- Legal
- Discretionary
- Internal
- Resource
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
– Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
– Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
– External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
– Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities. -
Control charts, flowcharting, histograms, Pareto charts, and scatter diagrams are tools and techniques of which process?
- Perform Quality Control
- Perform Quality Assurance
- Plan Quality
- Report Performance
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Co-location is a tool and technique of:
- Develop Human Resource Plan.
- Manage Project Team.
- Develop Project Team.
- Acquire Project Team.
Explanation:9.3.2.5 Colocation
Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or for the entire project. Colocation strategies can include a team meeting room (sometimes called “war room”), places to post schedules, and other conveniences that enhance communication and a sense of community. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.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 calendarsTools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment toolsOutputs
1. Team performance assessments
2. Enterprise environmental factors updates -
During which process would stakeholders provide formal acceptance of the completed project scope?
- Perform Quality Control
- Verify Scope
- Control Scope
- Develop Schedule
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The PV is $1000, EV is $2000, and AC is $1500. What is CPI?
- 1.33
- 2
- 0.75
- 0.5
Explanation:
CPI = EV / AC -
A given schedule activity is most likely to last four weeks. In a best-case scenario, the schedule activity is estimated to last two weeks. In a worst-case scenario, the schedule activity is estimated to last 12 weeks. Given these three estimates, what is the expected duration of the activity?
- Three weeks
- Four weeks
- Five weeks
- Six weeks
Explanation:6.5.2.4 Three-Point Estimating
The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity’s duration:
– Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.
– Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
– Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions.The formulas are:
– Triangular Distribution. tE = (tO + tM + tP) / 3
– Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.Formula:
E = (a + 4m + b) / 6
Application:
(2+ (4*4) +12)=30 /6 =5 -
What is the primary benefit of meeting quality requirements?
- Quality metrics
- Less rework
- Quality control measurements
- Benchmarking
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What is a tool to improve team performance?
- Staffing plan
- External feedback
- Performance reports
- Co-location
Explanation:9.3.2.5 Colocation
Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or for the entire project. Colocation strategies can include a team meeting room (sometimes called “war room”), places to post schedules, and other conveniences that enhance communication and a sense of community. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.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 calendarsTools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment toolsOutputs
1. Team performance assessments
2. Enterprise environmental factors updates -
Which tool within the Perform Quality Control process identifies whether or not a process has a predictable performance?
- Cause and effect diagram
- Control charts
- Pareto chart
- Histogram
Explanation:
• Control charts, are used to determine whether or not a process is stable or has predictable performance.
Upper and lower specification limits are based on requirements of the agreement. They reflect the maximum and minimum values allowed. There may be penalties associated with exceeding the specification limits. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent unnatural performance. The corrective action typically seeks to maintain the natural stability of a stable and capable process. For repetitive processes, the control limits are generally set at ±3 s around a process mean that has been set at 0 s. A process is considered out of control when: (1) a data point exceeds a control limit; (2) seven consecutive plot points are above the mean; or (3) seven consecutive plot points are below the mean. Control charts can be used to monitor various types of output variables.
Although used most frequently to track repetitive activities required for producing manufactured lots, control charts may also be used to monitor cost and schedule variances, volume, and frequency of scope changes, or other management results to help determine if the project management processes are in control. -
Based on the following metrics: EV= $20,000, AC= $22,000, and PV= $28,000, what is the project CV?
- -8000
- -2000
- 2000
- 8000
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Which type of risk diagram is useful for showing time ordering of events?
- Ishikawa
- Milestone
- Influence
- Decision tree
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In a construction project schedule, what is the logical relationship between the delivery of the concrete materials and the pouring of concrete?
- Start-to-start (SS)
- Start-to-finish (SF)
- Finish-to-finish (FF)
- Finish-to-start (FS)
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A required input for Create WBS is a project:
- quality plan.
- schedule network.
- management document update.
- scope statement.
Explanation:5.3.3.1 Project Scope Statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail, the project’s deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly, or by reference to other documents, includes the following:
– Product scope description. Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation.
Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.
– Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.
– Project exclusion. Generally identifies what is excluded from the project. Explicitly stating what is out of scope for the project helps to manage stakeholders’ expectations.
– Constraints. A limiting factor that affects the execution of a project or process. Constraints identified with the project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. When a project is performed under an agreement, contractual provisions will generally be constraints. Information on constraints may be listed in the project scope statement or in a separate log.
– Assumptions. A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration. Also describes the potential impact of those factors if they prove to be false. Project teams frequently identify, document, and validate assumptions as part of their planning process. Information on assumptions may be listed in the project scope statement or in a separate log.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.
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 -
Which of the following statements is true regarding project and product lifecycles?
- A single product lifecycle may consist of multiple project lifecycles.
- A product lifecycle is always shorter than the project lifecycle.
- A single product lifecycle can only have one project lifecycle.
- A single project lifecycle may consist of multiple product lifecycles.
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Which tool or technique is used in Close Procurements?
- Contract plan
- Procurement plan
- Closure process
- Procurement audits
Explanation:12.4.2.1 Procurement Audits
A procurement audit is a structured review of the procurement process originating from the Plan Procurement Management process through Control Procurements. The objective of a procurement audit is to identify successes and failures that warrant recognition in the preparation or administration of other procurement contracts on the project, or on other projects within the performing organization.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 -
Which of the following is an output of Direct and Manage Project Execution?
- Project management plan
- Change request status updates
- Organizational process assets updates
- Work performance information
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Which of the following is an input to Develop Human Resource Plan?
- Team performance assessment
- Roles and responsibilities
- Staffing management plan
- Enterprise environmental factors
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Which of the following outputs from the Control Schedule process aids in the communication of schedule variance (SV), schedule performance index (SPI), or any performance status to stakeholders?
- Performance organizations
- Schedule baselines
- Work performance measurements
- Change requests
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Testing falls into which of the following categories of cost of quality?
- Internal failure costs
- Prevention costs
- Appraisal costs
- External failure costs
Explanation:
Cost of Quality. (COQ) A method of determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (cost of nonconformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation. -
Another name for an Ishikawa diagram is:
- cause and effect diagram.
- control chart.
- flowchart.
- histogram.