CAPM : Certified Associate in Project Management (PMI-100) : Part 37

CAPM : Certified Associate in Project Management (PMI-100) : Part 37

1. Design of experiments (DOE) should be used during which of the following processes?

   • Perform Quality Assurance
   • Total Quality Management
   • Perform Quality Control
   • Plan Quality Management

   Explanation:

   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 relevant 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 updates

   8.1.2.5 Design of Experiments
   Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.

   DOE also plays a role in optimizing products or processes. DOE is used to reduce the sensitivity of product performance to sources of variations caused by environmental or manufacturing differences. One important aspect of this technique is that it provides a statistical framework for systematically changing all of the important factors, rather than changing the factors one at a time. Analysis of the experimental data should provide the optimal conditions for the product or process, highlight the factors that influence the results, and reveal the presence of interactions and synergy among the factors. For example, automotive designers use this technique to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost.

2. In the Initiating Process Group, at what point does the project become officially authorized?

   • When the project charter is signed
   • When all the stakeholders agree on the scope of the project
   • When the project manager is appointed
   • When the necessary finance or funding is obtained
   Explanation:

   3.3 Initiating Process Group
   The Initiating Process Group consists of 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. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register.
   When the project charter is approved, the project becomes officially authorized.

   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 charter

3. In which of the following types of organizations is resource availability moderate to high?

   • Weak matrix
   • Balanced matrix
   • Strong matrix
   • Projectized

4. In which process group is the scope first defined?

   • Initiating
   • Planning
   • Executing
   • Controlling

5. Inputs to the Define Activities process include:

   • Project scope statement, resource calendars, and work performance information.
   • Scope baseline, enterprise environmental factors, and organizational process assets.
   • Project scope statement, approved change requests, and WBS dictionary.
   • Scope baseline, enterprise environmental factors, and activity duration estimates.
   Explanation:

   5.4.3.1 Scope Baseline
   The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
   – Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.
   – WBS. 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. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
   – WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
   ○ Code of account identifier,
   ○ Description of work,
   ○ Assumptions and constraints,
   ○ Responsible organization,
   ○ Schedule milestones,
   ○ Associated schedule activities,
   ○ Resources required,
   ○ Cost estimates,
   ○ Quality requirements,
   ○ Acceptance criteria,
   ○ Technical references, and
   ○ Agreement information

   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: 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

6. On what is project baseline development established?

   • Approved product requirements
   • Estimated project cost and schedule
   • Actual project cost and schedule
   • Revised project cost and schedule
   Explanation:

   6.6.3.1 Schedule Baseline
   A schedule baseline is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates. During monitoring and controlling, the approved baseline dates are compared to the actual start and finish dates to determine whether variances have occurred. The schedule baseline is a component of the project management plan.

   7.3.3.1 Cost Baseline
   The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.

   4.2.3.1 Project Management Plan
   The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
   Project baselines include, but are not limited to:
   – Scope baseline (Section 5.4.3.1),
   – Schedule baseline (Section 6.6.3.1), and
   – Cost baseline (Section 7.3.3.1).

7. One of the fundamental tenets of modern quality management states that quality is:

   • planned, designed, and built in.
   • planned, designed, and inspected in.
   • built in, created, and reviewed.
   • built in, created, and standardized.

8. Organizational process assets can be divided into which of the following two categories?

   • Project files and corporate knowledge base
   • Templates, and processes and procedures
   • Standards, and processes and procedures
   • Corporate knowledge base and processes and procedures
   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.

9. Outputs from constituent processes might be used as:

   • Inputs to other processes.
   • Proof of process completion.
   • Identification of project tasks.
   • Indicators to eliminate project redundancies.

10. Overlooking negative stakeholders can result in a/an:

    • decreased likelihood of conflicting interests between stakeholders.
    • decreased likelihood of the projects progress being impeded
    • increased likelihood of project failure.
    • increased likelihood of project success.

11. PMBOI Guide is a standard that describes:

    • product-oriented processes.
    • project management processes.
    • product-oriented and project management processes.
    • program management and project management processes.

12. Project Management Process Groups are linked by:

    • the outputs they produce
    • discrete or one-time events
    • the project management plan
    • common tools and techniques

13. Project management processes are:

    • Static; they must not change across different projects.
    • Applied globally and across all industry groups.
    • Discrete elements with well-defined interfaces.
    • Project phases, applied as required in different projects.

14. Projects are authorized by which of the following individuals?

    • Project managers
    • Stakeholders
    • Functional managers
    • Sponsors

15. Projects can intersect with an organization’s operations at various points during the product life cycle such as:

    • When there is an operations shutdown (i.e. a strike).
    • When developing new products, upgrading products, or expanding outputs.
    • When a project transitions from a temporary to a permanent status.
    • When the project manager is promoted to operations manager.
    Explanation:

    1.5.1 Operations and Project Management
    Changes in business operations may be the focus of a dedicated project—especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross.
    Projects can intersect with operations at various points during the product life cycle, such as:

    – At each closeout phase;
    – When developing a new product, upgrading a product, or expanding outputs;
    – While improving operations or the product development process; or
    – Until the end of the product life cycle.
    At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.
    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. Unlike the ongoing nature of operations, projects are temporary endeavors.

16. Quality and credibility of the qualitative risk analysis process requires that different levels of the risk’s probabilities and impacts be defined is the definition of what?

    • Risk breakdown structure (RBS)
    • Risk probability and impact
    • Qualitative risk analysis
    • Risk response planning

17. Schedule milestones and a predefined budget are examples of:

    • Project constraints.
    • Requirements documentation.
    • Organizational process assets.
    • Activity cost estimates.

18. Scope verification is PRIMARILY concerned with which of the following?

    • Acceptance of the work deliverables.
    • Accuracy of the work deliverables.
    • Approval of the scope statement.
    • Accuracy of the work breakdown structure.
    Explanation:
    Scope verification is not referenced by PMBOK v5

19. Soft logic is also known as what type of dependency?

    • External
    • Discretionary
    • Mandatory
    • Internal
    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 Explanation:
    4.1.2.1 Expert Judgment
    Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
    – Other units within the organization,
    – Consultants,
    – Stakeholders, including customers or sponsors,
    – Professional and technical associations,
    – Industry groups,
    – Subject matter experts (SME), and
    – Project management office (PMO).

    Process: 4.2. Develop Project Management Plan
    Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.
    Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
    Inputs
    1. Project charter
    2. Outputs from other processes
    3. Enterprise environmental factors
    4. Organizational process assets
    Tools & Techniques
    5. Expert judgment
    6. Facilitation techniques
    Outputs
    7. Project management plan

    4.2.3.1 Project Management Plan
    The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
    Project baselines include, but are not limited to:
    Scope baseline (Section 5.4.3.1),
    Schedule baseline (Section 6.6.3.1), and
    Cost baseline (Section 7.3.3.1).

    Subsidiary plans include, but are not limited to:
    – Scope management plan (Section 5.1.3.1),
    – Requirements management plan (Section 5.1.3.2),
    – Schedule management plan (Section 6.1.3.1),
    – Cost management plan (Section 7.1.3.1),
    – Quality management plan (Section 8.1.3.1),
    – Process improvement plan (Section 8.1.3.2),
    – Human resource management plan (Section 9.1.3.1),
    – Communications management plan (Section 10.1.3.1),
    – Risk management plan (Section 11.1.3.1),
    – Procurement management plan (Section 12.1.3.1), and
    – Stakeholder management plan (Section 13.2.3.1).
    Among other things, the project management plan may also include the following:
    – Life cycle selected for the project and the processes that will be applied to each phase;
    – Details of the tailoring decisions specified by the project management team as follows:
    ○ Project management processes selected by the project management team,
    ○ Level of implementation for each selected process,
    ○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
    ○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
    – Description of how work will be executed to accomplish the project objectives;
    – Change management plan that documents how changes will be monitored and controlled;
    – Configuration management plan that documents how Configuration management will be performed;
    – Description of how the integrity of the project baselines will be maintained;
    – Requirements and techniques for communication among stakeholders; and
    – Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.

    The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
    modification 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.

20. Team performance assessments is an output of which of the following processes?

    • Develop Human Resource Plan
    • Perform Quality Control
    • Develop Project Team
    • Manage Project Team
    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