CAPM : Certified Associate in Project Management (PMI-100) : Part 38
-
The cost of nonconformance in a project includes:
- testing
- rework
- inspections
- training
-
The cost performance baseline is typically displayed in the form of:
- An S-curve.
- A normal curve.
- A U-curve.
- A positive slope line.
-
The Process Group in which the internal and external stakeholders interact and influence the overall outcome of the project is the:
- Monitoring and Controlling Process Group.
- Initiating Process Group.
- Planning Process Group.
- Executing Process Group.
-
The Process Group that involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan is known as:
- Initiating.
- Planning.
- Executing.
- Monitoring and Controlling.
-
The process of developing a detailed description of the project and product is known as:
- Create WBS.
- Verify Scope.
- Collect Requirements.
- Define Scope.
Explanation:
Process: 5.3 Define Scope
Definition: The process of developing a detailed description of the project and product.
Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.Inputs
1. Scope management plan
2. Project charter
3. Requirements documentation
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Product analysis
3. Alternatives generation
4. Facilitated workshops
Outputs
1. Project scope statement
2. Project documents updates -
The project charter is an input to which process?
- Develop Project Charter
- Develop Project Management Plan
- Monitor and Control Project Work
- Perform Integrated Change Control
Explanation:4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high-level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.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: 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
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project management plan4.2.3.1 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.
-
The project governance approach should be described in the:
- change control plan
- project scope
- statement of work
- project management plan
Explanation: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.
-
The project manager has requested all expert team members to complete an anonymous questionnaire to identify possible risks. This is an example of a technique known as the:
- interview technique
- information gathering technique
- Delphi technique
- feedback technique
Explanation:Delphi technique. The Delphi technique is a way to reach a consensus of experts. Project risk experts participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
5.2.2.5 Group Decision-Making Techniques
A group decision-making technique is an assessment process having multiple alternatives with an expected outcome in the form of future actions. These techniques can be used to generate, classify, and prioritize product requirements.
There are various methods of reaching a group decision, such as:
• Unanimity. A decision that is reached whereby everyone agrees on a single course of action. One way to reach unanimity is the Delphi technique, in which a selected group of experts answers questionnaires and provides feedback regarding the responses from each round of requirements gathering. The responses are only available to the facilitator to maintain anonymity.
• Majority. A decision that is reached with support obtained from more than 50 % of the members of the group. Having a group size with an uneven number of participants can ensure that a decision will be reached, rather than resulting in a tie.
• Plurality. A decision that is reached whereby the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two.
• Dictatorship. In this method, one individual makes the decision for the group. All of these group decision-making techniques can be applied to the group creativity techniques used in the Collect Requirements process. -
The run chart created during the Perform Quality Control process on a project is used to show the:
- relationship between two variables
- data points plotted in the order in which they occur
- most common cause of problems in a process
- frequency of occurrence
-
The three types of estimates that PERT uses to define an approximate range for an activity’s cost are:
- Parametric, most likely, and analogous.
- Least likely, analogous, and realistic.
- Parametric, optimistic, and pessimistic.
- Most likely, optimistic, and pessimistic.
-
The traditional organization chart structure that can be used to show positions and relationships in a graphic top-down format is called a:
- Responsible, accountable, consult, and inform (RACI) chart.
- Matrix-based chart.
- Human resource chart.
- Hierarchical-type chart.
-
Using the following data, what is the Schedule Performance Index (SPI)?
EV= $500 PV= $750 AC= $1000 BAC= $1200
- 0.67
- 1.5
- 0.75
- 0.5
Explanation:
SPI = EV / PV -
Verification of project deliverables occurs during which process?
- Develop preliminary project scope statement
- Close Project or Phase
- Develop project charter
- Create WBS
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
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 -
What are the components of the “triple constraint “?
- Scope, time, requirements
- Resources, time, cost
- Scope, management, cost
- Scope, time, cost
-
What are the five Project Management Process Groups?
- Initiating, Planning, Executing, Monitoring and Controlling, and Closing
- Introduction, Planning, Executing, Monitoring and Controlling, and Closing
- Initiating, Planning, Executing, Monitoring and Controlling, and Ending
- Introduction, Planning, Implementation, Monitoring and Controlling, and Closure
Explanation:Process groups
Overview
Projects exist within an organization and do not operate as a closed system. They require input data from the organization and beyond, and deliver capabilities back to the organization. The project processes may generate information to improve the management of future projects and organizational process assets.
The PMBOK® Guide describes the nature of project management processes in terms of the integration between the processes, their interactions, and the purposes they serve. Project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups):– Initiating Process Group. 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.
– Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. The Planning processes develop the project management plan and the project documents that will be used to carry out the project.
– Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
– Monitoring and Controlling Process Group. Those processes required 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.
– Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase. -
What are the key components of the communication model?
- Encode, message and feedback-message, medium, noise, and decode
- Encode, messaging technology, medium, noise, and decode
- Sender, message and feedback-message, medium, noise, and translate
- Receiver, message and feedback-message, medium, noise, and decode
-
What entity is assigned various responsibilities related to the centralized and coordinated management of those projects under its domain?
- Project management office
- Project team office
- Executive sponsor office
- Program management office
-
What is Project Portfolio Management?
- Management of a project by dividing the project into more manageable sub- projects.
- Management of a project by utilizing a portfolio of general management skills, such as planning, organizing, staffing, executing and controlling.
- Management of all projects undertaken by a company.
- Management of a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.
Explanation:
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. -
What is the critical chain method?
- A technique to calculate the theoretical early start and finish dates and late start and finish dates
- A schedule network analysis technique that modifies the project schedule to account for limited resources
- A schedule compression technique that analyzes cost and schedule trade-offs to determine how to obtain the greatest amount of compression for the least incremental cost
- A technique to estimate project duration when there is a limited amount of detailed information about the project
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain. -
What is the lowest level in the Work Breakdown Structure called?
- Work Packages
- Activities
- Schedules
- Tasks