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PMP Exam PreparationWorkshop
PM Framework and Standard
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Learning Objectives
By the end of this session you will understand:
•Projects
•Project management
•Role of Project Manager
•Project life cycle and organization
•Project management processes
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Agenda
• Overview
• Project management framework– Project management introduction Project life cycle and organization
• Standard for project management– Project management processes
• Review
• Sample exam questions
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Overview
Project Management Institute (PMI)
Project Management Body of Knowledge (PMBOK)
– The sum of knowledge within the profession of project management
– Proven, traditional practices widely applied
– Knowledge of innovative and advanced practices that are emerging in the profession.
– Includes published and unpublished material
PMBOK V5 Ref Page#1 Intro
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Overview• A Guide to the Project Management Body of Knowledge
– The knowledge and practices identified and described:
Is generally recognized to define good practices
Is applicable to most projects most of the time
Provides a common lexicon
Provides a basic reference
Is used by PMI to provide a consistent structure for its professional development programs
But it does not mean that these are or should be applied uniformly on all projects
PMBOK V5 Page#2 Ref # 1.1
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What Is a Project?
A project is– A temporary endeavor– Creates a unique product, service or result
Temporary means that every project has a definite
beginning and end.
Progressive elaboration means developing in steps,
and continuing by increments.
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PMBOK V5 Page# 3. Ref # 1.2
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Projects vs. Operations
Projects and operations both are:– Performed by people– Constrained by limited resources– Planned, executed and controlled
Operations are ongoing and repetitive
Projects are temporary and unique
Projects could intersect with operations
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PMBOK V5 , Page 12, Ref # 1.5
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Why Projects?
• Projects are typically authorized as a result of– Market demand– Organization needs– Customer request– Technological advance– Legal requirement– Strategic opportunities
PMBOK V5 Page 10, Ref # 1.4.3,
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What Is Project Management
• Project management is the application of
– Knowledge
– Skills
– Tools
– Techniques
– To meet project requirements
PMBOK V5 Page #5, Ref # 1.3
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What Is Project Management
• Accomplished through 47 processes comprising 5
process groups– Initiating– Planning– Executing – Monitoring and Controlling– Closing
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PMBOK V5 Page #5, Ref # 1.3
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What Is Project Management
Identifying requirements (needs)
Balancing competing demands among– Scope– Quality– Schedule– Budget– Resources– Risk
Stakeholder agreement
Establishment of achievable objectives
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PMBOK V5 Page #6, Ref # 1.3
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Knowledge Areas
Integration– How to pull things together
Scope– What needs to be done
Quality– To what standards
Time– Required effort/duration and sequential order of tasks
Cost– How much the tasks/project will cost
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Knowledge Areas
Risk– What is the degree of uncertainty
HR– What kind of people are needed
Procurement– What goods or services are required
Communications– Who needs what information
Stakeholders– Who may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of the project
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What is the PMBOK Guide?
The standard for managing most projects most of the time
The standard describes:– Project management processes– Tools– Techniques used to manage a project
The standard is unique to the project management field
and has relationships to other management disciplines
PMBOK V5 Page#2, Ref # 1.1
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Project Management Standards
Scope limited to single project
Other standards address the broader context of
project management– The standard of Program Management– The standard of Portfolio Management– Organization Project Mgmt Maturity Model
(OPM3)
PMBOK V5 Page # 18, Ref # 1.8,
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Standards vs. Regulations
Standards are documents established by consensus
and approved by a recognized body
Regulation is a government imposed requirement –
e.g. building codes.
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Project Management Skills
Interpersonal
Leadership
Team Building
Motivation
Communication
Influencing
Decision making
Political cultural awareness
Negotiation
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Project Management Context
• Project management exists in a broader context– Program management– Portfolio management– Project management
PMBOK V5 Page# 5 Ref # 1.3 , Fig.1-1
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Programs
A program
A group of related projects
Managed in a coordinated way
Brings benefits not available when the projects are
managed separately
May include work outside the scope of the individual
projects
PMBOK V5 Page# 9, Ref # 1.4.1
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Program Management
The centralized coordinated management of a group of
projects
Performed to achieve the program’s strategic direction
Focuses on project interdependencies
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PMBOK V5 Page# 9, Ref # 1.4.1
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Portfolios
A collection of projects or programs grouped together
Facilitates effective management of that work
Work may or may not be directly related
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PMBOK V5 Page# 9, Ref # 1.4.2
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Portfolio Management
Centralized management of one or more portfolios
Used to maximize the value of the portfolio
Each project and program of the portfolio is
examined for inclusion
Ensures that the management of the portfolio is
aligned to the organizational strategies
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PMBOK V5 Page# 9, Ref # 1.4.2
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Subprojects
Projects divided into more manageable components
or subprojects
Individual sub-projects can be referred to as projects
and managed as such
Often contracted to an external organization or
department
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Project Management Office
Organizational unit
Centralizes and coordinates projects under its domain
Oversees the management of projects, programs, or both
Optimizes use of resources shared across all projects
Manages methodologies, standards, risks, and
interdependencies among projects
PMBOK V5 Page# 10, Ref # 1.4.4
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Project Management Office
Can exist in any organizational structure
Coordinates shared resources
Coaching, mentoring, training, and oversight
Develops and manages organizational process assets
Cross project communication
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PMBOK V5 Page# 10, Ref # 1.4.4
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Enterprise Environmental Factors
Internal– Organizational culture– Processes– Infrastructure (organizational)– Human resources– Stakeholder risk tolerance– Political climate– Project management tools
PMBOK V5 Page# 29, Ref # 2.1.5
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Enterprise Environmental Factors
External– Government or industry standard– Infrastructure (community)– Market place conditions
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PMBOK V5 Page# 29, Ref # 2.1.5
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Organization Influences and Project Life Cycle
Organizational Influences on Project Management
Project stakeholders and Governance
Project Team
Project Life Cycle
PMBOK V5 Ref page# 19
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Project Life Cycle
The project phases are known as the project life cycle
Defines the beginning and the end of a project
Influenced by unique aspects of the organization
Provides the basic framework for managing the project
Project life cycles may be similar or identical
PMBOK V5 , Page 38 , Ref # 2.4
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Project Life Cycle
PMBOK V5 Page#39, Ref # Fig 2.8
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Project Life Cycle
PMBOK V5 Page# 40, Ref # Fig 2.9
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Characteristics of PLC
Defines phases that connect the project beginning to
the end
Cost and staffing levels low at start
Stakeholder influence greater at start
Cost of changes increases as the project progresses
towards completion
PMBOK V5 Ref # Page 40
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What is a Project Phase
Logical division within a project
Usually completed sequentially but may overlap
Elements of the overall project life cycle
A project phase is not a project management
process group
PMBOK V5 Page# 41, Ref # 2.4.2
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Phase Structure and Relationships
Single-phase projects
Multi-phase projects
Phases are part of a sequential relationship
Overlapping relationships
Iterative relationships
PMBOK V5 Ref # 2.4.2
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Project Life Cycle and Organization
PMBOK V5 Page#31, Fig.2-7
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Organizational Influences
The project is influenced by the organization(s) that
initiated it.
PMBOK V5 Page# 20, Ref # 2.1
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Organizational Structure
Functional organization
Weak matrix
Balanced matrix
Strong matrix
Projectized
Composite organization
PMBOK V5 Page #21, Ref # 2.1.3
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Organizational Cultures & Styles Most organizations have a unique and describable culture
Reflected in– Shared values, norms, beliefs– Regulations, policies , methods & procedures– Motivation and reward systems;– Risk tolerance– View of leadership, hierarchy, and authority
relationships– Code of conduct, work ethic, and work hours and– Operating environments
Culture has a direct influence on projects
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Organizational Structure
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PMBOK V5 Page #22
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Organizational Structure
Functional organization:– Functional managers have formal authority over
resources and each employee has one clear superior– Staff are grouped by specialty
Projectized organization:– Project managers have a high level of authority over
project resources– Team members are often collocated
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PMBOK V5 Page #22, Fig. 2-1, Page# 25, 2-5
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Organizational Structure
Matrix organization– Project manager authority varies from:
Limited (weak) to
Moderate (balanced) to
High(strong)
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PMBOK V5 Page #23
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Functional Organization
PMBOK V5 Page# 22, Ref # Fig 2-1
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PMBOK V5 Page# 23, Ref # Fig 2-2
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Weak Matrix Organization
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PMBOK V5 Ref # Fig 2-3
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Balanced Matrix Organization
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Strong Matrix Organization
PMBOK V5 Page# 24, Ref # Fig 2-4
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Projectized Organization
PMBOK V5, Page# 25, Ref # Fig 2-5
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Composite Organization
PMBOK V5 Page# 26, Ref # Fig 2-6
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PM Processes for a Project
A process is a set of interrelated actions and
activities
Processes are performed to achieve a pre-specified
set of products, results or services
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PMBOK V5 Page# 47
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PM Processes for a Project
To manage a project:
Select Appropriate Processes
Use a defined approach
Balance the competing demands of scope, time, quality,
resources and risk to produce a product or result
Ensure requirements compliance
PMBOK V5 Page# 47
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PM Processes for a Project
The knowledge, skills and processes should not be
applied uniformly or always be applied on all projects
Use this chapter as a high-level guide to consider
processes required for your project– This is known as Tailoring
PMBOK V5 Page# 48
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PM Processes for a Project
Project processes fall into two categories– Processes encompassing the tools and
techniques involved in applying the skills and capabilities described in the knowledge areas
– Product-oriented processes which specify and create the project’s product
PMBOK V5 Page#47
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PM Processes for a Project
Project management is an integrative undertaking– Requires processes be aligned and coordinated
with other projects– Involves tradeoffs among requirements and
objectives– Projects can not operate as closed systems– Require input and data from the organization and
beyond
PMBOK V5 Page#.38
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PM Processes for a Project
This standard describes project management in
terms of the integration between processes
Five process groups– Initiating Process Group– Planning Process Group– Executing Process Group– Monitoring and Controlling Process Group– Closing Process
PMBOK V5 Page#49
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PM Processes for a ProjectPMBOK Ref # 3.1
PMBOK V5 Page #50 Ref # Fig 3-1
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PM Processes for a ProjectPMBOK Ref # 3.1
PMBOK V5 Page# 51, Ref # Fig 3-2
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PM Processes
Project Processes overlap and interact in many ways
The Process Groups and constituent processes are a guide for Project Management
The Project Manager is responsible to determine processes to be applied and how rigorous that application will be
Projects are finite
Initiating Process Group starts the cycle
Closing Process Group ends the cycle
PMBOK V5 Page $52
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PM Process Groups
Five Process Groups
Each has clear dependencies
Performed in same sequence
Are independent of application area or industry focus
The process groups ARE NOT project phases
PMBOK V5 Page#52
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The Five Process Groups
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• Initiating Process Group– Defines and authorizes the project or a project phase
• Planning Process Group– Defines and refines objectives– Plans the course of action required to attain the objectives
• Executing Process Group– Processes to execute the plan
• Monitoring and Controlling Process Group– Measures and monitors progress– Identifies variances from plan– Highlights when corrective action is required
• Closing Process Group– Formalizes acceptance of the product, service, or result and
formally closes PMBOK V5 Page# 49
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Initiating Process GroupPMBOK Ref # 3.3
PMBOK V5 Page #425, Ref # Fig A1-4
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Initiating Process Group
Processes for formal authorization of a project or a
phase
Often performed external to the project scope
Establish feasibility by evaluating alternatives
Develop clear objectives, solutions and alternatives
PMBOK V5 Page # 54, Ref # 3.3
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Initiating Process Group
Document basic description of:– High level requirements– Initial project scope statement– Deliverables– Duration– Forecast of resources for investment analysis
Develops:– Project Charter
Identifies Stakeholders
PMBOK V5 Page# 54, Ref # 3.3
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Initiating Process Group
Documents the selection process
May be performed by processes external to the
project’s scope
Relate project to organization strategy
Develops clear descriptions of objectives
Authorizes the project manager to allocate
organizational resources to project activities
PMBOK V5 Page# 54, Ref # 3.3
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Develop Project Charter
Authorizes and justifies the project
Documents initial business requirements
Aligns with stakeholder needs and expectations
Used in multi-phase projects to refine decisions
made during previous iterations of the Project Charter
PMBOK V5 Page# 66, Ref # 4.1
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Planning Process Group
PMBOK V5, Page#428, Ref # Fig A1-7
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Planning Process Group
Gathers information required to complete the project plan
Continues to re-define the project plan as required
Consists of processes performed to:– Establishes the total scope of the effort– Defines and refines the objectives and develop course
of action to attain those objectives– Develops project management plan– Develops project documents required to carry out the
project
PMBOK V5 Page# 55, Ref # 3.4
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Planning Process Group
Updates to the project plan are iterative
They may– Arise from changes during execution– Be limited to activities within a specific phase
Iterative method is called “rolling wave planning.”
PMBOK V5 Page# 55, Ref # 3.4
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Planning Process Group
Planning process should involve the stakeholders– Success of project may depend on their influence– Success of project may require their specialized
knowledge– Create an environment in which stakeholders can
contribute
Interactions among the processes depend on nature of
project
The results of iterations are documented
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PMBOK V5 Page# 56 Ref # 3.4
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Executing Process Group
PMBOK V5 Page# 445, Ref # Fig A1-32
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Executing Process Group
Processes used to complete the work defined in the
project plan
Involves coordinating people and resources
Involves integrating and performing activities
Normal execution variances will cause re-planning
Some variances will trigger a change request
PMBOK V5 Page#56, Ref # 3.5
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Monitoring & Controlling
PMBOK V5 Page#451, Ref # Fig A1-41
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Monitoring and Controlling
The observation of project execution
Maintains control of the project
Identifies and documents problems
Observe and document performance
Observe, document and control variances
Project performance is observed and measured
regularly to identify variances from the plan
PMBOK V5 Page#57, Ref # 3.6
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Closing Process Group
PMBOK V5 Page#460, Ref # Fig A1-53
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Closing Process Group
Used to formally terminate all project or phase activities
Hands off product and closes (or cancels) the project
PMBOK V5 Page#57, Ref # 3.7
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Process InteractionsPMBOK Ref # 3.1
PMBOK V5 Page# 51, Ref # Fig 3-2
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Process Interactions
Process Groups are linked by the outputs they produce
Output of one process becomes input to another
Processes are flows (seldom one-time events)
A process that takes place in one group and needs
updating in another group is not considered a new process
Not all processes will be needed on all projects
Not all process interactions or flows will apply
PMBOK V5 Page#52
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Process Interactions
PMBOK V5 Page#53, Ref # Fig 3-3
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Project Management Process MappingPMBOK Ref # 3.2
PMBOK V5 Page# 61, Ref # Table 3-1
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PMP Exam PreparationSample Test Questions
PM Framework and Standard
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Question #1
A project process is:
A. Determining if the project should continue to the next
phase
B. A standard
C. A set of interrelated actions and activities
D. A set of defined work products
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Answer:
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Question #2
An input to the Develop Project Management Plan Process is:
A. Project Charter
B. Project management plan
C. WBS dictionary
D. Project schedule
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Answer:
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Question #3
A program is characterized as a:
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A. Grouping of related tasks lasting one year or less
B. Unique undertaking having a definite time period
C. A grouping of related projects
D. A project with a cost over certain predefined amount
Answer:
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Question #4
A project coordinator may typically be found in a
______________ environment.
A. Projectized
B. Strong matrix
C. Weak matrix
D. Balanced matrix
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Answer:
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Question #5
The process “Develop Project Charter” is primarily
concerned with:
A. Tradeoffs among requirements and objectives
B. Formalizing acceptance of the product or service
production plan
C. Authorizing the project or project phase
D. Producing the project charter
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Answer:
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Question #6
An output of the Develop Project Team process is:
A. Staffing management plan
B. Team performance assessment
C. Roles and responsibilities
D. Corrective actions
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Answer:
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Question #7
The five Process Groups are:
A. Plan, Do, Check, Act, and Close.
B. Initiating, Planning, Monitoring, Controlling, and Closing
C. Planning, Monitoring, Controlling, Acting, and Closing
D. Initiating, Planning, Executing, Monitoring and Controlling,
and Closing
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Answer:
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Question #8
The number of project management processes in
PMBOK is:
A. 55
B. 47
C. 41
D. 32
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Answer:
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Question #9
The influence of stakeholders on project’s product and cost:
A. Is the lowest at initiation and gradually increases over time
B. Varies during project depending on need
C. Is high at initiation, lower during execution, and highest during acceptance
D. Is the highest at the start, and gets progressively lower as project progresses
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Answer:
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Question #10
PMBOK recommends that the project manager should:
A. Focus exclusively on project management processes
B. Pay more attention to product management processes
C. Apply project management processes to support product management
D. Mix project management and product management processes
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Answer:
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Question #11
A project is defined as:
A. An endeavor of considerable scope encompassing a number of projects
B. A temporary endeavor undertaken to create a unique product, service or result
C. The framework by which project management can be utilized in order to ensure the completion of projects
D. The means to control scope, budget and quality
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Answer:
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Question #12
A project boundary:
A. Is a time of completion
B. Is a phase of completion
C. It is the point in time that a project or project phase is authorized to its completion
D. It is the point in time that project or project phase is completed
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Answer:
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Question #13
This is the document that describes when and how
human resource requirements will be met.
A. Staffing management plan
B. Human resource plan
C. Work breakdown structure
D. Organizational plan
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Answer:
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Question #14
The key benefit of this Process Group is that project
performance is observed and measured regularly to identify
variances from the project management plan.
A. Executing
B. Monitor and Control Project Work
C. Monitoring and Controlling
D. Perform Quality Control
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Answer:
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Question #15
Projects are typically authorized as a result of the
following EXCEPT:
A. A customer need
B. A market demand
C. A technological advance
D. A personal vision
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Answer:
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Question #16
The project life cycle:
A. Determines if the project should continue to the next
phase
B. Defines the beginning and end of a project
C. Is a collection of project phases
D. B and C
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Answer:
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Question #17
This Process Group involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan.
A. Monitor and Control Project Work
B. Executing
C. Monitoring and Controlling
D. Direct and Manage Project Execution
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Answer:
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Question #18
In this relationship, a phase starts prior to the completion of the previous one called “___________ relationship”.
A. Sequenced
B. Iterative
C. Tailoring
D. Overlapping
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Answer:
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Question #19
The product life cycle:
A. Is synonymous to the project life cycle
B. Includes operations and divestment phases
C. In some cases includes project life cycle
D. B and C
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Answer:
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Question #20
Stakeholders:
A. Can be difficult to identify
B. Include project team members
C. Are the same as project sponsors
D. A and B
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Answer:
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PMP Exam PreparationEnd of session
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PM Framework and Standard