PMP Delegate Pack v5.2

theknowledgeacademy
Section
Contents
Course Slides
PMP Exam Prep Practice - Questions by Knowledge Area
PMP Exam Prep Practice Answers & Rationale by Knowledge Area
PMP Exam Set - Questions
PMP Exam Set - Answers & Rationale
PMI Code of Ethics & Professional Conduct
Global V5.2 October 2013
PMPExamination
PreparationCourse
PMPisaregisteredmarkoftheProjectManagementInstitute,inc.
2013TheKnowledgeAcademyLtd V5.21
WhoisTheKnowledgeAcademy?
9World Class Training Solutions
9Subject Matter Experts
9Highest Quality Training Material
9Accelerated Learning Techniques
9 Project / Program Management
9 Change Management,
9 ITIL Consultancy
9 Bespoke Tailor-Made Training
Solutions
9 PRINCE2, MSP, Soft Skills
9 And so MUCH MORE!!!
Globalv5.2
Administration
Trainer
FireProcedures
Facilities
Days/Times
Breaks
Introductions
Name&Organization
Roleorexperiencewith
otherprojectmanagement
approaches
Currentprojects
Expectationsyoumayhave
forthecourse
Globalv5.2
PMP Eligibility
ToapplytotakethePMPExamination,youmusthave:
Auniversitydegree andatleastthreeyears ofproject
managementexperience,with4,500hours leadingand
directingprojecttasksand35hours ofproject
managementeducation.
or
Asecondarydiploma (highschoolortheglobal
equivalent)withatleastfiveyears ofproject
managementexperience,with7,500hours leadingand
directingprojecttasksand35hours ofproject
managementeducation.
ApplyingtoTaketheExam
Applyviawww.pmi.org
Online(quicker)
Bymail
Applicationcouldbeaudited
Auditsdelayauthorization
ReceiveauthorizationfromPMI (validfor12
months)
Bookanexamappointmentatatestcenter
www.prometric.com/pmi
Globalv5.2
ThePMPExam
200multiplechoicequestions
Chooseoneanswerfromfouransweroptions
25questionswillbeprereleasequestions
PMIdoesnotpublishpassinggradesbutitis
generallybelievedtobeinthelow60s
Theexamisnormallytakenonline
Eachexamisuniqueasthequestionsarerandomly
selectedfromalargepopulation
PMBOKGuide
AGuidetotheProjectManagementBodyofKnowledge,
(PMBOKGuide)
CurrentlyonFifthEdition
Publishedin2013
AGuide...becausethefullbodyofknowledgeisvast
AnANSIStandard
SourceforallofthePMP processes
PMBOKisaregisteredmarkoftheProjectManagementInstitute,Inc.
Globalv5.2
LayoutofthePMBOK
ThePMBOK,Version5,isdividedinto13Sections,3
Appendices,aGlossary,andanIndex,asfollows:
SectionI Introduction
Section2 OrganizationalInfluences&
ProjectLifeCycle
Section3 ProjectManagementProcesses
Sections4 13,ProjectManagement
KnowledgeAreas
The10KnowledgeAreascontainsubsections
addressingthe47Processes
Appendices13,Glossary,Index
SomeBasicProjectConcepts
Globalv5.2
1 PMBOKIntroduction
PMBOKPage1
Introduction
WhatisaProject?
Projects and Operations areboth.
Performedbypeople
Constrainedbyfiniteresources
InvolvePlanning,Executing&Controlling
Inaddition,Projects:
AreTemporary, eachwithastartandfinish
ResultinUnique products,services,or
results
AresubjecttoProgressiveElaboration
Globalv5.2
Introduction
WhatisProjectManagement?PMBOK5
ProjectManagement maybedefinedas the
applicationofknowledge,skills,tools,and
techniquestoprojectactivitiestomeetthe
projectrequirements.PMBOK5
ProjectManagement isabalancingact
thatrequiresthemanagementofcompeting
demands,orconstraintsandanassessment
ofimpact intheeventthatanyoneofthem
shouldchange.
Introduction
WhatisProjectManagement?
ThisisknownastheTripleConstraint (or
IronTriangle)concept:
Achange onanysideofthetrianglewilllikely
resultinorleadtoanimpact ofoneormore
oftheothersides.
Globalv5.2
Introduction
ProgramManagementPMBOK9
ProgramManagementAstrategictool,itisthe
coordinatedmanagement ofagroupofprojects
thatareinterrelated and/or interdependent and
contributetoacommonstrategicobjective.
Projectsinaprogram:
Canbeinparallel,inseries,orinacombinationof
both.(Therefore,programscanbefiniteorongoing.)
StillhaveindividualProjectManagers reportingto
theProgramManager,whoreportseithertoasenior
sponsor(whocouldbeaboardmember)ortothe
boarditself.
Introduction
PortfolioManagementPMBOK9
APortfolioThetotalityofalloftheorganizations
programs,projects,andrelatedoperational
activities.PortfolioManagementisparticularly
concernedwiththemanagementofresources
acrosscompetingprojectsandprogramswith
particularregardto:
Scarceorlimitedresources andcapacitybottlenecks
Balance acrosstheportfoliobetweenriskandreturn
Timing oftheproject(i.e.,whenittakesplace)
PortfolioManagersmustensurethatSenior
Managementareprovidedwiththeinformation
theyrequire.
Globalv5.2
Introduction
PortfolioProgramProject
Relationship
Introduction
ProjectManagementOfficePMBOK10
TheProjectManagementOffice(PMO)isresponsible
forlinkingcorporatestrategy toprojectexecution.
Canhavevariousnames,dependingonthe
organizationandtheextentofitsrole:
PO ProjectOffice
PSO ProjectSupportOffice
PPSO ProjectsandProgramsSupportOffice
EPMO EnterpriseProgramManagementOffice
Globalv5.2
Introduction
ProjectManagementOffice
ThePMOcanbecometheCentreofExcellencefor
projectmanagement,theoverseeingbody forall
projectactivity,andthebodytowhichProject
Managersreport.
Attheotherextreme,thePMOmayjust:
Provideadministrativesupport toProject
Managersandteammembers.
Consolidateindividualprojectstatusreportsinto
programandcorporatereports, including
exceptionreporting.
Introduction
ProjectManagementOffice
Otherpossiblefunctions are:
IdentificationanddevelopmentofPMmethodology,
standards,documents,templates,etc.
Coordinationofresourceallocationacrossallprojects
Selection,operation,andmanagementofsuchproject
toolsasenterprisewideprojectmanagementsoftware
Consolidationanddisseminationoflessonslearned
DevelopmentandmanagementofPMjobdescriptions
andtrainingprogramsandprofessionaldevelopment.
Organizationofmentoringandskillsdevelopment
Coordinationofriskmanagementinitiatives
Ensureprojectandprogram/corporategoalsconsistent
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10
ProjectManagementMethodology
Acollectionofpolicies,procedures,guidelines,
templates,andmandatoryItemswhichdefinehow
projectsshouldbe: planned,monitored,and
controlled withinanorganization.
TheadoptionofPMIprocesses couldbethebasisof
amethodology.
Theuseofamethodologyhasmanyadvantages
particularly,consistencyofapproachacrossprojects.
ProjectManagement
MethodologyBenefits
Makeprojecthandovereasierwithacommon
formatbetweenPMs.
Allowforrollupofprojectsforacorporate
viewpoint.
Encourageslearningfromprojecttoproject through
astructuredapproach.
Fewermisunderstandingsthroughusingacommon
vocabulary.
Aclearandconsistentapproach withagreed
decisionpointsalongtheway.
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ProjectManagement
MethodologyBenefits
Fewerconflicts asclearrolesandresponsibilitiesare
definedupfront.
Effectivecommunication betweenthevarious
partiesinvolvedintheproject.
Fasterimplementationtime aslesseffortisspent
reinventingthewheeleachtime.
ChecklistsforlessexperiencedProjectManagers
reducessupportneeds.
Showscommitmentfromseniormanagement tothe
implementationofprojects.
2OrganizationalInfluencesand
ProjectLifeCycle
PMBOKPage19
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12
OrganizationalInfluencesandProjectLifeCycle
OrganizationalInfluencesonProjectManagement
OrganizationalStructures PMBOK21
Canhaveamajorimpactontheauthoritylevel of
theprojectperson*assignedtotheprojectand
onhowprojectresources areobtainedand
managed.
Organizationalstructuresareofthreetypes:
Functional. AllabouttheFunctionalManager.
Matrix. Aboutabalance!
Projectized.AllabouttheProjectManager!
*ProjectManagerorProjectCoordinator/ProjectExpeditor
dependingonthestructure.
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FunctionalOrganization
Usedprimarilywhere:
Projectliesentirelyormainlywithinasingle
functionalarea,suchasProductionor
Accounting
Projectpassesfromonefunctionalareato
another,suchasfromDevelopmentto
Implementation.
Usedforlessimportantprojectsorin
organizationswithnoprojectmanagement
culture.
TheremayormaynotbeanamedProject
Manager/Leader/Coordinator.
Ifthereis,suchapersonwillhaveminimal
powerwithintheirfunctionandvirtuallynone
outsideit.
FunctionalManagers coordinateallthe
activities andmakeallthemajordecisions.
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WeakMatrix
SimilartoaFunctionalOrgstructure
Basicdifference:coordinationresponsibilityis
delegatedtoprojectstaffinWeakMatrix.
Oftenanamedleader/coordinator butwith
limitedauthority,especiallyoutsidehis/herown
function.
PowerandauthoritystilllieswiththeFunctional
Managers
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BalancedMatrix
InabalancedmatrixthereisanamedProject
Managerwithreferentpowerfromthefunctional
managerandfromtheCEO.
TheProjectManagercoordinatesallproject
activities.
PowerisbalancedbetweenProjectManagersand
FunctionalManagers.
StrongMatrix
Radicalchangefromweakandbalanced.
ProjectManagersnowoperatefromaseparate
functionundertheirownmanagement.
ProjectManagerisnowfullyindependentofthe
FunctionalManagersstaassignedtoaproject
areownedbytheProjectManager.
FunctionalManagersretainlinemanagement
responsibilityfortheirstaffbutdailyproject
activitiesarecontrolledbytheProjectManager.
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Projectized
Aseparate,verticalstructureestablishedforeach
individualproject.
Suchprojectstructuresaretypicallyusedby
organizationsforwhichmainbusinessconsistsof
largecapitalprojects.
ProjectManagerhastotalcontroloverall
resourcesandreportsdirectlytoasenior
executive.
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OrganizationalProcessAssets (PMBOK27)
ListedasaninputtomanyPMIprocesses.
Consistofallthemethods,standards,policies,
procedures,andrules thatexisttoguideand
mandateprojectexecution.
Alsoincludedistheknowledgebase of
historicalprojectfiles and lessonslearnedand
theaccumulatedskillandknowledgeof
individualemployees.
EnterpriseEnvironmentalFactors PMBOK29
Projectstakeplacewithinacontextor
environment notinavacuum.
SomeEnterpriseEnvironmentalFactorsarewithin
thecontroloftheprojectpersonnelmostarenot.
Somefactorsareexternal totheorganization:
Nationalandglobaleconomicsituation
Governmentandindustrystandardsandregulations
Thecompetition
Supplierbehavior
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Somefactorsareinternal totheorganization:
Companymethodologyandorganization
Companyculture
Companyinfrastructureandcapability
Monitoring isthejointresponsibilityoftheProject
ManagerandtheProjectSponsor.Ingeneral,aProject
Manager isprimarilyconcernedwiththeinternal
environment,andtheProjectSponsor withtheexternal
environment.
ProjectStakeholdersandGovernance
ProjectStakeholders PMBOK30
Stakeholdersareoftwotypes:
Thoseindividualsorgroupsdirectlyinvolvedin
theproject.
or
Thoseindividualsorgroupswhoseinterestsare
impactedby theperformanceortheoutcomeof
theproject.
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ProjectGovernancePMBOK34
Corporate Governance: Thesystembywhich
companiesaredirectedandcontrolledforthe
benefitofshareholders.CorporateGovernance
provides:
Structure throughwhichorganizationalgoalsare
set
Themeansbywhichthegoals aretobemet
Monitoringofperformance againstthosegoals
Boardsofdirectorsareresponsible forthe
governanceoftheircompanies.
ProjectGovernance: AsubsetofCorporate
Governanceandconcernsthoseareasspecifically
relatedtoprojectactivities.ProjectGovernance
ensures:
ProjectPortfoliosarealignedtoCorporategoals.
Projectsaredeliveredefficiently.
TheBoardandmajorStakeholdersareprovided
withtimely,relevant,andaccurateinformation.
Theinterestsofdirectors,projectstaff,
stockholders,andotherStakeholdersarealigned.
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PrinciplesofProjectGovernance
Projectsshouldbeclearlylinkedtokeybusiness
objectives.
Thereshouldbeclearseniormanagement
ownership ofprojects.
Thereshouldbe effectiveengagementwith
Stakeholders.
Projectsshouldbedrivenbylongtermvalue,
ratherthanshorttermcost.
Projectsshouldbebrokendownintomanageable
steps.
PrinciplesofProjectGovernance
Leadersmusthavetherequiredprojectandrisk
managementskills.
Thereshouldbeappropriatecontactatseniorlevel
withkeysuppliers.
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ProjectTeam
CompositionofProjectTeams
Organizationalcultureoftenimpactsthe
compositionoftheteam.
Dedicated.Most(ifnotall)oftheteammembers
arefulltimeprojectteammembers.Often
appearinProjectizedOrganizations.
PartTime.Most(ifnotall)oftheteammembers
areparttimeteammembers meaning,they
haveotherresponsibilities(perhapsonother
projects)thatpullattheirtime.Oftenappearin
FunctionalOrganizations.
ProjectLifeCycle
CharacteristicsoftheProjectLifeCycle
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3ProjectManagementProcesses
PMBOKPage47
ProjectManagementProcessGroups
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ProcessGroups
Thereareatotalof47Processes in5Process
Groups,whichare:
Initiating (2processes)
Planning (24processes)
Executing (8processes)
Monitoring&Controlling (11processes)
Closing (2processes)
ProjectManagementProcessGroups
KnowledgeAreas
Initiating
Integration
DevelopProject
Charter
Planning
DevelopProject
ManagementPlan
Executing
DirectandManageProject
Work
Monitoring&Controlling
MonitorandControlProject
Work
PerformIntegratedChange
Control
Closing
CloseProjectorPhase
PlanScopeManagement
Scope
CollectRequirements
ValidateScope
DefineScope
ControlScope
CreateWBS
PlanScheduleManagement
ControlSchedule
DefineActivities
SequenceActivities
Time
EstimateActivityResources
EstimateActivityDurations
DevelopSchedule
PlanCostManagement
Cost
ControlCosts
EstimateCosts
DetermineBudget
Quality
HumanResource
PlanQualityManagement
PerformQualityAssurance
PlanHumanResource
Management
AcquireProjectTeam
ControlQuality
DevelopProjectTeam
ManageProjectTeam
PlanCommunications
Management
Communications
ManageCommunications
PlanRiskManagement
ControlCommunications
ControlRisks
IdentifyRisks
PerformQualitativeRisk
Analysis
PerformQuantitativeRisk
Analysis
Risk
PlanRiskResponses
Procurement
Stakeholder
IdentifyStakeholders
PlanProcurement
Management
PlanStakeholder
Management
ConductProcurements
ControlProcurements
ManageStakeholder
Engagement
ControlStakeholder
Engagement
CloseProcurements
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KNOWLEDGEAREAS
KnowledgeAreas
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Integration
Scope
Time
Cost
Quality
HumanResources
Communications
Risk
Procurement
Stakeholder
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IntegrationManagementPMBOK63
Theprocessesand
activitiesneededto
identify,define,
combine,unify,and
coordinate the
processesandproject
managementactivities
withinthevarious
ProcessGroups.
IntegrationManagement
4.1DevelopProjectCharter
ProducetheProjectCharter,whichformally
authorizes theproject,namestheProject
Manager,andprovidesthehim/herwiththe
authority tousetheorganizationsresourcesto
accomplishprojectobjectives.
4.2DevelopProjectManagementPlan
ProducetheProjectManagementPlan asingle,
cohesiveguidetoprojectexecution comprisedof
managementplans,baselines,andother
documents.
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4.3Direct&ManageProjectWork
Leadtheprojectteam inperformingtheworkas
detailedintheProjectManagementPlan,including
theimplementationofapprovedchanges.
4.4Monitor&ControlProjectWork
Track,review,andreporttheprogress madein
meetingtheperformanceobjectivesdetailedinthe
projectmanagementplan.
4.5PerformIntegratedChangeControl
Reviewchangerequests;approve/reject such
requests;andmanageapprovedchanges.
4.6CloseProjectorPhase
Finalizetheprojectactivities ofallProcessGroups
tocompletetheprojectorphaseinanorganized,
formalmanner.
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4.1DevelopProjectCharter
PMBOKPage66
DevelopProjectCharter
Whatsthepurpose?
ProducetheProjectCharter,whichformallyauthorizes the
project,namestheProjectManager,andprovidesthe
him/herwiththeauthority tousetheorganizations
resourcestoaccomplishprojectobjectives.
Howdoesithelp?
Providestheprojectwithadefinedstart andestablished
boundaries andseniormanagementwiththeopportunity
toformallyacceptandcommit totheeffort.
Whendoesithappen?
AttheverybeginningoftheProjectLifeCycle beforeany
substantialprojectplanning onthepartoftheProject
Managerandprojectmanagementteam.
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Inputs/Tools&Techs/Outputs
TheProcess
TheProjectCharternamestheProject
Manager.
TheProjectChartergivestheprojectagreen
light toproceed.
TheProjectChartershouldbebasedona
need,whichshouldbeclearlyexplained.
ProjectdoesnotexistuntilChartercreated.
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Inputs
ProjectStatementofWork(SOW)PMBOK68
Aformaldocumentdescribingactivities,
deliverables,andtimescale fortheperformance
ofspecified projectwork.
ForInternalProjects: SOWshouldbeprovidedby
ProjectSponsor anddetailtheproduct,business
needs,andservicerequirements.
ForExternalProjects:SOWshouldcomefrom
Customer aspartofanAgreement(contract)or
ProcurementDocument(RFP,RFI,orIFB).
SOWreferencesbusinessneed,productscope
description,and(ifinternal)strategicplan.
Inputs
BusinessCasePMBOK69
Whydocompanieschoosetoinitiate
projects?Thereasonsinclude:
CustomerRequest (mostcommon)
MarketDemandorBusinessNeed
TechnologicalAdvance
LegalRequirementorEcologicalImpact
SocialNeed
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30
Inputs BusinessCase
ObjectiveindevelopingaBusinessCase:Toprovide
ajustificationforcarryingouttheproject.
Itmustshowtheexpectedcostsandbenefits ofthe
projectandhowitfitsinwiththecompany
strategy andcontributestothecorporategoalsof
theorganization.
Notallcostsandbenefitsaretangible i.e.,easily
expressedinpurelymonetaryterms.
Inputs BusinessCase
Inanyorganization,usuallymanyproposedprojects
competingforlimitedfunds.
Therefore,purposeoftheBusinessCase isto
demonstratewhyaprojectisviableinitsownright
andwhyitshouldbefavoredoverothers.
Preparedpriorto theProjectLifeCycle.
Shouldcontainenoughinformationtoenablea
decisiontobemadeastowhethertocarryonwith
theproject.
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Inputs BusinessCase
TypicalBusinessCase mayinclude:
Descriptionofproblem/opportunity
CostBenefitAnalysis(CBA) results
ProjectSelectionMethods(PSM) employed
Principalreason(s)forconductingtheproject
Projectdeliverables/objectives
Expectedcosts/benefits(tangibleandintangible)
Fitintheorganizationsbusinessstrategy
Emphasisonschedule,cost,andquality
Highlevelrisks,successcriteria,assumptions
Inputs BusinessCase CBA

CostBenefitAnalysis(CBA)
Enablesthefinancialviabilityofprojectstobe
measured Onastandalonebasisandin
comparedtootherprojectscompetingforfunds.
TheCBAprocessshouldconfirmwhythe
forecastedcostandtimewillbeworththe
investment.
Shouldjustifytheproject baseduponthe
estimatedcostsandthevalueofprojected
benefits.
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Inputs BusinessCase PSM

BenefitCostRatio(BCR). Ratioofbenefitsto
costs.
BCR=Benefit/Cost.
Forexample,ifaprojectgenerates$125,000in
benefits(profits)andcosts$50,000,the
benefitcostratiowouldbe2.5:
BCR=$125,000/$50,000.
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ProjectSelectionMethods(Implied)
AlsoknownasBenefitMeasurementMethods
Twotypes ofPSM:
BusinessBasedPSM FinancialBasedPSM
OpportunityCost
PaybackPeriod

ReturnonInvestment (ROI)
ReturnonInvestedCapital (ROIC)
EconomicValueAdd(EVA)
InternalRateofReturn (IRR)
PresentValue (PV)
NetPresentValue (NPV)
DiscountedCashFlow (DCF)

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OpportunityCost
IfIturnleft,whatamImissingbynot turning
right?!
Needtoknowthesmaller (theOpportunitythat
wasmissed)thebetter.
PaybackPeriod
Numberofperiodstopaybackaprojectscost.
Forexample,ifaprojectcostsS1millionandwill
generaterevenueof$100,000peryear,thenthe
PaybackPeriodwouldbe10years.
Needtoknowthesmaller (thePaybackPeriod)
thebetter.
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ReturnonInvestment(ROI).Howmuchreturn
youwillmakeonyourinvestment?
ROI=(NetIncome Cost)/Cost.
Calculationnotrequired forthePMPExam.
Needtoknowbiggerisbetter.
ReturnonInvestedCapital(ROIC).Looksathow
anorganizationusesthemoneyinvestedina
project:
ROIC=NetIncome(fromproject)/TotalCapital
(investedinproject)
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EconomicValueAdd(EVA).Looksatnetprofits
and costofcapital:
EVA=NetOperatingProfit(aftertax) Costof
Capital
InternalRateofReturn(IRR).Looksatthe
projectasaninterestrate.
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PresentValue(PV).Howmuchisthevalue
todayofafuturecashflow?Howmuchisa
projectworthrightnow?
Forexample,ifyouwillreceiveafuturecashflow
in3yearsof$1million,whatwouldthatbe
worthtodayiftheinterestrateis5%?
PV=FV/(1+i)n
PV=$1,000,000/(1+.05)3
PV=$1,000,000/(1.05)3
PV=$1,000,000/((1.05)(1.05)(1.05))
PV=$863,841
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PresentValue(PV)
NetPresentValue(NPV)
SameasPVbutwithcostsadded.
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DiscountedCashFlow(DCF)
DCFusescompoundinterestcalculationtoreflect
thecostofmoneybydiscountingfuturecash
flowstoanequivalentpresentvalue.
Nolongerrequired tocalculateDCFonexam.
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Agreements
Inputs
Agreementsmaytakenumerousforms:
Contract,MemorandumofUnderstanding
(MOU),ServiceLevelAgreement (SLA),Letters
ofIntent,evenverbalagreements,email,or
otherwrittendocuments.
Inallcases,theyareusedtoestablishthelegal
framework inwhichtheprojectistobe
conducted.
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InputsAgreements
KEEPINMIND:
IftheBuyer istheorganizationconducting
theproject,theAgreementservesasan
OutputoftheConductProcurements
process.
IftheSeller isconductingtheproject,
theAgreementisanInputtothisprocess,
DevelopProjectCharter.
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Inputs
EnterpriseEnvironmentalFactors(EEFs)PMBOK70
Laws,regulations,yourcompanysvalues,the
marketplace,yourcompanysorganizational
structure.
AlwaysanInput,neveranTool/TechorOutput!
OrganizationalProcessAssets(OPAs)PMBOK70
Historicalinformation,lessonslearned,knowledge
bases,companyprocessesandprocedures,etc.
AlwaysanInput,neveranTool/TechorOutput!
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Tools&Techs
ExpertJudgmentPMBOK71
UsedinthisprocesstoassesstheInputsusedin
developingtheProjectCharter.
Fromeitherinsideoroutsidetheorganization,a
Stakeholderornot,paidorfree.
Whoeverpossessestherequiredknowledge.
AlwaysaTool/Tech,neveranInputorOutput.
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Tools&Techs
FacilitationTechniquesPMBOK71
Brainstorming,conflictresolution, problem
solving,meetingmanagement alltechniques
which,inthehandsofafacilitator,helptheteam
achievetheirobjectives.
AlwaysaTool/Technique, neveranInputor
Output.
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Outputs
ProjectCharterPMBOK 71
thedocumentissuedbytheProjectInitiator
orSponsor thatformallyauthorizestheexistence
ofaprojectandprovidestheProjectManager
withtheauthority toapplyorganizational
resourcestoprojectactivities.PMBOK71
ProjectCharternamestheProjectManager.
Givestheprojectagreenlight toproceed.
Shouldbebasedonaneed,whichshouldbe
clearlyexplained.
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Outputs ProjectCharter
Projectdoesnotexist untilProjectCharter
created.
ProjectCharterdocuments:
Purposeofproject
Descriptionofprojectanditsboundaries
Objectivesandsuccesscriteria
Assumptionsandconstraints
RisksknownatthisearlystageintheProjectLifeCycle
Stakeholdersknownatthisearlystage
Outputs ProjectCharter
Mostimportantly,ProjectCharterdocuments:
Highlevelrequirements (Scope)
Summarymilestoneschedule (Time)
Summarybudget (Cost)
ProjectManagers name
ProjectSponsors nameandsignature
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4.2DevelopProject
ManagementPlan
PMBOKPage72
DevelopProjectManagementPlan
Whatsthepurpose?
ProducetheProjectManagementPlan asingle,
cohesiveguidetoprojectexecution comprisedof
managementplans,baselines,andotherdocuments.
Howdoesithelp?
ProvidestheprojectteamandotherStakeholderswith
adocumentthatservesasafoundationforproject
work.
Whendoesithappen?
StartedearlyintheProjectLifeCycle butcantbe
finisheduntilkeyOutputs ofotherplanningprocesses
arecompleted andintegratedintothedocument.
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Develop Project Management Plan
PMBOK 4.2
Knowledge Area: Integration Management

Process Group: Planning
INPUTS
Scope Baseline
Project
CharterDocumentation
Requirements
Outputs
Other Processes
Teaming from
Agreements
Enterprise Environmental Factors
Risk Register
Organizational Process Assets
Risk-Related Contract Decisions
Activity Resource Requirements
Project Schedule
Activity Cost Estimates
Cost Performance baseline
= Documentation.
TOOLS & TECHNIQUES

Expert Judgment
Facilitation Techniques
= Mix of documentation and activity.
= Action or Activity.
OUTPUTS
Project Management Plan
= Non-document Output.
TheProcess
TheOutputofthisprocess,theProject
ManagementPlan,thoughttobebymanyas
themostimportantprojectdocument.
Itspurposeisto(a)guidetheteam inits
execution,monitoring,andcontrolof
project;and(b)aidStakeholder
understanding bycommunicatingthe
team'sintentions.
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Inputs
ProjectCharter
WhatarethefivemajorcontentsoftheProject
Charter?
WhosenamesappearintheCharter?
WhatsthedifferencebetweentheProject
CharterandtheProjectSOW?
Inputs
OutputsfromPlanningProcessesPMBOK74
SubsidiaryManagementPlans Every
KnowledgeArea(exceptIntegration)hasone,
plus oneforRequirementsManagement:
ScopeManagementPlan
MajorOutputofthePlanScopeManagement
process.
RequirementsManagementPlan
MajorOutputofthePlanScopeManagement
process.
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Inputs OutputsfromPlanningProcesses
ScheduleManagementPlan
Only OutputofthePlanScheduleManagement
process.
CostManagementPlan
Only OutputofthePlanCostManagement process.
QualityManagementPlan
Major OutputofthePlanQualityManagement
process.
HumanResourceManagementPlan
Only OutputofthePlanHumanResource
Management process.
Inputs OutputsfromPlanningProcesses
CommunicationsManagementPlan
MajorOutputofthePlanCommunications
Managementprocess.
RiskManagementPlan
Only OutputofthePlanRiskManagement process.
ProcurementManagementPlan
MajorOutputofthePlanProcurement
Management process.
StakeholderManagementPlan
MajorOutputofthePlanStakeholder
Management process.
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Inputs
EnterpriseEnvironmentalFactors(EEFs)
NametwointernalEEFsandtwoexternalEEFs
CanyouthinkofanEEFthatcouldhaveanimpact
onthisprocess?
OrganizationalProcessAssets(OPAs)
OfalltheorganizationsOPAs,whatmightbeof
valueasanInputtothisprocess?
WhatarethetwomaincategoriesofOPAs?
Tools&Techs
ExpertJudgment
WhatmightbetheactualcontentofExpert
Judgmentwithrespecttothisprocess?
Ingeneralterms,howwouldyoudefineExpert
Judgment?
FacilitationTechniques
WhataresomeexamplesofFacilitation
Techniques?
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Outputs
ProjectManagementPlanPMBOK76
Thebaseline againstwhichfutureactionsare
measured.
Alivingdocumentsubjecttoversioncontrol.
Purposeistwofold:guidetheprojectteam inits
executionofprojectactivities;andcommunicate
theProjectManagersintentions tothe
Stakeholders.
Projectplanningisateamactivity andtheplan
musthavethebuyinofkeyStakeholders.
Outputs ProjectManagementPlan
ThinkoftheProjectManagementPlan contents
as9 4 3:
9ManagementPlans:OneforeachKnowledge
Areaexcept IntegrationKnowledgeArea.
4OtherAreaPlans:Change,Configuration,and
RequirementsManagementPlans;and a
ProcessImprovementPlan.
3Baselines: Scope,Schedule,Cost.
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Outputs ProjectManagementPlan
Plusotherplanningdocuments:
SeePMBOKpage78 forarepresentativelistof
PMPcomponentsandalistingofProject
Documents whicharenotthesame!Project
Documentsinclude:
Agreements
ProjectCharter
ProjectSOW
Andmore
4.3DirectandManageProject
Work
PMBOKPage79
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Direct&ManageProjectWork
Whatsthepurpose?
Leadtheprojectteam inperformingtheworkas
detailedintheProjectManagementPlan,includingthe
implementationofapprovedchanges.
Howdoesithelp?
Providestheprojectwiththeleadershipandoverall
managementexpertise requiredtoperformthework
oftheproject.
Whendoesithappen?
ThroughouttheentireProjectLifeCycle.
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TheProcess
ItisallaboutdoingthedailyworkofaProject
Manager managingthemultipleand
interrelatedactionsthatneedtobedone to
accomplishtheworkdetailedintheProject
ManagementPlan:
Obtain,organize,motivateteammembers
Obtainbids,offers,quotations
Selectsuppliersandcontractors
Create,verify,validatedeliverables
Managerisk
Andmore!
Inputs
ProjectManagementPlan
OfallthecomponentsoftheProject
ManagementPlan(PMP),whatmightbeofthe
mostvalueasanInputtothisprocess?
Howdoyourememberthecontentsofthe
ProjectManagementPlan?
WhatsthetwofoldpurposeofthePMP?
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Inputs
ApprovedChangeRequestsPMBOK 82
AnOutputofthePerformIntegratedChange
Control processwheretheywere
reviewed/approvedbytheChangeControlBoard
(CCB)butimplementedhere,intheDirect&
ManageProjectWork process.
Mayincludetheimplementationofeither
CorrectiveActions orPreventiveActions.
Allchanges whetherapprovedorrejected are
updatedinaChangeLog.
Inputs
onthisprocess?
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Tools&Techs
ExpertJudgment
Judgment?
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Tools&Techs
ProjectManagementInformationSystemPMBOK84
Tools,proceduresandprocessesusedforcollecting,
collating,anddisseminatinginformation generated
byprojectmanagementprocesses,including
integratedtoolsfor:schedulecontrol,configuration
management,informationcollectionand
distribution,anddocumentmanagementand
control.
TheProjectManagementInformationSystem
(PMIS) isalsoreferredtoasInformation
Management.
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Tools&Techs
MeetingsPMBOK84
Focusedontopics ofconsiderable(andoften
immediate)significancetotheproject.
Usuallyofthreetypes:
InformationExchange
Brainstorming,OptionEvaluation,Design
DecisionMaking
Meetingparticipantsmayinclude:ProjectManager,
ProjectTeam,Stakeholders involvedorimpactedby
topicsaddressed. Eachshouldhaveadefinedrole.
Tools&Techs Meetings
Consideredbestpracticetonotmixmeetingtypes.
Shouldbeplannedbeforehandwithaclearpurpose
andreasonableagenda tobecoveredinan
establishedtimeframe documented (inmeeting
minutesandactionitems),andstored asdictatedin
theProjectManagementPlan.
FacetoFace meetingsinsamelocationaremost
effective.Virtual meetingsaresecondbest but
necessaryandcanbeheldusingconferencingtools.
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Outputs
DeliverablesPMBOK84
MajorOutputandoverallgoal ofthisprocess:
Producetheprojectsdeliverables.
KEEPINMIND:
Thisprocessprovidesthetopleveloversight
function necessarytoensurethatallofthe
otherExecutingprocessesaredoneaccording
tothePMP.
AndalloftheotherprocessesintheExecuting
processgrouphaveaonegoalincommon:
Producethedeliverablesoftheproject.
Outputs
Alsokeepinmindtheflowofdeliverables
throughtheProjectLifeCycle andthepart
playedbyDirect&ManageProjectWork,
asdepictedbelow: Direct & Manage Project Work
Output:
Deliverables
Processes
Control
Quality
Validate
Scope
Close Project
or Phase
Input:
Deliverables
Input:
Verified
Deliverables
Input:
Accepted
Deliverables
Output:
Verified
Deliverables
Output:
Accepted
Deliverables
Output:
Transitioned
Deliverables
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Outputs
WorkPerformanceDataPMBOK 85
therawobservationsandmeasurements
identifiedduringactivitiesbeingperformedto
carryouttheprojectwork.PMBOK85
PassedontotheMonitor&Controlprocesses of
eachKnowledgeAreaformoreanalysis.
Examplesinclude:
Workcompletedandperformanceindicators
Technicalperformancemeasures,changerequests
Activitystartandfinishdates
Defectsandactualcostsandmore!
Outputs
ChangeRequestsPMBOK85
Arequesttochangeadocument,adeliverable, or
abaseline.
MaybesubmittedbyanyStakeholder (involved
intheproject)directlyorindirectly;internallyor
externallyinitiated;optionalormandatedbylaw
orcontract.
Inallcases,shouldbesubmittedinwrittenform
andenteredinaChangeLog.
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Outputs ChangeRequests
Mayinclude:
CorrectiveAction (CA): Something hasknockedthe
projectoffplan! Thisisactionthatgets
performancebackontrack andalignedwiththe
projectplan.
PreventiveAction (PA):Nothing hasknockedthe
projectoffplan!PAisactionthatensuresthe
projectwillstayontrack andalignedwiththeplan.
(Oftenassociatedwithrisk.)
DefectRepair:Actiontoalterorchangea
nonconformingproductcomponent.
Updates:Changestodocuments,plans,andthe
liketoreflectadditionalorrevisedideasorcontent.
Outputs
PMPUpdatesPMBOK85
Acommonoutput ofmanyprocesses!
PMPUpdatesvary,dependingontheprocess.
Inthisprocess,updatesmaybemadeto:
AllKnowledgeAreaManagementPlans
AllBaselines
AswellastheRequirementsManagementPlan
andtheProcessImprovementPlan
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Outputs
ProjectDocumentUpdatesPMBOK86
Acommonoutput throughoutallofthe
processes!
ProjectDocumentUpdatesvary,dependingon
theprocess.
RequirementsDocumentation
ProjectLogs
RiskRegister
StakeholderRegister
4.4MonitorandControlProject
Work
PMBOKPage86
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Monitor&ControlProjectWork
Whatsthepurpose?
Track,review,andreporttheprogress madein
meetingtheperformanceobjectivesdetailedinthe
projectmanagementplan.
Howdoesithelp?
Stakeholdersareenabledtounderstandcurrent
projectstatus,alongwithscope,time,andbudget
forecasts.
Whendoesithappen?
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Inputs
Inputs
ScheduleForecastsPMBOK 89
Usuallybasedontheprogressoftheprojectas
measuredagainsttheScheduleBaseline.
DataisderivedfromEarnedValue
Measurements (EVM) ScheduleVariance (SV)
andSchedulePerformanceIndex (SPI).
Onsmallerprojects,variancesagainstplanned
andforecastedfinishdatesmaybeusedinplace
ofEVM.
KEEPINMIND:ThisInputisanOutput ofthe
ControlSchedule processupcoming!
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Inputs
CostForecastsPMBOK 89
Usuallybasedontheprogressoftheprojectas
measuredagainsttheCostBaseline.
DataisderivedfromEarnedValue
Measurements (EVM) CostVariance (CV)and
CostPerformanceIndex (CPI).
ComparinganEstimatetoComplete(ETC)tothe
BudgetatCompletion(BAC)alsousefulincost
forecasting.
Inputs CostForecasts
Onsmallerprojects,variancesagainstplanned
andforecastedfinishdatesmaybeusedinplace
ofEVM.
ControlCosts processupcoming!
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Inputs
ValidatedChangesPMBOK90
Anychangeorrepairtoadeliverable(orpartofa
deliverable)stillinprogressthathasbeen
approved.
Notethatsuchchangeswillhavealreadypassed
throughthePerformIntegratedChangeControl
process.
ControlQuality processupcoming!
Inputs
WorkPerformanceInformationPMBOK90
Thedatathat,first,hasbeencollectedfromthe
Monitor&ControlProcessGroupprocesses,
analyzedincontext andthen integrated,based
onrelationships,acrossallareasoftheproject:
WorkPerformanceDatatransformedintoWork
PerformanceInformation.
WorkPerformanceInformationmaybeasound
foundationforprojectdecisions Work
PerformanceDatacannot.
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Inputs WorkPerformanceInformation
Examplesinclude:deliverablesstatus,
implementationstatus(asrelatedtoChange
Requests),forecastedEstimatestoComplete
(ETC).
ValidateScope processupcoming!
KEEPINMIND:ThedifferencebetweenWork
PerformanceInformation andWork
PerformanceData and WorkPerformance
Reports.
Inputs
onthisprocess?
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Tools&Techs
ExpertJudgment
Judgment?
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Tools&Techs
AnalyticalTechniquesPMBOK91
Anytechniqueusedtopredictconceivable
outcomes basedonpotentialvariationsofproject
orenvironmentalvariablesandtheirrelationships
withothervariables.Examplesinclude:
RegressionAnalysis
GroupingMethods
CausalAnalysis
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Tools&Techs
ProjectManagementInformationSystems(PMIS)
WhatisPMISalsoknownas?
Meetings
AreFacetoFaceMeetingsasdesirableasVirtual
Meetings,oristherenodifference?
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Outputs
ChangeRequests
Whatkindsofactionsmightbeincludedin
ChangeRequests?
WhomaysubmitaChangeRequest?
Howshouldtheybesubmitted?
AreChangeRequestsdocumented?Ifso,whats
thenameofthedocument?Isitpartofthe
PMP?
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Outputs
WorkPerformanceReportsPMBOK 93
TherepresentationofWorkPerformance
Informationcompiledinprojectdocuments
intendedtogeneratedecisions,actions,
awareness. PMBOK93
Examplesincludestatusreports,memos,
Informationnotes.
KEEPINMIND:Thedifferencebetween
WorkPerformanceReports andWork
PerformanceInformation andWorkPerformance
Data! SeePMBOK467forMoreInformation
PMPUpdates
Outputs
ManagementPlans Scope,Schedule,Cost,and
Quality
AllBaselines
AswellastheRequirementsManagementPlan
ProjectDocumentUpdates
Schedule/CostForecasts
WorkPerformanceReports
IssueLog
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4.5PerformIntegratedChange
Control
PMBOKPage94
Perform IntegratedChangeControl
Whatsthepurpose?
Reviewchangerequests;approve/reject such
requests;andmanageapprovedchanges.
Howdoesithelp?
Itallowsforapproved,documentedchanges to
beconsideredinanintegratedandorganized
manner.
Whendoesithappen?
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PerformIntegratedChangeControl
TheProcess
Conductedfromthestartoftheprojectuntil
toitsfinish.
Changes mayberequestedbyany
Stakeholder butmustbeinwriting.
EverydocumentedChangeRequestmustbe
eitherapprovedorrejectedby:
ProjectSponsor
ProjectManager
AppropriateStakeholder
ChangeControlBoard (CCB)
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Inputs
ManagementPlan,whatmightbeofthemost
WhatstheprocessthatproducedthisInputasan
Output?
WorkPerformanceReports,WorkPerformance
Data,WorkPerformanceInformation whatare
thedifferences?SeePMBOK467
Whichcomesfirst?Whichlast?
Inputs
ChangeRequests
WhocansubmitaChangeRequest? Howmust
theybesubmitted?AChangeRequestmightlead
toaCorrectiveAction.Howmightyoudefinea
CorrectiveAction?
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Tools&Techs
ExpertJudgment
Judgment?
Meetings
Meetingsareusuallyofthreetypes.Canyou
nameone?Howabouttwo?
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Tools&Techs
ChangeControlToolsPMBOK99
Manual orautomated.
UsedtofacilitateConfigurationManagement and
ChangeManagement.
Toolselectiontobebasedonneeds ofStakeholders,
andshouldincludeorganizationalandenvironmental
considerationsand/orconstraints.
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Outputs
ApprovedChangeRequestsPMBOK 99
AnOutputofthisprocess,PerformIntegrated
ChangeControl wheretheyarereviewed/
approvedbytheChangeControlBoard(CCB)
butanInputtheDirect&ManageProjectWork
process.
Mayincludetheimplementationofeither
CorrectiveActions orPreventiveActions.
Allchanges whetherapprovedorrejected are
updatedinaChangeLog.
Outputs
ChangeLogPMBOK100
AllChangeRequestsandtheirdisposition
approvedorrejected aredocumentedinthe
ChangeLog.
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PMPUpdates
Outputs
AnyoftheKnowledgeAreaManagementPlans
AnyBaseline subjecttochangecontrolprocess
KEEPINMIND:ChangestoBaselinesapplyonly
tothecurrenttimeforward pastperformance
maynotbechanged.
ProjectDocumentsupdatedhereapplyonlyto
thosedocumentsspecifiedinthePMPassubject
tothechangecontrolprocess.
Extras ChangeControlBoard
ChangeControlBoard(CCB)
Onlargeprojects,shouldalwaysbeaformal
ChangeControlBoard toapproveordenychange
requests.
Forsmallerprojects,thismaybeanunacceptable
overhead anddecisionsmaybemadebythe
ProjectSponsor,ProjectManager,orappropriate
Stakeholders.
Responsibilityforsomechangesmaybedelegated
byCCB(orProjectSponsor)buttheymustsll
gothroughthesameformalprocess.
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ExtrasChangevs.Configuration
ChangeControlvs.ConfigurationControl
ChangeControl:
Focusedonidentifying,documenting,
approving/rejectingchangestoprojectdocuments,
deliverables, baselines.
ConfigurationControl:
Focusedonthespecificationsofdeliverablesand
processes.
ControlisimplementedviaestablishedConfiguration
Management activities.
ExtrasChangevs.Configuration
ConfigurationManagement activitiesinthisprocess
include:
ConfigurationIdentification:Breakingdownproject
deliverablesintoindividualconfigurationitemsand
creatingauniquenumberingsystem.
ConfigurationStatusAccounting:Recordingeventsthat
havehappenedtoasystemunderdevelopmenttoallow
comparisonwiththedevelopmentplanandprovide
traceability.
ConfigurationVerificationandAudit:Intendedto
demonstratetheproductsproducedconformtocurrent
specificationandallprocedureshavebeenfollowed.
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ExtrasChangeControl:Integrated/Effective
IntegratedChangeControlisconcerned
with:
Influencingthefactorswhichcreatechange
Determiningthatchangedhasoccurred
Managingthechangesthatoccur
EffectiveIntegratedChangeControlrequires:
Maintainingbaselineintegrity
Maintainingproductdefinition
Coordinationacrossallareas
ExtrasKeyChangeControlDocuments
ChangeRequestForm:Adocumentfor
formallyrequestingachange,recordingthe
impactandthedecisionoftheChange
ControlBoard.
ChangeLog:Recordsallchangerequests
andkeepstrackofstatus.
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ExtrasWhyChangeOccurs
Thereareacceptablereasons forchanges
Externaleventstriggeredbyregulators,
competitors,marketplace.
Risksorissueswhichaffecttheprojectsscope,
timescales,costs,qualityorbenefits.
Improvementstoproductsorprocesses.
Prioritychanges.
Newinformation.
ExtrasWhyChangeOccurs
andthereareunacceptablereasons for
changes.
Inadequaterequirementsgathering.
Poorprojectdefinition.
IneffectiveStakeholdermanagement.
Unrealisticestimates.
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4.6CloseProjectorPhase
PMBOKPage100
CloseProjectorPhase
Whatsthepurpose?
Finalizetheprojectactivities ofallProcessGroupsto
completetheprojectorphaseinanorganized,formal
manner.
Howdoesithelp?
Inadditiontoformallymarkingtheendofproject
work,italsoprovidestheopportunitytodocument
lessonslearned andorchestratethereleaseof
resources.
Whendoesithappen?
Attheendofacompletedphase orattheendofthe
project.
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CloseProjectorPhase
CloseProjectorPhase
Inputs
OfallPMPcomponents,whatmightbeofthe
AcceptedDeliverablesPMBOK102
Deliverablesthat(a)havemettheAcceptance
Criteria and(b)havebeenapproved byeitherthe
ProjectSponsorortheCustomer.
Basedonformaldocumentation fromtheProject
SponsorortheCustomeracknowledging
acceptancemustbereceived.
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CloseProjectorPhase
Inputs AcceptedDeliverables
Remembertheflowofdeliverables fromControl
Quality,thoughValidateScope,to CloseProjector
Phase allunderthewatchfuleyeofDirect&Manage
ProjectWork!
CloseProjectorPhase
Inputs
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CloseProjectorPhase
Tools&Techs
ExpertJudgment
AnalyticalTechniques
WhatisthepurposeoftheuseofAnalytical
Techniques?
CanyounameonetypeofAnalyticalTechnique?
Meetings
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CloseProjectorPhase
Outputs
FinalProduct,Service,ResultTransitionPMBOK103
Theofficialhandoveroftheprojects
deliverable(s)totheCustomeror thetransitionofan
intermediatedeliverabletothenextphase.
Thetransitionwouldverylikelywouldinclude
acceptancedocumentation signedbytheCustomer
atthetimeofacceptance.
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CloseProjectorPhase
Outputs
OPAUpdatesPMBOK103
OPAUpdatesvary,dependingontheprocess.
ProjectFiles,includingthePMP;calendars;
registers;documentationrelatedtochangesand
more!
ProjectorPhaseClosureDocuments Formal
documentationindicatingphaseorprojectclosure
HistoricalInformation,includingLessonsLearned.
CloseProjectorPhase
Outputs OPAUpdates
OPAUpdates
KEEPINMIND:Toensuethatallrequirements
havebeencompletedasplanned,theProject
Managershouldreviewindetailpriorphaseand
Customeracceptancedocumentation(fromthe
ValidateScopeprocess).
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CloseProjectorPhase
Extras
HandoverofDeliverables
Formalhandoverofproduct/facility
Maintenanceprocedures Training
Definitionandresolutionofsnagginglists
Handovermustbeformalandrecorded
AdministrativeCloseout
Archivingofprojectfiles
Clientdocumentation
Completionofaudittrail
Disposalofsurplusstocks/equipment
CloseProjectorPhase
Extras
ContractCompletion
Formalacceptance
Paymentsreceived
Subcontractorspaid
FinancialAccounting
Allcostsandrevenuesreconciledtobaseline
budgetandanychanges
PrepareforthePostProjectReview
Mainpurposeistorecordlessonslearnedfor
useinfutureprojectperformanceimprovement.
Shouldbechairedbyanindependentfacilitator.
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CloseProjectorPhase
Extras
HoldaCloseOutMeeting
DonewiththeCustomertoformallycloseproject
andensuretherearenooutstandingissues.
ConductPostProjectReview
Formalreviewofthemanagementoftheproject
todocumentlessonslearned
StaffIssues
Redeployment
Feedbackonperformance
Exitplantocompleteoutstandingtasks.
IntegrationKnowledgeArea
SampleTestQuestions
1.Whichofthefollowingprocessesdevelopsthedocument
thatformallyauthorizestheproject?
a. DirectandManageProjectWork
b. MonitorandControlProjectWork
c. DevelopProjectCharter
d. DevelopProjectManagementPlan
2.Whichofthefollowingisnotanexampleofaprojectsuccess
factor?
a. Topmanagementsupport
b. Deliveringtotimeandbudget
c. Aclearprojectmission
d. Adequateresources
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SampleTestQuestions
3.AChangeControlBoard(CCB)is___.
a. Recommendedforuseonallprojects,largeorsmall
b. Usedasrequiredtoapproveorrejectchangerequests
c. ManagedbytheProjectManagerwhoservesasits
secretary
d. Composedofkeymembersoftheprojectteam
4.WithinthefiveProcessGroups,whichgroupissuperimposed
ontheotherfour?
a. Planning
b. Monitoring&Control
c. Execution
d. Closure
SampleTestQuestions
5.WhichofthefollowingisNOTpartofDirectandManage
ProjectWork?
a. Manageexpectedprojectbenefits
b. Managerisk
c. Managechange
d. Managecontractors
6.WhichofthefollowingwouldyouNOTexpecttofindinthe
ProjectCharter?
a. Projectsuccesscriteria
b. Outlinebudgetandschedule
c. ProjectManagerauthoritylevel
d. Projectteamrolesandresponsibilities
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ScopeManagementPMBOK105
Theprocessesrequired
toensurethatthe
projectincludesallthe
work andonlythe
work thatisrequired
tosuccessfully
completetheproject.
ScopeManagement
5.1PlanScopeManagement
ProducetheScopeManagementPlan,adocument
thatexplainshowtheprojectscopewillbedefined,
validated,andcontrolled.
5.2CollectRequirements
DetermineanddocumentintheRequirements
Documentation theStakeholdersneedsand
requirementsinordertomeettheobjectivesofthe
project.
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ScopeManagement
5.3DefineScope
ProducetheProjectScopeStatement,adetailed
descriptionofboththeproductandtheproject.
5.4CreateWBS
ProducetheWorkBreakdownStructure(WBS),
agraphicalsubdivisionofprojectdeliverables
beginningwiththeScopeStatement intosmaller,
moremanageablecomponents.
ScopeManagement
5.5ValidateScope
Obtainformalacceptance oftheprojects
deliverables.
5.6ControlScope
Monitorscopestatus bothproductandproject
scope andmanagechanges totheScopeBaseline.
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5.1PlanScopeManagement
PMBOKPage107
PlanScopeManagement
Whatsthepurpose?
ProducetheScopeManagementPlan,adocument
thatexplainshowtheprojectscopewillbedefined,
validated,andcontrolled.
Howdoesithelp?
Thisdocumentwillprovideguidanceanddirectionon
howtomanagethescope duringallphasesofthe
ProjectLifeCycle.
Whendoesithappen?
AfterProjectCharter hasbeendeveloped butbefore
CollectRequirements process.
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PlanScopeManagement
PlanScopeManagement
Inputs
ProjectCharter
WhymighttheProjectCharterbeanInputtothis
process?
WhoisresponsibleforthecreationoftheProject
Charter?Whosignsit?Whosenameappearsin
theProjectCharter?
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PlanScopeManagement
Inputs
onthisprocess?
PlanScopeManagement
Tools&Techs
ExpertJudgment
Judgment?
Meetings
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PlanScopeManagement
Outputs
ScopeManagementPlanPMBOK109
Ahowtosubsidiarymanagementplan that
becomespartoftheProjectManagementPlan.
Describesallmanagementactivitiesplannedby
theteamregardingthescopeitsdefinition,
development,monitoring,control,and
verification. Detailsintheplanaddress:
Howformalacceptance ofthedeliverableswillbe
obtainedfromtheCustomer,
Howrequestsforchanges tothescopewillbe
managed.
PlanScopeManagement
Outputs ScopeManagementPlan
Howsubsequentprocesses intheScope
Managementareawillbeconducted.
Howotherscopedocuments suchastheScope
StatementandtheWorkBreakdownStructure
(WBS) willbedeveloped.
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PlanScopeManagement
Outputs
RequirementsManagementPlanPMBOK110
Describeshowrequirementswillbeanalyzed,
documented,managed.Also:
Planning,Tracking,Reporting ofrequirementsand
changestotheproductactivities.
RequirementsPrioritization process
ProductMetrics thatwillbeused
TraceabilityStructure thatreflectswhichattributes
willbedisplayedintheRequirementsTraceability
Matrix.
5.2CollectRequirements
PMBOKPage110
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88
CollectRequirements
Whatsthepurpose?
DetermineanddocumentintheRequirements
Documentation theStakeholdersneedsand
requirementsinordertomeettheobjectivesofthe
project.
Howdoesithelp?
Itprovidesabasisforprojectandproductscope
definitionandmanagement.
Whendoesithappen?
AfterPlanScopeManagement process butbefore
DefineScope process.
CollectRequirements
PMBOK 5.2
Collect Requirements
Knowledge Area: Scope Management
INPUTS
Scope Baseline
Scope
Management
Plan
Requirements
Documentation
Requirements
Management Plan
Teaming
Agreements
Stakeholder Management Plan
Risk Register
Project Charter
Stakeholder Register
Project Schedule
= Documentation.
TOOLS & TECHNIQUES
OUTPUTS
Interviews
Focus Groups
Facilitated Workshops
Group Creativity Techniques
Group Decision Making
Techniques
Questionnaires and Surveys
Observations
Prototypes
Benchmarking
Context Diagrams
Document Analysis
Requirements Documentation
Requirements Traceability
Matrix
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CollectRequirements
Inputs
ScopeManagementPlan
WhichprocessproducedthisplanasanOutput?
RequirementsManagementPlan
ProjectCharter
process?
CollectRequirements
Inputs
StakeholderManagementPlanPMBOK113
Includesthestrategiesdevelopedinthisprocess
designedtoengageStakeholdereffectively.
Contentsoftheplanmayinclude:
Currentanddesiredengagementlevels.
Interrelationships thatmayexistamong
Stakeholders.
Andmore!
PlanStakeholderManagement process
upcoming!
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CollectRequirements
Inputs
StakeholderRegisterPMBOK113
AllthedetailsrelatedtotheIdentifyStakeholder
process,includingIdentificationInformation,
Assessmentinformation,Stakeholder
Classification.
AlsoincludedmaybetheClassificationModels
usedintheIdentifyStakeholderprocess:the
Power/Interest,Power/Influence,and
Influence/ImpactGrids,ortheSalienceModel.
IdentifyStakeholders processupcoming!
CollectRequirements
Tools&Techs
InterviewsPMBOK114
Formal/informaltechniqueusedtogather
informationfromStakeholderstohelpidentify/
define thedeliverablesfeaturesandfunctions.
Conductedononetoonebasis betweenan
intervieweeandinterviewer,whousesspontaneous
aswellas preparedquestions,and thenrecordsthe
intervieweesresponses.
Mayinvolvemultipleinterviewersand/ormultiple
interviewees.
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CollectRequirements
Tools&Techs
FocusGroupsPMBOK114
Expectationsandattitudes ofkeyStakeholders
andsubjectmatterexperts,regardingthe
deliverables,aregatheredinagroupsetting with
atrainedmoderator leadingthegroupthroughan
discussion.
Discussiontypicallydesignedtobemore
interactive andconversational, ratherthana
formal,onetooneinterview.
CollectRequirements
Tools&Techs
FacilitatedWorkshopsPMBOK114
KeyStakeholders broughttogethertodefinecross
functionrequirements.
Intheworkshopsetting,issuesmayberevealed
andresolved morequicklythaninindividual
sessions.
ThesettingalsoservestoreconcileStakeholder
differences:duringtheprocess,relationships may
becreated,trust developed,andcommunication
improvedamongtheStakeholdersduringthe
process.
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CollectRequirements
Tools&Techs FacilitatedWorkshops
Examplesinclude:
JointApplicationDesign/Development(JAD)
Sessions.Commonlyusedinthesoftware
developmentindustry,businesssubjectmatter
expertsanddevelopmentteamgatheredtofocuson
softwaredevelopmentprocessimprovements.
QualityFunctionDeployment(QFD).Commonin
manufacturing,QFDisusedtoidentifymajornew
productcharacteristics.Customerneedsarefirst
collectedaprocessknownasVoiceofthe
Customer(VOC)andthensortedandprioritized.
Andlast,goalsaresetformeetingtheseneeds.
CollectRequirements
Tools&Techs FacilitatedWorkshops
UserStories.Shortnarrativedescriptionsofthe
productsrequiredfunctionality,inwhich:
1. TheStakeholderwhoislikelytobenefitmost
fromthefeatureisdescribed(knownasthe
role).
2. WhattheStakeholderneedstoaccomplish
(knownasthegoal)isdescribed.
3. TheactualbenefitstotheStakeholder (known
asthemotivation)aredescribed.
OftenusedwithAgileMethods andoftenduring
requirementsworkshops.
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CollectRequirements
Tools&Techs
GroupCreativityTechniquesPMBOK115
Groupactivitiesorganizedtoidentifyrequirements.
Brainstorming.Usedtogenerateandcompileideas
regardingtherequirements(ofbothprojectand
product).
NominalGroupTechnique.Brainstormingwitha
votingprocessthatranksorprioritizesideasandmay
identifythosethatwarrantfurtherbrainstorming.
Idea/MindMapping.Consolidatingideasfrom
brainstormingsessionsintoamapthatshowsareas
ofagreement/disagreement.Usedtofurther
understandingandtogeneratenewideas.
CollectRequirements
Tools&Techs GroupCreativityTechniques
AffinityDiagram.Usedtoclassifyandgroupideasfor
furtherreviewandanalysis.Appropriateforlarge
numbersofideas.
MultiCriteriaDecisionAnalysis.Utilizesadecision
matrixinordertoestablishcriteria(suchasrisk
levels).Goalisapproachtheevaluationandranking
oflargenumbersofideasinasystematicand
analyticalmanner.
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CollectRequirements
Tools&Techs
GroupDecisionMakingTechniquesPMBOK115
Techniquesforgenerating,classifying,and
prioritizing productrequirements.
Thevariousmethods ofreachingagroupdecision,
include:
Unanimity. Allparticipantsareinagreement.One
waytoreachsuchunanimity(orconsensus)isby
wayoftheDelphiTechnique:expertsrespond
anonymously tofacilitatorsquestions;answersare
thencompiled;andtheideasorrequirementsheld
incommonareidentified.
CollectRequirements
Tools&Techs GroupDecisionMaking
Majority.Morethan50% ofthegroupagree.
Ensuringthatthegroupsizeisanunevennumber
furtherensuresthatamajoritydecision(insteada
tie)willresult.
Plurality. Thedecisionmade,optionadvocated,
orviewheldbythelargestblockwithinthe
group prevails.Usefulonlywhenthenumber
(ofdecisions,options,orviews)nominatedis
morethantwo.
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CollectRequirements
Tools&Techs GroupDecisionMaking
Dictatorship.Oneindividual makesthedecision
forthegroup.
AlloftheseGroupDecisionMakingTechniques
canbeappliedtotheGroupCreativity
Techniques usedintheCollectedRequirements
process.
CollectRequirements
Tools&Techs
QuestionnairesandSurveysPMBOK116
Questionnairesandsurveysareusefulingathering
informationfrommanyindividuals.
Alsosuitablewheretheindividualsarevaried and/or
locatedindifferentlocales orwhentheirresponses
areneededquickly.
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CollectRequirements
Tools&Techs
ObservationsPMBOK116
Alsoknownasjobshadowing,thistechniqueis
usefulwheretheprocessesaredetailed or theusers
finditdifficulttocommunicate theirneeds.
Consistsofobserver,oftenexternal tothe
organization,watchingthebusinessexpert dohisor
herjob.
Analternativetotheabovewouldbethe
participantobserverapproach wherebythe
externalobserveractuallyperformstheprocessto
uncoverhiddenneeds.
CollectRequirements
Tools&Techs
PrototypesPMBOK116
Useofaworkingmodel oftheproductenables
handsonexperiencethatmayyieldinformationnot
availablefromabstractdiscussion.
Theconceptofprogressiveelaboration isafocusof
thistechnique:
Build theprototype
Experiment withthemodel
Document observationsandresults
Rebuild orrevisethemodelandthenrepeatthe
process.
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CollectRequirements
Tools&Techs Prototypes
Thegoalistocollectasufficientnumberof
requirementswiththeneedednumberof
iterationsperformedtotransitiontothenext
phase.
Storyboarding, alsoaprototypingtechnique,uses
illustrationstoshowsequenceornavigation.
MightbeusedinanAgile context,forexample,in
whichtheteamwouldusemockupsillustrating
navigationpathsthroughuserinterfaces.
Alsousedinotherindustries,suchasfilm,
advertising, and instructionaldesign.
CollectRequirements
Tools&Techs
BenchmarkingPMBOK116
Aboutcomparingthepractices(whetheractualor
planned),suchasprocesses andoperations, tothose
ofcomparableinternalorexternalorganizations.
Thegoalsareto:
Determinebestpractices.
Developideasforimproving thecurrentproject.
Provideabasisformeasuringperformance onthe
currentproject.
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Tools&Techs
ContextDiagramsPMBOK117
AContextDiagramdepictstheproductscope by
showing:
Inputsintoabusinesssystem (suchasaprocess,
acomputersystem,orequipment).
Theactor(orothersystem)providingtheinput.
Theoutputs fromthebusinesssystem.
Theactorreceivingtheoutput ofthebusiness
system.
CollectRequirements
Tools&Techs
DocumentAnalysisPMBOK117
Thegoalistoidentifyinformationofimportanceto
therequirements bywayofadetailedandthorough
analysisofexistingprojectrelateddocumentation.
Suchdocumentsmayinclude:businessplans;
marketingliterature;agreements;RFPs;process
flows;logicaldatamodels;businessrules;
applicationsoftwareandbusinessprocess/interface
documentation;usecases;issuelogs;policies/
procedures,regulatorydocumentation (laws,codes,
orordinances).
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Outputs
RequirementsDocumentationPMBOK117
Requirementsmustbecomplete,consistent,
unambiguous,traceable,and acceptable tokey
Stakeholders.
Requirements:
Maybestatedatasummarylevel atprojectstart.
Shouldlaterbecomeprogressivelyelaborated
withmoredetailastherequirementsbecome
betterknow.
Documentation may include:business,solution,

project,Stakeholder,andtransitionrequirements,
aswellasassumptions/constraints.
CollectRequirements
Outputs
RequirementsTraceabilityMatrixPMBOK118
Matrixthatprovidestraceablelinksforeach
requirements fromtheirrespectiveoriginsto
thedeliverablesthatsatisfythem.
Ensuresbusinessvalueadded byrequirements.
Requirementsaretraced,forexample,toproject
scopeandobjectives,productdesignand
development,andteststrategiesandscenarios.
Theattributesofrequirements suchasowner,
currentstatus,version,aswellasoriginmay
alsobeincludedinthematrix.
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CollectRequirements
Extras FiveStepRequirementsProcess
1.Capture
Requirementscapturedmainlybyinterviewing Stakeholders.
Necessarytogainwidespectrumofopinions toensureall
possiblerequirementsarecaptured.
2.Analysis
Gatheredrequirementsaretested forfeasibility,validity,
compatibility,acceptability,applicability,andconsistency.
Often,someoftherequirementsofdifferentStakeholders
aremutuallyexclusive orareverydifficulttoprovide.
Allsuchissuesmustbeclearedbeforefinalizing
requirements.
CollectRequirements
3.Prioritization
Notalwayspossibletoincludeallrequirements within
timeandbudgetconstraints.
Therefore,commontoprioritize therequirementsand
exclude somefromtheprojectscope.
4.AcceptanceTestDevelopment
Whenrequirementshavebeenagreedto,acceptance
tests aredesignedandagreed.
Bestdesignedbypotentialendusers asguidedbyproject
team,andbestdoneearlybecausetheyclarify
understandingandwilloftendrivetestrevisions.
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CollectRequirements
5.PrepareRequirementsSpecification
ARequirementsSpecification isastatement,innatural
language,ofwhatuserservicesthesystemisexpectedto
provide.
Shouldbeunderstandable byCustomer,contractor
management,andpotentialusers.
Bestwaytoensurethequalityofanyproject:Getthe
requirementsright.
CollectRequirements
5PrepareRequirementsSpecification(contd)
Requirementsareaboutwhatisrequired andnotabout
howtheywillbeachieved.
Duringthe Concept phase,highlevelrequirementsare
gathered.
DuringtheDefinition phase(andbeyond),thesehigh
levelrequirementswillbesubsequentlydevelopedand
revised.
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5.3DefineScope
PMBOKPage120
DefineScope
Whatsthepurpose?
ProducetheProjectScopeStatement,adetailed
descriptionofboththeproductandtheproject.
Howdoesithelp?
Itestablishestheboundariesofthedeliverables
bydefiningtherequirementscollectedthatwillbe
includedinthescope,andthosethatwont.
Whendoesithappen?
AfterCollectRequirements process andbefore
CreateWorkBreakdownStructure process.
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DefineScope
PMBOK 5.3
Define Scope
INPUTS
Scope Baseline
Scope
Management
Plan
Requirements
Documentation
Project
TeamingCharter
Agreements
Risk Register
Project Schedule
= Documentation.
TOOLS & TECHNIQUES

Expert Judgment
Product Analysis
Alternatives Generation
Facilitated Workshops
OUTPUTS
Project Scope Statement
Project Document Updates
DefineScope
Inputs
ScopeManagementPlan
WhatsthedifferencebetweentheScope
ManagementPlanandtheRequirements
ManagementPlan?
ProjectCharter
process?
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DefineScope
Inputs
WhymighttheRequirementsDocumentationbe
avaluableInputtothisprocess?
WhatsthedifferencebetweentheRequirements
ManagementPlanandtheRequirements
TraceabilityMatrixandRequirements
Documentation?
DefineScope
Inputs
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DefineScope
Tools&Techs
ExpertJudgment
Judgment?
Version0.3
211
DefineScope
Tools&Techs
ProductAnalysisPMBOK122
Comprisedofvariousmethodsdevisedtohelp
translateproductdescriptionsatthesummary
levelintodeliverables.
Dependingonapplicationarea,suchmethodsmay
betermed:ProductBreakdown,SystemsAnalysis,
RequirementsAnalysis,SystemsEngineering,
ValueEngineering,or ValueAnalysis.
Primarilyapplicabletoprojectsthatproducea
deliverable,asopposedtoaserviceorresult.
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DefineScope
Tools&Techs
AlternativesGenerationPMBOK123
Thegoalofthistechniqueistodevelopmultiple
optionsinidentifyingdifferentapproaches to
performprojectwork.
Numerousgeneralmanagementtechniquesmaybe
used,includingBrainstorming,LateralThinking,
AlternativesAnalysis,andmore.
FacilitatedWorkshops
WhatdoJAD,QFD,andVOCstandfor?
DefineScope
Outputs
ProjectScopeStatementPMBOK123
Adetaileddescriptionofbothprojectand
product thescope,majordeliverables,
assumptions and constraints.
Itiscriticaltoprojectsuccess!Itisthefirststep
towardscreatingaWBSandaProjectSchedule.
Contentincludes:
DescriptionofProductScope,withparticular
focusonthedeliverables
AcceptanceCriteria.
Exclusions/Assumptions/Constraints.
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DefineScope
Outputs ProjectScopeStatement
ProjectScopeStatement couldbeiterative,
especiallyiftime,moneyorotherconstraints
limittheabilitytodeliverallthescope.
Mayinvolvenegotiation withStakeholders.
Mayneedtobeprogressivelyelaborated
throughouttheProjectLifeCycle.
KeepinMind: TheProjectScopeStatement and
theProjectCharter arenotthesame Notethe
differenceincontentsbetweenthetwoshownin
thePMBOK,page124.
DefineScope
Outputs
processes!
theprocess.
StakeholderRegister
RequirementsTraceabilityMatrix
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5.4CreateWBS
PMBOKPage125
CreateWBS
Whatsthepurpose?
ProducetheWorkBreakdownStructure(WBS),
agraphicalsubdivisionofprojectdeliverables
beginningwiththeScopeStatement into
smaller,moremanageablecomponents.
Howdoesithelp?
Itprovides,intheformoftheWBS,astructured
pictureofallprojectdeliverables.
Whendoesithappen?
AfterDefineScope process andbeforeTime
Managementprocesses.
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CreateWBS
PMBOK 5.4
Create WBS
INPUTS
Scope Baseline
Scope
Management
Plan
Requirements
Documentation
Project
Statement
TeamingScope
Agreements
Risk Register
Risk-Related
OrganizationalContract
ProcessDecisions
Assets
Project Schedule
= Documentation.
TOOLS & TECHNIQUES

Decomposition
Expert Judgment
OUTPUTS
Scope Baseline
CreateWBS
Inputs
ScopeManagementPlan
ProjectScopeStatement
Whatisthisstatementallabout?Andwhatsthe
processthatproducedthisInputasanOutput?
Whichprocessproducedthisdocumentationas
anOutput?
WhatdistinguishesRequirementsDocumentation
fromtheRequirementsManagementPlanand
theRequirementsTraceabilityMatrix?
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CreateWBS
Inputs
onthisprocess?
CreateWBS
Tools&Techs
DecompositionPMBOK128
TheWBSisconstructedthroughabreakdown
process knownasDecomposition.
DecompositionstartswiththeDeliverablesas
presentedintheProjectScopeStatement.
Progressesfromtoptobottom,levelbylevel.
Aslevelsbecomelower,thescope,complexity,
andcostofeachelementbecomesmaller.
Lowestlevel isknownasWorkPackage level.
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CreateWBS
Tools&TechsDecomposition
WorkPackagesaremanageableunitsofwork that
canbeplanned,budgeted,scheduled,and
controlled asindividualentities.
WorkPackagesize isveryimportant:
Shouldbesmallenoughtoallowmakingrealistic
estimates.
ButnotsosmallthatnumberofWBSelements
overwhelmstheplanning/controlprocess.
Usefulruleofthumbis80HourRule:awork
packageshouldgenerallybenomorethan80
hourseffort.
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CreateWBS
Globalv5.2
112
CreateWBS
ControlAccounts (alsocalledControlPoints)can
beplacedatselectedpointsabovetheWork
Packagelevel andareintendedforlaterplanning
convenience.
AtsomepointbelowControlAccountsbutabove
theWorkPackagelevelarethePlanningPackages,
eachcomprisedofworkcontent butwithout
specificscheduledactivities.
EachWBSelementhasauniqueaccountcode,
partofanumberingsystemcalledtheCodeof
Accounts.
CreateWBS
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CreateWBS
Tools&Techs
ExpertJudgment
Judgment?
Version0.3
227
CreateWBS
Outputs
ScopeBaselinePMBOK131
Comprisedofthree components:
ProjectScopeStatement.FromDefineScope.
WorkBreakdownStructure.Developedinthis
process andthepurposeofthisprocess!
Agraphicpicture ofprojecthierarchy,WBS
providesafirmbasisforbothplanningand
controlling showshoweachWorkPackage
contributestooverallprojectobjectives.Basic
foundation onwhichtheprojectisbuilt.An
essentialstep inplanningtheproject.
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CreateWBS
Outputs
WBSDictionary.Containsdetailedinformation
relatedtoeachWorkPackage.Contentsofthe
WBSDictionarycouldinclude:
SOW Reference
PlannedDuration
EstimatedBudget
Responsibility
ResourceRequirements
Butremember:ProgressiveElaboration!Mostof
theabovecontentsoftheWBSDictionaryarenot
knownatthetimeofWBScreation.
CreateWBS
Outputs
processes!
theprocess.
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5.5ValidateScope
PMBOKPage133
ValidateScope
Whatsthepurpose?
Obtainformalacceptance oftheprojects
deliverables.
Howdoesithelp?
Byvalidatingeachdeliverableinthisprocess,it
enhancesthelikelihoodofCustomeracceptance.
Whendoesithappen?
Afterthedeliverableshavebeendeveloped and
deemedcorrectlydevelopedintheControlQuality
process.
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ValidateScope
ValidateScope
TheProcess
ValidateScope is:
Theperformanceofacceptanceteststoverifythat
thefinishedproductsarecompliantwiththe
currentspecificationandCustomerrequirements.
Itistheassurancethatalloftheproject
deliverableshaveactuallybeenachieved.
EachWorkPackage willhaveanacceptance
testtoensurethatworkhasbeencompleted.
Acceptancetestsforfinalproducts are
generallyperformedwiththeCustomer.
Globalv5.2
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ValidateScope
Inputs
Whichofthefollowingisnot partofthePMP
RequirementsManagementPlan,ScopeBaseline,
ScopeManagementPlan,Requirements
TraceabilityMatrix?
Whichprocessproducedthisdocumentationas
anOutput?
ValidateScope
Inputs
Whichprocessproducedthismatrixasan
Output?
TheRequirementsManagementPlan,the
RequirementsTraceabilityMatrix,and
RequirementsDocumentationwhatsthe
difference?
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ValidateScope
Inputs
VerifiedDeliverablesPMBOK135
Deliverablesthathavebeencompleted and,in
ControlQuality,checkedforcorrectness (with
respecttotherequirements)andcompliance
(withregardtothequalitystandards).
AnessentialInput inthisprocess(seebelow)
leadingtoacceptancebytheCustomerorProject
Sponsor!
ValidateScope
Inputs
ProjectWork!
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119
ValidateScope
Inputs
WorkPerformanceData
WhatistheprocessthatproducedthisInputas
anOutput?
WhatarethedifferencesbetweenWork
PerformanceData,WorkPerformance
Information,andWorkPerformanceReports?
Whichcomesfirst?Whichlast?SeePMBOK467
ValidateScope
Tools&Techs
GroupDecisionMakingTechniques
FirstintroducedanddescribedinCollect
Requirementsprocess.
UsedheretohelptheProjectTeam,other
Stakeholders,andtheCustomerand/orProject
Sponsorreachconclusionsregardingthe
acceptability ofthedeliverable(s).
Canyounameanddescribethesetechniques?
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ValidateScope
Tools&Techs
InspectionPMBOK135
Thegoalofinspectionistoensurethatbothwork
anddeliverablesmeet requirements and
acceptancecriteria.
Dependingonindustryorapplicationarea,
inspectionmaybereferredtoasanaudit a
review,a productreview,or a walkthrough.
ValidateScope
Outputs
AcceptedDeliverables PMBOK135
Deliverablesthat(a)havemettherequirements
andAcceptanceCriteria and(b)havebeen
approvedbytheCustomer (or,insomecases,the
ProjectSponsor).
Formaldocumentation fromtheProjectSponsor
ortheCustomeracknowledgingacceptance
mustbereceived.
Thisdocumentationisthenforwardedtothe
CloseProjectorPhaseprocessandservesas
justificationforclosingtheproject/phase!
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ValidateScope
Outputs
ValidateScope
Outputs
ChangeRequests
WhocansubmitaChangeRequest?
Howmusttheybesubmitted?
AChangeRequestmightleadtoaCorrective
Action.HowmightyoudefineaCorrective
Action?
Globalv5.2
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ValidateScope
Outputs
Monitor&ControlProcessGroup processes,
WorkPerformanceData buttransformed into
WorkPerformanceInformation!
ValidateScope
Outputs WorkPerformanceInformation
(ETC).
Reports.SeePMBOK467
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123
ValidateScope
Outputs
processes!
theprocess.
Inthisprocess,updatesmaybemadeto
documentsthatservetodescribeordefinea
deliverable orreportitscompletion.
5.6ControlScope
PMBOKPage136
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124
ControlScope
Whatsthepurpose?
Monitorscopestatus bothproductandproject
scope andmanagechanges totheScope
Baseline.
Howdoesithelp?
Ithelpstheteampreservetheintegritythe
ScopeBaseline throughouttheproject lifecycle.
Whendoesithappen?
FromScopeinception totheformalacceptance
ofthedeliverables.
ControlScope
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125
ControlScope
Inputs
WhichprocessproducedthisInputasanOutput?
WhatdistinguishesRequirementsDocumentation
fromtheRequirementsManagementPlanand
theRequirementsTraceabilityMatrix?
ControlScope
Inputs
WorkPerformanceData
Globalv5.2
126
ControlScope
Tools&Techs
VarianceAnalysisPMBOK139
Usedtodeterminecause/degreeofdifference
betweenperformanceandScopeBaseline.
ProjectPerformanceMeasurements areusedto
assessthemagnitudeofvariationfromtheoriginal
ScopeBaseline.
Whencauseanddegreeofvariancedetermined,
thendecisionsmaderegardingneedforCorrective
Action or PreventiveAction.
ControlScope
Outputs
itsWorkPerformanceData buttransformed
intoWorkPerformanceInformation!
Globalv5.2
127
ControlScope
(ETC).
Reports.SeePMBOK467
ControlScope
Outputs
ChangeRequests
Action?
Globalv5.2
128
ControlScope
Outputs
PMPUpdates
Scope Baseline and OtherBaselineUpdates,in
theeventthatapprovedscopechangesimpact
theCostandScheduleBaselines
ControlScope
OPAUpdates
Outputs
CausesofVariances;CorrectiveActions selected
andthereasonsforselectingthem;andOther
LessonsLearned.
KEEPINMIND:ThissetofOutputs PMPUpdates,
ProjectDocumentUpdates,andOPAUpdates are
commonto(a)alloftheMonitoring&Controlling
processes thatbeginwiththewordControland(b)
threeExecutingprocesses:PerformQualityAssurance,
ManageCommunications,andManageStakeholder
Engagement.
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ScopeKnowledgeArea
SampleTestQuestions
1.TheOutputoftheValidateScopeprocessis___.
a. Accepteddeliverables
b. Verifieddeliverables
c. Processedinvoices
d. Paidbills
2.Thereisonlyoneprocessthatproducestwomanagement
plansasmajorOutputs,bothofwhichwillbeincludedinthe
ProjectManagementPlan.Whichprocessisthis?
a. PlanScopeManagement
b. PlanScheduleManagement
c. PlanCostManagement
d. PlanQualityManagement
ScopeKnowledgeArea
SampleTestQuestions
3.AllthefollowingstatementsaboutaWorkBreakdown
Structurearetrueexcept___.
a. Itprovidesaframeworkfororganizingandorderingthe
activitiesthatmakeupaproject.
b. Itbreaksaprojectdownintosuccessivelygreaterdetailby
level.
c. Itisaplanningtool.
d. Itspecifieshowlongactivitiesshouldtakeandwhenthey
shouldbecompleted.
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ScopeKnowledgeArea
SampleTestQuestions
4.Scopevalidation___.
a. Improvescostandscheduleaccuracy,particularlyon
projectsusinginnovativetechniquesortechnology.
b. Isthelastactivityperformedonaprojectbeforehandoff
totheCustomer.
c. Documentsthecharacteristicsoftheproductorservice
thattheprojectwasundertakentocreate.
d. Differsfromqualitycontrolinthatscopevalidationis
concernedwiththeacceptance notthecorrectness
oftheworkresults.
ScopeKnowledgeArea
SampleTestQuestions
5.AWBSisaproductorientedfamilytreeofproject
components.EachitemintheWBSisgenerallyassigneda
uniqueidentifier,allofwhichareknowncollectivelyas___.
a. Thechartofaccounts
b. Thecodeofaccounts
c. Workpackagecontrolnumbers
d. WBSIDnumbers
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TimeManagementPMBOK141
Theprocesses
necessarytoensure
thattheprojectis
completedontime.
TimeManagement
6.1PlanScheduleManagement
ProducetheScheduleManagementPlan,a
documentthatexplainsthepolicies,procedures,
anddocumentationrequiredtoproperlymanage
thatis,plan,develop,execute,andcontrol the
projectschedule.
6.2DefineActivities
Developanddocument intheActivityList the
activitiesthatmustbeperformed toproducethe
projectsdeliverables.
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TimeManagement
6.3SequenceActivities
Identifyanddocument inaProjectSchedule
NetworkDiagram therelationshipsamong
projectscheduleactivitiesthatwerepreviously
documentedintheActivityList.
6.4EstimateActivityResources
Estimatetheresources thetypeandquantity
ofallequipmentandsupplies,aswellashuman
resources thatareneededtocompletethe
work involvedineachactivitydocumentedinthe
ActivityList.
TimeManagement
6.5EstimateActivityDurations
Estimatethetime,withtheresourcespreviously
identified,neededtocompletethework involved
ineachactivitydocumentedintheActivityList.
6.6.DevelopSchedule
ProducetheScheduleBaseline bywayofa
thoroughanalysisofthekeyoutputfrom
precedingprocesses specifically,theactivity
sequences,resourceanddurationrequirements,
andscheduleconstraints.
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TimeManagement
6.7ControlSchedule
Monitorthestatus ofactivitiesinordertoupdate
progressreports,andmanagechanges tothe
ScheduleBaseline.
6.1PlanScheduleManagement
PMBOKPage145
Globalv5.2
134
Whatsthepurpose?
ProducetheScheduleManagementPlan,adocumentthat
explainsthepolicies,procedures,anddocumentation
requiredtoproperlymanage thatis,plan,develop,
execute,andcontrol theprojectschedule.
Howdoesithelp?
Thisdocumentwillprovideguidanceanddirectiononhow
tomanagetheschedule duringallProjectLifeCycle phases.
Whendoesithappen?
AfterProjectCharter hasbeendeveloped butbefore
DefineActivitiesprocess.
Plan Schedule Management
PMBOK 6.1
Knowledge Area: Schedule Management

INPUTS
Scope Baseline
Project
Management
Plan
Requirements
Documentation
Project
TeamingCharter
Agreements
Risk Register
Project Schedule
= Documentation.
TOOLS & TECHNIQUES

Expert Judgment
Analytical Techniques
Meetings
OUTPUTS
Schedule Management Plan
Globalv5.2
135
Inputs
WhatsintheProjectManagementPlan,atthis
point,thatwouldbeofusetothisprocess?
ProjectCharter
process?
Inputs
onthisprocess?
Globalv5.2
136
Tools&Techs
ExpertJudgment
Judgment?
Techniques?
Meetings
Version0.3
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Outputs
ScheduleManagementPlanPMBOK148
Establishesthecriteria andtheactivities thatwill
beusedtodevelop,monitor,andcontrolthe
ProjectSchedule.Contentsoftheplanmay
include:
LevelofAccuracy tobeconsideredacceptablein
determiningdurationestimatesforscheduleactivities.
PerformanceMeasurementRules,whichmayinclude
EarnedValueMeasurements(SPI,SV)
ReportingFormats.
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6.2DefineActivities
PMBOKPage149
DefineActivities
Whatsthepurpose?
Developanddocument intheActivityList theactivities
thatmustbeperformed toproducetheprojects
deliverables.
Howdoesithelp?
Itprovidesabasisforestimating,scheduling,executing,
monitoring,andcontrollingtheworkinvolvedintheWork
PackagesbybreakingdowntheWorkPackagesintothe
specificactivities requiredforthecompletionoftheWork
Packages,allofwhichisdisplayedintheActivitiesList.
Whendoesithappen?
AfterCreateWBSandPlanScheduleManagement
processes andbeforeSequenceActivities process.
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DefineActivities
DefineActivities
Inputs
Whenfinalized,thisplanbecomesakey
componentofwhichdocument?
ScopeBaseline
Whichprocessproducedthisbaselineasan
Output?
Whatarethethreemajorcomponentsofthis
baseline?
Globalv5.2
139
DefineActivities
Inputs
onthisprocess?
DefineActivities
Tools&Techs
DecompositionPMBOK151
IntheCreateWBS process,theProjectScope
Statement wasdecomposed downtotheWork
PackageleveloftheWBS.
Here,intheDefineActivitiesprocess,theWork
Packagesaredecomposed intoactivities.
Activitiesrepresenttheactualworkeffort
involvedincompletingaWorkPackage.
Version0.3
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Globalv5.2
140
DefineActivities
Tools&Techs
RollingWavePlanningPMBOK152
Aformofiterativeplanningbasedontheconceptof
progressiveelaboration:
Early intheProjectLifeCycle,wheninformationis
toplevelandlessdeveloped,theprojectsfarterm
workmaybemayplannedattheWorkPackagelevel.
Later intheProjectLifeCycle,whenthisfartermwork
isneartermanddetailisclearer,theseWorkPackages
canthenbefurtherdetailed or decomposed into
activities.
DefineActivities
Tools&Techs
ExpertJudgment
Judgment?
Version0.3
282
Globalv5.2
141
DefineActivities
Outputs
ActivityListPMBOK152
TheresultoftheDecompositioneffortinthisprocess
decomposingeachWorkPackageintheWBSinto
theactualeffortsneededtocompleteaWork
Packages andthencompilingalloftheseeffortsina
documentcalledtheActivitiesList.
ActivityAttributesPMBOK153
Thecharacteristicsassociatedwiththeactivities on
theActivitiesList,includingidentifiers,resource
requirements,LeadsandLags,Predecessorand
Successoractivities,activitycodes,andmore!
Version0.3
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DefineActivities
Outputs
ExampleofActivityList
ProjectName:
PreparedBy:
Date:
ProjectPhase:
ControlAccount:
PlanningPackage:
WorkPackage:
Activity:
Construction
HouseInterior
Doors&Windows
Procurement
Determinespecifichardware
OrderhardwarethroughPurchasing
Receiveandinventoryhardware
HardwareAssembly
Buildframes
Attachhandholds
Attachswinglatches
Installation
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Duration
Start
Date
End
Resource
Date
284
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DefineActivities
Outputs
MilestoneListPMBOK153
Milestone:asignificantpointorevent,with
zeroduration(unlikeordinaryschedule
activities).
MilestoneListshouldalsoincludeindicationof
whetherthemilestoneismandatory (required
bycontract)oroptional.
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6.3SequenceActivities
PMBOKPage153
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143
SequenceActivities
Whatsthepurpose?
Identifyanddocument inaProjectScheduleNetwork
Diagram therelationshipsamongtheactivities
previouslyidentifiedintheDefineActivitiesprocess.
Howdoesithelp?
Thisprocessdefinesthelogicalorderofworktobe
performed toobtainmaximumefficiency.
Whendoesithappen?
AfterDefineActivities process,inwhichactivitieshave
beenidentified butbeforeDevelopSchedule process.
SequenceActivities
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144
SequenceActivities
Inputs
ActivityList
WhichprocessproducedthislistasanOutput?
Thislistwasbasedonthecontentsofakey
documentproducedasanOutputofapreceding
process whichdocumentisthis,andwhatsthe
processthatproduceditasanOutput?
SequenceActivities
Inputs
ActivityAttributes
Whatarethey?
Whichprocessproducedtheseattributesasan
Output?
Withwhichkeydocumentaretheyassociated?
MilestoneList
WhatisthedifferencebetweenaMilestoneList
andaProjectSchedule?
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SequenceActivities
Inputs
Whatisthisstatementallabout?
Whatistheprocessthatproducedthisstatement
asanOutput?
onthisprocess?
SequenceActivities
Tools&Techs
PrecedenceDiagrammingMethodPMBOK156
ThePrecedenceDiagrammingMethod(PDM)
createsanetworkofactivities usingboxes(called
nodes)toshowtheactivitiesandarrowstolink
them.AlsoknowasActivityOnNode (AON).
PDMisaboutestablishingproperrelationships
amongtheactivities.Theactivitiesbelow,for
example,mustberelatedinthisway:
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SequenceActivities
Tools&TechsPDM
Inthismethod,therearefourpossiblerelationships,
asshownbelow:
1.FinishtoStart 3. StarttoStart
2.FinishtoFinish 4. StarttoFinish
SequenceActivities
Tools&Techs
DependencyDeterminationPMBOK157
Therearefourmajordependencies:
Mandatory.Oftenlegallyorcontractually
required.Sometimesduetofeaturesorfactors
thatareinherentinthework.AlsocalledHard
LogicorHardDependencies.
Discretionary.AlsocalledPreferredLogicor
PreferentialLogic.Ifpossible,theordermaybe
changed!
External.Beyondtheteamscontrol.
Internal.Withintheteamscontrol!
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SequenceActivities
Tools&Techs
LeadandLagsPMBOK158
ALead startsanactivitybefore itsPredecessorhas
finished.Itsaheadstart!
Startingtocreateaprototype5daysbeforedesign
iscomplete:FS 5days
ALag isadelay beforeaSuccessoractivitycan

begin.
Lettingconcretesetfor3daysbeforebuildingon
it.Itswaittime!FS+3days
SequenceActivities
Outputs
ProjectScheduleNetworkDiagramPMBOK158
Diagramshowingtheactivitiesintheirlogical
relationships (alsoreferreddependencies).
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SequenceActivities
Outputs
processes!
theprocess.
ActivityList
ActivityAttributes
MilestoneList
RiskRegister
6.4EstimateActivityResources
PMBOKPage160
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149
Whatsthepurpose?
Estimatetheresources thetypeandquantity ofall
equipmentandsupplies,aswellashumanresources that
areneededtocompletethework involvedineachactivity
documentedintheActivityList.
Howdoesithelp?
Identificationoftheseresourcesleadstomoreaccurate
costandscheduleestimates.
Whendoesithappen?
AftertheProjectScheduleNetworkDiagrams havebeen
developedintheSequencesActivitiesprocess butbefore
theEstimateActivityDurations process.
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Inputs
ActivityList
Inputs
ActivityAttributes
Whatarethey?
Output?
ResourceCalendarsPMBOK163
Showstheavailability(workingdaysandshifts)of
resources.
KEEPINMIND:ThisInputisanOutputofboth
AcquireProjectTeamand ConductProcurements.
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Inputs
RiskRegisterPMBOK163
WhymighttheRiskRegisterbeanInputtothis
process?
IdentifyRisks processupcoming!
ActivityCostEstimates
WhymighttheseestimatesbeanInputtothis
process?
EstimateCosts processupcoming!
Inputs
onthisprocess?
Policiesandproceduresregardingstaffing.
Policiesandproceduresrelatedtorentaland
purchasingofsuppliesandequipment.
Historicalinformation regardingtypesof
resourcesusedforsimilarworkonprevious
projects.
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Tools&Techs
ExpertJudgment
Judgment?
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Tools&Techs
AlternativeAnalysisPMBOK164
Simplyput,thisistechniquethatlooksatotherways
toperformscheduleactivities.
Theseotherwaysmayincludeanalysesofresource
capabilityorskilllevels; tools ofdifferenttypes(for
example,handheldversusautomated);machines of
differentsizesortypes;andmakeorbuydecisions
ormakeorrentdecisions.
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Tools&Techs
PublishedEstimatingDataPMBOK164
Publishedproductionrates andresourceunitcosts.
Frequentlyupdatedforawidevarietyofmaterial,
equipment,and labortrades.
Availablefordifferentcountriesandeventhe
numerousgeographicallocationswithincountries.
Tools&Techs
BottomUpEstimatingPMBOK164
Akeyestimatingtool Consideredmoreexpensive
andtimeconsuming thanothermethodsbutalso
moreaccurate!
Estimatingresourcesbystartingatthebottomof
theWBS attheWorkPackagelevel andthen
aggregatinguptotheControlAccountlevel.
Usuallyreliesonestimatesfromthefunctional
organizations orsubjectmatterexperts most
familiarwiththework ofthepackage.
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Tools&Techs
ProjectManagementSoftwarePMBOK164
Anysoftwaretoolthat(a)providestheProject
Managerwiththeabilitytodevelopresource
estimates and(b)assistshim/herintheplanning,
organization,and management ofresourcepools.
ExamplesincludeMicrosoftProject andPrimavera.
Outputs
ActivityResourceRequirementsPMBOK165
Theresource type and quantity foreachactivity
ineveryWorkPackage(allofwhichnowappearin
theActivityList).
Examplecontentperactivityincludes:
Basis ofeachresourceestimate.
Assumptions relatingthetypesofresourcesare
applied;theavailabilityofresourcesneeded,and
thequantitiestobeused.
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Outputs
ResourceBreakdownStructure(RBS)PMBOK164
Hierarchicalstructure ofresources.
Organizedbyresourcecategory andresource
type.
Resourcecategories include:
Labor,materials,equipment,andsupplies.
Resourcetypes include:
Skilllevelorgradelevel.
RBSisusefulforreportingresourceutilization
alongsidescheduledata.
Outputs
ActivityList
ActivityAttributes
ResourceCalendars
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6.5EstimateActivityDurations
PMBOKPage165
Whatsthepurpose?
Estimatethetime,withtheresourcespreviously
identified,neededtocompletethework involvedin
eachactivitydocumentedintheActivityList.
Howdoesithelp?
Itprovidesactivitydurationestimates, thekeyinput
intothedevelopmentoftheprojectschedule.
Whendoesithappen?
AfterEstimateActivityResources process inwhich
resourceshavebeendetermined andimmediately
priortoDevelopScheduleprocess.
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TheProcess
Estimatingusuallyinvolvesmanyunknownsand
uncertainties.
Uncertainty =Risk
Asweestimate,weidentifyuncertaintiesthatwe
shouldrecordasrisks:somearethreats,andsome
opportunities.
Theseriskscanthenbequantified.
Resourceestimatinganddurationestimating are
treatedbyPMIastwoseparateprocessesin
practice,theyareofteninterdependent andmaybe
consideredtogether.
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Inputs
ActivityList
Inputs
ActivityAttributes
Whatarethey?
Output?
ActivityResourceRequirements
Whichprecedingprocessproducedthese
requirementsasanOutput?
Howwilltheserequirementsbehelpfulinthis
process?
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Inputs
ResourceCalendars
resources.
KEEPINMIND:ThisInputisanOutputofboth
AcquireProjectTeamand ConductProcurements.
asanOutput?
Inputs
process?
ResourceBreakdownStructure
WhatsthevalueofthisstructureasanInputto
thisprocess?
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160
Inputs
onthisprocess?
Tools&Techs
ExpertJudgment
Judgment?
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161
Tools&Techs
Analogous(TopDown)EstimatingPMBOK169
Akeyestimatingtool Consideredlessexpensive
andlesstimeconsuming thanothermethodsbut
alsolessaccurate!
AlsoknownasTopDownEstimating.
Asabasisforestimating,usescost/scheduledataof
anactivityfromapreviousproject thatissimilarto
theactivitycurrentlybeingestimated.
Tools&Techs AnalogousEstimating
HeavilyreliantonHistoricalInformation andthe
ExpertJudgment oftheuser.
Oftenusedwhenestimatingtimeislimited orwhen
thereisalittleknown abouttheactivityorthe
project.
Maybeusedforestimatingbothcost and duration.
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Tools&Techs
ParametricEstimatingPMBOK170
Usesimplemathematicalrelationships basedon
standardorhistoricdata forexample,numberof
brickslaidperhourtoestimatehowlongtobuilda
wall.
Usesstatisticalrelationshipbetweenhistoricaldata
andothervariablestocalculateanestimateforsuch
activityparametersascostbudget andduration.
Canproducehighlevelsofaccuracy andcanbe
appliedtoatotalprojectorsegmentsofaproject.
Tools&Techs
ThreePointEstimatingPMBOK170
AlsoknownastheProgramEvaluationandReview
Technique(PERT),ThreePointEstimatingtakesinto
considerationtheuncertaintyofestimates.
UsesthreeestimatesOptimistic,Pessimistic, and
MostLikely (orMostRealistic).
TwocommonlyusedcalculationsareTriangular
Distribution (left)andBetaDistribution (right):
(O+ML+P) 3
(O+4ML+P) 6
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Tools&Techs PERTandSD
ThreePoint(orPERT)Estimating(Beta
Distribution)maybeusedwithStandard
Deviation forestimatingthatresultsinranges.
Therefore,inadditiontothePERT calculation,a
shortcutStandardDeviationcalculation (for
projectmanagementestimatingpurposes)is
used:
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PERT(ThreePoint)Estimating willresultin:
anexpectedvalue asinglenumberestimate.
StandardDeviation willresultin:
arangeofestimates.
Forexample:AnSMEhasprovidedthefollowing
estimatesforwritingasoftwareprogram:
Optimistic(O):38days
Pessimistic(P):57days
MostLikely(ML):45days
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164
First,doPERT:
Theexpectedvalue is:45.83.
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Next,doStandardDeviation(SD):
Thestandarddeviation is:3.16days
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165
First,aboutStandardDeviation(SD):
1SD =3.16=68.26%.2SD=6.32=95.46%.
3SD =9.48=99.73%.6SD =18.96=99.99%
Takentogether,theresultsofthePERTand
StandardDeviationcalculationsmeansthat:
Thereisa68.26% chancethatwritingthesoftware
programwillbecompleted+ 3.16days fromthe
mean,whichinthiscontextistheexpectedvalueof
45.83days.Inotherwords,itwillbecompleted
between42.67and48.99days.
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Thereisa95.46% chancethatwritingthe
softwareprogramwillbecompleted+ 6.32days
from45.83days.Inotherwords,itwillbe
completedbetween39.51and52.15days.
softwareprogramwillbecompleted+ 9.48days
from45.83days.Inotherwords,itwillbe
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166
softwareprogramwillbecompleted+ 18.96
days from45.83days.Inotherwords,itwillbe
Thebottomline:
Largerranges Lessrisk
Smallerranges Highrisk
PERTandSD CanbeusedforbothTime andCost

estimating.
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Tools&Techs
GroupDecisionMakingTechniques
Therearefivesuchtechniques.Oneofthemis
Plurality canyounametheotherfour?
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Tools&Techs
ReserveAnalysisPMBOK171
ContingencyReserve Forknownunknowns.
Itsadditionalcost/timetocoverestimatingrisk:
AddedatWorkPackagelevel(orhigherlevels).
Mostoften relatedtoquantifiedrisks.
ManagementReserve Forunknownunknowns.
Itsforchangestoprojectscopeorcostthathadnot
beenanticipated.HeldoutsidetheBaseline(but
couldbeintheBudget).
Astheprojectevolves,thereservesmustbe
monitoredviaReserveAnalysis.
Outputs
ActivityDurationEstimatesPMBOK172
Thequantitativeassessmentsofthelikely
numberoftimeperiods thatarerequiredto
completeanactivity.PMBOK172
ActivityDurationEstimatesdonotincludeLeads
orLags butmayincluderanges forexample,an
estimatemaybe5 days+1day.
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Outputs
ActivityAttributes
Assumptions madeindevelopingtheestimates
(suchasskillslevelsandavailability)andBOEsfor
durations
6.6DevelopSchedule
PMBOKPage172
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169
DevelopSchedule
Whatsthepurpose?
ProducetheScheduleBaseline bywayofathorough
analysisofthekeyOutputsfromprecedingprocesses
specifically,theactivitysequences,resource and duration
requirements,and scheduleconstraints.
Howdoesithelp?
Itresultsinacredibleschedulemodel,completewith
plannedstartandfinishdates forallprojectactivities.
Whendoesithappen?
AfterIdentifyRisks,PlanHumanResourceManagement,
andallScopeandTimeKnowledgeArea planning
processes.
DevelopSchedule
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DevelopSchedule
Inputs
ActivityList
DevelopSchedule
Inputs
ActivityAttributes
Whatarethey?
Output?
ProjectScheduleNetworkDiagrams
Whichprocessproducedthesediagramsasan
Output?
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171
DevelopSchedule
Inputs
Whichprecedingprocessproducedthese
requirementsasanOutput?
Howwilltheserequirementsbehelpfulinthis
process?
ResourceCalendars
AnOutputofAcquireProjectTeamand Conduct
Procurements.
resources.
DevelopSchedule
Inputs
ActivityDurationEstimates
asanOutput?
asanOutput?
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172
DevelopSchedule
Inputs
process?
ProjectStaffAssignments
WhymightthisbeanInputtothisprocess?
AcquireProjectTeam processupcoming!
DevelopSchedule
Inputs
onthisprocess?
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DevelopSchedule
Tools&Techs
ScheduleNetworkAnalysisPMBOK176
Atechniquethatgeneratestheprojectschedule
model.
EmploysvariousanalycaltechniquesCriticalPath
Method,CriticalChainMethod,WhatIfAnalysis,
ResourceOptimizationTechniques tocalculatethe
earlyandlatestartandfinishdates.
SomenetworkpathsmayhavepointsofPath
Convergence orPathDivergence thatcanbe
identifiedandusedinScheduleCompression
analysisorotheranalyses.
DevelopSchedule
Tools&Techs
CriticalPathMethodPMBOK176
Usedfortwopurposes:
Todeterminetheminimumduration ofthe
project.
Todeterminewherethereisflexibility inthe
ProjectScheduleNetworkDiagram,andhow
muchofitthereis!
CPMiscoveredindetailattheendofthisprocess,
intheSpecialAttention section.
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DevelopSchedule
Tools&Techs
CriticalChainMethodPMBOK178
Usedtoaccountforlimitedresources and project
uncertainties,CriticalChainMethodfocuseson
resourceallocation,optimization,andleveling and
onactivitydurationuncertaintyontheCriticalPath.
CriticalChainMethodaddsdurationbuffers toany
schedulepath:
TheProjectBuffer, placedattheendoftheproject,
protectsthetargetfinishdatefromslippage.
DevelopSchedule
Tools&Techs CriticalChainMethod
FeedingBuffers,placedwhereactivitiesnotonthe
CriticalChainfeedintotheCriticalChain,protectthe
CriticalChainfromslippage.
Whenthesebuffershavebeeninsertedintothe
PrecedenceDiagram,theactivitiesarerescheduled
tothelatestplannedstartandfinishdatespossible.
TheresultisresourceconstrainedCriticalPath
knownastheCriticalChain.
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DevelopSchedule
Tools&Techs
ResourceOptimizationTechniquesPMBOK179
TechniquesusedtoadjusttheScheduleModel,due
toresourcedemandandsupply,include:
ResourceLeveling attemptstobalancethedemand
forresourceswiththesupply ofresourcesthatare
availablebyadjustingtheactivitiesstart/finish
dates. Maybeusedtokeepresourceusageata
constantlevelorinsituationswhereresourcesare
limited,overallocated,oravailableonlyatcertain
times. Oftenresultsinanincreasetotheoriginal
CriticalPath.
DevelopSchedule
Tools&Techs ResourceOptimization
ResourceSmoothing aimstoensurethattheresource
requirementsdonotexceedcertainpredefined
resourcelimits byadjustingtheactivitiesofthe
ScheduleModel.IncontrasttoResourceLeveling,
ResourceSmoothingdoesnotresultinachanged
CriticalPathorcompletiondate.Therefore,
resourcesmaynotbefullyoptimizedwithuseof
ResourceSmoothing.
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DevelopSchedule
Tools&Techs
ModelingTechniquesPMBOK180
ExamplesofModelingTechniquesinclude:
WhatIfScenarioAnalysis seekstoexaminevarious
scenariossoastopredicttheimpactofthese
scenarios(eitherposiveornegave)primarilyon
theprojectscost and schedule objectives.The
resultsarethenusedtodeterminetheschedules
viability andinpreparingriskresponseplans.
DevelopSchedule
Tools&Techs ModelingTechniques
Simulation involvescalculatingprojectdurations in
lightofvariousactivityassumptions (oftenwiththe
useofprobabilitydistributionsconstructedfromthe
threepointestimates).Mostcommonsimulation
techniqueisMonteCarloAnalysis,inwhichan
multiplepotentialactivitydurations aredetermined
andthenserveasinputincalculatingallconceivable
outcomes.
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DevelopSchedule
Tools&Techs
ScheduleCompressionPMBOK181
Therearetwomajortechniques employedto
reducescheduleduration:
Crashing
Addingresources toshortenduration.
Oftenresultsinincreasedcost orrisk.
FastTracking
Replanningactivities(orphases),initiallyplanned
sequentially,tooverlaporevenruninparallelnow.
Canresultinreworkandincreasedrisk.
DevelopSchedule
Tools&Techs
SchedulingToolPMBOK181
Anautomatedschedulingtool, suchas
MSProject, Primavera.
Canbeusedtogetherwithmanualorproject
managementsoftwareapplications.
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DevelopSchedule
Outputs
ScheduleDataPMBOK184
ForuseindevelopingtheScheduleModel,
ScheduleDataincludes,ataminimum,schedule
activities and milestones,the attributesof
activities,and documentedassumptions and
constraints.
MayalsoincluderesourceHistograms, cashflow
projections,anddeliveryschedules.
SeetheRelationshipsflowchartonthenextslide
foranexplanationoftheflowofData,
Model/Baseline,andSchedule.
DevelopSchedule
Outputs
ScheduleBaselinePMBOK181
Theapprovedversion oftheScheduleModel.
TheScheduleModelisarepresentationofthe
teamsplansforexecuting allprojectactivities.
Thisrepresentationwouldincludeactivity
durationsanddependencies,aswellasother
informationthatwouldeventuallybeusedin
developingtheprojectsschedule.
Includesbaselinestartandfinishdates forallkey
activities.
CanbechangedonlythroughtheformalIntegrated
ChangeControl process.
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DevelopSchedule
Outputs
ProjectSchedulePMBOK182
AnoutputoftheScheduleModel thatshows,
ataminimum,theactivitiesandtheirdates,
durations,milestones,andrequiredresources.
Maybedepictedinvariousschedule
presentations, including:
BarCharts(GanttCharts)
MilestoneCharts
ProjectScheduleNetworkDiagrams
DevelopSchedule
Outputs
ProjectCalendarsPMBOK184
Showstheworkingdays/shiftsavailablefor
scheduledactivitiesbydistinguishingtime
periodsthatarenotavailablefromthosethatare.
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DevelopSchedule
Outputs
PMPUpdates
ScheduleBaseline
ActivityAttributes
Calendars
RiskRegister
CPMSpecialAttention
CPM Basics
CriticalPath:
CriticalPathisboththelongest andtheshortest the
longest pathintermsofaccumulateddurations
throughthenetworkdiagram;anditistheshortest
periodoftime inwhichallprojectactivitiescanbe
completed.
ActivitiesontheCriticalPathmusthappenontime
thedelay ofanyactivityontheCriticalPathaffects
thewholeschedule.
AprojectcanhavemorethanoneCriticalPath but
theywillhavethesameduration.
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CPMSpecialAttention
Float
Float(orSlack) is:
Howlonganactivitycanbedelayedorextended
TypesofFloat:
TotalFloat Timeanactivitymaybedelayedor
extendedwithoutaffectingthetotalproject
duration,orviolatingatargetfinishdate.
FreeFloat Timeanactivitymaybedelayedor
extendedwithoutaffectingthestartofany
succeedingactivity.
ProjectFloat Theamountoftimeaprojectcanbe
delayedwithoutimpactinganimposeddeadline.
CPMSpecialAttention
NetworkDiagramConventions
DURATION
The estimated time to
undertake the activity
EARLY START (ES)
The earliest time that an
activity can start according
to the logical constraints.
Early
start
Duration
Early
finish
EARLY FINISH (EF)

The earliest time that an activity
can finish according to the
logical constraints.
Name of activity
LATE START (LS)
The latest time that an activity
can start according to the
logical constraints, and without
affecting the overall project
duration.
Late
start
Total
float
Late
finish
TOTAL FLOAT
The time by which an activity may
be delayed without affecting the
overall project duration.
LATE FINISH (LF)

The latest time that an activity
can finish according to the
logical constraints, and without
affecting the overall project
duration.
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CPMSpecialAttention
PathConvergenceForwardPass
CPMSpecialAttention
PathConvergenceBackwardPass
Path Convergence Backward
(Right to Left / LS and LF):
C and F flow Backward to E
Backward with Less: Choice of Successor Late Start
is between 10 and 12 10 is less. Therefore, Late Finish of Predecessor is 9.
1
9
2
A
10
11
1
B
3
11
10
3
C
12
12
14
START
FINISH
10
14
10 F
14
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183
CPMSpecialAttention
TheFiveStepApproachSummary
1. Determinethenumberofpaths inthe
networkdiagram.
2. DeterminetheCriticalPath.
3. CompletetheCriticalPath.
4. FornonCriticalPaths andactivities,
doaForwardPass andaBackwardPass.
5. FornonCriticalPathsandactivities,
determineTotalFloatandFreeFloat.
CPMSpecialAttention
TheFiveStepApproachDetailed
1. Determinethenumberofpaths inthe
networkdiagram.
2. DeterminetheCriticalPath.
Addthedurationsofeachpath.
PathwiththehighestnumberistheCritical
Path.
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184
CPMSpecialAttention
CPMSpecialAttention
3. CompletetheCriticalPath.
DoaForwardPass,doaBackwardPass,and
determineFloat.
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185
CPMSpecialAttention
HowdoyoucalculatetheForwardPass?
a. Forthefirstactivity ontheCriticalPath:
1) The EarlyStart(ES)is1.
2) FortheEarlyFinish(EF),add theactivity
duration(AD),thensubtract 1:
CPMSpecialAttention
b. Forallfollowingactivities:
1) TheEarlyStart(ES) ofeachSuccessorActivity
isthenextnumberupfrom theEFof
PredecessorActivity:
2) FortheEarlyFinish(EF),simplydoasabove
add theESandtheactivityduration,then
subtract 1:
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186
CPMSpecialAttention
HowdoyoucalculatetheBackwardPass?
a. OntheCriticalPath,the LSandLFdates are
thesameas theESandEFdates.
b. Inotherwords:
HowdoyoudetermineFloat ontheCritical
Path?Normally,theCriticalPathhaszerofloat.
CPMSpecialAttention
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187
CPMSpecialAttention
4. DoaForwardPass NonCriticalPaths.
a. First,beginwith1,addtheduration ofthe
activity,andthensubtract1 toarriveattheEF:
b. And remember:TheES oftheSuccessor

Activityis thenextnumberupfrom the
EF ofthePredecessor Activity:
CPMSpecialAttention
DoaBackwardPass NonCriticalPaths.
a. StartwiththeLateFinish(LF) ofthelastactivity,and
remember:theLFofthelastnoncriticalactivity isthe
sameas theFinish(EarlyorLate)ofthelastactivityonthe
CriticalPath:
b. FortheactivitysLateStart(LS),subtract theactivitys
durationfromtheactivitysLateFinish,andthenadd 1:
c. And remember:TheLFofeachPredecessoractivity isthe

nextnumberdownfromtheLSoftheSuccessor:
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188
CPMSpecialAttention
CPMSpecialAttention
5. FornonCriticalPathsandactivities,
determine Float.
a. SubtracttheEFfromtheLF:
b. But Remember:
1) Foreachactivitynot onCriticalPath,LFEF=
Float,asshownabove.
2) Butforallactivitieson theCriticalPath,thereis
normallyzeroFloat.
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CPMSpecialAttention
c. DetermineifyouhaveFreeFloat.
1) AllFloatisTotalFloat,whichis:Thetimean
activitymaybedelayedorextendedwithout
affectingthetotalprojectduration.
2) SomeTotalFloatisFreeFloat,whichis:Thetime
anactivitymaybedelayedorextendedwithout
affectingthestartofanySuccessoractivity.
FreeFloatisthegapminus1betweentheES
oftheSuccessor activityandtheEFofthe
Predecessor activity.
CPMSpecialAttention
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190
CPMSpecialAttention
CPMExercise#1
CPMSpecialAttention
CPMExercise#2
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191
CPMSpecialAttention
CPMExercise#3
6
A
5
B
8
C
4
D
START
8
E
END
7
F
5
G
7
H
4
I
1
J
12
K
Theres a mistake in this diagram. Can you find it?
6.7ControlSchedule
PMBOKPage185
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192
ControlSchedule
Whatsthepurpose?
progressreports,andmanagechanges totheSchedule
Baseline.
Howdoesithelp?
Allowsdeviationfromtheplantobereadilydetected
sothatcorrective/preventiveactioncantakento
addresssuchdeviation,therebyreducingrisk.
Whendoesithappen?
FromScheduleBaseline definition toformal
acceptance ofthedeliverables.
ControlSchedule
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193
ControlSchedule
Inputs
WhatisthetwofoldpurposeofthePMP?
ProjectSchedule
WorkPerformanceData
ControlSchedule
Inputs
ProjectCalendars
ScheduleData
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ControlSchedule
Tools&Techs
PerformanceReviewsPMBOK188
PerformanceReviews,inwhichschedule
performance ismeasured,compared,andanalyzed
usingnumeroustechniques,including:
TrendAnalysis,whichlooksatperformanceover
periodsoftime inordertodetermineimprovement
oradecline inscheduleperformance.
CriticalPathMethod, whichexaminesprogress
alongtheCriticalPathasawayofdetermining
schedulestatus,particularlyrisk.
ControlSchedule
Tools&Techs PerformanceReviews
CriticalChainMethod,whichseekstodetermine
schedulestatusbycomparingthebufferremaining
tothebufferrequired topreservetheprojectend
date.Thedifferencebetweenthetwomay
determinewhetherCorrectiveAction isneeded.
EarnedValueManagement, whichrelieson
ScheduleVariance(SV) andSchedulePerformance
Index(SPI) to determinethedegreetowhich
performancevariesfromtheoriginalSchedule
Baseline.Schedulecontrolincludesdeciding
whetherCorrectiveAction or PreventiveAction is
required.
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ControlSchedule
Tools&Techs PerformanceReviews
EarnedValueManagement, whichrelieson
ScheduleVariance(SV) andSchedulePerformance
Index(SPI) to determinethedegreetowhich
performancevariesfromtheoriginalSchedule
Baseline.Schedulecontrolincludesdeciding
whetherCorrectiveAction or PreventiveAction is
required.
ControlSchedule
Tools&Techs
ProjectManagementSoftware
Inwhichprocessdidthisfirstappearasa
Tool/Technique?
NameoneexampleofaProjectManagement
Softwareapplication.
ResourceOptimizationTechniques
Inwhichprocessdidthisfirstappear?
Nameanexampleofonesuchtechnique.
ModelingTechniques
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ControlSchedule
Tools&Techs
LeadsandLags
Howdotheydiffer?
ScheduleCompression
Therearetwomethods.Nameone.Whatisits
disadvantage?
SchedulingTool
ControlSchedule
Outputs
WorkPerformanceInformation
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ControlSchedule
(ETC).
Reports.SeePMBOK467
ControlSchedule
Outputs
ScheduleForecastsPMBOK 190
BasedontheWorkPerformanceInformation
developedastheprojectprogresses.
ThisWorkPerformanceInformation,inturn,is
basedonthepastandexpectedfuture
performance oftheprojectasindicated,in
largepart,byEarnedValueMeasurements.
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ControlSchedule
Outputs
ChangeRequests
Action?
ControlSchedule
Outputs
PMPUpdates
ScheduleBaseline;ScheduleManagementPlan;
and CostBaseline.
ScheduleData;ProjectSchedule;RiskRegister
OPAUpdates
CausesofVariances;CorrectiveActions selected
andreasonswhy;andOtherLessonsLearned.
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TimeKnowledgeArea
SampleTestQuestions
1.IfActivityAhas15daysofFreeFloatand25daysofTotal
FloatandtheEarlyStartdateisdelayed30days,whatisthe
effectontheproject?
a. Thefollowingactivitywillbedelayed15days.
b. Theprojectisdelayed30days.
c. Theprojectwillbedelayed5days.
d. Bothaandc.
2.Inanynetworkdiagram,floatisfoundwhen___.
a. EarlyStartandLateStartarenotequal.
b. EarlyStartandLateFinisharenotequal.
c. LateFinishplusLagisgreaterthanzero.
d. EarlyStartandLateFinishequalzero.
TimeKnowledgeArea
SampleTestQuestions
3.Anactivityhas5daysofFreeFloatand10daysofTotalFloat.
Itsstartisdelayed7days. Whatistheeffect?
a. Theprojectisdelayedby2days.
b. Theprojectisnotdelayed.
c. TheEarlyStartofthenextactivityslips2days.
d. Bothbandc.
4.AnactivityhasanEarlyStartdateof10,aLateStartdateof
19,andanActivityDurationof4.Basedonthisinformation,
whatcanyouconcludeabouttheactivity?
a. TotalFloatfortheactivityis9days.
b. TheEarlyFinishdateistheendofthedayonthe14th.
c. TheLateFinishdateisthe25th.
d. Itcanbecompletedin2daysifresourcesaredoubled.
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200
TimeKnowledgeArea
SampleTestQuestions
5.ThedifferencebetweenFastTrackingandCrashingisbest
describedbywhichofthefollowingstatements?
a. Thereisnodifference.
b. FastTrackinginvolvesdealingwithcostconstraints;
Crashingisconcernedwithscheduleproblems.
c. FastTrackingattemptstofinishaprojectearlierthan
scheduled;Crashingattemptstocompletetheprojecton
scheduleatnoadditionalcost.
d. FastTrackinginvolveschangingtheapproachtoperform
activitiesinparallel;Crashingaddsresourcestoproject
activitiesforearliercompletion.
CostManagementPMBOK193
Thoseprocessesnecessary
toensurethattheprojectis
deliveredwithintheCost
Baseline.
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CostManagement
7.1PlanCostManagement
ProducetheCostManagementPlan,adocument
thatexplainsthepolicies,procedures,and
documentationrequiredtoproperlymanage
thatis,plan,expend,andcontrol projectcosts.
7.2EstimateCosts
Estimatethecosts,withtheresourcesidentified
andthedurationsestimated,neededtocomplete
thework involvedineachactivitydocumentedin
theActivityList.
CostManagement
7.3DetermineBudget
ProducetheCostBaseline,anaggregationofall
costsestimatedforeachactivityintheActivity
List.
7.4ControlCosts
projectcosts,andmanagechanges totheCost
Baseline.
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7.1PlanCostManagement
PMBOKPage195
PlanCostManagement
Whatsthepurpose?
ProducetheCostManagementPlan,adocumentthat
explainsthepolicies,procedures,anddocumentation
requiredtoproperlymanage thatis,plan,expend,
andcontrol projectcosts.
Howdoesithelp?
Thisdocumentprovidesguidanceanddirectionon
howtomanageprojectcosts duringallphasesofthe
ProjectLifeCycle.
Whendoesithappen?
After ProjectCharter hasbeendeveloped butbefore
EstimateCosts process.
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PlanCostManagement
PlanCostManagement
Inputs
ProjectCharter
process?
Globalv5.2
204
PlanCostManagement
Inputs
onthisprocess?
PlanCostManagement
Tools&Techs
ExpertJudgment
Techniques?
Meetings
Version0.3
410
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205
PlanCostManagement
Outputs
CostManagementPlan PMBOK198
Describeshowcostswillbeplanned ,structured,
andcontrolled.Contentsoftheplanmay
include:
LevelofPrecision,thedegreetowhichcostswillbe
roundeduporroundeddown.
PerformanceMeasurementRules,whichmayinclude
EarnedValueMeasurements(EVM).
ReportingFormats.
7.2EstimateCosts
PMBOKPage200
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206
EstimateCosts
Whatsthepurpose?
Estimatethecosts,withtheresourcesidentifiedand
thedurationsestimated,neededtocompletethework
involvedineachactivitydocumentedintheActivity
List.
Howdoesithelp?
Itprovidesamonetaryapproximationofthecosts
neededtocompletetheworkoftheproject.
Whendoesithappen?
AfterPlanCostManagement process andbefore
DetermineBudget.
EstimateCosts
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EstimateCosts
Inputs
CostManagementPlan
PlanHumanResourceManagement process
upcoming!
Whydoyouthinkthisplanmaybeneededasan
Inputtothisprocess?
ScopeBaseline
Output?Whatareitsthreemajorcomponents?
EstimateCosts
Inputs
ProjectSchedule
ScheduleData
RiskRegister
Animportant Inputtothisprocess?Whydoyou
thinkitis?
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208
EstimateCosts
Inputs
onthisprocess?
EstimateCosts
Tools&Techs
ExpertJudgment
Judgment?
AnalogousEstimating
Thisisalsoknownas___.Whatsitsopposite?Is
itconsideredmoreorlessreliablethanits
opposite?Whatareitsadvantages?Its
disadvantages?
Version0.3
418
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209
EstimateCosts
Tools&Techs
ParametricEstimating
HowwouldyoudescribeParametricEstimating?
Canyougiveanexample?
ThreePointEstimating
Thisisalsoknownas___.?
Whatarethethreepoints?
Whatisthecalculation?
ThreePointEstimatingcanbeusedforboth___
andfor___estimating.
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EstimateCosts
Tools&Techs
ReserveAnalysis
Whatarethetwotypes ofreserves?
Whichisforknownunknown,andwhichisfor
unknownunknowns?
WhichmaybeincludedintheCostBaseline,and
whichintheProjectBudget?
Tool/Technique?
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EstimateCosts
Tools&Techs
CostofQuality PMBOK206,235
Includesallcostsincurredoverthelifeofthe
product byinvestmentinpreventing
nonconformancetorequirements,appraisingthe
productorserviceforconformancetorequirements,
andfailingtomeetrequirements(rework).
Failurecostsoftencategorizedintointernal (found
byproject)andexternal (foundbyCustomer).
FailureCostsarealsocalledCostofPoorQuality
(COPQ).
EstimateCosts
Tools&Techs
VendorBidAnalysis PMBOK207
Analysisofwhattheprojectshouldcost,basedon
theresponsivebidsfromqualifiedvendors.
Inacompetitivebidcontext,additionalanalysismay
beneededtoexaminethepricesofindividual
deliverablesandtoderiveacostthatsupportsthe
finaltotalprojectcost.
GroupDecisionMakingTechniques PMBOK207
CommontechniqueshereareBrainstorming, the
DelphiMethod, andNominalGroupTechniques.
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211
EstimateCosts
Outputs
ActivityCostEstimates PMBOK207
Thequantitativeassessmentsofthe
probablecostsrequiredtocompleteproject
work.PMBOK207
Estimatesdevelopedforevery activityonthe
ActivityList.
Allresourcesrelatedtoeveryactivityonthe
ActivityListiscostestimated:
DirectLabor and Materials
ContingencyReserves and IndirectCosts (if
includedintheprojectestimate)
EstimateCosts
Outputs
BasisofEstimatesPMBOK208
Detailsthatservetosupportthedevelopmentof
eachcostestimate,BOEsshouldprovidea
thoroughunderstandingofhoweachestimate
wasderived:
Assumptions,constraintsmadeindevelopingthe
estimateandtheconfidencelevels.
Indicationofpossiblerangeofestimates.
RiskRegister
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212
EstimateCosts
Extras
AccuracyofEstimates
ROM(RoughOrderofMagnitude)
25%to+75%
BudgetaryEstimates
+or 15%to25%
DefinitiveEstimate
5%to+10%
7.3DetermineBudget
PMBOKPage208
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213
DetermineBudget
Whatsthepurpose?
ProducetheCostBaseline,anaggregationofallcosts
estimatedforeachactivityintheActivityList.
Howdoesithelp?
ItproducesaCostBaseline,againstwhichtheproject
performance canbemeasured,monitored,and
controlled.
Whendoesithappen?
Aftercostshavebeenestimated andwellbefore
completionofprojectplanning.
DetermineBudget
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214
DetermineBudget
Inputs
CostManagementPlan
ScopeBaseline
Output?
Whatarethethreemajorcomponentsofthis
baseline?
The majorInputintothisprocess!Why?
DetermineBudget
Inputs
BasisofEstimates (BOE)
WhichprocessproducedtheBOEasanOutput?
ProjectSchedule
WhymightbeanInputtothisprocess?
ResourceCalendars
WhatprocessproducedthisInputasanOutput?
RiskRegister
WhichprocessproducedthisasanOutput?
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215
DetermineBudget
Inputs
Agreements
Canyounameadocumentthatwouldbe
consideredanAgreement?
DetermineBudget
Tools&Techs
CostAggregationPMBOK211
CostestimatesdevelopedforeachWorkPackage,in
accordwiththeWBS,aresummedup or
aggregated tothehighercomponentlevelsof
theWBS,suchasControlAccounts.
Ultimately,CostAggregationproceedsuntilasingle
figureatthetopoftheWBSisreached theCost
Baseline.
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DetermineBudget
Tools&Techs
ReserveAnalysis
unknownunknowns?
ExpertJudgment
DetermineBudget
Tools&Techs
HistoricalRelationshipsPMBOK212
AnyhistoricalrelationshipthatresultsinParametric
Estimates orAnalogousEstimates andinvolvesthe
useofparameters(projectcharacteristics)to
developmathematicalmodelsthatpredicttotal
projectcosts.
Suchmodelsmaybesimple (residentialhome
constructionbasedonacostpersquarefootof
space)orcomplex (asoftwaredevelopmentcosting
modelusingmultipleseparateadjustmentfactors).
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217
DetermineBudget
Tools&Techs
FundingLimitReconciliationPMBOK212
Fundsexpenditure shouldalwaysbereconciledwith
anyfundinglimits onthecommitmentoffundsfor
theproject.
Avariance betweenthefundinglimitsandthe
plannedexpendituresmayrequireareschedulingof
work tolevelouttheexpenditurerate
accomplishedbyplacingimposeddateconstraints
forworkintotheprojectschedule.
DetermineBudget
Outputs
CostBaselinePMBOK212
Theapprovedtimephasedbudget forthe
project.
EstimatesfortheWorkPackages (withrespective
ContingencyReserves)areaggregated uptothe
ControlAccount level.
AllControlAccountbudgetssummedup=Cost
Baseline.(OftendisplayedinanSCurve.)
Then,ManagementReserves addedtotheCost
Baseline=ProjectBudget!
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218
DetermineBudget
Outputs
ProjectFundingRequirementsPMBOK214
FundingRequirements(TotalandPeriodic)are
derivedfromtheCostBaseline.
Oftenoccursindiscontinuous,incremental
amounts.
ThetotalfundsrequiredincludeCostBaseline,
plusManagementReserves (ifany).
DetermineBudget
Outputs
RiskRegister
ProjectSchedule
Globalv5.2
219
7.4ControlCosts
PMBOKPage215
ControlCosts
Whatsthepurpose?
projectcosts,andmanagechanges totheCost
Baseline.
Howdoesithelp?
Allowsvariancefromtheplantobereadilydetected
sothatcorrective/preventiveactionscanbetakento
addresssuchvariances,therebyreducingrisk.
Whendoesithappen?
FromCostBaseline definition toformalacceptance
ofthedeliverables.
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220
ControlCosts
ControlCosts
Inputs
ProjectFundingRequirements
AnOutputoftheDetermineBudgetprocess,why
doyouthinktheserequirementsareofvalueas
anInputtothisprocess?
WorkPerformanceData
WorkPerformanceData,WorkPerformance
Information,WorkPerformanceReports whats
thedifference?Whichcomesfirst?Whichlast?
(SeePMBOK467.)
Globalv5.2
221
ControlCosts
Inputs
ControlCosts
Tools&Techs
EarnedValueManagementPMBOK217
Methodofperformancemeasurementthat
integratesallbaselines scope,schedule,andcost
toformanintegratedPerformanceBaseline.
FocusedonthreemeasuresforeveryControl
AccountandWorkPackage:EarnedValue,
PlannedValue,and ActualCost.
MajorfocusonCost/ScheduleVariances (CV/SV)
andCost/SchedulePerformanceIndexes (CPI/SPI).
EVMiscoveredindetailattheendofthisprocess,
intheSpecialAttention section.
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222
ControlCosts
Tools&Techs
ForecastingPMBOK220
AnEstimateatCompletion (EAC) maybecalculated
thatdiffersfromtheBudgetatCompletion (BAC).
EACsareoffourtypes,andmay:
1. Assumethatfutureworkwillconformtothe
budgetedrate.
2. Assumepastperformance willcontinuetotheend.
3. CombinepastperformancewithaBottomUp
Estimate fortheremainingwork.
4. CombineCPI and SPI values.
ForecastingiscoveredinSpecialAttention section.
ControlCosts
Tools&Techs
ToCompletePerformanceIndexesPMBOK221
Inessence,theratio ofthecosttodotheworkthat
remains totheCostBaselinethatremains.
Ameasureofthecostperformancenecessaryto
attain,withexistingresources,amanagementgoal,
eitherthe:
BAC theoriginalCostBaseline(withapproved
changes,ofcourse),or
EAC inessence,anewCostBaseline.
ToCompletePerformanceIndexesarecoveredin
theSpecialAttention sectionofthisprocess.
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223
ControlCosts
Tools&Techs
PerformanceReviews
PerformanceReviewsmeasure,compare,and
analyze costperformance overtime.IfEVMisused,
theinformationbelowisderived:
VarianceAnalysis, withfocusonCostVariance(CV),
ScheduleVariance(SV),VarianceatCompletion(VAC).
TrendAnalysis,toexamineprojectperformanceover
time todeterminewhetherperformanceisimproving
ordeteriorating.
EarnedValuePerformance,tocomparethe
PerformanceMeasurementBaselinetoactual
scheduleandcostperformance
ControlCosts
Tools&Techs
Tool/Technique?
ReserveAnalysis
unknownunknowns?
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224
ControlCosts
Outputs
ControlCosts
(ETC).
Reports.SeePMBOK467
Globalv5.2
225
ControlCosts
Outputs
CostForecastsPMBOK225
AcalculatedEACestimateoraBottomUp
estimate documentedandcommunicatedto
Stakeholders!
ChangeRequests
Action?
ControlCosts
Outputs
PMPUpdates
CostBaselineandtheCostManagementPlan
ActivityCostEstimates,BasisofEstimates(BOE).
OPAUpdates
FinancialDatabases;CausesofVariances;
CorrectiveActions selected andthereasonsfor
selectingthem;andOtherLessonsLearned.
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226
ControlCosts
Outputs
OPAUpdates
FinancialDatabases;CausesofVariances;
CorrectiveActions selected andthereasonsfor
selectingthem;andOtherLessonsLearned.
EVMSpecialAttention
EVMInaNutshell
FourDataPoints.
ThreeVarianceCalculations.
TwopastorientedPerformanceIndices.
TwoForecastingCalculations
thatis,TwoDefault ForecastingCalculations,
andsixvariationsonatheme!
Two futureorientedPerformanceIndices
454
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227
EVMSpecialAttention
EVMInaNutshell
Doyouremember
EV PV AC BAC?

Youmustknowatleasttwo oftheseDataPoints
tosolveanyEVMproblem.
WhichonesyoumustknowdependontheEVM
calculationbeingasked.
455
EVMSpecialAttention
Agoodnews badnewsday
456
Globalv5.2
228
EVMSpecialAttention
FourDataPoints
EarnedValue(EV)
BudgetedCostofWorkPerformed(BCWP).
Youcaneasilyfigurethisoutfromthefactsofthe
situation.
EV/BCWP isthemoneyvalueofwhereyoureally
areatthisdateonyourschedule themoney
valueofthescheduledActivitiesyouhavereally
completed.
NotnecessarilythescheduledActivitiesyouhad
plannedtobecompleteduptothisdate.
457
EVMSpecialAttention
FourDataPoints
EarnedValue(EV)
EV=BCWP.HowtoRemember: EforEarned.
PforPerformed.EarnedandPerformedare
closelyrelatedinmeaning.
EVanswersthequestion:Whatisthemoney
valueofwhereIreally amonthisdate?
458
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229
EVMSpecialAttention
FourDataPoints
PlannedValue(PV)
BudgetedCostofWorkScheduled(BCWS).
YoualreadyknowthePVfromyourplanning
documents.
PV/BCWS isthemoneyvalueofwhereyou
plannedtobe atthisdateonyourschedule the
moneyvalueofthescheduledActivitiesyouhad
plannedtobecompletedbythisdate.
459
EVMSpecialAttention
FourDataPoints
PlannedValue(PV)
PV=BCWS.HowtoRemember: PforPlanned.
SforScheduled.PlannedandScheduled
closelyrelatedinmeaning.
PVanswersthequestion:Whatisthemoney
valueofwhereIplanned tobeonthisdate?
460
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230
EVMSpecialAttention
FourDataPoints
ActualCost(AC)
ActualCostofWorkPerformed(ACWP).
YoualreadyknowtheACfromyourcost
accountingsystem.
AC/ACWP ishowmuchmyteamhasspenttodate
ontheworkthathasbeenperformed.
Notnecessarilyhowmuchmoneyyouplannedto
havespentuptothisdateontheschedule.
461
EVMSpecialAttention
FourDataPoints
ActualCost(AC)
AC=ACWP.HowtoRemember: AforActual(in
AC)and AforActual(inACWP).
ACanswersthequestion:Howmuchofthe
original,plannedCostBaselinehaveIspentto
date?
BudgetatCompletion(BAC)
YourCostBaseline!
YourCostPerformanceBaseline.
BACanswersthequestion:Howmuchisthe
original,plannedCostBaseline?
462
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231
EVMSpecialAttention
FourDataPoints
BudgetAtComplete(BAC)
Howmuchwasoriginallyplannedforthisproject
tocost includingapprovedchanges.
Knownbymanynames:
CostPerformanceBaseline
CostBaseline
PerformanceMeasurementBaseline(PMB)
BudgetatCompletion(BAC)
463
EVMSpecialAttention
VarianceCalculations
1.
CostVariance (CV)
Answersthequestion: Atthispointintime,amI
undertheCostBaseline,orover?
Thedifferencebetween thevalueoftheworkwe
haveperformed andthemoneywehaveactually
spent.
CV>0=Underbaseline.
CV<0=Overbaseline.
464
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EVMSpecialAttention
CV=EVAC
CV=4,7505,000
CV=250
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465
EVMSpecialAttention
2.
ScheduleVariance (SV)
Answersthequestion: Atthispointintime,amI
aheadofschedule,orbehind?SVisthe
differencebetweenthevalueoftheworkweve
completed and thevalueoftheworkwehad
plannedtobecompleted.
SV>0=Aheadofschedule.
SV<0=Behindschedule.
466
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233
EVMSpecialAttention
SV=EVPV
SV=4,7503,500
SV=+1,250
Version0.1
467
EVMSpecialAttention
3. VarianceatCompletion (VAC)
Answersthequestion: Attheendoftheproject,
willIbeundertheCostBaseline,oroverit?
VACisthedifferencebetweenouroriginalCost
Baseline andthenewbaseline.
VAC>0=Underbaseline.
VAC<0=Overbaseline.
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234
EVMSpecialAttention
PerformanceIndexesPast
1. CostPerformanceIndex (CPI)
Answersthequestion: Howwellistheproject
usingmoney?
CPI>1=Underbaseline.
CPI<1=Overbaseline.
469
EVMSpecialAttention
CPI=EV/AC
CPI=4,750/5,000
CPI=0.95
Version0.1
470
Globalv5.2
235
EVMSpecialAttention
2. SchedulePerformanceIndex (SPI)
Answersthequestion: Howwellistheproject
usingtime?
SPI>1=Aheadofschedule.
SPI<1=Behindschedule.
471
EVMSpecialAttention
SPI=EV/PV
SPI=4,750/3,500
SPI=1.36
Version0.1
472
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236
EVMSpecialAttention
ForecastCalculations:EACand ETC
Good News Bad News
Day
EACandETC,
theforecastcalculations
How much the team will

need to complete the
project from this day to
the end.
Estimate to Complete (ETC)
Estimate at Completion (EAC)
Project
Start
Project
Finish
What the new

Cost Baseline is.
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473
EVMSpecialAttention
ForecastCalculation:ETC
1. EstimatetoComplete (ETC)
ETCanswersthequestion:Howmuchmoneydo
Ineedtocompletetheprojectfromthispoint
totheendoftheproject?
ETCforecastsremaining projectcostsbasedon
the BAC(ETC1)or
onanEAC (ETC2),anewCostBaseline.
474
Globalv5.2
237
EVMSpecialAttention
ETC1 =(BAC EV)/CPI

ETC1 =(8,500 4,750)/0.95
=3,750/0.95
=3,947
Version0.1
475
EVMSpecialAttention
IftheETCisbasedonanewCostBaseline
thedecisionis:WhichEACistobeused?
Version0.1
476
Globalv5.2
238
EVMSpecialAttention
ForecastCalculation:EAC
2. EstimateatCompletion (EAC)
EACforecastsfinal projectcosttotal. (EACis
reallyyournewCostBaseline.)
EACanswersthequestions:Howmuchwillthe
entireprojectcostnow? WhatismynewCost
Baseline?
TherearefourEACcalculations inPMBOK.
Usedependsonscenario.
477
EVMSpecialAttention
EAC1:
Acceptsperformanceuptothispointinthe
project asindicatedbytheAC butassumes
performancewillbeattheoriginalBAC
budgetedrate fromthispointtotheend.
478
Globalv5.2
239
EVMSpecialAttention
EAC1 =AC+(BAC EV)

EAC1 =5,000+(8,500 4,750)
=5,000+3,750
= 8,750
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479
EVMSpecialAttention
EAC2:
Assumesthattheperformanceuptothispoint
intheproject asindicatedbytheCPI will
continue throughprojecttotheend.
480
Globalv5.2
240
EVMSpecialAttention
EAC2 =BAC/CPI
(Thedefaultformula.)
EAC2 =8,500/0.95
=8,947
Version0.1
481
EVMSpecialAttention
EAC3:
Acceptsnegativecostperformanceuptothis
pointintheprojectbutinsists thatprojecthita
firmcompletiondate.
482
Globalv5.2
241
EVMSpecialAttention
EAC3 =AC+
([BAC EV] [CPIxSPI])
EAC3 =5,000+
([8,500 4,750] [0.95x1.35])
EAC3=5,000+(3,750 1.3)
= 7,884
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483
EVMSpecialAttention
EAC4:
RequiresacompleteredoofETC.
Buildsonactualscostsandteamsexperienceup
tothispoint.
Therefore,accurateandmostcommonbut
expensiveandtimeconsuming!
484
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EVMSpecialAttention
PerformanceIndexesFuture
1. ToCompletePerformanceIndex1 (TCPI1)
TCPIbasedonBAC.
Theforecastofhowefficientfutureproject
performancemustbeinordertoconformtothe
plannedBAC fortheproject.
485
EVMSpecialAttention
2. ToCompletePerformanceIndex2 (TCPI2)
TCPIbasedonEAC.
Theforecastofhowefficientfutureproject
performancemustbeinordertoconformtothe
newEAC fortheproject.
ResultdependsonwhichEACisused.
486
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243
EVMSpecialAttention
TCPI1 andTCPI2 WhenToUse
TCPI1: UsethisTCPIcalculationifyourProject
Sponsorwantsyoutocontinueusingtheplanned
BACastheCostBaseline.
TCPI2: UsethisTCPIcalculationifyourProject
SponsorwantsyoutostopusingtheBACasthe
CostBaselineand,instead,startusingthenew
EACastheCostBaseline.
487
EVMSpecialAttention
HowtoRememberTCPI#1andTCPI#2
Thereisonlyone variationinthecalculations:BAC,
fortheBACbasedforecast;andEAC,fortheEAC
basedforecast,asshownbelow:
Withthissingleexception,thetwocalculationsare
identical.
488
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244
ControlCosts
Extras EstimatingRules
50/50Rule
Tasksinprogressassumed50%complete
20/80Rule
Tasksinprogressassumed20%complete
0/100Rule
NothingEarneduntiltaskcomplete
ControlCosts
Extras IntangibleandSunkCosts
IntangibleCosts
Mostcostscanbedirectlymeasuredinmonetary
termsthosethatcannotbemeasuredthisway
arecalledIntangibleCosts.
SunkCosts
Moneyalreadyspent andcannotberecovered.
Shouldbeignoredwhenmakingdecisionsabout
whethertocontinueinvestinginacontinuing
projectbutshouldbeincludedinthecostsofa
project.
Globalv5.2
245
ControlCosts
Extras FixedandVariableCosts
FixedCosts
Nonrecurringexpenses,suchassetupcostsor
capitalequipment,andthosecoststhatareset
andwillnotchange duringtheProjectLifeCycle.
VariableCosts
Thosecoststhatriseindirectproportiontothe
sizeoftheproject forexample,thecosts
associatedwithlabor.
ControlCosts
Extras DirectandIndirectCosts
DirectCosts
Thosecoststhatcanbeattributeddirectlytothe
project forexample,projectstaffsalaries,
materials,thirdpartyexpenses.
IndirectCosts
Partoftheowningorganization'soverheads and
sharedamongallprojects/departments for
example,facilitiescosts,utilities,management
overhead,etc.
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246
ControlCosts
Extras LifeCycleCosts(LCC)
Totalcostofownershipoverentirelifecycle.
Includesallcostfromacquisitioncosts
through runningcosts to disposalcosts.
Inprojectcontext,partofLCCareusually
incurredafterprojectcompletion.
ProjectTeammustbearinmindLCCwhen
designingsolutions.
Poorpracticetocutprojectdeliverycostsif
thisresultsinanoverallincreaseinLCC.
ControlCosts
Extras CapitalandOperatingExpenses
Allmoneyspentonpurchasesisoneorthe
other.
Moneyspentonassetsorimprovement to
assetsiscalledCapitalExpenses.
Suchassetswillhaveavalueonthebalance
sheetandmaybesubjecttodepreciation.
Moneyspentonconsumableitemsrequired
forthedaytoday runningofthebusinessis
knownasOperating Expenses.
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ControlCosts
Extras ValueAnalysis
Designofanitemisanalyzedtoidentify each
ofitsfunctions aswellasthecost ofeach
function.
Eachfunctionisthenexaminedtoseeifitis
justifiedbyitscost,andifitspossibleto
providethefunctionatalowercostwithouta
correspondingdecrease inperformanceor
quality.
ControlCosts
Extras GrossandNetProfit
GrossProfit
Differencebetweensalesrevenue andthecostof
thedeliverable (makingaproductorprovidinga
service) before deductingexpenses(overhead,
payroll,taxation,andinterestpayments).
NetProfit
Grossprofitminus expenses.
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ControlCosts
Extras FundingLimits
Organizationfundingtheprojectwilltypically
attempttocontrolcashflowbyimposing
FundingLimits throughouttheproject.
FundingLimitsmaycauseactivitiestobe
delayedwithinthelimitsoffloat or,ifthe
projectisrunningoverbudget,theymay
causeittoslowdowntofit inwiththe
FundingLimits.
CostKnowledgeArea
SampleTestQuestions
1.Attheendofphase2,youfindyouhavespent$400,000.
Youhadplannedonspendingonly$325,000.Thevalueofthe
workaccomplishedsofaris$350,000.WhatisyourCPI?
a.0.875
c.0.928
b.1.076
d.1.231
2.Attheendofphase2,youfindthatyouhavespent$400,000
buthadplannedonspendingonly$325,000.Thevalueofthe
workaccomplishedsofaris$350,000.WhatisyourSV?
a.$25,000
c.$75,000
b.$25,000
d.$50,000
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CostKnowledgeArea
SampleTestQuestions
3.Atthemidwaypointinyourproject,youfindthatyouhavea
CPIof1.8.Thistellsyouthat___.
a. Youarespending$1.80foreverydollaryouhadplanned
tospend.
b. Yourprojectisintroublebecauseyourteamisspending
80%morethanplanned.
c. Youareearningvalueonyourprojectat1.8timestherate
youhadplanned.
d. Youareearning$1.00ofvalueforevery$1.80you
plannedtoearn.
CostKnowledgeArea
SampleTestQuestions
4. LifeCycleCostinginvolves___.
a. Thephysicalresourcesneededtocompleteaproject.
b. Calculatingtheinternalrateofreturn.
c. Assigningavaluetoeachactivityontheproject.
d. Consideringoverallcostsduringtheprojectandafterits
completion.
5. Earnedvalueanalysisona12monthprojectestimatedtocost
$1.5millionshowed,monthsix,EVof$650,000,aBCWSof
$750,000,andactualcostsof$800,000.Whatarethevariances?
a. SV=+$100,000andCV=+$150,000
b. SV=+$150,000andCV=+$100,000
c. SV=$50,000andCV=+$150,000
d. SV=$100,000andCV=$150,000
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QualityManagementPMBOK227
Theperforming
organizationsprocesses
andactivitiesthat
determinethequality
policies,objectives,and
responsibilities thatwill
ensuretheprojectsatisfies
theneeds forwhichitwas
undertaken.
QualityManagement
8.1PlanQualityManagement
ProducetheQualityManagementPlan,which
explainshowtheprojectwillcomplywith
qualityrequirementsandstandards thatapply
totheprojectanditsdeliverables.
8.2PerformQualityAssurance
Audit the qualityrequirementsandstandards
selectedinPlanQualityManagementprocess
andthemeasurements takenduringControl
Qualityprocesstoensurecompliancewiththe
selectedpoliciesandstandards.
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QualityManagement
8.3ControlQuality
Verifythecorrectnessofthedeliverables, asa
precursortotheValidateScopeprocess.
Documentinchartsanddiagrams theresultsof
qualityactivitiesinordertoassessperformance,
recommendchangesandprovideinputinto
thePerformQualityAssuranceprocess.
QualityManagement
BasicConcepts Quality/Grade
Qualityvs.Grade Notthesame!
Apieceofsoftwarecanbelowgradeandhigh
qualityforexample,itmaycontainonlybasic
features (lowingrade)butisdefectfree and
welldocumented(highinquality).
Oritcanbehighgradeandlowqualityfor
example, itmayberichinfeatures(highgrade)
butfullofbugsandbadlydocumented(low
quality).
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QualityManagement
BasicConcepts Accuracy/Precision
Precisionvs.Accuracy Notthesame!
Precision A measureofexactness.
Example:Themagnitudeforeachincrementon
themeasurementsnumberlineistheinterval
thatdeterminesthemeasurementsprecision
thegreaterthenumberofincrements,the
greatertheprecision.PMBOK228
Precise measurements notnecessarily
accurate.
QualityManagement
Precisionvs.Accuracy Notthesame!
Accuracy Anassessmentofcorrectness.
Example:Ifthemeasuredvalueofanitemis
veryclosetothetruevalueofthecharacteristic
beingmeasured,themeasurementismore
accurate.PMBOK228
Accurate measurements notnecessarily
precise.
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QualityManagement
Precision
Tightly clustered in same area,
but with little accuracy.
Accuracy
Same degree of accuracy,
but less clustered.
Precision and Accuracy

Tightly clustered with same
degree of accuracy.
QualityManagement
BasicApproachISOQualityStandards
CompatibilitywithISOQualityStandards
shouldbeamajorconsideration:
Minimizevariation
Deliverresultsthatmeetrequirements.
Tothatend,PMIplacesemphasis on:
CustomerSatisfaction
PreventionoverInspection
ContinuousImprovement
ManagementResponsibility
CostofQuality(COQ)
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QualityManagement
BasicApproach
CustomerSatisfaction:
Managerequirementssuchthat
Customerexpectationsaremet.This
means:
ConformancetoRequirements
FitnessforUse
QualityManagement
BasicApproach
PreventionOverInspection:
Thetimetofixqualityproblemsis
duringdesignandplanningnotafter
manufacture.
Qualityisplanned,designed,builtin
notinspectedin.
Costofpreventingmistakeslessthan
thecostofcorrectingthem.
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QualityManagement
BasicApproach
ContinuousImprovement:
TheBasis:PDCA
PlanDoCheckAct(PDCA)Cycle of
ShewhartandDeming.
Inaddition:TotalQualityManagement
(TQM),SixSigma,LeanSixSigma
Processimprovementmodels:OPM3,
CMMI
QualityManagement
BasicApproach
ManagementResponsibility:
Allteammembersrequiredforsuccess.
Butmanagementhasspecial
responsibility: Providetheright
resources intherightquantities to
achievequality.
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QualityManagement
BasicApproach
CostofQuality(COQ):
Thetotalcostofworkthatconforms to
therequirementsandthatworkthat
doesnot.
COQmaybeincurredthroughoutthe
projectand productlifecycle,although
postprojectCOQshouldbeportfolio
andprogrammanagementconcern.
QualityManagement
AdditionalInformation
CustomerExpectations
CustomerRequirements arethebasisfor
managingQuality.
Aqualityproduct Onethatmeetsthe
specificationandsatisfiestheCustomer.
GoldPlating(deliveringinexcessof
requirements)Alwaystobeavoided!
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QualityManagement
FiveQualityManagementPrinciples
1. Teamwork
Workingtogethertowardscommongoals.
2. CommitmenttoWorldClass
Alwaysstrivingtobeasgoodasthebest.
3. CustomerFocused
Theultimatearbitersofquality.
QualityManagement
FiveQualityManagementPrinciples
4. ContinuousImprovement
Getbetterbylotsofsmallsteps.
5. ProcessOrientation
Buildqualityintotheprocess.Getit
rightthefirsttime.
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QualityManagement
CrosbysFourAbsolutesofQuality
1. ConformancetoRequirements
2. QualitycomesfromPrevention
3. AimisZeroDefects
4. TheCostofQuality canbemeasured
QualityManagement
QualityOwnership
Management Overallresponsibility forquality
policyandstandardsacrossentireorganization.
ProjectManager Accountableforprojectquality
TeamMembers Responsibilityforthequalityof
theirownwork withinprovidedguidelinesandmust
havetheappropriatetraining
UltimateResponsibilityEachindividualperson
performinghisorhertasks.
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QualityManagement
AcceptableQualityLevel
Usedtobethoughtthatqualityproblemsare
inevitable,thatacertainlevelofdefectsis
acceptable
Modernapproachtoquality:Nosuchthingas
anAcceptableQualityLevel
Aimshouldalwaysbezerodefects.
8.1PlanQualityManagement
PMBOKPage231
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Whatsthepurpose?
ProducetheQualityManagementPlan,whichexplainshow
theprojectwillcomplywithqualityrequirementsand
standards thatapplytotheprojectanditsdeliverables.
Howdoesithelp?
TheQualityManagementPlanprovidesguidanceand
directiononhowtomanageandvalidatequality
throughout theProjectLifeCycle.
Whendoesithappen?
AfterIdentifyRisks andIdentifyStakeholders processes
(theRiskRegisterandStakeholderRegisterarekeyinputs)
butwellbeforecompletionofprojectplanning.
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Inputs
StakeholderRegister
AnOutputoftheIdentifyStakeholdersprocess,
whymightthisregisterbeavaluableInputhere?
RiskRegister
AnOutputoftheIdentifyRiskprocess,whymight
thisregisterbeavaluableInputhere?
RequirementsDocumentation,Management
Plan,TraceabilityMatrix whatsthedifference?
Inputs
onthisprocess?
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Tools&Techs
CostBenefitAnalysisPMBOK235
ACostBenefitAnalysisshouldbeappliedtoevery
qualityactivity.
Comparesthecostofthequality activitytothe
expectedbenefit.
ThegoldenruleassociatedwithCostBenefit
Analysisis:Allbenefits ofqualityactivitiesmust
outweighthecosts.
Suchbenefitsmightincludelessrework,lower
overallcosts.
Tools&Techs
CostofQuality(COQ)
Totalcostofproducingthedeliverableoftheproject
accordingtothequalitystandards.Twocosttypes
associatedwithCOQ:
1. ConformanceCosts Costsincurredduring the
projectineither(a)appraisingthedeliverableto
ensurecompliancewithrequirementsor(b)or
preventingnoncompliance.
2. NonConformanceCosts Costsincurredduring
theprojectorafter releaseofthedeliverable
becauseithasfailedtocomplywith
requirements.
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QualityManagement
BasicApproach
CostofQuality(COQ):
Tools&Techs
SevenBasicQualityToolsPMBOK236
UsedwithinthecontextofthePDCACycle tosolve
qualityrelatedproblems.
Alsoknownas7QCToolstheyare:
CauseandEffectDiagrams
Flowcharts
CheckSheets
ParetoDiagrams
Histograms
ControlCharts
ScatterDiagrams
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Tools&TechsSevenBasicQualityTools
CauseandEffectDiagrams
AlsoknownasFishbone orIshikawaDiagrams.
Thestartpointintracingaproblemssourcebackto
itsrootcauseistheproblemstatement, whichis
placedattheheadofdiagram.
Usually,thisproblemstatementdescribesthe
problemasagap(tobeclosed)oranobjective(tobe
achieved).
Causesarefound bylookingattheproblem
statementandaskingwhyuntiltheactionableroot
causehasbeenidentified.
Flowcharts
AlsocalledProcessMaps,theyshowthesequenceof
steps(branchingpossibilities)thatchangeaninput(s)
intoanoutput(s).
Activities,branchingloops,parallelpaths,anddecision
pointsaredisplayedbymappingproceduraldetailsina
horizontalvaluechainofaSIPOCModel.
FlowchartareusefulinestimatingtheCostofQuality in
aprocessobtainedbyusingtheworkowbranching
logictoestimateEMVfortheconformanceand
nonconformancework requiredtodelivertheexpected
conformingoutput.
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CheckSheets
AlsoknownasTallySheets andmaybeusedasa
checklistwhengatheringdata.
Usedtoorganizefacts inamannerthatwillfacilitate
theeffectivecollectionofusefuldataabouta
potentialqualityproblem.
Usefulforgatheringattributesdatawhileperforming
inspectionstoidentifydefects.Forexample,data
aboutthefrequenciesorconsequencesofdefects
collectedinCheckSheetsareoftendisplayedusing
ParetoDiagrams.
ParetoDiagrams
Averticalbarchart usedtoidentifythefewbut
importantsourcesofmostofaproblemseffects.
AssociatedwiththeParetoPrinciple (alsoknownas
the80/20Rule)inmostcases,afewelements
(20%)accountforthemajorityoftheproblems
(80%). Therefore,80%ofproblems canbesolvedby
curing20%ofthecauses.
Histograms
AformofbarchartunliketheControlChart,the
Histogramdoesnotconsidertheinfluenceoftime
onthevariationthatexistswithinadistribution.
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ControlCharts
Usedtodeterminewhetherornotaprocessisstable
orhaspredictableperformance.
UpperControlLimits (UCL)andLowerControlLimits
(LCL)areoftensetat3StandardDeviations (orsigma,
)aboveandbelowthemean.
InexampleofControlChartshownonnextslide,note
theRuleofSeven: iftherearesevenormoredata
consecutivepointseitheraboveorbelowthemean,
theprocessisoutofcontrol.
ControlLimitsmaybeusedtoidentifypointsatwhich
CorrectiveAction willbetaken.
Tools&Techs
ControlCharts
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Tools&Techs SevenBasicQualityTools
ScatterDiagrams
SometimescalledCorrelationCharts inthatthey
seektoexplainachangeinthedependentvariable,
Y,inrelationshiptoachangeobservedinthe
correspondingindependentvariable,X.
Thedirectionofcorrelationmaybeproportional,
inverse,orapatternofcorrelationmaynotexist.
Ifcorrelationcanbeestablished,aregressionline
canbecalculatedandusedtoestimatehowa
changetotheindependentvariablewillinfluence
thevalueofthedependentvariable.
Tools&Techs
Benchmarking
Projectsqualitystandardsarecomparedtothe
qualitystandardsofanotherproject for
comparison purposes.
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Tools&Techs
DesignofExperiments(DOE)
Usedtoidentifythefactorsthatcouldinfluence the
variablesofaproductorprocessineither
developmentorinproduction.
Usedinthisprocesstodeterminetypeandnumber
oftests andtheirimpactonthecostofquality.
Alsoplaysimportantroleinoptimizingproductsor
processesinthatitprovidesaframeworkfor
systematicallychangingalloftheimportantfactorsat
thesametime,ratherthanoneatatime.
Tools&Techs
StatisticalSamplingPMBOK240
Involveschoosingpartofapopulationofinterestfor
inspection ratherthantheentirepopulation.
Samplefrequencyandsizesshouldbedetermined
duringthePlanQualityManagementprocess sothe
CostofQualitywillincludethenumberoftests,
expectedscrap,etc.
Insomeapplicationareas,maybenecessaryforthe
ProjectManagementTeamtobefamiliarwitha
varietyofsamplingtechniquestoensurethesample
selectedrepresentsthepopulationofinterest.
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Tools&Techs
AdditionalQualityPlanningToolsPMBOK240
Usedtodefinethequalityrequirementsandtoplan
effectivequalitymanagementactivities:
Brainstorming. Usedtogenerateideas
ForceFieldAnalysis.Diagramsoftheforcesforand
theforcesagainstchange.
ForceFieldAnalysisDiagram
DesiredChange:_____________________
DrivingForces
RestrainingForces
Forcesthatsupport,ordrive,the
implementationofthedesiredchange.
Forcesthatmaystop,ordelay,the
implementationofthedesiredchange.
Tools&Techs
NominalGroupTechnique. Usedtoallowideastobe
brainstormedinsmallgroups,thenreviewedbya
largergroup.
QualityManagementandControlTools.Toolsare
usedtolinkandsequencetheactivitiesidentified
Meetings
Meetingsareusuallyofthreetypes.Canyouname
one?Howabouttwo?
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Outputs
QualityManagementPlanPMBOK241
Describes(a)how qualitypolicies willbemet,(b)
how qualitystandards chosenforprojectwillbe
implemented,and(c)howqualityissues willbe
managed.
TheQualityManagementPlanincludesQuality
Control,QualityAssurance,andContinuous
ProcessImprovement approachesforthe
project.
Likeotherplans,maybedetailedorsummary,
dependingonsizeandrequirementsofproject.
Outputs
ProcessImprovementPlansPMBOK241
AcomponentofthePMP,detailsthestepsfor
analyzingprojectmanagement/product
developmentprocessestoidentifyactivitiesthat
enhancethevalueoftheprocesses.
Describeshowtheseactivitiesmaybeimproved.
Focusedonfindinginefficiencies inaprocessor
activity,theneliminatingthem.
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Outputs
QualityMetricsPMBOK242
UsedinthePQAandCQprocesses.
Describesaprojectorproductattributeandhow
theControlQualityprocesswillmeasure it.
Metricsmaybeforontimeperformance,budget
control,defectfrequency,failurerate,etc.
Forexample,aqualitymetricmightspecifythata
systemresponsebemadewithintwosecondsto
99%ofallrequestsupto1,000simultaneous
users.
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Outputs
QualityChecklistsPMBOK242
CreatedinPlanQualityManagement process,
usedinControlQuality processtoensurethatall
Qualitysteps wereperformed andintheproper
sequence.
StakeholderRegister
ResponsibilityAssignmentMatrix(RAM
WBS and WBSDictionary
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Extras MeasuresofCentralTendency
Mean:Theaverage value
Median:Themiddle value
10,10,20,30,60,80,90
Mode:Themostpopularvalue
10,10,20,30,40,40,40,50
Extras ElementaryProbabilityTheory
TwoelectricalcomponentshaveFailureRates of1%
and5%,respectively.WhatistheFailureRate,or
ProbabilityofTotalFailure:
Ifthetwoarewiredinparallel?
Answer:ForTotalFailure,bothmustfail.
ProbabilityofTotalFailure =0.01x0.05=0.0005
Ifthetwoarewiredinseries?
Answer:Only1needfail(i.e.,bothmustsucceed).
ProbabilityofSuccess=1 ProbabilityofFailure.
ProbabilityofBothSucceeding=(1 0.01)x(1 0.05)
ProbabilityofBothSucceeding=0.99x0.95=0.9405
ProbabilityofTotalFailure =1 0.9405=0.0595
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8.2PerformQualityAssurance
PMBOKPage242
Whatsthepurpose?
Audit the qualityrequirementsandstandards selectedinthe
PlanQualityManagementprocessandthemeasurements taken
duringtheControlQualityprocesstoensurecompliancewiththe
selectedpoliciesandstandards.
Howdoesithelp?
Itincreasesthelikelihoodofsuccess inqualityprocess
improvementeffortsprocesses.
Whendoesithappen?
After PlanQualityManagement process,inwhichapplicable
requirements/standardshavebeenselected,andafter
measurementshavebeentakenduringtheControlQuality
process andthen,untiltransitionoftheprojectdeliverables is
madetotheCustomer.
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Inputs
Whatsinthisplanthatsofvaluehere?
ProcessImprovementPlan
Whatsthisplanallabout?
QualityMetrics
InwhichdocumentdoyoufindtheMetrics?
InwhichotherprocessesaretheMetricsused?
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Inputs
QualityControlMeasurementsPMBOK244
TheresultsofControlQualityactivities
documentedintheformat(orformats)definedin
theQualityManagementPlan
Usedtoanalyzeandevaluatethequalityofthe
processes oftheprojectagainstthequality
standards.
OftendepictedintheSevenBasicQualityTools.
Inputs
ProjectDocumentsPMBOK245
Thisisthefirst (butnottheonly)appearance of
ProjectDocumentsasanInput orasanything
else.ItistheonlyInputthatdoesnotstartout
lifeasanOutput!
CanyounamewhichofthemanyProject
Documentsmightbeusefulinthisprocess?
(Hint:CheckthelistonPMBOK,page78,ifyou
must!)
KEEPINMIND:ThisInputisnotanOutputofany
process!
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Tools&Techs
QualityManagementandControlToolsPMBOK245
ThePerformQualityAssuranceprocessusesthe
toolsandtechniquesofthePlanQuality
ManagementandControlQualityprocesses.In
addition,othertools thatareavailableinclude(see
alsoFigure810):
AffinityDiagrams.LikeMindMappingTechniques:
bothusedtogenerateandconnectideas. May
providegreaterstructureindecomposingtheScope
StatementandtherebyenhancetheWBS.
Tools&TechsQualityManagement/ControlTools
ProcessDecisionProgramCharts (PDPC).Usedto
understandanobjectiveinlightofthestepsor
proceduresusedinachievingtheobjective.
InterrelationshipDigraphs.Aprocessforcreative
problemsolving,Digraphdevelopmentmaybebased
ondatageneratedbysuchothertoolsasAffinity,Tree,
orCauseandEffectDiagrams.
PrioritizationMatrices identifytheissues/alternatives
tobeprioritized asdecisionsforimplementation.
MatrixDiagrams,commonlyusedinperformingdata
analysis, depicttherelativestrengthofrelationships
thatexistamongcauses,factors,andgoals.
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Tools&TechsQualityManagement/ControlTools
TreeDiagrams.AlsoknownasSystematicDiagrams,
thesemaybeusedtoshowhierarchies suchasthe
WorkBreakdownStructure(WBS),aRiskBreakdown
Structure(RBS),oranOrganizationalBreakdown
Structure(OBS).Canbeshowninahorizontalformat
(RBS)orinaverticalformat (OBS).
ActivityNetworkDiagrams. CalledArrowDiagrams
inthepast,theyincludeboththefrequentlyused
ActivityonNode(AON)formataswellasthenow
seldomusedActivityonArrow(AOA)format.Used
withPERT,CPM, andPDM schedulingmethodologies.
Tools&Techs
QualityAuditsPMBOK247
Usedtodetermineifprojectactivitiescomplywith
qualitypolicies, processes,andprocedures.
Objectivesoftheauditmayinclude:
Identifygood/bestpractices beingimplemented
Identifynonconformity,gaps,andshortcomings
Sharegoodpractices ofsimilarprojects
Offerassistance toimproveprocessimplementation
Highlightcontributions ofeachauditinthe
organizationsLessonsLearnedrepository
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Tools&Techs
Subsequenteffortstocorrectdeficienciesshould
resultinadecreaseintheCostofQuality andan
increaseinSponsor/Customeracceptance.
QualityAuditsmaybescheduledorrandom, and
maybeconductedbyeitherinternalorexternal
auditors.
Qualityauditscanconfirmtheimplementationof
approvedchangerequests, includingupdates,
CorrectiveActions,defectrepairs,andPreventive
Actions.
Tools&Techs
ProcessAnalysisPMBOK247
FollowsthestepsintheProcessImprovementPlan
toidentifyneededimprovements.
Alsoexaminesproblemsandconstraintsexperienced
andactivitiesthatdonotaddvaluethathavebeen
identifiedduringprocessoperation.
ProcessAnalysisincludesRootCauseAnalysis,a
techniqueusedto(a)identifyaproblem,(b)discover
theunderlyingcausesthatleadtoit,and(c)develop
PreventiveActions.
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Outputs
ChangeRequests
Action?
PMPUpdates
Outputs
Quality,Scope,Schedule,CostManagement
Plans
QualityAuditReports,TrainingPlans,and
ProcessDocumentation
OPAUpdates
QualityStandards andtheQualityManagement
System oftheorganization
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8.3ControlQuality
PMBOKPage248
ControlQuality
Whatsthepurpose?
Verifythecorrectnessofthedeliverables, asaprecursorto
theValidateScopeprocess.Documentinchartsand
diagramstheresultsofqualityactivitiesinordertoassess
performance,recommendchangesandprovideinputinto
thePerformQualityAssuranceprocess.
Howdoesithelp?
Generatesandrecordsthedatanecessaryforuseinthe
PerformQualityAssurance andtheValidateScope
processes.
Whendoesithappen?
Near ProjectLifeCycleend butusuallyprecedingthe
ValidateScope process.
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ControlQuality
ControlQuality
Inputs
QualityMetrics
InwhichdocumentdoyoufindtheMetrics?
InwhichotherprocessesaretheMetricsused?
QualityChecklists
InwhichdocumentdoyoufindtheChecklists?
InwhichotherprocessesaretheChecklistsused?
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ControlQuality
Inputs
WorkPerformanceData
anOutput?
ApprovedChangeRequests
ControlQuality
Deliverables
Inputs
OutputoftheDirect&ManageProjectWork.
Inputheretoensurethattheymeetquality
standards andarecomplete!
Direct & Manage Project Work
Output:
Deliverables
Processes
Control
Quality
Validate
Scope
Close Project
or Phase
Input:
Deliverables
Input:
Verified
Deliverables
Input:
Accepted
Deliverables
Output:
Verified
Deliverables
Output:
Accepted
Deliverables
Output:
Transitioned
Deliverables
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ControlQuality
Inputs
ProjectDocuments
ControlQuality
Tools&Techs
SevenBasicQualityTools
WhataretwoothernamesforCauseandEffect
Diagrams?
WhatstheprincipleassociatedwiththePareto
Diagram?
WhatstheruleassociatedwithControlCharts?
StatisticalSampling
DefineStatisticalSampling.
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ControlQuality
Tools&Techs
Inspection
Includessuchactivitiesasmeasuring,examining,
and validating theworkanddeliverables.
Goalistodeterminewhethertheymeet
requirements/productacceptancecriteria
Oftenreferredtoasreviews,productreviews,
audits,walkthroughs.
ApprovedChangeRequestsReviewPMBOK252
Allapprovedchangerequestsshouldbereviewedto
verifythattheywereimplementedasapproved.
ControlQuality
Outputs
QualityControlMeasurementsPMBOK252
TheresultsofControlQualityactivities
documentedintheformat(orformats)defined
intheQualityManagementPlan
Usedtoanalyzeandevaluatethequalityofthe
processes oftheprojectagainstthequality
standards oftheperformingorganization(and
thoseapplicablestandardsfoundelsewhere).
Iftestresults,oftendepictedinone(ormore)of
theSevenBasicQualityTools (seePlanQuality
ManagementTools&Techniques).
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ControlQuality
Outputs
ValidatedChangesPMBOK252
Anychangeorrepairtoadeliverable(orpartofa
deliverable)stillinprogressthathasbeen
approved.Notethatsuchchangeswillhave
alreadypassedthroughthePerformIntegrated
ChangeControl process.
VerifiedDeliverablesPMBOK253
Theultimategoal oftheControlQualityprocess.
Withverification,theDeliverablesmayproceed
toValidateScope process(seebelow) for
acceptancebytheCustomerorProjectSponsor!
ControlQuality
Outputs
ProjectWork!
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ControlQuality
Outputs
ControlQuality
WorkPerformanceInformationexamplesinclude:
deliverablesstatus,implementationstatus(as
relatedtoChangeRequests),forecasted
EstimatestoComplete(ETC).
ChangeRequests
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ControlQuality
Outputs
PMPUpdates
QualityManagementPlan and Process
ImprovementPlan.
Agreements;QualityStandards and AuditReports;
TrainingPlans (andassessmentsofeffectiveness);
andProcessDocumentation.
OPAUpdates
CompletedQualityChecklists
LessonsLearned Documentation
ControlQuality
Extras ContinuousImprovement(Kaizen)
ConceptpioneeredbyToyota.
Kaizen:small,incremental,ongoingQuality
improvementsmoreeffectivethanlarge
disruptivechanges.
Workersandmanagementresponsiblefor
findingwaystoimprovequality.
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ControlQuality
Extras JustinTime(JIT)
Componentsaredeliveredtotheproduction
linewhentheyareneeded JustinTime.
Thereisnostorage intheproductionarea.
Workstationsonproductionlinesonly
producedesiredcomponentswhenthey
receiveacardandanemptycontainer.
JITforcesacompanytofindandfixquality
problemsbeforetheyoccur.
ControlQuality
Extras DemingonQualityandPDCA
DemingonQuality:
"Continuousimprovementofproductsand
services."
DemingsFourStepCycle
Plan: Identifyproblemsanddevelop
improvementplan.
Do: Implementtheplanonatestbasis.
Check: Seeifdesiredresultsareachieved.
Act: Implementcorrectiveactions.
Then,repeatthecycle.
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ControlQuality
Extras JuranTrilogy
Jurancoinedwhathecallsthe
JuranTrilogy.
ForJuran,Qualityisbuiltonthethree
processes:
QualityPlanning
QualityControl
QualityImprovement
ControlQuality
Extras QualityFunctionDeployment
QualityFunctionDeployment(QFD)helpsa
designteamtodefine,design,manufacture
anddeliveraproductorservicetomeet
Customersneeds.
Productshouldalwaysbedesignedtomeetthe
needsoftheultimateenduser.
Itsmainfeatureistocapturetherequirements
andensuretheyaremetbycrossfunctional
teamworkacrosstheprojectphases.
RelatedtoConcurrentEngineering.
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ControlQuality
Extras ISO9000
ISO9000isanofficialframeworkforQuality
Systemsrecognizedworldwide.
Itprovidesabasicsetofrequirementsfora
qualitysystemthatisnotindustryspecific.
Doesnotspecifymeansofimplementation.
ControlQuality
Extras TotalQualityManagement(TQM)
TQMisaphilosophy,notatechnique,
concernedwithhowtobestachievequality
improvementwithinanorganization.
BringstogethertheapproachesofDeming,
Juran,andCrosby.
Putsqualityattheheartofeverythingthatit
donebytheorganization.
TQMputsparticularstresson:
MeetingCustomerneedsandexpectations.
Encompassingallpartsoftheorganization.
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ControlQuality
Extras StandardsandRegulations
Astandard relatestoanitemspecificationthat
hasbeenestablishedbyaconsensusof
producersandusersofthatitem.
Itfacilitatescompatibilityandinteroperability
andprovidesforcommonandrepeateduse.
Standardsaregenerallyoverseenand
maintainedbyarecognizedbody.
ControlQuality
Extras StandardsandRegulations
Aregulation isalegallyenforceable
requirementsthatspecifythecharacteristics
ofaproduct,process,service,orbehavior.
Compliancewithsuchregulationsis
mandatory.
Examplesincludebuildingregulationsand
healthandsafetyregulations.
Oftenstartoffasstandardsbutthenadopted
bygovernmentsandbecomeregulations.
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QualityKnowledgeArea
SampleTestQuestions
1.The80/20rule,alsoknownastheParetoPrinciple,isbest
describedbywhichoneofthefollowingstatements?
a. 80%oftheproblemsinqualitycanbeascribedto
managementand20%totheemployees.
b. 80%ofthecostofaproductisin20%ofthelabor.
c. Eightypercentofallcausesleadto20%ofallproblems.
d. Manyproblems,perhapsashighas80%ofallproblems,
aregeneratedbyacomparativelysmallnumberofcauses,
perhaps20%.
SampleTestQuestions
2.Whatisthemean,median,andmodeofthefollowing
numbers:2,6,10,12,12,18?
a.12,6,10
c.10,11,12
b.6,11,12
d.10,12,11
3.Withregardtothetraditionalprojectconstrainttriangle,
knownastheTripleConstraint,wheredoesqualityrank?
a. First,astheprimedriverforaproject
b. Second,behindcost,butaheadofschedule
c. Second,behindschedule,butaheadofcost
d. Asasecondaryconstraintbehindscope,time,andcost
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SampleTestQuestions
4.ThePlanDoCheckAct(PDCA)Cycleisassociatedwith___.
a.Deming
b.Crosby
c.Juran
d.Taguchi
5.OneofthemajorobjectivesoftheControlQualityprocessis
toverifythedeliverables.TheseVerifiedDeliverablesserveas
anessentialInputtowhichprocess?
a.PerformQualityAssurance
b.CloseProjectorPhase
c.ValidateScope
d.Monitor&ControlProjectWork
HumanResourceManagementPMBOK255
Thoseprocessesthat
organize,manage,and
leadtheprojectteamin
suchawaythatthebest
useismadeofallhuman
resourcesinvolvedinthe
project.
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HumanResourceManagement
9.1PlanHumanResourceManagement
Identifyanddocument intheHumanResource
ManagementPlan rolesandresponsibilities,skills,
andreportingrelationships,andcreateastaffing
managementplantoalsobeincludedintheplan.
9.2.AcquireProjectTeam
Confirmtheavailabilityofhumanresources tofill
therolesandassumetheresponsibilitiesdefinedin
theHumanResourceManagementPlanandget
theteamneededtoperform theactivitiesdefinedin
theActivityList.
9.3DevelopProjectTeam
Improveteammembercompetencies,team
interaction,andtheoverallteamenvironment all
withthegoalofenhancingoverallteam
performance.
9.4ManageProjectTeam
Maximizeteamperformancebymonitoring
performance ofteammembers,providingfeedback
toindividualteammembers,resolvingissues among
them,andmanagingchangestotheteam.
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9.1PlanHumanResource
Management
PMBOKPage258
PlanHumanResourceManagement
Whatsthepurpose?
Identifyanddocument intheHumanResource
ManagementPlan rolesandresponsibilities,skills,and
reportingrelationships,andcreateastaffing
managementplantoalsobeincludedintheplan.
Howdoesithelp?
ItsetstheexpectationsofStakeholders,particularlythe
projectteam,withregardtoroles/responsibilities,
reportingrelationships,andrewardsandrecognition.
Whendoesithappen?
AfterEstimateActivityResources processbutpriorto
theEstimateCosts process.
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Inputs
WhyaretheserequirementsanimportantInput
tothisprocess?
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Inputs
onthisprocess?
Tools&Techs
OrganizationalChartsandPosition
DescriptionsPMBOK261
ThegoalisensurethatWorkPackageownership
andteamrolesandresponsibilitiesareclearand
understoodbyall.
Threetypescommonlyused,whichareexplained
furtherinthenextslide:
HierarchicalType
MatrixBased
TextOriented
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Tools&Techs
Hierarchical:Traditionalorganizationalchart
format:
OrganizationalBreakdownStructure (OBS)
showingtheorganizationsdepartmentswith
WorkPackagesoractivitiesforwhichtheyare
responsiblelistedbeloweachdepartment.
ResourceBreakdownStructure (RBS)
showingtheresourcecategoriesandtypes
relatedtotheresourcesneededbythe
project.
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Tools&Techs
Matrix.MajorMatrixBasedChartisthe
ResponsibilityAssignmentMatrix (RAM),which
showsthehumanresourcesthatareassignedto
eachWorkPackage.AtypeofRAM commonly
usedisthe:
RACIChart.StandingforResponsible
AccountableConsultInform,showingall
activities:forwhichonepersonhas
responsibilityoraccountability;aboutwhich
he/sheneedstobeinformed;oronwhich
he/shehasagreedtoserveasaconsultant.
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Tools&Techs
Tools&Techs
Text.Inoutlineform,TextOrientedformats:
Providesuchteammemberinformationas
competencies andqualifications,
responsibilities,andauthoritylevels,if
applicable.
AlsoknownasPositionDescriptions orRole
ResponsibilityAuthority forms.
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Tools&Techs
NetworkingPMBOK263
Interactingwithothers intheorganization,the
industry,andbeyond inbothformaland
informalsettings.
Thegoalistounderstandthepoliticaland
interpersonalrealities thatmayhaveimpact
staffingoptions.
Examplesincludedoinglunchandengagingin
informalconversationstoattendanceat
professionalmeetings,tradeshows,and
professionalsymposia.
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Tools&Techs
OrganizationalTheoryPMBOK263
ProvidestheProjectManagerwithvaluable
perspectiveonhowindividuals,groups,andlarge
organizations behave incertainsituations.
ProjectManagersuseparticularorganizational
theoryideasmayhelpreducethetime,toil,and
expense involvedproducingthePlanHuman
ResourceManagementprocessOutputs.
Sometheoriesmayadvocateuseofleadershipstyles
thatareflexible andadapttoteamsmaturityat
differenttimesduringtheProjectLifeCycle.
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Tools&Techs
ExpertJudgment
Judgment?
Meetings
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Outputs
HumanResourceManagementPlanPMBOK264
ServestoguidetheProjectManagerandtheteam
indefining,staffing,managing,and releasingits
humanresources fromfurtherworkontheproject.
Threemajorareas comprisethissubsidiary
managementplantotheProjectManagementPlan:
RolesandResponsibilities
ProjectOrganizationChart
StaffingManagementPlan
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Outputs
RolesandResponsibilities, withthefollowingtaken
intoaccountintheProjectManagerslistingof
requiredRolesandResponsibilities:
Role.Functionassignedtotheresource,suchas
BusinessAnalyst,UsabilityTester,LabTechnician.
Authority.Levelofauthorityaresourcemightapply
indecisionmaking,assignmentofotherresources
tospecificwork,signatureapproval,etc.
Responsibility.Thatwhichtheresourceisexpected
toperform.
Competency.Theskilllevelorcapacityaresource
wouldneedtocompleteassignedwork.
Outputs
ProjectOrganizationChart, agraphicaldocument
clearlyshowingeachresource andhisorher
reportingrelationships.
LevelofDetailandFormality maybelargeorsmall,
dependingontheprojectsneeds,size,and
complexity.
See theToolsandTechniquesofthisprocessfor
typesoforganizationchartsthatmaybeused.
StaffingManagementPlan, whichataminimum
describeswhenandhowresourceswillbe
acquired andhowlongtheywillbeneeded. Other
topicsinclude:
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Outputs
StaffAcquisition,whichwouldaddresswhether
(andwhich)resourcesmightbeobtainedinternally
orthosethatwouldneedtobeacquiredfrom
externalsources.
ResourceCalendars,whichwouldidentifythedays
(andperhapsshifts)thatresourcesareavailable.
TheResourceHistogram, abarchartshowinghow
manyhours(days,weeks)willbeneededduringthe
project,mightbeusedinthiscontext.
StaffReleasePlan,showingwheneachresource
willnolongerbeneededontheprojectandcould,
therefore,bereleasedfromfurtherresponsibility.
Outputs
TrainingNeeds,ifitisknownbeforeexecutionthat
anassignedresourcedoesnotoratprojectstartwill
notpossessthecompetenciesneededtoperform
theirassignedwork.
RecognitionandRewards, informationdescribing
specificrewardsavailableanddetailingthecriteria
forachievingrecognitionorthereceiptofareward.
Compliance,documentationdescribingtheteams
plansforcomplyingwithgovernmentalregulations,
organizationalhumanresourcepolicies,etc.
Safety,including the internalorexternalpolicies
andproceduresaimedatprotectingworkersfrom
safetyhazards.
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9.2AcquireProjectTeam
PMBOKPage267
AcquireProjectTeam
Whatsthepurpose?
Confirmtheavailabilityofhumanresources tofilltheroles
andassumetheresponsibilitiesdefinedintheHuman
ResourceManagementPlanandgettheteamneededto
perform theactivitiesdefinedintheActivityList.
Howdoesithelp?
Itresultsinateamcapableofperformingtheprojects
activities withthegreatestlevelofexpertiseavailable
withintheorganizationandfromexternalsources.
Whendoesithappen?
AfterPlanHumanResourceManagement processbut
priortothe DevelopProjectTeam process.
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AcquireProjectTeam
AcquireProjectTeam
Inputs
Whatdoesthisplanhavethatmaybeofusein
thisprocess?
onthisprocess?
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AcquireProjectTeam
Tools&Techs
PreAssignmentPMBOK270
Whenprojectteammembersareselectedin
advance,theyareconsideredpreassigned.
Thissituationcanoccurif:
Theprojectistheresultofspecificpeople being
identifiedaspartofacompetitiveproposal.
Theprojectisdependentupontheexpertise of
particularpersons.
Somestaffassignmentsarepredefined withinthe
ProjectCharter.
AcquireProjectTeam
Tools&Techs
NegotiationPMBOK270
Staffassignmentsarenegotiatedonmanyprojects.
TheProjectManagementTeammayneedto
negotiatewith:
FunctionalManagers,toensurethatcompetentstaff
jointheteamintherequiredtimeframeandthatthe
projectteammemberswillbeable,willing,and
authorizedtoworkontheprojectforaslongasthey
areneeded.
OtherProjectManagementTeams toappropriately
assignscarceorspecializedhumanresources.
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AcquireProjectTeam
Tools&Techs Negotiation
ExternalOrganizations (vendors,suppliers,
contractors)forappropriate,scarce,specialized,
qualified,certified,orothersuchspecifiedhuman
resources.
Abilitytoinfluence othersplaysanimportantrolein
negotiatingstaffassignments,asdothepoliticsof
theorganizationsinvolved.
AcquireProjectTeam
Tools&Techs
AcquisitionPMBOK270
Whentheperformingorganizationisunableto
providethestaffneededtocompleteaproject,the
requiredservicesmaybeacquiredfromoutside
sources.
Mayinvolvehiringindividualconsultantsor
subcontractingworktoanotherorganization.
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AcquireProjectTeam
Tools&Techs
VirtualTeamsPMBOK271
VirtualTeams Denedasgroupsofpeoplewith
asharedgoal whofulfilltheirroleswithlittleorno
timespentmeetingfacetoface.PMBOK271
VirtualTeamsmadepossiblebecauseofadvancesin
communicationtechnology suchasemail,audio
conferencing,socialmedia,webbasedmeetings,
videoconferencing.
UseofVirtualTeamscreatesnewpossibilities when
acquiringprojectteammembers.
AcquireProjectTeam
Tools&Techs VirtualTeams
Thesenewpossibilitiesmakeitpossibleto:
Includepeoplewholiveindifferentgeographicareas.
Addspecialexpertise toprojectteameventhroughthe
expertisnotthesamegeographicarea.
Addemployeeswhoworkfromhomeoffices.
Addpeoplewhoworkvaryingshifts,hours,ordays.
Includepeoplewithdisabilities ormobilitylimitations.
Moveforwardwithprojectsthatwouldhavebeen
ignoredorimpossibleduetotravelexpenses.
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AcquireProjectTeam
Tools&Techs VirtualTeams
Alongwiththenewpossibilities,therearesome
disadvantages:
Difficultiesinsharingknowledgeandexperience
betweenteammembers,costofappropriate
technology.
Communicationplanning becomesincreasingly
importantinaVirtualTeamenvironment.
Moretimemaybeneeded to:setclearexpectations,
facilitatecommunications,developprotocolsfor
resolvingconflict,includepeopleindecisionmaking,
understandculturaldifferences,andsharecreditin
successes.
AcquireProjectTeam
Tools&Techs
MultiCriteria(MC)DecisionAnalysisPMBOK271
SelectionCriteria areoftenusedasapartof
acquiringtheprojectteam.
ByuseofaMultiCriteriaDecisionAnalysistool,
SelectionCriteriaaredevelopedandusedtorateor
scorepotentialteammembers.
SelectionCriteriaareweightedaccordingtothe
relativeimportanceoftheneeds withintheteam.
ExamplesofSelectionCriteriathatcanbeusedto
scoreteammembersare:
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AcquireProjectTeam
Tools&TechsMCDecisionAnalysis
Availability.Identifywhethertheteammemberis
availabletoworkontheprojectwithinthetime
periodneeded.Iftherearethereanyconcernsfor
availabilityduringtheprojecttimeline.
Cost. Verifyifthecostofaddingtheteammember
iswithintheprescribedCostBaseline.
Experience. Verifythattheteammemberhasthe
relevantexperiencethatwillcontributetothe
projectsuccess.
Ability. Verifythattheteammemberhasthe
competenciesneededbytheproject.
AcquireProjectTeam
Tools&TechsMCDecisionAnalysis
Knowledge. Consideriftheteammemberhas
relevantknowledgeoftheCustomer,similar
implementedprojects,andnuancesoftheproject
environment.
Skills. Determinewhetherthememberhasthe
relevantskillstouseaprojecttool,implementation,
ortraining.
Attitude. Determinewhetherthememberhasthe
abilitytoworkwithothersasacohesiveteam.
InternationalFactors. Considerteammember
location,timezoneandcommunicationcapabilities.
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AcquireProjectTeam
Outputs
ProjectStaffAssignmentPMBOK272
Humanresources(realpeople!)to:
MeettheActivityResourceRequirements
(OutputoftheEstimateActivityResources
process)
AssumeRolesandResponsibilities (asdefinedin
theHumanResourceManagementPlan)
Documentationthatmayresultfromthisprocess
includes:
ProjectTeamDirectory
ProjectOrganizationChartsNowupdated
withnames
AcquireProjectTeam
Outputs
Record,inactualcalendarformat,theperiodsof
availability (andnonavailability)ofeachproject
teammember.(OutputalsoinConduct
Procurements.) Takesintoaccountteammembers
plannedvacationperiods, otherscheduledtime
off;timezones;holidays,companytimeoff
periods;andtheirtimecommitmentstoother
projects orworkefforts.
PMPUpdates
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9.3DevelopProjectTeam
PMBOKPage273
DevelopProjectTeam
Whatsthepurpose?
Improveteammembercompetencies,team
interaction,andtheoverallteamenvironment all
withthegoalofenhancingoverallteamperformance.
Howdoesithelp?
Itresultsinoverallimprovedteamperformance asa
resultofimprovedteamwork,enhancedskills,and
motivatedteammembers.
Whendoesithappen?
From thedaytheprojectteamisestablished tothe
end oftheProjectLifeCycle.
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DevelopProjectTeam
DevelopProjectTeam
Inputs
thisprocess?
WhyaretheseassignmentsanimportantInputto
thisprocess?
ResourceCalendars
Whatisthepurposeofsuchadocument?What
aresomeofthefactorsthataretakeninto
accountindevelopingaResourceCalendar?
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DevelopProjectTeam
Tools&Techs
InterpersonalSkillsPMBOK275
Behavioralcompetencies thatincludeproficiencies
suchascommunicationskills,emotional
intelligence,conflictresolution,negotiation,
influence,teambuilding,and groupfacilitation.
Knownalsoassoftskills,allarevaluableassetsin
developingtheprojectteam.
DevelopProjectTeam
Tools&Techs
TrainingPMBOK275
Includesallactivitiesdesignedtoenhancethe
competencies oftheprojectteammembers.
Trainingcanbeformalorinformal.Examplesof
trainingmethodsinclude:classroom,online,
computerbased,onthejobtraining fromanother
projectteammember,mentoring,andcoaching
Scheduledtrainingtakesplaceasstatedinthe
HumanResourceManagementPlan.
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DevelopProjectTeam
Tools&Techs Training
Unplannedtraining takesplaceasaresultof
observation,conversation,andprojectperformance
appraisalsconductedduringtheManagingProject
Teamprocess.
Trainingcosts couldbeincludedintheprojects
CostBaseline, orsupportedbyperforming
organization iftheaddedskillsmaybeuseful
forfutureprojects.
DevelopProjectTeam
Tools&Techs
TeamBuildingActivitiesPMBOK276
Canvaryfromshortagendaitems inastatusreview
meetingtoanoffsite,professionallyfacilitated
events.
Goal:Helpindividualteammembersworktogether
effectively.
Valuablewhenteammembersoperatevirtually.
Teambuildingisessentialduringtheinitialstagesof
aprojectitisaneverendingprocess.
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DevelopProjectTeam
Tools&Techs TeamBuildingActivities
WhyShouldWeEngageinTeamBuilding?
Theteamconsistsofadiversecollectionof
individuals withwidelydifferingbackgrounds,
abilities,needs,andinterests.
Teammembersareunfamiliarwithprojectgoals,
individualscapabilitiesareunknown.
Matrixmanagementmodemakesithardto
obtainrealcommitmentsfromteammembers
whomayworkontheprojectparttime.
Teambuildingshouldbecomeveryhighona
ProjectManagersprioritylist.
DevelopProjectTeam
ReasonsforTeamBuilding
Conflictandunhealthycompetition characterizedby
intenserivalrybetweenindividualsorgroups.
Bickering,backbiting,anddirtytricks.
Unproductivemeetings thatturnintogripe
sessionswheremanagementdoesallthetalkingor
ProjectManagerlaysdownthelaw.
Frustration characterizedbynegativeattitudes,
grumbling,poorproductivity,
LackoftrustintheProjectManager:AProject
Managerwhohasbecomeisolatedfromtheteam
memberswillbeveryineffective.
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DevelopProjectTeam
Teamdevelopmentmodelusedtodescribeteam
developmentistheTuckmanLadder, whichincludes
fivestagesofdevelopmentthatteamsmaygo
through.
Forming.Teammeetsandlearnsabouttheproject
andtheirformalrolesandresponsibilities.Members
aregenerallyindependentandnotopeninthisphase.
Storming. Teambeginstoaddresstheprojectwork,
technicaldecisions,andtheprojectmanagement
approach.
DevelopProjectTeam
Norming.Membersbegintoworktogetherand
adjusttheirworkhabitsandbehaviorstosupportthe
team.Memberslearnstotrusteachother.
Performing.Teamsthatreachtheperformingstage
functionasawellorganizedunit.Theyare
interdependentandworkthroughissuessmoothly
andeffectively.
Adjourning.Teamcompletestheworkandmoveson
fromtheproject. Occurswhenstaffisreleasedfrom
theprojectasdeliverablesarecompletedoraspartof
carryingouttheCloseProjectorPhaseprocess.
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DevelopProjectTeam
TheTuckmanLadder
TeamDevelopment
Model
Norming Storming
Performing
Forming
Adjourning
DevelopProjectTeam
ResultsofTeamBuilding
Readytoworktoacommongoal
TeamLoyaltyandIdentification
Willingnesstoworkhardforthegoodofthe
team
Willingtosacrificepersonalinterestsforthe
teamgood
Synergismandsymbiosis
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DevelopProjectTeam
Tools&Techs
GroundRulesPMBOK277
Establishclearexpectationsregardingacceptable
behavior byprojectteammembers.
Earlycommitmentdecreasesmisunderstandingsand
increasesproductivity.
Oncetherulesareestablishedandagreedupon,all
projectteammembersshareresponsibility for
enforcingthem.
DevelopProjectTeam
Tools&Techs
CoLocationPMBOK277
Colocationsometimescalledtightmatrix
involvesplacingmanyorallofthemostactive
projectteammembersinthesamephysicallocation
toenhancetheirabilitytoperformasateam.
Colocationcanbetemporary,suchasatstrategically
importanttimesduringtheproject,orforthe
durationoftheentireproject.
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DevelopProjectTeam
Tools&Techs CoLocation
Colocationstrategiescanincludeateammeeting
roomoencalledWarRoomwhichenhances
communicationandasenseofcommunity.
DespiteadvantagesofCoLocation,useofVirtual
Teamscanbringbenefits:useofmoreskilled
resources,reducedcosts,lesstravel,fewerrelocation
expenses,andproximityofteammembersto
suppliers,Customers,otherkeyStakeholders.
DevelopProjectTeam
Tools&Techs
RecognitionandRewardsPMBOK277
Plansforwaysinwhichtorewardpeopleare
developedduringthePlanHumanResource
Management process.
Itisimportanttorecognizethatarewardgivenis
effectiveonlyifitsatisfiesaneedvaluedbythat
individual.
Awarddecisions aremade,formallyorinformally,
duringtheprocessofmanagingtheprojectteam
throughprojectperformanceappraisals.
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DevelopProjectTeam
Tools&Techs RecognitionandRewards
Peoplearemotivatediftheyfeeltheyarevalued in
theorganizationandthisvalueisdemonstratedby
therewardsgiventothem.
Mostprojectteammembersaremotivatedbyan
opportunitytogrow,accomplish,andapplytheir
professionalskillstomeetnewchallenges.
Alwaysadvisabletogiverecognitionduringthelife
cycleoftheproject ratherthanattheend.
Culturaldifferences shouldbeconsideredwhen
determiningrecognitionandrewards.
DevelopProjectTeam
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DevelopProjectTeam
McGregorsXYTheory
TheoryX.Theaverageworkeris:
Inherentlylazyandavoids workwhenever
possible
Mustbesupervised anddirected
Needsthethreatofpunishment towork
Avoidsresponsibility
Untilrecently,manymanagementtheorieswere
basedonthistheory.Here,motivationrelieson
externalfactors suchasstrictrules,performance
incentives,andthreatstojobsecurity.
DevelopProjectTeam
TheoryY.Theaverageworkeris:
Iswillingandeagertoacceptresponsibility
Isabletoworkindependently doesnotrequire
constantsupervision
Isbynaturesocietal ateamplayer
Seeksopportunityforpersonalimprovement
andselfrespect
Managementcantakeadvantageofthisscenarioby
creatinganenvironmentinwhichgoalsand
objectives ofboththeworkerandthe
organizationcoincide.
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DevelopProjectTeam
Herzbergs TheoryofMotivation
BasedHygieneFactors andMotivators.
HygieneFactorsmayincludeworking
conditions,salary,qualityofmanagement
orsupervision
Satisfactory hygienefactorsarenecessary but
notsufficient foracontentedworker
Unsatisfactory hygienefactorsmaydestroy
motivationbutimprovingthemisnotlikelyto
increasemotivation
DevelopProjectTeam
Positivemotivationresultsfromanopportunity
toachieve andexperienceselfactualization
Theworkershouldhaveasenseofpersonal
growthandresponsibility
Motivatorsincluderecognition,workcontent,
responsibility,andgrowth
HerzbergsTheoryofMotivation doesnot
alwaysholdtrue:strongmotivatorscan
overcomepoorhygienefactors.
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DevelopProjectTeam
VroomsExpectancyTheory
Asimpletheorythatstatesthatpeoplewilltendto
behighlyproductiveandmotivatediftwo
conditions aresatisfied:
Theybelievetheireffortswillleadto
successfulresults
Theybelievetheywillberewardedfortheir
contribution totheteamssuccess
Iftheirexpectationsarenotmet thentheywillbe
demotivated
DevelopProjectTeam
Tools&Techs
PersonnelAssessmentToolsPMBOK278
GivetheProjectManagerandtheteaminsightinto
areasofstrengthandweakness.
HelpProjectManagerassess theteampreferences,
aspirations,howtheyprocessandorganize
information,howtheytendtomakedecisions,and
howthey prefertointeractwithpeople.
Varioustoolsavailableareattitudinalsurveys,
specificassessments,structuredinterviews,ability
tests,and focusgroups.
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DevelopProjectTeam
Outputs
TeamPerformanceAssessmentsPMBOK278
Formalorinformalassessmentoftheteams
effectiveness.
Performanceofasuccessfulteamismeasuredin
termsofthethreesidesoftheTripleConstraint
Model Scope,Time,and Cost:
Hastheteammettherequirements indeveloping
thedeliverables(Scope)?
Hastheteammetdeadlines (Time)?
Hastheteamperformedtheabovewithinthe
budget (Cost)?
DevelopProjectTeam
Outputs TeamPerformanceAssessments
Indicatorsthatmayimpactevaluationofateams
effectivenessinclude:
SkillImprovements:Doindividualteammembers
performactivitiesmoreeffectively?
CompetencyImprovements: Doestheteam
performbetter asateam!?
DecreasedTurnover:Aretherefewerturnovers,
lessattrition?
ImprovedTeamCohesion:Doteammembers
shareinformation,supporteachother,work
togetherinaccomplishingobjectives allforone,
oneforall!
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DevelopProjectTeam
Outputs
EEFsUpdatesPMBOK279
EnterpriseEnvironmentalFactors(EEF)Updates
appearasOutputsofonlytwoprocesses:
DevelopProjectTeam andManageProject
Team.
IntheDevelopProjectTeamprocess,EEF
Updates mightincludeupdatesto:
PersonnelAdministration
EmployeeTrainingRecords
SkillAssessments
9.4ManageProjectTeam
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ManageProjectTeam
Whatsthepurpose?
Maximizeteamperformancebymonitoring
performance ofteammembers,providingfeedback to
individualteammembers,resolvingissues among
them,andmanagingchangestotheteam.
Howdoesithelp?
Itresultsinahighlyfunctionalteam, furtherensuring
thattheprojectwillbecompletedsuccessfully.
Whendoesithappen?
From thedaytheprojectteamisestablished tothe
end oftheProjectLifeCycle.
ManageProjectTeam
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ManageProjectTeam
Inputs
thisprocess?
WhyaretheseassignmentsanimportantInputto
thisprocess?
TeamPerformanceAssessments
Whatarethethreeconstraintsonwhichteam
performanceisbasedorbywhichteam
performanceismeasured?
ManageProjectTeam
Inputs
IssueLogPMBOK281/408
Usedtodocumentandmonitortheresolutionof
issues.
Alsodocumentswhoisresponsibleforthe
resolvingissues,aswellasresolutionduedate.
AvaluableInputtotheManageProjectTeamand
ControlCommunicationsprocesses.
KEEPINMIND:ThisInputisanOutput of
theManageStakeholderEngagement
processupcoming!
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ManageProjectTeam
Inputs
Whatdothesereportshavethatmaybeofusein
thisprocess?
ManageProjectTeam
Tools&Techs
ObservationandConversationPMBOK282
Objectiveistobeintouchwithprojectteam
members,andtogetasenseoftheirwork and
howtheyfeelaboutit.Thisisoftenknownas:
MBWA. ManagementbyWalkingAround,
or
WAM. WalkAroundManagement!
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ManageProjectTeam
Tools&Techs
ProjectPerformanceAppraisalsPMBOK282
Objectivesmayincluderole/responsibility
clarification,constructivefeedback toteam
members,discoveryofunknownorunresolved
issues,developmentofindividualtrainingplans, and
establishmentofspecificgoalsforfuturetime
periods.
NeedforProjectPerformanceAppraisals (formalor
informal)dependsontheprojectlength,complexity,
organizationalpolicy,laborcontractrequirements,
andthedegreeandqualityofcommunication.
ManageProjectTeam
Tools&Techs
ConflictManagementPMBOK282
Intheprojectcontext,conflictisunavoidable.
Sourcesofconflictinclude:
Prioritiesrelatedtoscheduling
Limitedresources
Differingstylesofwork
Thegoodnews effectiveconflictmanagement
mayresultinbenefits:
Anincreaseinteamcreativity
Betterdecisionmaking
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ManageProjectTeam
Tools&Techs ConflictManagement
Studieshaveidentifiedsevensourcesof
conflicts* inprojects,whichare(inorderof
intensity):
1.
2.
3.
4.
Schedule
Cost/Budget
Priorities
HumanResources
5. TechnicalOpinions/
PerformanceTradeoffs
6. Personality
7. AdministrationProcedures
*Posner,Barry.(1986).Whatsallthefightingabout?Conflictsinprojectmanagement.IEEE
TransactionsonEngineeringManagement,EM33(4),207211.
ManageProjectTeam
Fiveconflictresolutiontechniques oftenused:
Collaborate/ProblemSolve
Compromise/Reconcile
Smooth/Accommodate
Force/Direct
Withdraw/Avoid
Thetechniqueselectedisofteninfluencedby:
Themotivation ofthepartiesinvolved,andthe
positionstheytake.
Theimportance oftheconflictrelativetoother
projectissues.
Thetimeavailable todealwiththeconflict.
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ManageProjectTeam
ManageProjectTeam
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ManageProjectTeam
ManageProjectTeam
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ManageProjectTeam
ManageProjectTeam
Tools&Techs
Threemajorinterpersonalskillsenablethe
ProjectManagertooptimizethestrengthsofthe
team:
Leadership. AlsoPMBOK513.
Influencing. AlsoPMBOK515.
EffectiveDecisionMaking. AlsoPMBOK516.
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ManageProjectTeam
Tools&Techs LeadershipStyles
Thesefourleadershipsstyles areallappropriateat
differenttimeswithdifferentteams orwithdifferent
teammembers.
1.Director
ProjectManagermakesthedecisionssolelyby
herself.Littleornoinformationisrequested of
theteam.
2.Coach
ProjectManagersolicitsinput butstillmakesthe
decisions onherown.
ManageProjectTeam
3.Facilitator
ProjectManagerthrowsopentheproblem tothe
teamfordiscussionandsimultaneouslyallowsor
encouragestheentireteam tomaketherelevant
decision.(ThisstyleisalsocalledDemocratic.)
4.Supporter
ProjectManagerassumeshandsoffleadership
position,allowingtheteamtomakedecisions on
itsown.Atmost,observesandadvisesfromthe
sidelines.
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ManageProjectTeam
ManageProjectTeam
Tools&Techs TypesofPower
LegitimatePower
Powerthatonehasbecauseofhis/herpositionwithin
theorganization.Successfuluseofthispoweris
generallyinconjunctionwithExpertandReward
power.
Penalty(orCoercive)Power
Basedonfear,e.g.,thefearofasubordinatewhofails
todowhattheProjectManagerasks.Thisisasubset
ofLegitimatePower.
RewardPower
TheoppositeofPenaltypower,itinvolvestheability
torewardpeopleinexchangeforpositive
achievements.ThisisasubsetofLegitimatePower.
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ManageProjectTeam
Tools&Techs TypesofPower
ExpertPower
ExercisedbyProjectManagerswhoarerespected
becauseofreputationbasedonknowledge,skill,and
experience.
ReferentPower
Basedbeingseentohavethebackingofamore
powerfulpersonasthebasisforone'sownauthority.
PMIrecommends thatProjectManagersrely
onReward andExpert powertothegreatest
extentpossible,andthattheyavoiduseof
Penalty(orCoercive)power.
ManageProjectTeam
Outputs
ChangeRequests
Action. HowmightyoudefineaCorrective
Action?
PMPUpdates
IssueLog,DescriptionsofRoles,andProjectStaff
Assignments
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ManageProjectTeam
Outputs
OPAUpdates
HistoricalInformation,LessonsLearned,
Templates,and OrganizationalStandards
Processes.
EEFsUpdatesPMBOK285
EEFUpdates appearasOutputsofonlytwo
processes:ManageProjectTeam andDevelop
ProjectTeam.Here,updatesmightinclude:
InputtoOrganizationalPerformanceAppraisals
PersonnelSkillUpdates
ManageProjectTeam
Extras CRM
CustomerRelationshipManagement (CRM):
Isaboutmanaginganorganizationsinteractions
withexistingandpotentialCustomers.
Increasinglymakesuseoftechnologytointegrate
interactions withCustomers,suchasSalesand
Marketing,CustomerService,andTechnical
Support.
Overallgoals aretoattract newCustomers,retain
existingCustomers,andwinback lostCustomers.
CRMisacompanywidestrategybeyondjust
includingCustomerfacingdepartments.
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ManageProjectTeam
Extras MBO
ManagementbyObjectives (MBO):
Isasystemofmanagerialleadershipthatdefines
individualmanagerialresponsibilities intermsof
corporateobjectives.
Managersaresetindividualgoalsthatcontribute
totheachievementofthosecorporateobjectives.
Goalsandobjectivesshouldreflectprojectgoals
andalignwellwiththeCustomer'sgoals.
Workswellonlywhenitisdrivenbytop
management.
ManageProjectTeam
Extras MBO
TheWBSalignswellwithMBO becausethedelivery
ofindividualworkpackagesorgroupsofwork
packagescanestablishmeasurableobjectives.
MBOisathreestepprocess:
1. Establishunambiguousandrealisticobjectives:
Goodobjectivesareunambiguouslystated,contain
ameasureofhowtoassesswhetherachieved.
Objectivesdeterminedjointlybymanagersand
workersatopdown/bottomupprocess.
2. Periodicallydetermineifprojectobjectivesachieved.
3. Whentheresultsoftheaboveevaluationareobtained,
actontheresults.
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HumanResourceKnowledgeArea
SampleTestQuestions
1.Ofthevarioustypesofpowerthatmightbeemployedby
ProjectManagers,PMIrecommendsthat___powerbeusedas
muchaspossible.
a.RewardandExpert
c.LegitimateandExpert
b. RewardandLegitimate
d.RewardandCoercive
2.Whosetheoryofmotivationstipulatesthatsuchneedsas
foodandsheltermustbesatisfiedbeforeapersoniscapableof
focusingenergiesonachievinghigherlevelsofneeds,for
example,PMPCertification?
a.Maslowstheory
c.McGregors
b.Deming's
d.Herzbergs
SampleTestQuestions
3.ThethreekeycomponentsoftheHumanResource
ManagementPlanare___.
a. Rolesandresponsibilities,RACIcharts,andastaffing
managementplan
b. Rolesandresponsibilities,projectorganizationcharts,and
astaffreleaseplan
c. Rolesandresponsibilities,projectorganizationcharts,and
astaffingmanagementplan
d. Rolesandresponsibilities,RACIcharts,astaffreleaseplan
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SampleTestQuestions
4.Allthefollowingassumptionsaboutemployeesareheldby
TheoryXmanagersexcept___.
a. Mostpeoplethinkworkisdistastefulandtrytoavoidit.
b. Mostpeopleprefertobedirectedandmustoftenbe
forcedtodotheirwork.
c. Mostpeoplearenotambitious,donotwantgetahead,
anddonotwantresponsibility.
d. Mostpeoplearemotivatedprimarilybytheirdesirefor
selffulfillment(selfactualization).
SampleTestQuestions
5.Allthefollowinghavebeenfoundtobemajorbarriersto
buildingeffectiveprojectteamsexcept___.
a. Roleconflicts.
b. Lackofteammembercommitment.
c. Amountofofficespaceallocatedtoeachmember.
d. Differingpriorities,interests,andjudgmentsofteam
members.
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CommunicationsManagementPMBOK287
Theprocessesneededtoensure
thetimelyandappropriate
treatmentofallproject
information,includingthe
planning,generation,collection,
creation,distribution,storage,
retrieval,management,control,
monitoring,andultimate
dispositionofproject
communications.
CommunicationsManagement
10.1PlanCommunications
ProduceaCommunicationsManagementPlan,
whichdocumentsacommunicationsapproach
basedonaclearunderstandingofthe
Stakeholdersandtheirexpectations,aswellas
availableassets.
10.2ManageCommunications
Executethecommunicationsapproach detailedin
theCommunicationsManagementPlan from
creating,collecting,and distributing to storing,
archiving,anddisposing projectinformation.
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CommunicationsManagement
10.3ControlCommunications
EnsureStakeholderinformationneedsaremet
accordingtotheapproachoutlinedinthe
CommunicationsManagementPlan.
10.1PlanCommunications
Management
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PlanCommunicationsManagement
Whatsthepurpose?
ProduceaCommunicationsManagementPlan, which
documentsacommunicationsapproach basedonaclear
understandingoftheStakeholdersandtheirexpectations,
aswelltheorganizationsavailableassets.
Howdoesithelp?
Itprovidestheteamwiththemosteffectiveandthemost
efficientapproachtoprovidingStakeholderswith
information theyneedtobesupportiveoftheproject.
Whendoesithappen?
After StakeholderRegister hasbeendevelopednolater
thantheearlystagesoftheexecutionphaseoftheproject.
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Inputs
StakeholderRegister
WhymightthisregisterbeanimportantInputto
thisprocess?
IdentifyStakeholders processupcoming!
Inputs
onthisprocess?
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Tools&Techs
CommunicationRequirementsAnalysisPMBOK291
CommunicationsRequirementsAnalysis(CRA)is
performedtodeterminetheStakeholders
communicationneeds.
Arrivedatbyconsideringtogethertheformatand
thetypeofcommunicationneeded byStakeholders
withanalysisofthevalueofsuchinformation.
Timeandeffortinmakingcommunicationshould
focusonlyoninformationthatfurthersproject
success.
Tools&Techs CRA
Inthisanalysis,theProjectManagershouldconsider
thenumberofCommunicationChannels to
understandtheprojectscommunications
complexity.
Thecalculationusedtodeterminethetotalnumber
ofpotentialchannelsis:
wherenisthenumberofStakeholders.
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Tools&Techs CRA
Forexample,ifKaren,
theProjectManager,
currentlyhas3people
onherproject
managementteam,
shewillhaveatotal
of6communication
channels,asshownat
right:
Tools&Techs CRA
However,iftwomore
peopleareaddedtothe
team,foratotalof
6 people ontheteam,
therewillbe15
communicationchannels.
(NotethatKaren,the
ProjectManager,is
alwaysfactoredinto
theequation.)
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Tools&Techs
CommunicationTechnologyPMBOK292
Informationtransfermethodsvary:frombrief
conversations toextendedmeetings,fromsimple
writtendocumentstoextensivematerials(e.g.,
schedules,databases,andwebsites)accessibleonly
online.
Factorsandneedsthatimpactthechoiceof
technologyinclude:
Urgency. Whatistheurgency,frequency,andformat
oftheinformation?
Tools&Techs CommunicationTechnology
Availability. Needtoensurethatthetechnology
neededtofacilitatecommunicationiscompatible,
available,andaccessible.
EaseofUse.Isthechoicesuitableforthoseonthe
teamwhomustuseit?
ProjectEnvironment. Willtheteammeetfaceto
faceorvirtually?
SensitivityandConfidentialityofInformation.Isthe
informationthatwillbecommunicatedsensitiveor
confidential?Willadditionalsecuritymeasuresbe
neededbeforecommunicationstakeplace?
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Tools&Techs
CommunicationModelsPMBOK293
Usedtofacilitatecommunications andtheexchange
ofinformation.
Mayvaryfromprojecttoproject andalsowithin
differentstagesofthesameproject.
Abasiccommunicationmodelconsistsoftwo
parties:theSender andtheReceiver.
Thesequenceofstepsinabasiccommunication
model iscomprisedoffivesteps.
Tools&Techs CommunicationModels
Encode. Sendertranslates(orencodes) thoughtsor
ideasintolanguage.
TransmitMessage. Sendersends thisinformation
usingamedium.Thetransmission ofthismessage
maybecompromisedbyvariousfactors (distance,
unfamiliartechnology,inadequateinfrastructure,
culturaldifference,lackofbackgroundinformation).
Thesefactorsarecollectivelytermedasnoise.
Decode. ThemessageistranslatedbytheReceiver
backintomeaningfulthoughtsorideas.
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Tools&Techs CommunicationModels
Acknowledge. Receivermaysignal(acknowledge)
receiptofthemessagebutthisdoesnotnecessarily
meanagreementwithorcomprehensionofthe
message.
Feedback/Response.Whenthereceivedmessagehas
beendecodedandunderstood,theReceiverencodes
thoughtsandideasintoamessageandthentransmits
thismessagebacktoSender.
Tools&Techs
CommunicationMethodsPMBOK294
Usedtoshareinformationamongproject
Stakeholders,classifiedas:
InteractiveCommunication.Betweentwoormore
partiesperformingamultidirectionalexchange of
information.Itisthemostefficientwaytoensurea
commonunderstanding byallparticipantson
specifiedtopics,andincludesmeetings,phonecalls,
instantmessaging,videoconferencing.
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Tools&Techs CommunicationMethods
PushCommunication.Senttospecificrecipients who
needtoreceivetheinformation.Includes letters,
memos,reports,emails,faxes,voicemails,blogs,
pressreleases.
PullCommunication.Usedforlargeaudiences orfor
largevolumesofinformation.Recipientsmayaccess
attheirowndiscretion.Includesintranetsites,
elearning,lessonslearned, knowledgerepositories.
Meetings
Canyounametwoofthethreetypes?
Outputs
CommunicationsManagementPlanPMBOK296
AsubsidiaryplanintheProjectManagementPlan
theteamsapproachtomanaging,structuring,
monitoring,andcontrollingtheprojects
communications.
AcompleteCommunicationsManagementPlan
shouldincludeamongitscontents:
Glossary ofterminologycommontothe
organizationortheproject.
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Outputs CommunicationsManagementPlan
StakeholderCommunicationsRequirements.
Individuals,Groups,InternalDepartments who
mustreceiveinformation,andthespecific
informationrequired.
MethodsorTechnologies thatwillbeemployedin
communicatinginformation.
FlowCharts depictinghowinformationmaybe
generated,whowillreceivethisinformation,how
theywill,andwhen.
TimeandFrequency ofinformationdevelopment
anddistribution.
SeePMBOK296 foramoredetailedlistofcontents.
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Outputs
processes!
ProjectDocumentUpdatesvary
ProjectSchedule
StakeholderRegister
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10.2Manage Communications
PMBOKPage297
Whatsthepurpose?
Carryoutthecommunicationsapproach detailedin
theCommunicationsManagementPlan from
creating,collecting,and distributing to storing,
archiving,anddisposing projectinformation.
Howdoesithelp?
Theresultisaprojectcommunicationsflowthatis
bothefficientandeffective.
Whendoesithappen?
After CommunicationsManagementPlan hasbeen
developednolaterthantheearlystagesofthe
executionphaseoftheproject.
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Inputs
thisprocess?
Whatdothesereportshavethatmaybeofusein
thisprocess?
WhichprocessproducedtheseasanOutput?
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Inputs
onthisprocess?
Tools&Techs
CommunicationTechnology
Whataresomeoffactorsandneeds thatimpact
thechoiceoftechnologyusedincommunication?
CommunicationModels
Whatarethefivesteps inanyCommunication
Model?
CommunicationMethods
NameanddescribethethreeCommunication
Methods.
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Tools&Techs
InformationManagementSystemsPMBOK300
Projectinformationmaybemanagedanddistributed
usingavarietyoftools,including:
HardCopyDocumentManagement: Letters,memos,
reports,pressreleases.
ElectronicCommunicationsManagement:Email,fax,
voicemail,telephone,video/webconferencing,
websites,webpublishing.
ElectronicProjectManagementTools:Webinterfaces
toscheduling/projectmanagementsoftware,meeting
andvirtualofficesupportsoftware,portals.
Tools&Techs InformationManagementSystems
AnInformationManagementSystem hasalsobeen
definedastheorganizationandcontrolofproject
information,andcomprisedof:
Collection.Howprojectinformationistobe
acquiredi.e.sourceandmedium
Storage.Howtheinformationisstoredincluding
medium,accesscontrol,versioncontrol.
Dissemination.Howinformationisdistributed.
Archiving.Theproceduresforarchivinginactive
informationwhilstkeepingitaccessible.
Destruction.Proceduresfordefiningwhenandhow
archivedatacanbelegallydestroyed
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Tools&Techs
Meetings
Version0.3
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Outputs
ProjectCommunicationsPMBOK301
ProjectCommunicationsmayinclude:
PerformanceReports
StatusofDeliverables
ScheduleProgress
Costs
FactorsthatmayimpactProjectCommunications
include:
UrgencyandImpact oftheCommunication
DeliveryMethod
Confidentiality ofCommunication
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Outputs
PMPUpdates
Communication and StakeholderManagement

Plans andallBaselines
IssueLog,ProjectSchedule, andProjectFunding
Requirements
OPAUpdates
StakeholderNotifications andProjectReports,
Presentations, andRecords
10.3ControlCommunications
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Whatsthepurpose?
EnsureStakeholderinformationneedsaremet
accordingtotheapproachoutlinedinthe
CommunicationsManagementPlan.
Howdoesithelp?
Itresultsinaconsistentandoptimalflowof
information amongStakeholders.
Whendoesithappen?
FromthedaytheCommunicationsManagement
Planisdeveloped totheend oftheProjectLife
Cycle.
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Inputs
WhatPMPcontentsmightbeofthemostvalue?
ProjectCommunications
WhatsprocessthatproducedthisasanInput?
Canyounamesomethingthatmightbe
consideredaProjectCommunication?
IssueLog
Whatvaluemightthislogaddtothisprocess?
ManageStakeholderEngagement process
upcoming!
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Inputs
WorkPerformanceData
anOutput?
Whichcomesfirst?Whichlast?
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Tools&Techs
InformationManagementSystems
Processinformationmaybemanagedand
distributedusingavarietyoftools.Canyouname
twoofthem?
HowwoulddefineInformationanManagement
Systeminsixwords?!
Canyoufillintheblanks?Information
ManagementSystemiscomprisedofCollection,
Storage,___,Archiving,and___.
Tools&Techs
ExpertJudgment
Judgment?
Meetings
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Outputs
ChangeRequests
Action?
Outputs
PMPUpdates
Communications,Stakeholder, andHuman
ResourceManagementPlans
Forecasts,PerformanceReports,and IssueLog
OPAUpdates
ReportsFormats and LessonsLearned
Documentation
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Outputs
(ETC).
Reports.
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CommunicationsKnowledgeArea
SampleTestQuestions
1.Motivatingotherstoprovideencouragementandcoaching
themtoimproveperformanceareexamplesof___.
a. Bothgeneralandprojectmanagementskills
b. Excellentandexclusiveprojectmanagementskills
c. Asequentialcommunicationmethod
d. SomeoftheProjectSponsor'sresponsibilities
SampleTestQuestions
2.WorkPerformanceReports,WorkPerformanceData,and
WorkPerformanceInformationarekeyOutputsandInputs
throughoutthe47processes.Whatisthecorrectorderofthe
flow?
a. WorkPerformanceDatatoWorkPerformance
InformationtoWorkPerformanceReports.
b. WorkPerformanceDatatoWorkPerformanceReportsto
WorkPerformanceInformation.
c. WorkPerformanceInformationtoWorkPerformance
DatatoWorkPerformanceReports.
d. WorkPerformanceReportstoWorkPerformanceDatato
WorkPerformanceInformation.
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SampleTestQuestions
3.Therewere10peopleonyourproject,and5morepeople
wereaddedlastweek.Howmanyadditionalchannelsof
communicationwerecreated?
a.105
c.45
b.60
d.90
4.Letters,memos,reports,andfaxesareallexamplesof
the___CommunicationMethod.
a.Pull
c.Push
b.Interactive
d.FormalWritten
5.Ingeneral,disagreementamongstStakeholdersshouldbe
resolvedinfavorof___.
a.TheSponsor
c.ThePerformingOrganization
b.TheCustomer
d.Endusers
RiskManagementPMBOK309
Theprocessesnecessary
forriskmanagement
planning,risk
identification and
analysis,riskresponse
planning,and riskcontrol
throughouttheentire
project.
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RiskManagement
11.1PlanRiskManagement
ProduceaRiskManagementPlan,inwhichthe
ProjectManagerdefinesanddocumentshowthe
projectsriskmanagementactivitieswillbe
conducted.
11.2IdentifyRisks
Identifyuncertainevents positiveaswellas
negative thatmayimpacttheproject,andthen
documenttheircharacteristics intheRisk
Register,theonlyOutputoftheprocess.
RiskManagement
11.3PerformQualitativeRiskAnalysis
Prioritizingtherisks identifiedintheIdentify
RisksprocessformoreanalysisinthePerform
QuantitativeRiskAnalysisprocessbyassessing
eachrisksprobabilityofoccurrence andits
impactonthebudget using,amongothertools,
theProbabilityImpactMatrix.
11.4PerformQuantitativeRiskAnalysis
Understandtheimpactofthehighpriorityrisks
derivedfromtheQualitativeRiskAnalysisby
analyzingthemnumerically andmonetarily
usingExpectedMonetaryValue(EMV) analysis,
amongothertools.
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RiskManagement
11.5PlanRiskResponses
Developplansbasedontimetestedstrategies to
reducetheimpactofnegativerisksandenhance
theprobabilitythatpositiveriskswilloccur.
11.6ControlRisks
Keeptrack ofidentifiedrisks,watchout fornew
ones,implement RiskResponsePlans,and
evaluate theoveralleffectivenessoftheteams
riskapproach.
11.1PlanRiskManagement
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PlanRiskManagement
Whatsthepurpose?
ProduceaRiskManagementPlan,inwhichtheProject
Managerdefinesanddocumentshowtheprojectsrisk
managementactivitieswillbeconducted.
Howdoesithelp?
Ensurethatthedegreeofriskmanagement appliedto
theproject,aswellasitsvisibilityandtype,are
appropriatetotherisksandreasonable,giventhe
importanceoftheprojecttotheorganization.
Whendoesithappen?
AftertheStakeholderRegister hasbeendeveloped
butearlyintheProjectLifeCycle.
PlanRiskManagement
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PlanRiskManagement
TheProcess
The3RiskFactors
RiskEvent
Whatmighthappen?
Probability
Whatisthechanceofithappening?
Impact(orAmountatStake)
Whatisthefinancialimpact?
Exposure=ProbabilityXAmountat
Stake
PlanRiskManagement
TheProcess
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PlanRiskManagement
Inputs
ProjectCharter
WhymightthisbeavaluedInputtothisprocess?
StakeholderRegister
WhyisthisanimportantInputtothisprocess?
PlanRiskManagement
Tools&Techs
Appliedinthisprocesstounderstand and define
the overallriskmanagementcontextofthe
project. PMBOK315
ThisobjectiveistohelptheProjectManagerand
his/herteamfocusappropriatelyonthespecificrisk
managementactivities ofthemostbenefittothe
project andtoallocateresourcesaccordingly.
742
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PlanRiskManagement
Tools&Techs
ExpertJudgment
Judgment?
Meetings
Version0.3
743
PlanRiskManagement
Outputs
RiskManagementPlanPMBOK316
AsubsidiaryplanintheProjectManagementPlan
thatdescribesindetailthestructureand
performanceexpectations oftheprojectsrisk
activities.
AcompleteRiskManagementPlanshouldinclude
amongitscontents:
Methodology.Theapproach,tools,techniques,
datasourcestheteamplanstousetomanagerisk
ontheproject.
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PlanRiskManagement
Outputs RiskManagementPlan
RolesandResponsibilities.Adefinedrolewithclear
responsibilities foreachteammemberwhowillplaya
partintheprojectsriskactivities.
Budget.Estimatesofthefinancialresourcesthatwill
beneededfortheimplementationofeachrisk
activity, tobeincludedintheprojectsCostBaseline.
Alsoincludedherearetheprocedurestobeusedin
applyingContingencyandManagementReserves.
Timing.WhenandhowfrequentlytheRisk
Managementprocesses willbeperformedduringthe
project.
PlanRiskManagement
RiskCategories.Theriskcategorizationactivityis
oftenperformedusingaRiskBreakdownStructure
(RBS),whichshowsgraphicallytheareasinwhichrisks
mayarise.Areasthatarebrokendowntypically
includeTechnical,Organizational,Project
Management,andExternal.
DefinitionofRiskProbabilityandImpact.All
identifiedrisksareratedintermsofpriority inthe
PerformQualitativeRiskAnalysisprocess,typically
withtheuseofaProbabilityandImpact(PI)Matrix.
However,forthePIvaluesthatpopulatethematrixto
bemeaningful,definitionsmustbeestablished.
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PlanRiskManagement
ProbabilityandImpact(PI)Matrix.Tobeusedinthe
followingprocess,PerformQualitativeRiskAnalysis,
butselectedinthisprocessfromtheOPAs and
tailoredasnecessarytofittheneedsoftheproject.
RevisedStakeholderTolerances.Perhapsdetermined
intheIdentifyStakeholdersprocess,thesetolerances
mayneedtoberevisedhere.
ReportingFormatsandTracking.Guidancetothe
teamonhowtheRiskManagementareaprocesses
willbedocumentedandcommunicated.Also,a
descriptionofthecontentandformatoftheRisk
Register, alongwithotherriskrelateddocuments.
11.2IdentifyRisks
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IdentifyRisks
Whatsthepurpose?
Identifyuncertainevents positiveaswellasnegative
thatmayimpacttheproject,andthendocumenttheir
characteristics intheRiskRegister,theonlyOutputofthe
process.
Howdoesithelp?
WiththeRiskRegister,thisprocessprovidestheteamwith
arepositoryofallinformationregardingtheprojectsrisks.
Whendoesithappen?
AfterthePlanRiskManagement process andthroughout
theentireProjectLifeCycle.
IdentifyRisks
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IdentifyRisks
Inputs
RiskManagementPlan
CostManagementPlan
IdentifyRisks
Inputs
ScopeBaseline
WhatarethecontentsoftheScopeBaseline?
(Hint:therearethreecomponents!)
IsthispartofthePMPoroneofthemanyProject
Documents?
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IdentifyRisks
Inputs
AretheseincludedinthePMP,orarethey
consideredoneofthemanyProjectDocuments?
ActivityDurationEstimates
AretheseincludedinthePMP,orarethey
consideredoneofthemanyProjectDocuments?
StakeholderRegister
IdentifyRisks
Inputs
ProjectDocuments
(Hint:SeePMBOK,page78,ifyoumust!)
ProcurementDocuments
CanyounamesomeProcurementDocuments?
(Hint:Theyareallinitials!)
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IdentifyRisks
Inputs
onthisprocess?
IdentifyRisks
Tools&Techs
ExpertJudgment
HowwouldyoudefineExpertJudgment?
DocumentationReviewsPMBOK324
Astructuredreviewoftheprojectdocumentation
includingplans,assumpons,previousproject
les,agreementsmaybeperformedtoidentify
risks.
Indicatorsofrisk ontheprojectmaybeassociated
withthequalityoftheplans andtheir
consistency withprojectrequirementsand
assumptions.
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IdentifyRisks
Tools&Techs
InformationGatheringTechniquesPMBOK324
Brainstorming
Goalistoobtainacomprehensivelist ofprojectrisks.
Oftenperformedwithamultidisciplinarysetof
experts whoarenotpartoftheteam.
Ideasaregeneratedinatraditionalfreeform
brainstormsessionorstructuredmassinterviewing
techniques.RiskCategories, suchasinaRisk
BreakdownStructure,canbeusedasaframework.
Risksarethenidentified andcategorizedbytypeof
risk andtheirdefinitionsarerefined.
IdentifyRisks
Tools&TechsInformaonGatheringTechniques
DelphiTechnique
Awaytoreachaconsensusofexperts.
Projectriskexpertsparticipateinthistechnique
anonymously.
Aquestionnaireisusedtosolicitideasaboutthe
importantprojectrisks. Responsesaresummarized,
thenrecirculated totheexpertsforfurthercomment.
DelphiTechniquehelpstominimizebias inthedata
andpreventsanysinglepersonfromhavingundue
influenceontheoutcome.
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IdentifyRisks
Tools&TechsInformaonGatheringTechniques
Interviewing
Experiencedprojectparticipants,Stakeholders,and
subjectmatterexpertsareinterviewedtohelp
identifyrisks.
RootCauseAnalysis
Aspecifictechniqueusedtoidentify aproblem,
discover theunderlyingcausesthatleadtoit,and
develop preventiveaction.
IdentifyRisks
Tools&Techs
ChecklistAnalysisPMBOK325
Riskidentificationchecklistsaredevelopedbasedon
historicalinformation andknowledgethathasbeen
accumulatedfromprevioussimilarprojects and
fromothersourcesofinformation.
ThelowestleveloftheRBScanalsobeusedasaRisk
Checklist.
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IdentifyRisks
Tools&Techs
AssumptionsAnalysisPMBOK325
Assumptions,hypotheses,scenariosliebehindevery
projectanditsplan.
AssumptionsAnalysisexploresthevalidityof
assumptions astheyapplytotheproject.
Indicatorsofriskmaybeassociatedwiththe
inaccuracy,instability,inconsistency,or
incompleteness ofassumptions.
IdentifyRisks
Tools&Techs
DiagrammingTechniquesPMBOK325
Diagrammingtechniquesmayinclude:
CauseandEffectDiagrams.AlsoknownasIshikawaor
FishboneDiagrams,theyareusefulforidentifyingthe
causesofrisks.
SystemorProcessFlowCharts.Showhowvarious
elementsofasysteminterrelateandthemechanism.
InfluenceDiagrams.Graphicalrepresentationsof
situationsshowingcausalinfluences,timeorderingof
events,andotherrelationshipsamongvariablesand
outcomes.
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IdentifyRisks
Tools&Techs
SWOTAnalysisPMBOK326
Usedtoincreasetherangeofidentifiedrisks by
includinginternallygeneratedrisks.
AnalyzestheprojectfromtheperspectivesofSWOT:
StrengthsWeaknessesOpportunitiesThreats
Startswithidentificationofstrengths/weaknesses
oftheorganization, focusingoneithertheproject,
organization,orthebusinessareaingeneral.
IdentifyRisks
Tools&Techs
Then,itidentifiesOpportunities fortheprojectthat
arisefromorganizationalStrengths,andThreats
arisingfromorganizationalWeaknesses.
Theanalysisalsoexaminesthedegreetowhich
organizationalstrengthsthatmayoffsetthreats, as
wellasopportunitiesthatmayovercome
weaknesses.
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IdentifyRisks
Outputs
Keydocumentinwhichallidentifiedrisks,including
theirattributes,arerecorded.Alsoincludesthe
resultsofallotherriskprocessesthatpertaintorisks
forexample,riskresponsestrategies,qualitative
and quantitativeriskscores,andmore.
WiththeresultsofthePerformQuantitativeRisk
Analysisprocess,theRiskRegisterservesasinputto
theEstimateCosts processforcontingencyplanning
purposes.
11.3PerformQualitativeRisk
Analysis
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PerformQualitativeRiskAnalysis
Whatsthepurpose?
Prioritizingtherisks identifiedintheIdentifyRisksprocess
formoreanalysisinthePerformQuantitativeRiskAnalysis
processbyassessing eachrisksprobabilityofoccurrence
anditsimpactonthebudget using,amongothertools,the
ProbabilityImpactMatrix.
Howdoesithelp?
ProvidestheProjectManagerwiththeopportunityto
determinethehighpriorityrisks,andtherebyreducethe
projectslevelofuncertainty.
Whendoesithappen?
After RiskRegister hasbeendeveloped.
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Inputs
RiskManagementPlan
ScopeBaseline
WhatarethecontentsoftheScopeBaseline?
(Hint:therearethreecomponents!)
Documents?
Inputs
RiskRegister
WhatsthedifferencebetweentheRiskRegister
andtheRiskManagementPlan?
onthisprocess?
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Inputs
Tools&Techs
RiskProbability&ImpactAssessmentPMBOK330
Anassessmentofthelikelihoodthateachofthe
identifiedriskswilloccur theprobability andthe
effectoftherisk,shoulditoccur theimpact.
Assessmentismadebywayofinterviews or
meetings withallinvolvedintheriskprocesses,
internalorexternal.
Probabilitiesandimpactsareratedbasedonthe
definitions givenintheRiskManagementPlan.
Risksratedaslowinbothprobabilityandimpactare
placedonaWatchList intheRiskRegister.
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Tools&Techs
Probability&ImpactMatrixPMBOK331
UsedinconjunctionwiththeRiskProbability&
ImpactAssessmenttooltographicallyprioritize
risks.
Thoserisksratedinthisprocessashighpriorityrisks
thoseappearinginredinthematrixonthenext
page aremovedtoPerformQuantitativeRisk
Analysis processforfurtheranalysis thatis,for
quantitativeanalysis.Thoseratedaslow(ingreen)
areplacedonaWatchList intheRiskRegister.
Tools&Techs
ThePIMatrixMethod
Usedherewithscalesof0.1to
0.9appliedtoProbabilityand
0.05to0.08appliedtoImpact.
Exposure=ProbabilityxImpact
Drawback
ThePIMatrixMethodgives
the sameweighttoboth
probabilityandimpact.
However,inmanycases,high
impactitemswarrant
attention eveniftheyhavea
lowprobabilityofoccurring.
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Tools&Techs
RiskDataQualityAssessmentPMBOK332
Usedtoevaluatethedegreetowhichthedata
aboutrisksisuseful forriskmanagement.
Involvesexaminingthedegreetowhichtheriskis
understoodandtheaccuracy,quality,reliability,and
integrity ofthedataabouttherisk.
Tools&Techs
RiskCategorizationPMBOK332
Usedtodetermineprojectareasmostexposed,risks
maybecategorized.
Categories maybebysourcesofrisk (usingtheRBS),
theareaoftheprojectaffected (usingtheWBS),or
otherusefulcategories(projectphase).Riskscan
alsobecategorizedbycommonrootcauses.
Helpsdetermineworkpackages,activities,project
phasesthatmayleadtothedevelopmentofeffective
riskresponses
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Tools&Techs
RiskUrgencyAssessmentPMBOK333
Neartermrisks maybemoreurgenttoaddressthan
evenhighpriorityfartermrisks.
Indicatorsofpriority mayincludeprobabilityof
detectingtherisk,timetoimplementariskresponse,
symptomsandwarningsigns,andtheriskrating.
RiskUrgencyAssessmentmaybecombinedwithrisk
ranking,whichisderivedfromtheProbabilityand
ImpactMatrix,toproduceafinalriskseverityrating.
Tools&Techs
ExpertJudgment
Judgment?
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Outputs
processes!
RiskRegister
AssumptionsLog
11.4PerformQuantitativeRisk
Analysis
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PerformQuantitativeRiskAnalysis
Whatsthepurpose?
Understandtheimpactofthehighpriorityrisks derivedfrom
theQualitativeRiskAnalysisbyanalyzingthemnumerically
andmonetarily usingExpectedMonetaryValue(EMV)
analysis,amongothertools.
Howdoesithelp?
Thequantitativeinformationderivedfromthisprocessmaybe
usefulindeterminingthecontingencyreserves foreachrisk
andindevelopingappropriateRiskResponsePlans.
Whendoesithappen?
AftertheRiskRegister andkeyplans*havebeendeveloped
andtheQualitativeRiskAnalysisprocess hasbeencompleted.
*TheCost,Schedule,HumanResource,Quality,andRiskManagementPlans.
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Inputs
RiskManagementPlan
CostManagementPlan
Documents?
Whichcamefirst theCostManagementPlanor
theScheduleManagementPlan?
Inputs
RiskRegister
onthisprocess?
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Tools&Techs
onthisprocess?
ExpertJudgment
Tools&Techs
DataGathering&Representation
TechniquesPMBOK336
Interviewing
Experienceandhistoricaldata usedtoquantifythe
probabilityandtheimpact ofrisksonproject
objectives.
Informationneededdependsontypeofprobability
distributions used. Forsomecommonlyused
distributions,informationisgatheredonthe
optimistic(low),pessimistic(high),andmostlikely
scenarios
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Tools&TechsDataGathering&Representation
Techniques
Interviewing (contd)
Importantcomponentoftheriskinterviewisto
documenttherationaleoftheriskranges (andthe
assumponsbehindthem)theycanshedlighton
thereliabilityandcredibilityoftheanalysis.
ProbabilityDistributions
Continuousprobabilitydistributions, used
extensivelyinmodelingandsimulation,represent
theuncertaintyinvaluessuchasdurationsof
scheduleactivitiesandcostsofprojectcomponents.
Tools&TechsDataGathering&Representation
Techniques
ProbabilityDistributions (contd)
Discretedistributions canbeusedtorepresent
uncertainevents,suchastheoutcomeofatestora
possiblescenarioinadecisiontree.
Twoexamplesofwidelyusedcontinuous
distributionsaretheBetaDistributions andthe
TriangularDistributions bothofwhichshowthe
shapescompatiblewiththedatatypicallydeveloped
duringthequantitativeriskanalysis.
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Tools&Techs
QuantitativeRiskAnalysis&Modeling
TechniquesPMBOK338
SensitivityAnalysis
Helpsdeterminetheriskswiththemostpotential
impactontheproject. Alsohelpsexplainthe
variationsinprojectsobjectivescorrelatedwith
variationsindifferentuncertainties.
OftendisplayedinaTornadoDiagram,abarchart
comparingtherelativeimportanceofthevariables.
Tools&TechsQuantitativeRiskAnalysis&ModelingTechniques
ExpectedMonetaryValueAnalysis(EMV)
Astatisticalconceptthatcalculatestheaverage
outcome whenthefutureincludesscenariosthat
mayormaynothappen.
EMVofopportunities generally expressedas
positivevalues, whilethoseofthreats are
expressedasnegativevalues.
EMVrequiresariskneutralassumption neither
riskaversenorriskseeking.
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EMVforaprojectiscalculatedbymultiplyingthe
Probability ofeachoutcomeoccurringbythevalue
ofeachpossibleoutcome,itsImpact:
EMV=PxI
AgoalofthePerformQuantitativeRiskAnalysis
processistoeventuallyallocatemoneyintheCost
Baseline(thebudget) i.e.,ContingencyReserve
tocoverrisk.
Todothis,thequalitativeimpactscales ofthePI
Matrixareconvertedtoactualcosts foreachrisk
deemedintheprecedingprocesstobehighpriority.
Forexample,ifthe0.40impactratingshownforthe
riskinthematrixonthenextslidemeansa20 40%
costincrease(seePMBOK318)
andifthetotalcostsestimatedfortheactivities
mostimpactedbytheoccurrenceofthisriskis
$20,000,thentheimpactinmonetarytermsis
between$4,000and$8,000or,anaverageof$6,000.
Thatfigure$6,000wouldthenbemultipliedby
theprobabilityoftheriskoccurringusingthe
ExpectedMonetaryValue equation:
EMV=PxI
EMV=0.7x$6,000=$4,200
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Thisaboveamount$4,200 shouldthenconstitute
theContingencyReserve tobeaddedtotheCost
Baselinetocoverthisrisk.
Thisdataisrecordedin thatis,progressively
elaboratedbackto theRiskRegister,whichcanthen
serveasInputtotheEstimateCostsprocessfor
purposesofcalculatingContingencyReserve.
EMVisoftenusedwithDecisionTrees,twoexamples
ofwhichareshowninthefollowingslides.
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UseofDecisionTrees requiresanappreciationof
theconceptofexpectedvalueorExpected
MonetaryValueaconceptsimilartoExposure.
Forexample,imaginebuyingasweepstaketicket
for$1.00.Therearetwopossibleprizes:$100.00
and$10.00.
0.5%ofticketspayout$100.
2.0%payout$10.
Remaining97.5%paynothing!
PrizeValue
ProbablityofWinning
AverageReturn
$100.00
$10.00
$0.00
0.005
0.020
0.975
$0.50
$0.20
$0.00
Total
1.000
$0.70
Theaverageoutcomeforanysinglebetis inthe
exampleabove $0.70.Thisaverageoutcomeis
calledtheExpectedValue.
Wecanneverwintheexpectedvalueonasinglebet
butifwerepeatedthebetmanytimes,wewouldon
averagereceive$0.70forevery$1.00wagered.
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EMVandDecisionTrees Example1:
Yourprojectrequires500ruggedizedcomputers
butthesupplierhasahistoryofqualityproblems.
Decision: (a)test thecomputersbeforesite
installation,or(b)donottest butinstall,anyway.
Thefollowingdataisavailable:
Historicalfailurerateofthesoftwareis4%.
Testswillcost$6,000permodule.
Inhouserepaircostsoffailedunits:$10,000.
Costofrepairinginstalledunits:$200,000.
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EMVandDecisionTrees Example2:
Abusinessownerwishestoimproveher
business.
Decision: (a)improve theoldlocationfor$5,000,
or(b) move toabetterlocationfor$12,000.
Shebelieveswitheitherchoice,thechanceor
likelihoodofastrongdemand is60% andthe
probabilityofaweakdemand is40%.
Ifdemandisstrongatthenewlocation shewill
earn$20,000,butonly$9,000ifdemandisweak.
Ifdemandisstrongattheoldplace,shewillearn
$12,000,only$6,000ifdemandisweak.
Therefore,therearefourpossibleoutcomes:
1. Strongdemand atthenew location:$20,000
earningsminus$12,000investment=$8,000
2. Weakdemand atthenewlocation:$9,000earnings
minus$12,000investment=$3,000
3. Strongdemand attheoldbutimproved premises:
$12,000earningsminus$5,000investment=$7,000
4. Weakdemand attheimprovedpremises:$6,000
earningsminus$5,000investment=$1,000
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WhatisthetotalEMVofProjectABC?
RiskA:20%probabilityofoccurringwith
apositiveimpactof$180,000.
RiskB:15%probabilityofoccurringwith
anegativeimpactof$2,000.
RiskC:65%probabilityofoccurringwith
anegativeimpactof$8,000.
EMV=$36,000 $300 $5,200

=$30,500
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ModelingandSimulation
Amodelisused(tosimulateaproject)that
translatesprojectuncertaintiesintotheirpotential
impactonprojectobjectives.
Normally,thesesimulationsareperformedusingthe
MonteCarloTechnique.
Insuchasimulation,theprojectmodelisiterated
manytimes,withtheinputvalues(suchascost
estimatesoractivitydurations)randomlyselected
foreachiterationfromtheprobabilitydistributions
ofthesevariables.
Tools&TechsQuantaveRiskAnalysis&Modeling
Techniques
Basedonthesemanyiterations,aHistogramisbuilt
showing,forexample,totalcostorcompletiondate.
Suchasimulationwouldusecostestimatesfora
costriskanalysis,andaschedulenetworkdiagram
anddurationestimatesforascheduleanalysis. The
Histogramwouldthenbeusedtoshowtheoutput
ofthesimulation.
Similarcurvescanbedevelopedforotherproject
objectives.
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Outputs
RiskRegister,whichwouldinclude:
Probabilisticanalysisoftheproject
Probabilityofachievingcost/timeobjectives
Prioritizedlistofquantifiedrisks
Trendsinthequantitativeriskanalysisresults
11.5PlanRiskResponses
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PlanRiskResponses
Whatsthepurpose?
Developplansbasedontimetestedstrategies toreduce
theimpactofnegativerisksandenhancetheprobability
thatpositiveriskswilloccur.
Howdoesithelp?
Itallowseachrisktobeaddressedbyitslevelofpriority
andprovidesguidanceinfactoringneededresourcesand
riskrelatedactivities tomanagetheriskintothebudget,
schedule,andotherareasoftheProjectManagementPlan.
Whendoesithappen?
AftertheRiskManagementPlan andtheRiskRegister have
beendeveloped.
PlanRiskResponses
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PlanRiskResponses
Inputs
RiskManagementPlan
RiskRegister
PlanRiskResponses
Tools&Techs
StrategiesforNegativeRisksPMBOK344
Avoidance
Chosenifaparticularriskissimplynotacceptable.Find
anotherapproachtogetthejobdoneor,evenifit
meansabandoningtheproject, justdonotdoatall.
Transfer
Therearemultiplewaysinwhichriskmaybetransferred
toanotherparty,including:
Buyinsurance,useaperformancebond orwarranty.
Useasubcontractorwithabacktobackagreement
(e.g.,passingpenaltiestothesubcontractors).
SeePlanProcurementManagementformorecontract
typesthatmaybeusedintransferringrisk.
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PlanRiskResponses
Tools&Techs NegativeRiskStrategies
Mitigation
Mitigationinvolvestakingactions withinthe
currentprojectplan thatwouldreducethe
probability oftheriskhappeningand/oritsimpact,
ifitdoes.Oneformofmitigationisputting
contingencyplansinplace,suchthatiftherisk
eventdoesoccur,itsimpactwouldbereduced.
Acceptance
Inthiscase,theriskisacceptable ortheteam
justcantthinkofasuitableresponsestrategy.Go
aheadwiththeproject,andlivewiththerisk.May
stillneedtocalculatetotalexposureandinclude
adequatecontingencyintheCostBaseline.
PlanRiskResponses
Tools&Techs
StrategiesforPositiveRisksPMBOK345
Exploit
Makethemostoftheopportunity:allocatemore
budget, resources;giveitmoremanagementattention.
Enhance
Increasetheprobability and/orthepositiveimpact of

anopportunity.Forexample,toobtainanincentivefee
basedonearlycompletion,theProjectManagermight
applyadditionalresourcestoanactivitytoensureitis
completedaheadofschedule.
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PlanRiskResponses
Tools&Techs PositiveRiskStrategies
Share
Allocatingaportion possiblythemajorportion of

anopportunitytoapartybestpositionedtomakeit
happen.Examplesincluderisksharingpartnerships,
jointventures infact,anyactionthatwouldresultin
theopportunityhappeningtothebenefitofboth
partiesinvolved.
Acceptance
Beingreadyandwillingtoaccepttheopportunity,in
theeventthatitoccurs butnotreadyandnotwilling
toexpendresources inpursuingtheopportunity
beyondallocatingsomecontingency.
PlanRiskResponses
Tools&Techs
ContingentResponseStrategiesPMBOK346
Someresponsesaredesignedforuseonlyifcertain
eventsoccur requiringaresponseplanthatwill
beexecutedonlyundercertainpredefined
conditions.
RiskResponsesidentifiedusingthistechniqueare
oftencalledContingencyPlans orFallbackPlans.
ExpertJudgment
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PlanRiskResponses
Outputs
PMPUpdates
The Schedule,Cost,Quality,Procurement,
and HumanResourceManagementPlans
AllBaselines
RiskRegister,whichwouldinclude:
FallbackPlans,ResidualRisks,Secondary
Risks,ContingencyReservesandmore!
11.6ControlRisks
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ControlRisks
Whatsthepurpose?
Keeptrack ofidentifiedrisks,watchout fornew
ones,implement RiskResponsePlans,andevaluate
theoveralleffectivenessoftheteamsriskapproach.
Howdoesithelp?
Itresultsinoptimalefficiencyintheriskapproach.
Whendoesithappen?
Assoonasriskshavebeenidentified andarisk
managementapproachhasbeenestablished.
ControlRisks
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ControlRisks
Inputs
RiskRegister
WhatsthedifferencebetweentheRisk
RegisterandtheRiskManagementPlan?
WorkPerformanceData
HowdoWorkPerformanceDataandWork
PerformanceInformationdiffer?
HowdoWorkPerformanceInformationand
WorkPerformanceReportsdiffer?
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ControlRisks
Tools&Techs
RiskReassessmentPMBOK351
Identification ofnewrisks,reassessment ofcurrent
risks,andtheclosing ofrisksthatareoutdatedoften
resultfromtheControlRisksprocess.
RiskReassessmentsshouldberegularlyscheduled.
DetailofappropriaterepetitionofRisk
Reassessmentsdependsonprojectprogressrelative
totheobjectivesoftheproject.
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ControlRisks
Tools&Techs
RiskAuditsPMBOK351
Examineanddocument(a)theeffectivenessofrisk
responses indealingwithidentifiedrisksandtheir
rootcausesand(b)theeffectivenessoftheprojects
RiskManagementapproach,includingallofits
processes.
ProjectManagerisresponsibleforensuringRisk
Auditsareperformedatappropriatetimes,as
definedinRiskManagementPlan.(Riskauditsmay
beincludedduringroutineprojectreviewmeetings.)
ControlRisks
Tools&Techs
Variance&TrendAnalysisPMBOK352
Usedtocompareactualresultstoplannedresults.
Trendsintheprojectsexecutionshouldbereviewed
usingperformanceinformation.
SuchinformationmaybederivedfromEarnedValue
Analysis andotherVariance/TrendAnalysismethods.
Outcomesmayforecastpotentialdeviation ofthe
projectatcompletionfromcost/scheduletargets.
Deviationfromthebaselineplanmayalsoindicate
thepotentialimpactofthreatsoropportunities.
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ControlRisks
Tools&Techs
TechnicalPerformanceMeasurementPMBOK352
Comparestechnicalaccomplishmentsduringproject
executiontothescheduleoftechnicalachievement.
Requiresthedefinitionofobjective,quantifiable
technicalperformancemeasures tousecomparing
actualresultsagainsttargets.
Deviation,ifany,betweentheaccomplishmentsand
theschedulecanhelpforecastthedegreeofsuccess
inachievingtheprojectsscope.
ControlRisks
Tools&Techs
ReserveAnalysis
unknownunknowns?
Meetings
nametwo?
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ControlRisks
Outputs
Examplesincludedeliverablesstatus,
implementationstatus (asrelatedtoChange
Requests),forecastedEstimatestoComplete.
ChangeRequests
Action. HowmightyoudefineaCorrective
Action?
ControlRisks
Outputs
PMPUpdates
TheScope,Requirements,Schedule,Cost,and
QualityManagementPlans andallBaselines
Outcomes ofRisks,RiskResponse,andRisk
Reassessment,Audit,andReview
OPAUpdates
RiskManagementPlanTemplates,includingthe
ProbabilityImpactMatrix;RiskBreakdown
Structure(RBS);and LessonsLearned fromthe
RiskManagementactivitiesconductedbyteam
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RiskKnowledgeArea
SampleTestQuestions
1.WhichofthefollowingwouldyouNOTexpecttofindina
RiskManagementPlan?
a.Riskmethodology
c.Responsestospecificrisks
b.RiskCategories
d.Howriskswillbetracked
2.Ifariskeventhasa90percentchanceofoccurringandthe
impactwillbe$10,000,whatdoes$9,000represent?
a. Riskvalue
c.Realvalue
b.Expectedvalue
d.Contingencybudget
3. Ariskeventistheprecisedescriptionofwhatmighthappen
tothe
oftheproject.
a. Detrimentorbenefit c.Riskprofile
b.Detriment
d.Budget
RiskKnowledgeArea
SampleTestQuestions
4.Theriskmanagementprocesshasidentified120riskswithan
averageprobabilityof2%andanaverageimpactof$8,000. It
hasbeendecidedtoacceptalltheriskswithoutindividual
mitigation.Howmuchcontingencyshouldbeaddedtothe
budget?
a.$192,000
c.$1,920
b.$19,200
d.Noneoftheabove
5.AtwhatstageintheProjectLifeCycledoestheProject
Managerhavethemostabilitytoinfluencerisk?
a.Concept
c.Execution
b.Definition
d.Closing
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ProcurementManagementPMBOK355
Theprocessesneededto
acquire and manage
resources particularly
humanresources from
sourcesexternal tothe
organization.
ProcurementManagement
12.1PlanProcurementManagement
DeneanddocumentintheProcurement
ManagementPlan theteamsprocurement
approach,itsdecisionsregarding
contract/agreementtype,andidentify
potentialsuppliers/contractors.
12.2ConductProcurements
Receiveresponses fromSellers,selectSellers,
andawardthecontracts/agreements.
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12.3ControlProcurements
Managerelations withcontractedSellerteam
members,monitortheirperformance, make
resourcechanges, andamendcontracts, as
required.
12.4CloseProcurements
Formallycloseprocurementcontracts upon
completionofSellerwork,asdefinedinthe
agreementorcontract.
12.1PlanProcurement
Management
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PlanProcurementManagement
Whatsthepurpose?
DefineanddocumentintheProcurementManagement
Plan theteamsprocurementapproach,itsdecisions
regardingcontract/agreementtype,andidentifypotential
suppliers/contractors.
Howdoesithelp?
Determineswhethertoacquireoutsidesupport and,ifso,
what toacquire,how toacquireit,howmuch isneeded,
andwhen toacquireit.PMBOK368
Whendoesithappen?
AftertheCollectRequirements,IdentifyRisks,Identify
Stakeholders,EstimateCosts,andEstimateActivity
Resources processeshavebeencompleted.
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Inputs
OfallPMPcontent,whatmightbeofthemost
WhichprocessproducedthisInputasan
Output?
HowdotheRequirementsDocumentation,the
RequirementsManagementPlan,andthe
RequirementsTraceabilityMatrixdiffer?
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Inputs
RiskRegister
Thisisakeyinput why?Whichprocessproduced
thisInputasanOutput?
ProjectSchedule
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Inputs
AnOutputofEstimateCostsprocess.
WhymighttheseestimatesbeanInputtothis
process?
StakeholderRegister
Whatdoyouthinkthedifferenceisbetweenthe
StakeholderRegisterandtheStakeholder
ManagementPlan?
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Inputs
onthisprocess?
valueasanInputtothisprocess?Thatsright!
ContractTypes,theheartoftheentirePlan
ProcurementManagementprocess!
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Inputs
FixedPriceContracts
FirmFixedPrice (FFP) Priceissetanddoesnot
change(unlessthescopechanges).
FixedPriceIncentiveFee (FPIF) Withincentive
(usuallycostrelated),moreflexibletobothBuyer
andsSellerthantheFFP.
FixedPriceWithEconomicPriceAdjustment
(FPEPA) Allowsforadjustmentsattheendto
restore(atleastsomewhat)theinitial
expectationsofbothBuyerandSeller.
Inputs
CostReimbursableContracts
CostPlusAwardFee (CPAF) Sellerreceivesafee
earnedonlyifpredefinedperformancecriteria
aremet,assojudgedbytheBuyer.
CostPlusIncentiveFee (CPIF) Sellerreceivesa
prespecifiedfeebasedonattainmentofspecific
performancegoals.
CostPlusFixedFee (CPFF) Sellerreceivesafixed
feebasedoncostsinitiallyestimated.
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Inputs
Time&Materials(T&M)Contracts
ComprisedofbothFixedFee(FF)andCost
Reimbursable(CR)contractaspects.
Usuallyputinplaceforstaffaugmentation
purposes,orifanSOWcannotbedeveloped
beforetimeworkisrequired.
SimilartoFFcontracts:Laborandmaterialcosts
maybeprespecified.SimilartoCRcontracts:
Maybeleftopenendedregardingspecificwork,
resultingtherebyincostincreasestoBuyer.
InputsOPAs:ContractTypes
Globalv5.2
421
FirmFixedPrice(FFP):FavorstheBuyer.Priceissetinstone
anddoesnotchange(unlessthescopedoes).Sellermust
completethework,nomatterwhat!Buyermustprovidea
completeandthoroughStatementofWork.
FixedPriceIncentiveFee(FPIF):StillfavorstheBuyerbut
allowsforflexibilityinSellerperformancenotpresentinanFFP
contract.IncentivebasedonSellerperformancesetatthestart.
Sellerassumescostofoverrunsaboveestablishedpriceceiling.
Globalv5.2
422
FixedPriceEconomicPriceAdjustment(FPEPA):Includes
provisionsforrestoringinitialexpectationsofbothBuyerand
Sellerintheeventthatconditionsbeyondcontrolofeither
skewsuchexpectations.Applicableifcontractislongterm.
CostPlusAwardFee(CPAF):Sellerisreimbursedforall
allowablecostsandmayalsoreceiveafeebasedonaSellers
attainmentofperformancegoalsasdeterminedbyBuyer.
BuyersjudgmentisgenerallynotsubjecttoappealbySeller.
Globalv5.2
423
CostPlusIncentiveFee(CPIF):Sellerisreimbursedforall
allowablecostsandmayalsoreceiveafeebasedonSellers
achievementofperformancegoals.BuyerandSellersharecost
deviationsbasedonnegotiatedshareratios,suchas60:40,
BuyerSeller.
CostPlusFixedFee(CPFF):Sellerisreimbursedforall
allowablecostsandmayalsoreceiveafee(basedona
percentageofthecosts)thatisfixedatthestart.Feechanges
onlyifscopeofworkchanges.
Globalv5.2
424
Tools&Techs
MakeorBuyAnalysisPMBOK365
Usedbytheteamtodetermineiftheworkcanbe
performedinhouseor resourcesneedtobe
obtainedfromanexternalsource.
Decisionmaybeheavilyinfluencedbybudget
constraints:Woulditbemore(orless)expensive
tobuytheworkfromanexternalsourceinstead
ofdoingtheworkwithinternalsources?
Contracttypes mayalsobefactoredintothe
equation.
Version0.3
849
Tools&Techs
MarketResearchPMBOK365
Includes examinationofcapabilitiesofaspecific
vendor orwithintheindustry.
Informationacquired at conferences,online
reviews,andothersources maybeleveragedbythe
teamtoidentifymarketcapabilities.
Teammayalsorefineparticularobjectivesto
leveragematuringtechnologies while,atthesame
time,balancingrisks associatedwiththenumerous
vendorsthatcanprovidetheneededservices.
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425
Tools&Techs
ExpertJudgment
Judgment?
Meetings
Version0.3
851
Outputs
ProcurementManagementPlanPMBOK366
Describeshowservicesorgoodswillbeacquired
fromoutsidetheorganization.
Describeshowtheprocurementprocesseswill
bemanaged.
Providesguidanceon:
TypeofContract thatwillbeused
RiskManagementIssues
ManagementofMultipleSubcontractors
SelectionCriteria tobeusedinevaluatingSeller
proposals
Version0.3
852
Globalv5.2
426
PlanProcurement Management
Outputs
ProcurementStatementsofWorkPMBOK367
TheProcurementStatementofWork(SOW)is
basedontheScopeBaselineanddescribesonly
thatportiontobesubcontracted.
Mustprovideenoughdetailtoallowprospective
Sellersathoroughunderstanding ofthework.
Thelevelofdetaildependsontheintended
contracttypeaFixedPricecontract requiring
moredetail thanaCostReimbursablecontract.
PlanProcurement Management
Outputs
ProcurementDocumentsPMBOK368
UsedtosolicitinputfromprospectiveSellers:
RequestforProposal (RFP).Usedforlarge,
complexprojects,usuallyforhighvalue,non
standardgoodsorservices.Negotiations
invariablypartoftheprocess.
RequestforInformation (RFI).Informationonly.
RequestforQuotation (RFQ).Pricingonly.Usually
usedforthepurchaseofcommoditytypeitems.
InvitationforBid (IFB).Formalinvitationtoa
Seller(orSellers)tosubmitabid.
Globalv5.2
427
Outputs
SourceSelectionCriteriaPMBOK368
DevelopedbytheBuyerforuseinscoringor
ratingtheSellerproposals received.
Maysometimesbelimitedtoprice.Ifnot,such
criteriamayinclude:
UnderstandingofNeed
TechnicalCapability
ManagementApproach
Production/FinancialCapacity
PastPerformance
References
Version0.3
855
Outputs
MakeorBuyDecisionsPMBOK370
Thedecisiontodotheworkwithinternalorexternal
resources,asdrivenbytheMakeorBuyAnalysis.
ChangeRequests
Action. HowmightyoudefineaCorrectiveAction?
RequirementsDocumentation,Requirements
TraceabilityMatrix,and RiskRegister.
Version0.3
856
Globalv5.2
428
12.2ConductProcurements
PMBOKPage371
ConductProcurements
Whatsthepurpose?
Receiveresponses fromSellers,selectSellers,
andawardthecontracts/agreements.
Howdoesithelp?
Withcontracts/agreementsinplace,the
expectationsofStakeholders, internalaswellas
external,areestablished.
Whendoesithappen?
Asearlyintheexecutionphase oftheprojectas
isfeasible.
Globalv5.2
429
ConductProcurements
ConductProcurements
Inputs
ProcurementManagementPlan
Whataresomedifferencesbetweenthe
ProcurementManagementPlanand
ProcurementDocuments?
NamesomeProcurementDocuments.
SourceSelectionCriteria
Whatsthepurposeofthesecriteria?Namesome
SourceSelectionCriteria?
Version0.3
860
Globalv5.2
430
ConductProcurements
SellerProposals
Inputs
WhatdocumentsfromaBuyerwouldprompta
Sellersdevelopmentandsubmittalofaproposal?
ProjectDocuments
Whichdocumentsmightbeimportanthere?
MakeorBuyDecisions
Whatmightdriveadecisiontobuyinsteadof
make?
ProcurementSOWs
WhatmightdrivethelevelofdetailintheSOW?
OrganizationalProcessAssets
WhatOPAsmightbeofuseinthisprocess?
Version0.3
861
ConductProcurements
Tools&Techs
BidderConferencesPMBOK375
MeetingsbetweentheBuyerandallprospective
Sellerspriortosubmittalofabid/proposal.
AlsoknownasContractorConferences,Vendor
Conferences,PreBidConferences.
UsedtoensurethatallprospectiveSellershavea
clearandcommonunderstanding ofthe
procurementrequirementsandthatnobidders
receivepreferentialtreatment.
Globalv5.2
431
ConductProcurements
Tools&Techs
ProposalEvaluationTechniquesPMBOK375
Aformalevaluationreviewprocess, withvery
specifictechniques,willbedefinedbytheBuyers
procurementpolicies foruseparticularlyoncomplex
procurements,wheresourceselectionwillbemade
basedonSellerresponsestopreviouslydefined
weightedcriteria.
Theevaluationcommitteewillmakeitsselectionfor
approvalbymanagementpriortotheaward.
ConductProcurements
Tools&Techs
IndependentEstimatesPMBOK376
MajorvariancesbetweenpricessubmittedbySellers
andBuyersexpectations mayindicate:
TheSOWprovidedtoSellers,andproducedbythe
Buyer,wasinsufficientlydetailedorambiguous.
SellersfailedtounderstandBuyersneeds.
Forthesereasons(andothers),Buyermayelectto
engageaprofessional,independentestimator to
providereliablebenchmarkestimates.
Globalv5.2
432
ConductProcurements
Tools&Techs
ExpertJudgment
Judgment?
AdvertisingPMBOK376
Advertisementsinnewspapersorspecialtytrade
publicationsmightservetoexpandthepoolof
potentialSellers.
Usedheretohelpteamanalyzethepast
performanceofprospectiveSellerstodetermine
theirabilitytoperformasexpectedbytheBuyer.
Version0.3
865
ConductProcurements
Tools&Techs
ProcurementNegotiationsPMBOK377
Clarifythestructure,requirements,andotherterms
ofthepurchasessothatmutualagreementcanbe
reached priortosigningthecontract.Finalcontract
languagereflectsallagreementsreached.
Subjectscoveredshouldincluderesponsibilities,
changeauthority,applicableterms/governinglaw,
technicalandbusinessmanagementapproaches,
proprietaryrights,contractfinancing,technical
solutions, overallschedule,payments, andprice.
Globalv5.2
433
ConductProcurements
Outputs
SelectedSellersPMBOK377
TheprospectiveSellersdeemedfittoperform the
work,basedtheorganizationsevaluationofallSeller
proposals.
Iftheprojectiseitherhighvalueorhighrisk,may
requireapprovalbyseniormanagement beforethe
actualawardofthecontractoragreement.
ConductProcurements
Outputs
AgreementsPMBOK377
MaybecalledaMemorandumofUnderstanding
(MOU),acontract,asubcontract,oraPurchase
Order (PO) inallcases,alegalandbinding
agreement withSellerobligations (toprovidework
orservices,asdescribedwithinthedocument)and
Buyerobligations (tocompensatetheSellerfor
productsdeliveredorservicesrendered).
Anagreementestablishesalegalrelationship
betweenBuyerandSeller.
Globalv5.2
434
ConductProcurements
Outputs Agreements
Teamisresponsibleforensuringtheagreement
meetstheprojectneeds.
Agreementsmayinclude,amongmanyother
contents:
SOW (usuallyasanaddendum)orDeliverables
Pricing and PaymentTerms
Warranty and LimitationofLiability
Inspection andAcceptanceCriteria
Incentives and Penalties
SeePMBOK378foramorecomprehensivelistof
Agreementcontents.
ConductProcurements
Outputs
Thepurposeistorecord,inactualcalendar
format,theperiodsofavailability (andnon
availability)ofeachprojectteammember.
(OccursasOutputalsoinAcquireProjectTeam.)
AResourceCalendartakesintoaccountsuch
factorsastheprojectteammembersplanned
vacationperiods andotherscheduledtimeoff;
thetimezones inwhichtheywork;holidays and
officialcompanytimeoffperiods;andtheirtime
commitmentstootherprojects orworkefforts.
Globalv5.2
435
ConductProcurements
Outputs
ChangeRequests
HowmustChangeRequestsbesubmitted?
PMPUpdates
AllBaselines andtheCommunications and
ProcurementManagementPlans.
RequirementsDocumentation,Requirements
TraceabilityMatrix,RiskRegister,and
StakeholderRegister.
ConductProcurements
Extras NonCompetitiveContracts
Buyersalwaysliketohaveacompetitive
situation betweenprospectivesuppliers.
However,onoccasionsthismaynotbe
possible.Forexample:
Wherethereisonlyonepracticalsupplier ofthe
goodsorservicesrequired.
Whereyouhaveaccesstoexpertisecapableof
judgingthequalityandprice ofaproposed
solution.
Whenthereisnotime tohaveacompetition.
Globalv5.2
436
ConductProcurements
Extras Unilateralvs.BilateralContracts
Unilateralvs.Bilateral
ABilateralContract isinitiatedviaaRequestfor
Quotation(RFQ),RequestforProposal(RFP),or
InvitationforBid(IFB)andalwaysinvolves
negotiation.
AUnilateralContract takestheformofaPurchase
Order(PO) forstandarditemsatstandardprices.
Therecanbebulkbuyingdiscountsandsome
buyerswillhaveindividuallynegotiateddiscount
agreements.ThesearesometimescalledUnitPrice
contractsorFrameAgreements.
ConductProcurements
Extras ContractNegotiations
FiveStagesofNegotiation
1.Protocol: Formalintroductions
2.Probing: Probeeachothersareasofweakness
andestablishtheissues.
3.Scratchbargaining: Makeagreements.Giveand
take.
4.Closure: Summarizeandfinalizeagreements.
5.Agreement:Documentthefinalagreement
Globalv5.2
437
ConductProcurements
Extras SourcesofPowerinNegotiations
NeedTheSalesmanneedsabooking.The
Customerneedsasolution
Insight Insightintotheotherpersonsworld
Options DoestheBuyerhaveotheroptions?
Doyouhaveotheropportunities?
Price,TimeandMoneyPressure Who
needsadealmost?
RelationshipsIsthererapport&trust?
ConductProcurements
InvestmentWhohasmadethemost
investmenttodate?
Expectation Whatexpectationsarepreset?
PlanningandPreparation
NegotiationSkill
Globalv5.2
438
ConductProcurements
Price
FaitAccompli
LimitedAuthority
FoggyMemory
Fairand
Reasonable
Deadline
Violins
Surprise
BudgetLimit
Carrot
Ultimatum
Silence
ConductProcurements
Extras ObjectivesinNegotiations
Toobtainafairandreasonableprice
consistentwiththeprojectobjectives
Todevelopandmaintainagoodand
sustainablerelationship withthe
supplier
Globalv5.2
439
ConductProcurements
Extras ThreeRequirementsinaContract
1.
OfferandAcceptance
Onepartymustmakeanofferthatthe
otheraccepts.
2.
Consideration
Somethingofvalue(consideration)must
beexchanged.
3.
Intention
Theremustbeanintentionbybothparties
tobelegallybound, andpersonsentering
intoacontractmusthavelegalcapacity.
ConductProcurements
Extras ContractTerminology
StandardClauses
Draftingcontractsisanexpensiveandtime
consumingbusiness.Itisalwaysbettertouse
astandardcontract whereverpossible.
Changes
Changestoprojectscopeareamajorareaof
costgrowth.Allcontractsshoulddefinethe
processbywhichanychangestothecontract
(project)canbeaccommodatedandshould
includethepaperwork,trackingsystems.
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440
ConductProcurements
Warranties
ExpressWarranty:Contractexplicitlystateslevel
ofquality.
ImpliedWarranty:Concernsmerchantabilityor
fitnessofuse.
1. MerchantabilityWhereSellerknowspurpose
ofthegoodsandtheBuyerisrelyingonthe
Sellersjudgment.(Thereisnoimplied
warrantyifBuyerisanexpertandrelieson
hisownskillandjudgment.)
ConductProcurements
2. FitnessofUseIfthegoodsaretothe
specificationdrawnupbytheBuyeroras
agreedbyanexpertBuyer,thenunfitness
foruseisnotresponsibilityofthesupplier.
Globalv5.2
441
ConductProcurements
DoctrineofWaiver
Therelinquishingofcontractualrightsbecause
oflackofenforcementofthoserights.
Delays
Whowasresponsible?
Whatistheimpact?
ConductProcurements
GuaranteedPayment toSubcontractorsby
thePrimeContractorortheGuarantor;a
promisetopayacertainsumofmoneyifa
statedconditionisnotfulfilled.Twocommon
typesare:
PerformanceBond. Forafee,athirdparty
(usuallyabankorinsurancecompany)guarantees
totheCustomerthedueperformanceofthe
contract.Ifcontractordefaults,Customercan
demandthevalueofthebondfromthirdparty.
Globalv5.2
442
ConductProcurements
PaymentBond.Similarexceptthatthebond
guaranteespaymentstothesubcontractorsbythe
Primeviatheguarantor.
Breach
Thefailurebyeitherpartytoperformacontractual
obligation
MaterialBreach ismoreseriousthanaContract
Breach.Inthiscase,theinnocentpartyisdischarged
fromanyfurtherobligationsunderthecontract.
Damages canbeclaimedequaltothelosssustained.
ConductProcurements
TimeisoftheEssence
Whentimeisoftheessence isstipulated,then
latedeliveryisaMaterialBreach.
LiquidatedDamages
Aformofcompensationandnotmeanttobe
punitive.
Theyarepredeterminedinthecontractand
shouldbeafairassessmentofthedamage
suffered.
Globalv5.2
443
ConductProcurements
ConsequentialLoss
IndirectlossesincurredasaresultofaBreach.
Forexample,anairlinebookingsystemfailsto
workaighttakesoemptyandalltherevenue
islost.
Mostcompanieswillnotacceptsuchagreements
or,iftheydo,onlystrictlylimitedones.
ConductProcurements
ForceMajeure
AnactofGod.Aneventthatcouldnotreasonably
havebeenguardedagainst.
AcceptanceCriteria
Listofcontractualconditionswhich,ifcomplied
with,allowacceptanceandcontractclosure.
NonDisclosureAgreement(NDA)
Legalcontractinwhichbothpartiesagreetoshare
informationandnottodisclosethatinformationto
anyoneelse.
ViolatinganNDAcouldleadtosubstantialdamages.
Globalv5.2
444
ConductProcurements
LetterofIntent
ThephraseLetterofIntenthasnolegal
meaning.
Generallyspeaking,aLetterofIntentdoesnot
intendtogiverisetoanylegalobligation.
HoweverifaLetterofIntentmakesitclearthatit
aprospectiveBuyerexpectstheSellertoactasif
itwereaPurchaseOrder,thensimplyusingthe
descriptionLetterofIntentwillnotbeadefense
inacourtoflaw.
ConductProcurements
PrivityofContract
Alegaltermthatrecognizesacontractexists
betweentheBuyerandtheSeller.
LegallyimproperandunethicalforaBuyerto
bypassthePrimeContractoranddealdirectlywith
aSubcontractorwithoutpermission.
Bydoingso,Buyermayinadvertentlyrelievethe
PrimeContractorofcertainresponsibilities.
Globalv5.2
445
PrivityofContract
BecausethereisnocontractbetweentheBuyer
andSubcontractor,theBuyerhasnoremedy
againsttheSubcontractor forpoorworkinthe
eventofthePrimeContractorgoinginto
liquidation.
Becauseofthis,someBuyerswillrequiredirect
contractswithSubcontractorsregardingqualityof
work.
12.3ControlProcurements
PMBOKPage379
Globalv5.2
446
ControlProcurements
Whatsthepurpose?
Managerelations withcontractedSellerteam
members,monitortheirperformance, makeresource
changes, andamendcontracts, asrequired.
Howdoesithelp?
Ensuresthatperformance ofbothSellerandBuyer
meetsrequirements asdefinedintheagreements/
contracts.
Whendoesithappen?
StartswiththeplacementofSellerpersonnelonthe
team andcontinuesuntilprojectclosing.
ControlProcurements
Globalv5.2
447
ControlProcurements
Inputs
Agreements
NameadocumentconsideredanAgreement?
ApprovedChangeRequests
Version0.3
895
ControlProcurements
Inputs
WorkPerformanceReports,Data,Information
whatarethedifferences?
WorkPerformanceData
WorkPerformanceReports,Data,Information
whichcomesfirst?Whichlast?
Version0.3
896
Globalv5.2
448
ControlProcurements
Tools&Techs
ContractChangeControlSystemsPMBOK383
Definestheprocessbywhichtheprocurementcan
bemodified.
Includesthepaperwork,trackingsystems,dispute
resolutionprocedures,and approvallevels
necessaryforauthorizingchanges.
TheContractChangeControlSystemisintegrated
withtheintegratedchangecontrolsystematthe
coreofthePerformIntegratedChangeControl
process.
ControlProcurements
Tools&Techs
ProcurementPerformanceReviewsPMBOK383
AstructuredreviewoftheSellersprogress to
deliver projectscope/qualitywithincostandon
schedule,ascomparedtothecontract.
Canincludeareviewofdocumentation preparedby
Seller,inspections performedbyBuyer,andquality
audits conductedduringSellersexecution.
Globalv5.2
449
ControlProcurements
Tools&Techs ProcurementPerformanceReviews
Theobjective:Identifyperformancesuccesses/
failures,progresswithrespecttotheprocurement
SOW,andcontractnoncompliance,allofwhich
allowtheBuyertoquantifytheSellers
demonstratedabilityorinabilitytoperformwork.
Suchreviewsmaytakeplaceasapartofproject
statusreviews,whichwouldincludekeysuppliers.
ControlProcurements
Tools&Techs
InspectionandAuditsPMBOK383
InspectionsandAuditsrequiredbytheBuyer and
supportedbytheSeller, asspecifiedinthe
procurementcontract.
Canbeconductedduringexecutionoftheprojectto
verifycomplianceintheSellersdeliverablesand/or
workprocesses.
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450
ControlProcurements
Tools&Techs
PerformanceReportingPMBOK383
WorkPerformanceData andreportssuppliedby
Sellerareevaluatedagainstcontractual
requirements, asarticulatedintheAgreement.
PaymentSystemsPMBOK383
PaymentstotheSelleraretypicallyprocessedbythe
AccountsPayablesystemoftheBuyerafter
certificationofsatisfactoryworkbyanauthorized
personontheprojectteam.
ControlProcurements
Tools&Techs
ClaimsAdministrationPMBOK384
Claimsaredocumented,processed,monitored,and
managedthroughoutthecontractlifecycle,in
accordancewiththetermsofthecontract.
Ifthepartiesthemselvesdonotresolveaclaim,it
mayhavetobehandledinaccordancewith
AlternativeDisputeResolution(ADR) typically
followingproceduresestablishedinthecontract.
Settlementofallclaimsanddisputesthrough
negotiation isthepreferredmethod.
Globalv5.2
451
ControlProcurements
Tools&Techs
Contestedchanges andpotentialconstructive
changes arethoserequestedchangesforwhich
BuyerandSellercannotagreeoncompensationor
cannotagreethatachangehasoccurred.
Thesecontestedchangesarevariouslycalledclaims,
disputes,orappeals.
RecordsManagementSystemsPMBOK384
ARecordsManagementSystemisusedbythe
ProjectManagertomanagecontractand
procurementdocumentationandrecords.
ControlProcurements
Outputs
WorkPerformanceInformation examples
include:deliverablesstatus, implementation
status(asrelatedtoChangeRequests),
forecastedEstimatestoComplete(ETC).
ChangeRequests
Globalv5.2
452
ControlProcurements
Outputs
PMPUpdates
TheProcurementManagementPlan
TheCost andScheduleBaselines
ProcurementDocumentation,including:Contract,
TechnicalDocumentation (developedbySeller),
PerformanceReports (ofSellerperformance)more!
OPAUpdates
Correspondence betweenBuyerandSeller
PaymentSchedulesandRequests
SellerPerformanceEvaluationDocumentation
12.4CloseProcurements
PMBOKPage386
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453
CloseProcurements
Whatsthepurpose?
Formallycloseprocurementcontracts upon
completionofSellerwork,asdefinedinthe
agreement/contract.
Howdoesithelp?
ProvidesdocumentationrelatingtoSellerperformance
includingtheagreements/contracts thatwillaid
projecteffortsinthefuture.
Whendoesithappen?
Uponcompletion ofSellerwork.
CloseProcurements
Globalv5.2
454
ControlProcurements
Inputs
(Hint:Theyareallinitials!)
Version0.3
909
CloseProcurements
Tools&Techs
ProcurementAuditsPMBOK388
AreviewoftheprocurementprocessfromthePlan
ProcurementManagement processthroughthe
ControlProcurements process.
Theobjective:identifysuccesses/failures that
warrantrecognitioninthepreparationor
administrationofotherprocurementcontractson
theproject,oronotherprojectswithinthe
performingorganization.
Globalv5.2
455
CloseProcurements
Tools&Techs
ProcurementNegotiationsPMBOK388
Inallprocurementrelationships,theprimarygoalis:
finalequitablesettlementofalloutstandingissues,
claims,anddisputesbynegotiation.
Wheneversettlementcannotbeachievedthrough
directnegotiation,someformofAlternativeDispute
Resolution(ADR), includingmediationorarbitration,
maybeexplored.
Litigationinthecourtsistheleastdesirableoption.
CloseProcurements
Tools&Techs
RecordsManagementSystems
ARecordsManagementSystemisusedbythe
ProjectManagertomanagecontractand
procurementdocumentationandrecords.
Globalv5.2
456
CloseProcurements
Outputs
ClosedProcurementsPMBOK389
Formalwrittennotice isprovidedbytheBuyerto
theSeller indicatingthecontracthasbeen
completed.
Specificcontractclosurerequirementsarenormally
definedinthecontractstermsandconditions.
Thesecontractclosurerequirementsshouldbe
includedintheProcurementManagementPlan.
CloseProcurements
Outputs
OPAUpdates
ProcurementFile
DeliverableAcceptance documentationofformal
acceptancereceivedfromtheCustomer
LessonsLearnedDocumentation
Globalv5.2
457
ProcurementKnowledgeArea
SampleTestQuestions
1.Whichofthefollowingcontracttypesplacesthegreatestrisk
ontheSellertocontrolcosts?
a. FixedPricewithEconomicPriceAdjustment(FPEPA)
b. FixedPriceincentiveFee(FPIF)
c. FirmFixedPrice(FFP)
d. CostPlusAwardFee(CPAF)
2.Inasituationwhereaprofessionalcontractadministratoris
assignedtotheproject,thentheProjectManager___.
a. Doesnotneedtoactivelymanagethecontract.
b. Candelegateallresponsibilitytothecontractadministrator.
c. Muststillmanageallmajoraspectsofthecontract.
d. Doesnotneedtobefamiliarwiththecontractssmallprint.
SampleTestQuestions
3.ForceMajeureisatermderivedfrominsurancelaw
meaning___.
a. Superiororirresistibleforce,suchaslightning,
earthquakes,storms,orfloods.
b. Anypartytoacontractcanredressallegedillegalities
throughanyU.S.DistrictCourt.
c. TheBuyercanseekdamagesfromtheSellerduetomajor
contractbreaches.
d. TheSellerneglectedtoexerciseduecareinperformance
andisthussubjecttoabreachofcontractaction.
Globalv5.2
458
SampleTestQuestions
4.ThefourprocessesofProcurementManagement,inthe
orderinwhichtheyarepresentedinthePMBOK,are___.
a. PlanProcurement,ConductProcurements,Administer
Procurement,ContractCloseout.
b. PlanProcurementManagement,ConductProcurements,
ControlProcurements,CloseProcurements.
c. Planning,Procurement,Administration,Closeout.
d. ProcurementPlanning,SourceSelection,Contract
Administration,ContractClosure.
SampleTestQuestions
5.OftheKnowledgeAreaslistedbelow,whichonemight
reasonablybeassociatedmostcloselywiththeprocessesofthe
ProcurementKnowledgeArea,particularlythePlan
Procurementsprocess,inwhichcontracttypeisdetermined?
a. RiskManagement
b. IntegrationManagement
c. CostManagement
d. ScopeManagement
Globalv5.2
459
StakeholderManagementPMBOK391
Theprocessesrequiredto
identifytheindividualsor
groups thatcouldaffectorbe
effectedbytheproject;to
analyzetheirexpectationsand
potentialimpact ontheproject;
andtodevelopstrategiesthat
wouldengagethem effectively
inprojectdecisionsand
execution.
Stakeholders
AStakeholder isanypersonorgroupof
peoplethathasadirectinterest inaproject
orwhoisinsomewayeffectedbythe
project.
TheattitudeandactionsofStakeholders can
haveasignificantimpactontheperformance
andoutcomeofaprojectandtherefore
mustbemanagedclosely.
Globalv5.2
460
StakeholderManagement
13.1IdentifyStakeholders
Identifytheindividualsorgroupsthatcould
impacttheprojectorbeimpacted bythe
project,analyzekeycharacteristicsofthese
individualsorgroups,andthendocumentthe
resultsinaStakeholderRegister.
13.2PlanStakeholderManagement
Developanddocument intheStakeholder
ManagementPlan appropriatestrategiesfor
engaging Stakeholders.
13.3ManageStakeholderEngagement
InteractwithStakeholderstomeettheirneeds
andexpectations, addresstheirissues,and
implementplannedStakeholderengagement
strategies intheprojectsactivities.
13.4ControlStakeholderEngagement
MonitorStakeholderrelationships,ingeneral,
andrevisestrategiesandStakeholder
engagementplans,asneeded.
Globalv5.2
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13.1IdentifyStakeholders
PMBOKPage393
Whatsthepurpose?
Identifytheindividualsorgroupsthatcouldimpact
theprojectorbeimpacted bytheproject,analyzekey
characteristicsoftheseindividualsorgroups,andthen
documenttheresultsinaStakeholderRegister.
Howdoesithelp?
AllowstheProjectManagerandhis/herteamto
determinetheappropriatefocus foreachStakeholder
orStakeholdergroup.
Whendoesithappen?
AsearlyintheProjectLifeCycleaspossible and
throughoutthelifeoftheproject,asnecessary.
Globalv5.2
462
Inputs
ProjectCharter
WhydoyouthinktheProjectCharterisaneeded
Inputtothisprocess?
Globalv5.2
463
Tools&Techs
StakeholderAnalysis
IdentifiesStakeholdersinterests,influence,and
expectations andrelatesthemtothepurposeof
theproject.
InStakeholderAnalysis,considerationisgivento
suchquestions as:
Aretheyinterestedintheprojectsucceeding?
Willtheybenefit fromthesuccessoftheproject?
Willtheyopenlysupporttheproject,ornot?
Tools&Techs StakeholderAnalysis
InStakeholderAnalysis,considerationisgivento
suchquestions as:
Aretheyinterestedintheprojectsucceeding?
Willtheybenefit fromthesuccessoftheproject?
Willtheyopenlysupporttheproject,ornot?
Aretheyambivalent?
Dotheyhavereasonsforwantingtheprojecttofail?
Iftheirviewsarenegativeorambivalent,cantheybe
persuadedtochange?
Whatistheirlevelofpowerandinfluence?
Whataretheirexpectations, andhowcanwe
managethem?
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Tools&Techs
StakeholderAnalysisisathreestepactivity:
1. Identify
IdentifyallpotentialprojectStakeholders and
relevantinformation (theirroles,departments,
interests,knowledge,expectations,influence)
KeyStakeholders usuallyeasytoidentify:
anyoneinadecisionmakingormanagementrole
whoisimpactedbytheprojectoutcome
ProjectSponsor,ProjectManager,Customer.
IdentifyingotherStakeholdersisusuallydone
throughinterviews.
Tools&Techs
2. Analyze
Analyzethepotentialimpactorsupporteach
Stakeholdercouldgenerate,andclassifythem in
ordertodefineanapproachstrategy.Ifmany
Stakeholders,importanttoprioritizethe
Stakeholderstoensuretheefficientuseofeffort
tocommunicateandmanagetheirexpectations.
3. Assess
AssesshowkeyStakeholdersarelikelytoreact
orrespondinvarioussituations,inordertoplan
howtoinfluencethemtoenhancesupportand
mitigatepotentialnegativeimpacts.
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Tools&Techs
ClassificationModels usedinStakeholdersAnalysis:
Power/InterestGrid:Stakeholdergroupingbasedon
power(levelofauthority)andinterest(levelorconcern)
regardingtheprojectoutcomes.
Power/InfluenceGrid:Power(levelofauthority)and
influence(activeinvolvement intheproject).
Influence/ImpactGrid:Influence(activeinvolvement in
theproject)andimpact(abilitytochange projects
planningorexecution).
SalienceModel:Power(abilitytoimposetheirwill),
urgency(theirneedforimmediateattention),and
legitimacy(theappropriatenessoftheirinvolvement).
Tools&Techs
Power / Interest Grid
HIGH
Keep Satisfied
Manage Closely
Monitor With
Minimum Effort
Keep Informed
LOW
LOW
INTEREST
HIGH
Thedrawbackofthe
Power/InterestGrid
isthatitdoesnot
differentiate
betweenpositive
andnegative
Stakeholders.
Forthisreason,the
Power/Influence
Grid shownnextis
oftenpreferred.
Globalv5.2
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Tools&Techs
Power / Influence Grid
HIGH
Blockers
Champions
Detractors
Supporters
Bearinmindthat
Detractors and
Supporters can
organize
themselvesinto
focusgroupsand
becomeBlockers
andChampions.
LOW
NEGATIVE
ATTITUDE
POSITIVE
Champions Powerfulpeoplewhoareactivelysupportive oftheproject.

BlockersPowerfulpeoplewhowillactivelyresist theproject.
SupportersPeoplewithlilepowerwhoareinfavour oftheproject.
DetractorsPeoplewithlilepowerwhoareagainst theproject.
Tools&Techs
ExpertJudgment
Judgment?
Meetings
Version0.3
934
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Outputs
StakeholderRegisterPMBOK398
AllthedetailsrelatedtotheIdentifyStakeholder
process,including:
IdentificationInformation
Assessmentinformation
StakeholderClassification
AlsoincludedmaybetheClassificationModels
usedintheIdentifyStakeholderprocess:
Power/InterestGrid
Power/InfluenceGrid
Influence/ImpactGrid
SalienceModel
13.2PlanStakeholder
Management
PMBOKPage399
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ThisisprimarilytheProjectManagers
responsibility althoughtheProjectSponsor
mayplayasignificantroleinmanagingsenior
Stakeholders.
Communicationiskey inmanaging
Stakeholdersbutthisshouldbeaplanned
proactiveprocess, notjustareactionto
issues.
PlanStakeholderManagement
Whatsthepurpose?
Developanddocument intheStakeholder
ManagementPlan appropriatestrategiesfor
engaging Stakeholders.
Howdoesithelp?
Contributestotheachievementoftheprojects
objectivesbyprovidingclearandpracticalplansfor
interacting withStakeholders.
Whendoesithappen?
AfterStakeholderRegister hasbeendeveloped,and
thereafterduringtheentireProjectLifeCycle,as
needed.
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PMBOK 13.2
Plan Stakeholder Management

Knowledge Area: Stakeholder Management
INPUTS
TOOLS & TECHNIQUES
Scope Baseline
Project
Management
Plan
Requirements
Documentation
Stakeholder
Register
Teaming Agreements
Risk Register
Project Schedule
= Documentation.
Expert Judgment
Analytical Techniques
Meetings
OUTPUTS
Stakeholder Management Plan
PlanStakeholder Management
Inputs
WhyisthePMPanimportantInputinthis
process?
StakeholderRegister
Namesomeofthegridsusedinassessing
Stakeholders.
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Tools&Techs
ExpertJudgment
Judgment?
Meetings
Version0.3
941
Tools&Techs
Currentengagementlevels ofStakeholdersneedto
beroutinelycomparedtoplannedengagement
levels thathavebeendeemedessentialfor
successfulprojectcompletion.
Stakeholderengagement throughoutthelifecycleof
theprojectisconsideredcriticaltoprojectsuccess.
Theengagementlevel oftheStakeholderscanbe
classified asfollows:
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471
Tools&Techs
Engagementlevel classified asfollows:
Unaware. Unawareofprojectandpotentialimpacts.
Resistant. Awareofprojectandpotentialimpactsand
resistanttochange.
Neutral. Awareofprojectyetneithersupportivenor
resistant.
Supportive. Awareofprojectandpotentialimpacts
andsupportivetochange.
Leading.Awareofprojectandpotentialimpactsand
activelyengagedinensuringtheprojectisasuccess.
Outputs
StakeholderManagementPlanPMBOK403
Includesthestrategiesdevelopedinthisprocess
designedtoengageStakeholdereffectively.
Contentsoftheplanmayinclude:
Currentanddesiredengagementlevels.
Interrelationships thatmayexistamong
Stakeholders.
Information tobedistributedtoStakeholders.
Methodandtimingofrevisions tothe
StakeholderManagementPlan.
Andmore!
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Outputs
processes!
ProjectSchedule
StakeholderRegister
13.3ManageStakeholder
Engagement
PMBOKPage404
Globalv5.2
473
ManageStakeholderEngagement
Whatsthepurpose?
InteractwithStakeholderstomeettheirneedsand
expectations, addresstheirissues,andimplementplanned
Stakeholderengagementstrategies intheprojects
activities.
Howdoesithelp?
Increasesthelikelihoodofprojectsuccess bymaximizing
StakeholdersupportandminimizingStakeholderresistance.
Whendoesithappen?
AfterboththeStakeholderManagementPlan andthe
CommunicationsManagementPlan havebeendeveloped.
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474
ManageStakeholder Engagement
Inputs
StakeholderManagementPlan
theManageStakeholderEngagementprocess?
ChangeLog
OnlyapprovedChangeRequestsareloggedand
trackedintheChangeLog trueorfalse?
WhywouldOPAsbeofvaluetotheprocesses?
Tools&Techs
CommunicationMethods
TheCommunicationMethodsdefinedforeach
Stakeholder intheCommunicationsManagement
Planarereviewedhere bytheProjectManagerand
his/herteamtodetermine:
Which oftheseidentifiedmethodsaretobeused
ontheproject,
When theywillbeused,and
How theywillbeused.
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475
Tools&Techs
AppliedbytheProjectManagertomanage
Stakeholdersexpectations,suchskillsmight
include,aboveall:
Buildingtrust.
Resolvingconflict.
Activelistening.
Overcomingresistancetochange.
Tools&Techs
ManagementSkillsPMBOK408
Usedheretocoordinateandharmonizethegroup
towardaccomplishingtheprojectobjectives.Such
managementskillsmightinclude:
Facilitatingconsensus towardprojectobjectives.
Influencingpeople tosupporttheproject.
Negotiatingagreements tosatisfyprojectneeds.
Modifyingorganizationalbehavior toacceptthe
projectoutcomes.
Globalv5.2
476
Outputs
IssueLogPMBOK408
Usedtodocument andmonitor theresolutionof
issues.
Alsodocumentswhoisresponsible forthe
AvaluableInput totheManageProjectTeam
andControlCommunications processes.
Outputs
ChangeRequests
Action?
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477
Outputs
PMPUpdates
TheStakeholderManagementPlan
StakeholderRegister
OPAUpdates
StakeholderNotifications;ProjectReports,
Presentations,and Records;Stakeholder
Feedback;and LessonsLearnedDocumentation
13.4ControlStakeholder
Engagement
PMBOKPage409
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478
ControlStakeholderEngagement
Whatsthepurpose?
MonitorStakeholderrelationships,ingeneral,andrevise
strategiesandStakeholderengagementplans,asneeded.
Howdoesithelp?
Stakeholdermanagementactivitiesaremaintained,and
boththeefficiencyandtheeffectiveness ofengagement
activitiesareimproved astheprojectmovesthroughitslife
cycle.
Whendoesithappen?
AfterStakeholdershavebeenidentified andStakeholder
engagementplans havebeenmadeandtheprojectis
underway anditcontinuesthroughouttheProjectLife
Cycle.
Globalv5.2
479
Inputs
WhichPMPcomponentsmightbeusefulhere?
IssueLog
AnOutputoftheprecedingprocess, usedhere
todocument/monitortheresolutionofissues.
Alsodocumentswhoisresponsible forthe
AvaluablealsototheManageProjectTeam and
ControlCommunications processes.
Version0.3
959
Inputs
WorkPerformanceData
WorkPerformanceData,Information,Reports
whichcomesfirst?Whichlast?
ProjectDocuments
Whichmightbeusefulinthisprocess?
Version0.3
960
Globalv5.2
480
Tools&Techs
InformationManagementSystems
Fillintheblanks:InformationManagementSystem
iscomprisedofCollection,Storage,___,Archiving,
and___.
ExpertJudgment
Meetings
CanyounametwoofthethreeMeetingtypes?
Outputs
ChangeRequests
Action?
Examplesdeliverablesstatus,implementation
status (asrelatedtoChangeRequests),
forecastedEstimatestoComplete (ETC).
Globalv5.2
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Outputs
PMPUpdates
TheStakeholderManagementPlan,aswellas
theCommunications,Cost,HumanResource,
Procurement,Quality,Requirements,Risk,
Schedule andScopeManagementPlans
The ChangeManagementPlan
StakeholderRegister
IssueLog
Outputs
OPAUpdates
StakeholderNotifications
ProjectReports
ProjectPresentations
ProjectRecords
StakeholderFeedback
LessonsLearnedDocumentation
Globalv5.2
482
StakeholderKnowledgeArea
SampleTestQuestions
1.ThereareseveralProjectDocumentsthatmayserveasInputs
totheControlStakeholderEngagementprocess.Ofthoselisted
below,whichgroupofthreedoyouthinkwouldbeservebestas
Inputs?
a. RiskRegister,IssueLog,ChangeLog
b. RiskRegister,IssueLog,ActivityList
c. StakeholderRegister,IssueLog,ChangeLog
d. StakeholderRegisterandManagementPlan,IssueLog
2.AmajorOutputoftheControlStakeholderEngagement
processis___.
a.Power/InfluenceGrid c.WorkPerformanceInformation
b.StakeholderRegister
d.StakeholderEngagementLog
SampleTestQuestions
3.WhichofthefollowingbestdescribesaStakeholder?
a. Peopledirectlyinvolvedwiththeprojectorwhoseinterests
maybeimpactedbytheprojectoritsoutcomes.
b. Agroupofpeopleoranindividualimpactedbythe
projectsoutcomesordirectlyinvolvedwiththeproject.
c. Agroupofpeopleoranindividualdirectlyinvolvedwiththe
projectorwhoseinterestsmaybeimpactedbytheproject
ordecisionsmadebyitsStakeholdersduringthecourseof
theproject.
d. Agroupofpeopleoranindividualdirectlyinvolvedwiththe
projectorwhoseinterestsmayimpacttheprojectorits
outcomes.
Globalv5.2
483
SampleTestQuestions
4.ItiscommonlyheldthatStakeholdersabilitytoinfluencea
projectis___.
a. Usuallyhighintheearlystagesofaprojectanddiminishes
astheprojectmovesthroughitslifecycle.
b. Typicallyhighintheearlystagesofaprojectandincreases
c. Typicallyhighintheearlystagesoftheexecutionphaseofa
projectbutdecreasesastheproductmovesthroughitslife
cycle
d. Typicallyhighinthelaterstagesofaprojectbutincreases
SampleTestQuestions
5.Understandinghowhumanresourcerequirementswillbe
metandhowstaffingmanagementwillbeaddressedisuseful
informationfortheProjectManagerindevelopingthe
StakeholderManagementPlan.Thisinformationmightbe
foundinthe___,akeyInputinthePlanStakeholder
Managementprocess.
a. ProjectManagementPlan
b. StakeholderRegister
c. CommunicationsManagementPlan
d. StakeholderManagementPlan
Globalv5.2
484
CODEOFETHICSAND
PROFESSIONALCONDUCT
CodeofEthics
andProfessionalConduct
First,readtheProjectManagementInstituteCode
ofEthicsandProfessionalConduct thisiswhatyou
aresigninguptoabideby.
TheCodeofEthicsappliestoallPMImembers,as
wellasNonMembers who:
HoldaPMIcertification(PMP,CAPM,orother)
ApplytocommenceaPMIcertificationprocess
ServePMIinavolunteercapacity.
Globalv5.2
485
ProfessionalResponsibility
ProfessionalResponsibilityinvolves:
AdheringtothePMPCodeofProfessional
Conduct
Maintaininghighprofessionalethics
Developingculturalcompetenceinour
emergingglobalsociety
Inlargepart,abidingbytheCodeofEthicsis
simplyapplyingcommonsense toanswerthe
question:Whatistherightthingtodo?
ResponsibilitytotheProfession
1.
2.
3.
4.
5.
6.
Betruthfulatalltimesandinallsituations
ReportCodeviolations(withfactualbasis)
Discloseconflictsofinterest
Complywithlaws
Respectothersintellectualpropertyrights
SupporttheCodeofEthics
Globalv5.2
486
ResponsibilitytoCustomersandthePublic
Betruthfulatalltimesandinallsituations.
Maintainprofessionalintegrity(satisfythescopeof
yourprofessionalservices).
Respecttheconfidentialityofsensitiveinformation.
Refrainfromgiftorcompensationgiving/receiving
whereinappropriate.
Ensureconflictsofinterestdonotinterferewith
Customersinterestorinterferewithprofessional
judgment.
ProfessionalEthics
Thereisadutytoexercisereasonablecareandto
showsuchskillascanbereasonablyexpectedof
anordinarilycompetentpersonexercisingthat
particularprofession.
ACustomerisnotlegallyobligedtopayforwork
thatisofinferiorqualityevenifcarriedoutunder
timeandmaterials.
WehaveobligationstoCustomersandthewider
communitytoprovidegoodsandservicesthatare
fitforpurposeandbeyondmoralreproach.
Globalv5.2
487
Ethnic&CulturalNorms
Ignoranceofthecultureworkedincancause
conflictandoffensewherenonewasintended.
Failuretoidentifyculturalissuesandtakeaction
canleadtocultureshock.
Projectmanagersneedtobeawareofculture
shock.
SymptomsofCultureShock
Productivityisnegativelyimpacted.
Employeesaredisgruntledandfrustrated.
Peopleareunabletoestablishtrustandgood
workingrelationships.
Frequentmiscommunicationand
misunderstandings.
Difficulttoattractqualifiedandtalented
workforce.
Globalv5.2
488
StagesofCultureShock
First:Incubation orhoneymoon
Everythingisnewandexciting
Second:Frustration intryingtoadapt
Feelsimpatient,frustrated,incompetent,angry
Third:Turningpoint
Gainsunderstanding,feelspositiveORreturnshome
Fourth:Integration
Recognizesnewculturehasmuchtooffer
Fifth:Reentryshock
Sometimesexperiencesdifficultyreturningtoown
culture
DosandDontsinManagingGlobalProjects
DO
Develop your cultural selfawareness.

Set realistic expectations for yourself and others.
Accept that you will make mistakes, but remain
confident.
Be patient.
Slow down. Make relationships.
Keep your sense of humour.
Keep your integrity.
Stay objective minimize blame.
Globalv5.2
489
DosandDontsinManagingGlobalProjects
DONOT
Assumesimilarity.
Try to adopt the orientations of the other culture
Dwell on comparing the other culture with your
own.
Evaluate the other culture in terms of good or bad.
Assumethatjustbeingyourselfisenoughtobring
youcrossculturalsuccess.
HowtoDevelopMulticulturalExcellence
inGlobalProjects
Multiplelanguages:Recruitcoreteammembers
whospeakmultiplelanguages.
Multiculturalexperience: Providecoreteam
memberswithmulticulturalexperiences.
Crossculturalexperience: Arrangecrosscultural
experiencesforextendedteammembers.
Continuousimprovement: Acknowledgethe
continuousneedtoimprovecrosscultural
experiencesforallteammembers.
Globalv5.2
490
ApplicationoftheCode
Isitresponsible to...
...permitprovenunethicalbehaviortogounreported?
...hideaninabilitytodeliver?
Isitrespectful to...
...standbywhilesomeonesreputationissmeared?
...useyourpower/influencetoyourownadvantage?
Isitfair to...
...favouryourfriendsoverthosebettersuited?
...ignoreconflictsofinterest?
Isithonest to...
...agreetoaschedulewedontbelieveisachievable?
...reportspeculationasfact?
SummaryofProfessionalResponsibility
Understandthatperceptionsandbehaviorsare
different betweencultures.
Besensitivetoandrespectthesedifferences.
Befullytruthful inallofyourprofessionalactivities.
Maintainhighintegrity inallofyourprofessional
activities.
Followthroughonyourcommitments.
Respondtoethicalchallengesbychoosingtodothe
rightthing.
Globalv5.2
491
StudyAdvice
Crossreferencestudyareasusingthefollowing:
Thecoursetext
ThePMBOK
SupplementaryQuestions
Yourownstudynotes
StudyingthePMBOK
Readitthroughcarefullyalltheway
Chapter3isparticularlyimportant
StudytheGlossary
ExamAdvice
Donthurry;youhaveover1minuteper
question.
Writedownformulaestraightaway.
Passoverdifficultquestionsandreturnto
themlater.
Readquestionscarefully.
Watchoutfornegatives.
Globalv5.2
492
ExamAdvice
Thereareoftentworightanswers,butonly
oneisbest.
Readalltheanswersbeforepickingone.
Ifallelsefailseliminatetheobviouslywrong
thenguess.
Beawareofredherrings.
Feedback
Inorderforustocontinuallyimproveour
courses,pleaseprovidefeedbackafterthe
exam.
Logontowww.surveymonkey.com/tka1
Globalv5.2
493
WellDone&GoodLuck
KeepinTouch
info@theknowledgeacademy.com
ThankYou
Globalv5.2
494

theknowledgeacademy

PracticeQuestions
by
KnowledgeArea
theknowledgeacademy
PracticeQuestions
1. The primarypurposeofProjectManagementPlan developmentisto

a. Createadocumenttoguideprojectexecutionandcontrol
b. Documentprojectassumptionsandconstraints
c. Promotecommunicationamongstakeholders
d. Definekeyprojectreports

2. Overallchange controlisprimarilyconcernedwith

a. Influencingfactorsthatcausechange,determiningthatchangehasoccurred,and
managing actualchangesastheyoccur
b. Maintainingintegrityofbaselines,integratingproductandprojectscope,and
coordinatingchangeacrossKnowledgeAreas
c. Integratingdeliverablesfromdifferentfunctionalspecialtiesontheproject
d. Establishingachangecontrolboardthatoverseestheoverallchangesontheproject

3.Which ofthefollowingregardingchange requestsisuntrue?

a. Anypersoncansubmitachangerequest
b. Theycanbelegallymandated
c. TheycanbesubmittedorallytotheProjectManager
d. Theycanbeexternallyorinternallyinitiated

4.Which ofthefollowingisNOT an example ofaprojectsuccessfactor?

a. TopManagementSupport
b. DeliveringtoTimeandBudget
c. AClearProjectMission
d. AdequateResources

5.Which ofthefollowingwould youNOT expect tofind inthe ProjectCharter?

a. Projectsuccesscriteria
b. Outlinebudgetandschedule
c. ProjectManagerauthoritylevel
d. Projectteamrolesandresponsibilities

PracticeQuestionsV5.21
theknowledgeacademy
6.Allapprovedchanges should bereflectedinthe

a. Performancereport
b. Changemanagementplan
c. Qualityassuranceplan
d. Projectmanagementplan

7.Ofthefollowing,which isNOT always trueofProgramsand ProgramManagement?

a. Programsareusuallystrategic
b. Programsarefinite
c. Allprojectsinaprogramareinterdependent
d. Programmanagersusuallyreporttoaseniorexecutive

8. Which ofthefollowingisNOT partofDirectand Manage ProjectExecution?

a. Manageexpectedprojectbenefits
b. Managerisk
c. Managechange
d. Managecontractors

9.AChange C ontrolBoard(CCB)is___.

a. Recommendedforuseonallprojects,largeorsmall
b. Usedasrequiredtoapproveorrejectchangerequests
c. ManagedbytheProjectManagerwhoservesasitssecretary
d. Composedofkeymembersoftheprojectteam

10.The ProjectManagementPlan should bedistributedto

a. Allstakeholdersintheperformingorganization
b. Allprojectstakeholders
c. ProjectteammembersandtheProjectSponsor
d. ThosepeopledefinedintheCommunicationManagementPlan

11.The change controlsystem includes

a. Procedurestodefinehowdocumentsmaybechanged
b. Specificchangerequestsexpectedontheprojectandplanstorespondtoeachone
c. Performancereportsthatforecastprojectchanges
d. Adescriptionofthefunctionalandphysicalcharacteristicsofanitemorsystem

theknowledgeacademy

12.Within thefiveProcessGroups,which groupissuperimposedonthe otherfour?

a. Planning
b. Monitoring&Control
c. Execution
d. Closure

13.Which ofthefollowingwould youNOT expect tofindinabusiness case?

a. Investmentappraisal
b. Detailedbudget
c. Stakeholderanalysis
d. MilestonePlan

14.Lessons learnedfromprojectsaresignificant because they

a. Mustbecollectedtomeetrequirementsoforganizationalpoliciesandprocedures
b. Showthecausesofvariancesandthereasonscertaincorrectiveactionswereselected
c. Showwhycertainprojectswereselectedbytheorganizationoverothers
d. ShowwhycertainpeoplewereselectedasProjectManagerandteammembersover
others.
15.Which ofthefollowingdoesNOT define aProjectLifeCycle?

a. Concept,Planning,Execution,Finishing
b. Initiation,Planning,Implementation,Termination
c. Concept,Development,Implementation,Closeout
d. Initiation,Planning,Execution,Operation,Termination

theknowledgeacademy
ScopeManagement
PracticeQuestions

1.Inputsused duringscopedefinition include allofthefollowingEXCEPT

a. Stakeholderrequirements
b. ProjectCharter
c. Detailedbudget
d. Organizationalprocessassets

2.TheOutputoftheValidateScopeprocessis

a. Inspectionofdeliverables
b. Formalacceptance
c. Processedinvoices
d. Paidbills
3.ThereisonlyoneprocessthatproducestwomanagementplansasmajorOutputs,bothof
whichwillbeincludedintheProjectManagementPlan.Whichprocessisthis?

a. PlanScopeManagement.
b. PlanScheduleManagement.
c. PlanCostManagement.
d. PlanQualityManagement.

4. Allthefollowinginformationisincluded inthe ProjectCharterexcept___.

a. Detailedprojectschedule
b. ResponsibilitiesoftheProjectManager
c. ProjectManagersrelationshipswithvariousfunctionalmanagers
d. Projectjustificationandbackground

5.Allthefollowingstatementsabout aworkbreakdownstructurearetrueexcept___.

a. Itprovidesaframeworkfororganizingandorderingtheactivitiesthatmakeupa
project
b. I t b reaksaprojectdownintosuccessivelygreaterdetailbylevel
c. Itisaplanningtool
d. Itspecifieshowlongactivitiesshouldtakeandwhentheyshouldbecompleted.

theknowledgeacademy

6. Which ofthefollowingstatementsabout the ScopeStatementistrue?

a. Includesagraphicalrepresentationofthescopeofworktobeperformedonthe
project.
b. Includesadescriptionofprojectassumptionsandconstraints
c. DescribestheattributesassociatedwitheachWorkPackageoftheWBS
d. DescribeshowtheWBSwillbestructured

7. The ProjectChartershould beissued by

a. TheProjectManager
b. Theheadoftheperformingorganization
c. Amanagerexternaltotheproject
d. TheProjectSponsor

8. Scopevalidation___.

a. Improvescostandscheduleaccuracy,particularlyonprojectsusinginnovative
techniquesortechnology.
b. Isthelastactivityperformedonaprojectbeforehandofftothecustomer.
c. Documentsthecharacteristicsoftheproductorservicethattheprojectwas
undertakentocreate.
d. Differsfromqualitycontrolinthatscopevalidationisconcernedwiththeacceptance
notthecorrectnessoftheworkresults.

9. Which ofthefollowingtoolsisused inscopecontrol?

a. VarianceAnalysis
b. Changerequests
c. CorrectiveAction
d. ScopeStatement

10.AWBSisaproductorientedfamily treeofprojectcomponents.Each item inthe
WBSisgenerallyassigned aunique identifier.These identifiersareknown collectively
asthe___.

a. ChartofAccounts.
b. CodeofAccounts.
c. WorkPackagecontrolnumbers.
d. WBSIDnumbers.
theknowledgeacademy
TimeManagement
PracticeQuestions

1. Which oneofthefollowingisNOT adefinition ofthe CriticalPath?

a. Thepathwithleastfloat
b.Thelongestpathinthenetwork
c. Theshortestpossibleplannedprojectduration
d.Thepathhavingzerofloat

2. PERT isanestimatingtoolthat

a. Takesintoconsiderationriskasanelementoftheestimate
b.Canonlybeusedforestimatinglevelofeffort
c. Canonlybeusedintheprecedencediagrammethod.
d.Usesonlyhistoricalestimatestocalculatestandarddeviations

3. Which oneistrue?AnActivityonNode(AON)diagram

a. Illustratesactivitiesbyarrowsanddependenciesbyboxes
b.UsuallydisplaysFinishtoFinishandStarttoStartrelationships
c. IsthesamethingasaPDMdiagram
d.Showsthetotalfloatvalue

4. The differencebetween fast trackingand crashingisbest describedbywhich oneof
thefollowingstatements?

a. Thereisnodifference
b. Fasttrackinginvolvesdealingwithcostconstraints;crashingisconcernedwith
scheduleproblems
c. Fasttrackingattemptstofinishaprojectearlierthanschedules;crashingattemptsto
completetheprojectonscheduleatnoadditionalcost
d. Fasttrackinginvolveschangingtheapproachtoperformactivitiesinparallel;crashing
addsresourcestoprojectActivitiesforearliercompletion

theknowledgeacademy

5. What isthe heuristicformulaforestimatingstandarddeviation ofPERT estimates?

a. SD=(po)/6
b.SD=(op)/6
c. SD=(po)/4
d.Noneoftheabove

6.IfActivity Ahas 15days freefloat and 25days total float and the earlystartdate is
delayed 30days, what isthe effectonthe project?

a. ThefollowingActivitywillbedelayed15days
b.Theprojectisdelayed30days
c. Theprojectwillbedelayed5days
d.Bothaandc

7. Which istrue?In ActivityonNodenetworks,nodes___.

a.Representdecisionpoints
b.Arethosewhichonlyrequireuntrainedstaff
c.Requiretheuseofhumanresources
d.Representactivities

8. In the networkbelow,which ofthefollowingisNOT true?

a. ActivityChas5moredaysoffreefloatthanActivityE.
b.Betweenthem,ActivitiesDandEhave10daystotalfloat,whichmaybeusedby
eitheractivity.
c. ActivityDhasnofreefloat.
d.TheCriticalPathis5dayslongerthanthenextCriticalPath.
theknowledgeacademy
9. The CriticalChain___.

a. IstheresourceconstrainedCriticalPath.
b. Reducesprojectdurationby50%.
c. Takesawayallcontingency.
d. IsthesameastheCriticalPath.

10.Which termdescribesachange toalogicalrelationshipthat delays asuccessor
Activity?

a. Lag
b. Lead
c. Float
d. Slack

11.In any networkdiagram,slack/float isfound when___.

a. Earlystartandlatestartarenotequal
b. Earlystartandlatefinisharenotequal
c. Latefinishpluslagisgreaterthanzero
d. Earlystartandlatefinishequalzero

12.Ifaprojectsactivities have durationsthat cannot beestimatedwith areasonable
degreeofaccuracy,theappropriatemethod touseis___.

a. CriticalPathMethod
b. Flowchartmethods
c. Programevaluationandreviewtechnique
d. Precedencediagrammethod

13.Ifstaffing levelsareconstrainedtolessthan the amountrequired,this will___.

a. Requiremorestaffinthelongrun
b. Pushouttheenddateoftheproject
c. Resultintheprojectbeingcompletedunderbudget
d. Havenoeffectontheschedule

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14.Anactivity has an earlystartdate ofthe 10th and alate startdate ofthe19th.
The activity alsohas adurationof4days. Therearenonon workdays. Fromthe
informationgiven,what canbeconcluded about the activity?

a. Totalfloatfortheactivityis9days.
b. Theearlyfinishdateoftheactivityistheendofthedayonthe14th.
c. Thelatefinishdateisthe25th.
d. Theactivitycanbecompletedin2daysiftheresourcesdevotedtoitaredoubled.

15.AnActivity has 5days freefloat and 10days total float. Its startisdelayed 7days.
What isthe effect?

a. Theprojectisdelayedby2days
b. Theprojectisnotdelayed
c. ThefollowingActivityslipsatleast2days
d. b+c
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CostManagement
PracticeQuestions

1. Estimateat completion (EAC)iscomputedbywhich ofthe following___.

a. PV+AC
b. ACEV
c. AC+ETC
d. ETC+VAC

2.The directcostofan activity isdefined asthe___.

a. Sumofallcostsincurred.
b. Sumofallthecostcomponentsthatcanbetraceddirectlytotheactivity.
c. CoststheProjectManagerdirectedtobespenttoaccomplishtheactivity.
d. Sumofallcostsincurredminusprofit.

3.Themost effectivebasisfordeterminingthe costofaprojectis___.

a. TheProjectManagementPlan.
b. TheScopeStatement.
c. TheCashFlowStatement.
d. TheWorkBreakdownStructure.

4.Acode ofaccountsisanumberingsystem used toidentify costdata for___.

a. EachworkpackageintheWBS.
b. ActivitiesonaPERTchart.
c. Thecompanysaccountledger.
d. EachelementoftheWBS.

5.SPIiscomputedby___.

a. Dividingtheworkthathasbeencompletedbytheworkthatwasplanned.
b. SubtractingEarnedValuefromthePresentValue.
c. Dividingtheworkthatwasplannedbytheworkthathasbeencompleted.
d. SubtractingEarnedValuefromthePlannedValue.

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6. Which ofthefollowingbudgets estimates representstheleast accuratepotentialcost

ofaproject?

a. Definitiveestimate
b. Budgetestimate
c. Lifecycleestimate
d. Orderofmagnitudeestimate

7. A12month projecthas abudget at complete of$100,000.Atmonth eight, actual
costswere$104,000.What isthe projectstatus?

a. Introuble,sincemorewasspentthanwasbudgeted
b. Doingokaysofar,sincelesswasspentthanwasbudgeted
c. Thereisnotenoughinformationtodeterminethestatus
d. Overbudgetandbehindschedule

8.Attheendofphase2,youfindthatyouhavespent$400,000,althoughyouhadplannedon
expendituresof$325,000.Thevalueoftheworkaccomplishedsofaris$350,000.Whatis
yourCV?

a. $25,000
b. $25,000
c. $50,000
d. $75,000

9.Attheendofphase2,youfindthatyouhavespent$400,000,althoughyouhadplannedon
yourSV?

a. $25,000
b. $25,000
c. $75,000
d. $50,000

10 Attheendofphase2,youfindthatyouhavespent$400,000,althoughyouhadplannedon
yourCPI?

a. 0.875
b. 1.078
c. 1.143
d. 0.081

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11.Which ofthefollowingtechniquesforcostestimatingisconsideredthe least accurate?

a. Analogousestimating
b. Parametricmodeling
c. Bottomupestimating
d. Bluebook

12.The budget held forunknownunknownsispartofthe___.

a. Managementreserve
b. Performancemeasurementbaseline
c. Projectreserve
d. Riskbudget

13.Which ofthefollowingcalculationsCANNOT beused todetermineEAC?

a. EarnedValuetodateplustheremainingprojectbudget
b. Actualstodateplusanewestimateforallremainingwork
c. Actualstodateplustheremainingbudget
d. Actualstodateplustheremainingbudgetmodifiedbyaperformancefactor

14.ACPIof1.8tellsyouthat___.

a. Youareearningvalueonyourprojectat1.8timestherateyouhadplanned.
b. Atthispointintheschedule,youarespending$1.80foreverydollaryouhad
plannedtospend.
c. Yourprojectisintroublebecauseyourteamisspending80%morethanplanned.
d. Youareearning$1.00ofvalueforevery$1.80youplannedtoearn.

15.While reviewingcostforyourprojectyoudiscoverthat someestimates, allfromthe
same analyst, aresignificantly higherthan forsimilarActivities onpreviousprojects.
Youshould:

a. Rejecttheestimatesandreplacetheanalyst
b. Requestand reviewallthesupportingdetailsfortheestimates
c. Accepttheestimateandrequestabudgetincrease
d. Summontheanalystandtellhimtoreducetheestimates

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QualityManagement
PracticeQuestions

1. Kaizen isan approachtocontinuousimprovementthat emphasizes

a. Incrementalimprovement
b. Theuseofqualitycircles
c. Zerodefects
d. Customersatisfactionovercost

2. Ofthefollowing,whichisNOTaprocesswithintheQualityManagementKnowledge
Area?

a.
b.
c.
d.
PerformQualityAudits
ControlQuality

3. The 80/20rule,alsoknown astheParetoPrinciple,isbest describedbywhich oneof
thefollowingstatements?

a. 80%oftheproblemsinqualitycanbeascribedtomanagementand20%tothe
employees.
b. 80%ofthecostofaproductorserviceisin20%ofthematerialsorlaborrequired.
c. Eightypercentofallcausesleadto20%ofallproblems.
d. Manyproblems,perhapsashighas80%ofallproblems,aregeneratedbyorresultin
acomparativelysmallnumberofcauses,perhaps20%.

4. The temporarynatureofaprojectmeans that investmentsinproductquality
improvement,especiallydefect preventionand appraisal,must often beborneby
the___.

a. ProjectManager.
b. Customer.
c. Stakeholders.
d. Performingorganization.

5. With regardtothe traditionalprojectconstrainttriangle,knownastheTriple
Constraint,wheredoesqualityrank?

a. First,astheprimedriverforaproject
b. Second,behindcost,butaheadofschedule
c. Second,behindschedule,butaheadofcost
d. Asasecondaryconstraint,behindscope,time,andcost
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6. Acause and effectdiagramisalsocalled a

a. Paretochart
b. Statisticalprocesscontrolchart
c. Fishbonediagram
d. Designofexperimentsreport

7.Quality isonepartofthe threemajorparametersofaproject.When thequality ina
projectexceedsthespecifications, itiscalled

a. Excellence
b. Superiorquality
c. Delightingthecustomer
d. Goldplating

8. The PlanDoCheckAct(PDCA)Cycleisassociated with

a. Deming
b. Crosby
c. Juran
d. Ishikawa

9. OneofthemajorobjectivesoftheControlQualityprocessistoverifythedeliverables.
TheseVerifiedDeliverablesserveasanessentialInputtowhichprocess?

a. PerformQualityAssurance
b. CloseProjectorPhase
c. ValidateScope
d. Monitor&ControlProjectWork

10.Which ofthefollowingreplicatesthe JuranTrilogy?

a. QualityPlanning,QualityControl,QualityAssurance
b. QualityPlanning,QualityControl,QualityManagement
c. QualityPlanning,QualityControl,QualityImprovement
d. Noneoftheabove

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PracticeQuestions

1. Herzbergstheoryofmotivationholdsthat ifmotivatorssuch asachievement,
recognition,andresponsibilityarenot present,employeeswill___.

a. Becomedisillusionedandlookforotheremployment.
b. Lackmotivationbutstillworkwell.
c. Lackmotivationandbecomedissatisfiedwiththeirwork.
d. Usetheworkplaceasameanstoextendtheirsociallife.

2. Pay attentioneveryone,just calm down, stop arguing,andlets getonwithour
work isan example ofwhichtype ofconflict managementstrategy?

a. Withdraw/Avoid
b. Smooth/Accommodate
c. Collaborate/ProblemSolve
d. Compromise/Reconcile

3. OfthevarioustypesofpowerthatmightbeemployedbyProjectManagers,PMI
recommendsthat___powerbeusedasmuchaspossible.

a. RewardandExpert
b. RewardandLegitimate
c. LegitimateandExpert
d. RewardandCoercive

4.Whosetheoryofmotivationstipulatesthatsuchneedsasfoodandsheltermustbe
satisfiedbeforeapersoniscapableoffocusingenergiesonachievinghigherlevelsof
needs,forexample,PMPCertification?

a. Maslowstheory
b. Deming's
c. McGregors
d. Herzbergs

5. Which ofthefollowingconflict managementapproachesisusually least effective?

a. Smooth/Accommodate
b. Collaborate/ProblemSolve
c. Forcing
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6. ThethreekeycomponentsoftheHumanResourceManagementPlanare___.

a. Rolesandresponsibilities,RACIcharts,andastaffingmanagementplan
b. Rolesandresponsibilities,projectorganizationcharts,andastaffreleaseplan
c. Rolesandresponsibilities,projectorganizationcharts,andastaffingmanagement
plan
d. Rolesandresponsibilities,RACIcharts,andastaffreleaseplan

7.Which organizationalstructureismost likelytogenerateconflict between theProject
Manager and functionalmanagers?

a. WeakMatrix
b. BalancedMatrix
c. StrongMatrix
d. ProjectizedStructure

8.Which ofthefollowingresolutionapproachesislikelytoleadtothe most lasting
solutions?

a. Force/Direct
b. Smooth/Accommodate
c. Compromise/Reconcile
d. Collaborate/ProblemSolve

9. Which ofthefollowingisassociated with detailed planning?

a. FormingtoStorming
b. StormingtoNorming
c. NormingtoPerforming
d. StormingtoPerforming

10.Allthefollowinghavebeenfound tobemajorbarrierstobuilding effectiveproject
teams except___.

a. Differingpriorities,interests,andjudgmentsofteammembers.
b. Roleconflicts.
c. Lackofteammembercommitment.
d. Amountofofficespaceallocatedtoeachmember.

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CommunicationManagement
PracticeQuestions

1. JanstartedherprojectinFebruarywithaprojectstaffof15people,besidesherself,
threeofwhomalsoservedasprojectmanagementteammembers.ByJune,fourmore
peoplehadbegunworkingontheproject.Howmanymorepeopleandcommunication
channelswereonherteaminJune?

a. Therewerethreemorepeopleonherteamand190additionalcommunication
channels.
b. Therewerefourmorepeopleand120additionalcommunicationchannels.
c. Therewerethreemorepeopleonherteamand70additionalcommunication
channels.
d. Therewerefouradditionalpeopleontheteamand70morecommunicationchannels.

2.OfallCommunicationMethods,whichisconsideredbyPMItobethemostefficientin
makingsurethatstakeholdersareallonthesamepagethatis,thatthereiscommon
understandingamongthem?

a. Formal
b. Facetoface
c. Interactive
d. Push

3.ProjectDocumentsUpdatesisanOutputoftheControlCommunicationsprocess.The___
isonesuchdocumentthatmaybeupdatedasaresultofthisprocess.

a. CommunicationsManagementPlan
b. StakeholderManagementPlan
c. StakeholderRegister
d. IssuesLog
.
4.Motivatingotherstoprovideencouragementandcoachingthemtoimproveperformance
areexamplesof___.

a. Excellentandexclusiveprojectmanagementskills
b. Asequentialcommunicationmethod
c. SomeoftheProjectSponsor'sresponsibilities
d. Bothgeneralandprojectmanagementskills

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5. Efficientcommunicationmeansthat___.

a. Allwrittencommunicationsareatsummarylevel
b. Informationisprovidedintherightformat,attherighttime,withtherightimpact,and
totherightaudience.
c. Allinformationisprovidedwellbeforethedeadlines.
d. Onlytheinformationneededisprovided

6. WorkPerformanceReports,WorkPerformanceData,andWorkPerformanceInformation
arekeyOutputsandInputsthroughoutthe47processes.Whatisthecorrectorderofthe
flow?

a. WorkPerformanceDatatoWorkPerformanceInformationtoWorkPerformance
Reports
b. WorkPerformanceDatatoWorkPerformanceReportstoWorkPerformance
Information
c. WorkPerformanceInformationtoWorkPerformanceDatatoWorkPerformance
Reports
d. WorkPerformanceReportstoWorkPerformanceDatatoWorkPerformance
Information

7.Therewere10peopleonyourproject,and5morepeoplewereaddedlastweek.How
manyadditionalchannelsofcommunicationwerecreated?

a. 105
b. 45
c. 90
d. 60

8. Letters,memos,reports,faxesareallexamplesofthe___CommunicationMethod.

a. Interactive
b. Push
c. FormalWritten
d. Pull

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9.Which ofthefollowingstatementsbest describesPerformanceReporting?

a. Thechangecontrolboardreceivesperformancereportsandgenerateschange
requeststomodifyaspectsoftheproject.
b. Performancereportingfocusesonexaminingearnedvalueanalysistodetermine
whethercostoverrunswillrequirebudgetrevisions.
c. Performancereportingincludesstatusreports,whichdetailwheretheprojectisnow;
progressreports,whichdescribeaccomplishments;andforecasts,whichpredictfuture
statusandprogress.
d. Performancereportingincludeshistograms,flowcharts,andbarchartstoshow
networkdependenciesandrelationships.

10.Communicatingviaemailisconsidered___.

a. Formalwrittencommunication
b. Informalwrittencommunication
c. Formalelectroniccommunication
d. Informalnonverbalcommunication
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RiskManagement
PracticeQuestions

1. Ifariskevent has a90percentchance ofoccurringand theimpact willbe$10,000,
what does$9,000represent?

a. Riskvalue
b. Expectedvalue
c. Realvalue
d. Contingencybudget

2. The Delphi Method wasdeveloped asameans togatherinformationfromexpertsfor
decision makingpurposes.Allofthe characteristicslisted belowarefound inthis
techniqueexcept___.

a. Apanelofexpertsisidentified.
b. Panelmembersshouldnotknoweachothersidentity,atleastinitially.
c. Afacilitatorcoordinatesandcompilestheinformation.
d. Thefacilitatorwillterminatetheprocessonlywhenamajorityofopinionisachieved.

3. Abusiness risk___.

a. Onlyhasalossassociatedwithit.
b. Onlyhasagainassociatedwithit.
c. Canbemitigatedthroughinsurance.
d. Hasthepotentialforbothgainandloss.

4.The firstactivity performedinthe riskmanagementprocessisrisk___.

a. Calculation
b. Planning
c. Identification
d. Analysis

5.Akeyobjective ofriskquantificationisto___.

a. Improvetheaccuracyofriskassessment.
b. Taketheguessworkoutoftheriskmanagementprocess.
c. Comparethecostofriskresponsedevelopmenttotherisksexpectedmonetaryvalue.
d. Facilitatethequantificationofcostcontingencies.
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6. The projectriskmanagementprocessescan besummarizedas___.

a. Planning,identifying,quantifying,mitigatingandtracking
b. Planning,identifying,analyzing,responseplanningandcontrolling
c. Planningidentifying,categorizing,mitigatingandcontrolling
d. Planningmitigating,avoiding,accepting,deflecting

7.Ariskevent isthe precisedescriptionofwhat might happentothe___ofthe project.

a. Detrimentandbenefit
b. Detriment
c. Riskprofile
d. Budget

8.The riskmanagementprocesshasidentified 120riskswith an averageprobabilityof
2% and an averageimpact of$8,000.It has been decided toaccept allthe risks
without individualmitigation.Howmuchcontingency should beadded tothe
budget?

a. $192,000
b. $19,200
c. $1,920
d. Noneoftheabove

9. Which ofthefollowingdescribesReserveAnalysis?

a. Decidingontherequiredamountofmanagementreserve
b. Decidingontherequiredamountofcontingencyreserve
c. Seeingiftheremainingreservesaresufficientforprojectcompletion
d. Noneoftheabove

10.Which ofthefollowingisanexample ofan externalrisk?

a. Poorstaffassignments
b. Incorrectcostestimates
c. Inflation
d. Contracttype
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PracticeQuestions

1.Thefourprocesses ofProcurementManagement,intheorderinwhichtheyare
presentedinthePMPOK,are___.

a. PlanProcurement,ConductProcurements,AdministerProcurement,Contract
Closeout.
b. PlanProcurementManagement,ConductProcurements,ControlProcurements,Close
Procurements.
c. Planning,Procurement,Administration,Closeout.
d. ProcurementPlanning,SourceSelection,ContractAdministration,ContractClosure.

2. ForceMajeureisatermderivedfrominsurancelawmeaning___.

a. Superiororirresistibleforce,suchaslightning,earthquakes,storms,orfloods.
b. AnypartytoacontractcanredressallegedillegalitiesthroughanyU.S.DistrictCourt.
c. Thebuyercanseekdamagesfromthesellerduetomajorcontractbreaches.
d. Thesellerneglectedtoexerciseduecareinperformanceandisthussubjecttoa
breachofcontractaction.

3. Why isitimportanttohave adisputes clauseinacontractdefining the proceduresto
beused toresolveproblems?

a. Havingadefinedprocesswillfacilitatetheresolutionofdisputesassoonaspossible.
b. Thetrackingofclaimsisimportantincaseofsubsequentlitigation.
c. DisputescanbebroughtbeforeanArbitrationBoardforresolutiononlywhenthe
formalprocedurehasbeenfollowed.
d. Theremaybeanadverserelationshipformedwithoutsuchaprocedure.

4. PaymentBondsaredesignedspecificallyfor___.

a. Primecontractors.
b. Buyers.
c. Systemintegrators.
d. Subcontractors.

5. In asituationwhereaprofessionalcontractadministratorisassigned tothe project,
then aProjectManager___.

a. Doesnotneedtoactivelymanagethecontract.
b. Candelegateallresponsibilitytothecontractadministrator.
c. Muststillmanageallmajoraspectsofthecontract.
d. Doesnotneedtobefamiliarwiththesmallprintofthecontract.
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6.APurchaseOrderisagoodexample ofwhichformofcontracting?

a. Unilateral
b. Bilateral
c. Trilateral
d. Informal

7.What should bethe objectives ofafairand ethical negotiation?

a. Toobtainthebestpossiblepricesandtermsforyourorganization
b. Toagreeapricefairandreasonabletobothparties
c. Todevelopandmaintainagoodrelationship
d. Bothb.andc.

8.Which ofthefollowingcontracttypes places the greatestriskonthesellertocontrol
costs?

a. FixedPricewithEconomicPriceAdjustment(FPEPA)
b. FixedPriceincentiveFee(FPIF)
c. FirmFixedPrice(FFP)
d. CostPlusAwardFee(CPAF)

9. ABiddersConferenceisusuallyheld___.

a. UponawardofthecontracttotheSeller(orSellers)selectedtoworkontheproject.
b. AftertheSellerssubmittalofproposalsbutbeforetheBuyerhasreleasedany
StatementofWork.
c. AftertheBuyersreleaseofaStatementofWorktoprospectiveSellersbutbeforethe
Sellerssubmittalofproposals.
d. BeforethereleaseoftheStatementofWorkbytheSellerbutbeforetheSellers
submittalofproposal.

10.Thereareseveralprocessesthatareparticularlyimportanttothecontractual
relationships.TheintegrationoftheSellersOutputsoftheseprocessesintotheBuyers
ProjectManagementPlanisimportant,aswell.Theseprocessesare___.

a. Direct&ManageProjectWork,Monitor&ControlProjectWork,ControlRisks,and
ControlProcurements.
b. Direct&ManageProjectWork,ControlQuality,PerformIntegratedChangeControl,
andControlRisks.
c. PerformIntegratedChangeControl,ControlRisks,ControlProcurements,andControl
Schedule.
d. ControlScope,ControlSchedule,ControlCosts,andControlRisks.
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PracticeQuestions

1. Therearefivelevelsofstakeholderengagement.Whatarethey?

a. Unaware,Resistant,Neutral,Supportive,Influencing
b. Aware,Resistant,Neutral,Supportive,Leading
c. Unaware,Resistant,Neutral,Supportive,Leading
d. Aware,Resistant,Interested,Supportive,Leading

2. Whichofthefollowingbestdescribesastakeholder?

a. Peopledirectlyinvolvedwiththeprojectorwhoseinterestsmaybeimpactedbythe
projectoritsoutcomes.
b. Agroupofpeopleoranindividualimpactedbytheprojectsoutcomesordirectly
involvedwiththeproject.
c. Agroupofpeopleoranindividualdirectlyinvolvedwiththeprojectorwhoseinterests
maybeimpactedbytheproject,itsoutcomes,ordecisionsmadeduringthecourseof
theprojectbyitsstakeholders.
d. Agroupofpeopleoranindividualdirectlyinvolvedwiththeprojectorwhoseinterests
mayimpacttheprojectoritsoutcomes.

3. Thestakeholderclassificationmodel(orgrid)usedinStakeholderAnalysisthatis
basedonthestakeholderslevelsofinvolvementandauthorityiscalledthe___.

a. SalienceModel
b. Power/InfluenceGrid
c. Power/InvolvementGrid
d. Authority/InvolvementModel

4. TheStakeholderRegisteristheonlyOutputoftheIdentifyStakeholdersprocess.Thethree
essentialcomponentsoftheregisterare___.

a. IdentificationInformation,StakeholderClassification,AssessmentInformation
b. IdentificationInformation,AssessmentInformation,StakeholderClarification
c. IdentificationClassification,AssessmentInformation,StakeholderInformation
d. IdentificationInformation,AssessmentInformation,StakeholderDecomposition

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5. Thefocusofthis___processistocommunicateandworkwithstakeholdersto
meettheirneedsorexpectations;addresstheirissuesastheyoccur;andfoster
appropriateengagementwiththemthroughthelifeoftheproject.

a. IdentifyStakeholders
b. ManageCommunications
c. ControlStakeholderEngagement
d. ManageStakeholderEngagement

6. ThekeybenefitoftheIdentifyStakeholdersprocessisthatit___.

a. Providesaclearanddoableplanforinteractingwithstakeholdersinsupportofthe
projectsinterests
b. EnablestheProjectManagertodeterminethebestapproachtotakeindealingwitha
stakeholderorgroupofstakeholders
c. Maintainsorpossiblyevenincreasesboththeefficiencyandtheeffectivenessof
stakeholderengagementactivities
d. HelpstheProjectManagertoincreasethesupportofsupportivestakeholdersand
minimizeresistanceofnegativestakeholders

7. Understandinghowhumanresourcerequirementswillbemetandhowstaffing
managementwillbeaddressedisusefulinformationfortheProjectManagerin
developingtheStakeholderManagementPlan.Thisinformationmightbefound
inthe___,akeyInputinthePlanStakeholderManagementprocess.

c. CommunicationsManagementPlan
d. StakeholderManagementPlan
8. Itiscommonlyheldthattheabilityofstakeholderstoinfluenceaprojectis___.

a. Usuallyhighintheearlystagesofaprojectanddiminishesastheprojectmoves
throughitslifecycle.
b. Typicallyhighintheearlystagesofaprojectandincreasesastheprojectmoves
c. Typicallyhighintheearlystagesoftheexecutionphaseofaprojectbutdecreasesas
theproductmovesthroughitslifecycle
d. Typicallyhighinthelaterstagesofaprojectbutincreasesastheprojectmoves

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9. ThereareseveralProjectDocumentsthatmayserveasInputstotheControl
StakeholderEngagementprocess.Ofthoselistedbelow,whichgroupofthreedo
youthinkwouldbeservebestasInputs?

a. RiskRegister,IssueLog,ChangeLog
b. RiskRegister,IssueLog,ActivityList
c. StakeholderRegister,IssueLog,ChangeLog
d. StakeholderManagementPlan,StakeholderRegister,IssueLog

10.The___isusedbytheProjectManagertorecordthevariousengagementlevels
thatwouldapplytoeachstakeholder,specificallythecurrentandthedesired
levelsofengagement.

a. StakeholderRegister
b. StakeholderManagementPlan
c. Power/EngagementMatrix
d. StakeholderEngagementAssessmentMatrix

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PracticeQuestions

1. While reviewingtheestimates fromthefunctionalmanagersassigned toyourproject
youdiscoverthat onecostestimate isclearlyhigherthan those submittedfor
previousprojects.Youshould

a. Rejecttheestimateandremovethefunctionalmanagerfromtheproject
b. Requestthesupportingdetailsfortheestimatetoensureithasbeenproperly
prepared.
c. Accepttheestimateandplantousetheadditionalfundingasareserve.
d. Questioneachfunctionalmanagerforinformationaboutthisestimate.

2. Youareworkinginacountrywhereitiscustomarytoexchange giftsbetween
contractorand customer.Yourcompany codeofconduct clearlystates that you
cannot accept giftsfromany client. Failuretoacceptthe giftfromthis client may
cause graveoffence.Whatshouldyoudo?

a. Providethecustomerwithacopyofyourcompanycodeofconductandrefusethe
gifts.
b. Exchangegiftswiththecustomerandkeeptheexchangeconfidential
c. ContactyourProjectSponsorand/oryourlegalorpublicrelationsgroupfor
assistance.
d. AsktheProjectSponsororprojectexecutivetoexchangegifts.

3. Youareasked towriteapaperforyoursponsortopresentat aconvention. Youare
toldthat youwillnotbeacknowledgedasthe authorofthe paper.Whatshouldyou
do?

a. Goalongwiththerequest.
b. Requestthatyournamealsoappears
c. Refusetofollowtheinstructions
d. Goovertheheadofyoursponsorseekingadvice

4. Each ofthefollowingdescribesthe useofan ethical approachexcept___.

a. Attemptingtounderstandthereligiousandculturalsensitivitiesofthecountryin
whichyouhavebeenassigned.
b. Ensuringthatpersonalinterestdoesnotinterferewithyourdecisionmakingprocess.
c. Acceptinggiftsinexchangeforfavoringonecontractoroveranother
d. MaintainingconfidentialityofsensitiveinformationobtainedduringtheProjectLife
Cycle.
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5. Tomaintainthe customer'sschedule, massive overtimewillberequiredbetween
Christmasand t h e NewYear.Many ofyourteam membershave put inforvacation
duringthis time. Whatshouldyoudo?

a. Letthescheduleslipandinformthecustomer
b. Firstgivetheemployeesthechoiceofworkingovertime
c. Maketheemployeescanceltheirvacationplansandworkovertime
d. Hiretemporaryemployeesfortheovertime

6. Which ofthefollowingsituationsdescribesaviolation ofthePMP ProfessionalCode of
EthicsandProfessionalConduct?

a. Acceptingagiftthatiswithinthecustomaryguidelinesofthecountryorprovinceyou
arecurrentlyworkingin.
b. Useofconfidentialinformationtoadvanceyourpositionorinfluenceacritical
decision.
c. Complyingwithlawsandregulationsofthestateorprovinceinwhichproject
managementservicesareprovided.
d. Disclosinginformationtoacustomeraboutasituationthatmayhaveanappearance
ofimpropriety.

7. Yoursponsorhas givenyouacash bonus tobedisbursedamong yourteam
members.One ofthem hasperformedpoorlyonyourproject.Youshould___.

a. Provideeveryonewithanequalshare
b. Provideeveryoneasharebasedupontheirperformance
c. Asktheworkerstodecideamongthemselveshowthebonusshouldbesubdivided
d. Askthesponsortomakethedecision

8. Beforereportingaperceivedviolation ofanestablishedruleorpolicy,a Project
Managershould___.

a. Determinetherisksassociatedwiththeviolation.
b. Ensurethereisareasonablyclearandfactualbasisforreportingtheviolation.
c. Ignoretheviolationuntilitactuallyaffectstheprojectresults.
d. Conveneacommitteetoreviewtheviolationanddeterminetheappropriate
response.

9. Youhave been assigned twoconcurrentprojects.Because ofthe natureofthe
projects,youhaveaconflictofinterest.Youshould___.

a. Dothebestyoucanandtellnoone.
b. Asktoberemovedfromoneoftheprojects.
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c. Asktoberemovedfrombothoftheprojects.
d. InformyourProjectSponsorandaskforhisadvice.
10.Youhavemanagedthe constructionofane f f l u e n t treatmentplant. Youlearnthat

thereisaveryslightriskofpolluting thelocalwatersupply underconditions of
exceptionally high throughput,which couldcauseslight stomach problemstoanyone
drinkingthewater.AstheProjectManager,youshould___.

a. Orderadetailedexaminationtodeterminetheextenttowhichtheproblemexistsand
keepthepublicfullyinformedofthesituation.
b. Donothingbecausetheriskisverylow
c. Tellthepublicthereisnoproblem.
d. Advisethepublicnottousethewaterfordrinkinguntilfurthernotice.

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AnswersSheet
Integration
Question
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Answer
A
A
C
B
D
D
B
A
B
D
A
B
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Quality
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Procurement
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Scope
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HumanResources
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Stakeholder
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Time
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Communications
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Professional
Responsibility
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Cost
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Risk
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Answer
B
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B
B
B
B
D
A
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Answeroptiona.,"Createadocumenttoguideaprojectthroughexecution,monitoring,control
andclosure,"makesitconsistentwithPMBOKV5(p74).
Answeroptiona.,"Identifying,documenting,andapprovingorrejectingchangestoproject
documents,deliverablesandbaselines,"makesitconsistentwithPMBOKV5(p96).
Answeroptionc.Changerequestscanbeinitiatedverbally,buttheymustbesubmittedinwritten
form.Theyshouldberecordedinwrittenformandenteredintothechangemanagementand/or
configurationmanagementsystem.PMBOKV5page97
Answeroptionb.Answeroptionb.,"DeliveringtoTimeandBudget,"isthecorrectanswer
becauseitisanobjective.Theotherthreeoptionsaresuccessfactorsthatcontributetothe
achievementofthatobjective.
Answeroptiond.TheDevelopProjectCharterprocessistheveryfirstprocessintheProjectLife
Cycle.Identifyingrolesandresponsibilitiescomesmuchlaterintheproject,inthePlanHuman
ResourceManagementprocess.SeePMBOK,page258(firstsentence):"PlanHumanResource
Managementistheprocessofidentifyinganddocumentingprojectroles,responsibilities..."
Answeroptiond,"ProjectManagementPlan,"includesbothProjectandProductdocuments;any
changespresentedtothePICCforconsideration,onapprovalwillneedtobeupdatedinthePMPor
itssubsidiarydocuments(whichincludesoptionsb,ChangeManagementPlan,andc,Quality
AssurancePlan.)PMBOK4.5.3.3and4.5.3.4page100
Answerb.Programsarestrategicinnature,canbeongoing,andaremutuallyinterdependent.
Allprogramswillcontainprojectsinterrelatedwiththeotherprojectsintheprogram.SeePMBOK
V51.4.1page9.
Answeroptiona.Thebenefitsoftheproject(oroftheproject'sdeliverables)occurwithinthe
ProductLifeCycle,butusuallywellafterthefinalactivitiesoftheProjectLifeCycle.Managing
those"expectedprojectbenefits"arethereforeoutsideoftheProjectManager'sareaof
responsibilities.ProductLifeCyclePMBOKV5Glossarypage551.
Answeroptionb.,"Aformallycharteredgroupresponsibleusedasrequiredtoreview,evaluate,
approve,delay,reject,recordandcommunicatechanges,"isthecorrectanswer.PMBOKV54.5
page122
Answeroptiond.,"Allstakeholdersintheperformingorganization"(answeroptiona.)maywellbe
recipientsoftheProjectManagementPlanbuttherewouldbeotherrecipients,aswell,sothis
optionistoolimitingtobeacceptable.Optionc.,"ProjectteammembersandtheProjectSponsor"
wouldcertainlyreceivecopiesoftheplanbut,likeoptiona.,thisoptionistoolimiting;therewould
beothersbeyondtheteamandtheProjectSponsorwouldbeworthyrecipients,also.Attheother
endofthespectrum,optionb.,"Allprojectstakeholders"isnotsufficientlylimitingtobean
acceptableanswer.Lowerlevelsubcontractorpersonnelperformingasmallnumberofproject
relatedtasks,forexample,areprojectstakeholdersbutverylikelywouldnotrequirecopiesofthe
ProjectManagementPlan.Onlyoptiond.,"ThosepeopledefinedintheCommunication
ManagementPlan,"standsthetestofelimination.Inthisplan,theProjectManageridentifies
specificallyProjectManagementPlanrecipients.
Answeroptiona.ChangeControlSystemisasetofproceduresthatdescribeshowmodifications
totheprojectdeliverablesanddocumentationaremanagedandcontrolled.SeePMBOK5,
Glossary,page531.
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Answeroptionb.,"TheMonitorandControllingProcessGroup,"interactswiththeotherprocess
groups,atthesametimetheirprocessesareoccurring.Itisconsidereda"background"process
groupfortheotherfourprocessgroups.PMBOKV5,page.76.
Answerb.ThePMBOKV5(page450)holdsthat'WhiletheProjectTeam(PMandSponsor)may
helptowritetheprojectcharter,thisstandardassumesthatthebusinesscaseassessment,
approvalandfundingarehandledexternaltotheprojectboundaries(FigureA13).Aproject
boundaryisdefinedasthepointintimethataprojectorprojectphaseisauthorizedtoits
completion.BusinessCasediscussionislimitedtojustificationthereof,whytheprojectis
authorized.PMBOKV54.1.1.2page.95
Answeroptionb.ByPMBOKV5definitionLessonsLearnedistheknowledgegainedduringa
projectwhichshowshowprojecteventswereaddressedorshouldbeaddressedinthefuturewith
thepurposeofimprovingfutureprojects.(page544)AnsweraissupportedbyexampleinPerform
QualityControlasanoutput(8.3.3.8)LessonsLearnedDocumentationupdates;variancesandthe
reasoningbehindthecorrectiveactionschosen.(page254)
Answerd.containsOperation,consideredanongoingeffortthatsupportsdaytodaybusiness,
necessarytoachievestrategicandtacticalgoalsofthebusiness.Projectsareconsidereda
temporaryefforttoachieveaproductserviceorresultandfinishoncompletionorterminationof
theproject.PMBOKV5page13

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ScopeKnowledgeArea
AnswerRationale

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Answeroptionc.AdetailedbudgetwouldbeavailableonlyatthecloseoftheDetermineBudget
process,fardownstreamfromtheDefineScopeprocess.Inanyevent,itshouldbenotedthemajor
OutputoftheDefineScopeprocessistheScopeStatement.AndtheScopeStatement,alongwith
theWBSandtheWBSDictionary,formtheScopeBaselinewhichisamajorInputtothe
DetermineBudgetprocess.
Answeroptionb.Throughtheprocessofelimination,alloftheansweroptionscanbetakenoff
thetableexceptoptionb.Answeroptiona.,"Inspectionofdeliverables,"isaTool/Techniqueof
theValidateScopeprocess,notanOutput.Optionsc.,"Processedinvoices,"andd.,"Paidbills,"are
notformalOutputsofanyprocessbutaremoreappropriatetotheCloseProjectorPhaseprocess.
Onlyoptionb.,"Formalacceptance,"survivestheeliminationprocess.SeePMBOK,page135(last
paragraph),aswellastheslidecontentrelatedtheValidateScopeprocess.
Answeroptiona.ThePlanScopeManagementprocessproducestheScopeManagementPlanand
theRequirementsManagementPlan,bothofwhicharesubsidiarydocumentsincludedinthe
ProjectManagementPlan.
Answeroptiona.Theword"Detailed"isthesingleitemthatmakesansweroptiona.,"Detailed
projectschedule,"standapartfromtherest.EverythingabouttheProjectCharterissummary
level,preliminary,toplevel,etc.,anythingbutdetailed.
Answeroptiond.Oftheansweroptionsgiven,optiond.,"Itspecifieshowlongactivitiesshould
takeandwhentheyshouldbecompleted,"shouldstandoutastheoneoptionthatisuntruewith
respecttotheWBS.TheWBSisallaboutthepiecesofwork(theWorkPackages,ControlAccounts,
etc.)notaboutme,andnotaboutcost.Theduraonsofacvies,whentheyshouldstartand
finish,isdeterminedbywayoftheCriticalPathMethod,akeytoolintheTimeManagement
processofDevelopSchedule.
Answeroptionb.Throughtheprocessofelimination,alloftheansweroptionscanbetakenoff
thetableexceptb.Answeroptionsa.,"Includesagraphicalrepresentationofthescopeofworkto
beperformedontheproject,"andc.,"DescribestheattributesassociatedwitheachWorkPackage
oftheWBS,"speaktotheWBSandtheWBSDictionary,respectively.Optiond.,"Describeshow
theWBSwillbestructured,"isabriefbutgooddescriptionoftheScopeManagementPlan.Only
optionb.,"Includesadescriptionofprojectassumptionsandconstraints,"survivestheelimination
process.SeePMBOK,page123(firstsentenceinthediscussiononProjectScopeStatement),as
wellastheslidecontentrelatedtheScopeStatement.
Answeroptiond.Asstatedonpage67ofthePMBOK,"TheProjectChartershouldbeauthoredby
thesponsoringauthority"inotherwords,itshouldbecreatedbytheProjectSponsor.
Answeroptiond.SeePMBOK,page135(firstparagraph):"projectdeliverablesthatare
completedandcheckedforcorrectnessthroughtheControlQualityprocess."Seealsotheslide
contentrelatedtheValidateScopeprocess.
Answeroptiona.Throughtheprocessofelimination,alloftheansweroptionscanbetakenoff
thetableexceptoptiona.,VarianceAnalysis,thecorrectanswer.Thequestionasksthetesttaker
toidentifyaTool&Technique,notanOutputandnotanInput.Answeroptionb.,Change
Requests,isapotentialOutputofthisprocess.Infact,itisalwaysanOutputbutneveranInputor
aTool/Technique,inthisprocessoranyother.Answeroptionc.,CorrectiveAction,isnevera
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Tool/Technique,anOutput,oranInput,althoughitmaybeincludedaspartofaChangeRequest.
Answeroptiond.,ScopeStatement,isadocumentand,assuch,isalwaysanOutputorInputbut
neveraTool/Technique.
Answeroptionb.AsstatedinthePMBOK,page132:"TheWBSisfinalizedbyassigningeachWork
PackagetoaControlAccountandestablishingauniqueidentifierforthatWorkPackagefroma
CodeofAccounts."
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TimeKnowledgeArea
AnswerRationale

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Answeroptiond.Onpage177ofthePMBOK,itisstated:"ACPMcriticalpathisnormally
characterizedbyzerototalfloatonthecriticalpath."Thepossibilityoftherebeing"negativetotal
float"(asexplainedlaterinthesameparagraph)wouldcausethecriticalpathtohavelessthan
zerofloat.Itisthereforeincorrecttodefinethecriticalpathas"thepathhavingzerofloat,"asso
statedinansweroptiond.
Answeroptiona.isthebestofthefour.AsstatedintheGlossaryofthePMBOK(page553),PERT
"isatechniqueforestimatingwhenthereisuncertaintywiththeindividualactivityestimates"
"uncertainty"meaning,ofcourse,risk.
Answeroptionc.istheonlycorrectanswerofthefourgiven.Allotheroptionsmaybeeliminated.
Answeroptiona.,"Illustratesactivitiesbyarrowsanddependenciesbyboxes,"ischaracteristicof
theActivityonArrowdiagrammingmethod,neitherAONnorPDM.Answeroptionb.,"Usually
displaysFinishtoFinishandStarttoStartrelationships,"iswrongbecause,infact,AONusually
displaysFinishtoStartrelationships.Andoptiond.,"Showsthetotalfloatvalue,"canbesaidof
theCriticalPathMethodbutnotoftheAONdiagrammingmethod.
Answeroptiond.AsstatedinthePMBOK,page181,"Crashingworkswhereadditionalresources
willshortentheactivity'sduration."Alsoonpage181,itisstatedthatFastTrackingisaschedule
compressiontechnique"inwhichactivitiesorphasesnormallydoneinsequenceareperformedin
parallel..."Optiond.isthereforetheonlycorrectanswerofthefourgiven.
Answeroptiona.isthecorrectanswer.AlthoughnotexplicitlystatedinthePMBOK,theuseofthis
modifiedstandarddeviationformulaiswidespreadinPMPexampreparationmaterialsandis
consideredcredibleandtestablematerial"impliedby"or"derivedfrom"PMBOKcontent.The
formulais(aspresentedinansweroptiona.):PessimisticestimateminusOptimisticestimate,then
alldividedby6.
Answeroptiond.ThebestwaytosolvethisproblemistoconstructActivityAinnodeforminits
entirety,andasinallcriticalpathproblemsusewhatyouknowaboutCPMandthedata
providedintheproblemscenariotoproducetheadditionalneededdata.Thescenarioprovides
youwiththefollowingdata:15daysFreeFloat;25daysTotalFloat;anda30daydelaybeyondthe
EarlyStartday.So,youneedtodeterminetheEarlyStart(ES)andEarlyFinish(EF)days,theLate
Start(LS)andLateFinish(LF)days,andtheActivityDuration(AD).StartbyassuminganESonday
1.Now,youknowyoucandetermineTotalFloatinanyactivitybysubtractingtheactivity'sEF
fromitsLF.ToarriveatTotalFloatof25days(thefloatamountgiveninthescenario),youmight
furtherassumeanLFofday30.Withthat,theEFwouldhavetobeday5inordertoproducethe
TotalFloatof25.KnowingthattheEFisday5alsotellsyouthattheADwouldhavetobe5days,
accordingtotheprocessdiscussedinclass:ES+AD1=EF.Whatremainstobedeterminednowis
theLS.YouknowthatthepositivedifferencebetweentheESandLSisthesameasthepositive
differencebetweentheEFandLF.Here,thepositivedifferencebetweentheEFandLFis25,so
thatwouldbethedifferencebetweentheESandLS,aswell,andtheLSwouldhavetobeday25.
(Remember:subtractingtheEFfromtheLFortheESfromtheLSishowwearriveatTotalFloatin
thecontextofthisproblem,that's25days.)Finally,youknowthatonewaytoarriveatFreeFloat
isto"mindthegap"thatis,lookatthedifference("thegap")betweenthePredecessor'sEFand
theSuccessor'sES.Inthisproblem,withanEFofday5andFreeFloat("thegap")of15days,the
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Successor'sESwouldhavetobeday20.Now,finally,wecansolvetheproblem!Ifthere'sa30day
delaybeyondActivityA'sESdayofday1,withanADof5,ActivityAwon'tbefinisheduntilday35.
That's15daysaftertheSuccessor'sES,soansweroptiona.,"Thefollowingtaskwillbedelayed15
days,"isatruestatement.StartingActivityAonday30isalso5daysbeyondActivityA'sLS,sowe
knowthattheprojectwillbedelayedbytheamount,aswell.Therefore,answeroptionc.,"The
projectwillbedelayed5days,"isalsoatruestatement.Therefore,answeroptiond.,"Bothaand
c,"isthecorrectanswertothisproblem.
Answeroptiond.Onpage156ofthePMBOK(firstparagraphinthesectiononPrecedence
DiagrammingMethod),itisstated:"...activitiesarerepresentedbynodes..."
Answeroptionb.Floatappliesonlytoindividualactivities.Thefloatofindividualactivitiescannot
beaddedandthenapportioned,orshared,inarbitraryamountsamongtheactivitiesonthepath,
asansweroptionb.implies.
Answeroptiona.Onpage178ofthePMBOK(firstparagraph,lastsentence,inthesectionon
CriticalChainMethod),itisstated:"Theresourceconstrainedcriticalpathisknownasthecritical
chain."
Answeroptiona.Onpage159ofthePMBOK(firstparagraphattopofpage)itisstated:"Alagis
theamountoftimewherebyasuccessoractivitywillbedelayedwithrespecttoapredecessor
activity."
Answeroptiona.Floatisdeterminedbysubtractinganactivity'sEarlyFinishfromitsLateFinish
EF,whichimpliesthattheremustbeadifferenceorinequalitybetweentheactivity'sEarlyStart
andLateStart.
Answeroptionc.isthebestofthefour.AsstatedintheGlossaryofthePMBOK(page553),PERT
"isatechniqueforestimatingwhenthereisuncertaintywiththeindividualactivityestimates"
"uncertainty"meaning,ofcourse,risk.
Answeroptionb.,"Pushouttheenddateoftheproject,"istheonlyoptionthatmaybeselected
withanydegreeofcertainty.Answerd.,"Havenoeffectontheschedule,"canreasonablybe
eliminated;itisveryunlikelytherewillbenoeffectonthescheduleifyoudonothavethestaffing
levelsyouneed.
Answeroptiona.Thebestwaytosolvethisproblemistoconstructtheactivityinnodeforminits
entirety,andasinallcriticalpathproblemsusewhatyouknowaboutCPMandthedata
providedintheproblemscenariotoproducetheadditionalneededdata.Thescenarioprovides
youwiththefollowingdata:anEarlyStart(ES)ofday10;aLateStart(LS)ofday19;andActivity
Duration(AD)of4days.YouknowthatthepositivedifferencebetweentheESandLSisthesame
asthepositivedifferencebetweentheEFandLF.So,withthedatagivenintheproblem,youcan
arriveatanEFof14andanLFofday23.Further,youknowyoucandetermineTotalFloatinany
activitybysubtractingtheactivity'sEFfromitsLF.Therefore,withthedatagivenandthedatayou
havegenerated,youknowthatTotalFloatiscalculatedtobe9daysandansweroptiona.,"Total
Floatfortheactivityis9days,"isthecorrectanswer.
Answeroptiond.Thecorrectansweroptionisd.,bothb.andc.Iftheactivityhas"10daysTotal
Float"andits"startisdelayed7days,"therearestill3daysTotalFloatremainingso"theproject
isnotdelayed,"therebymakingoptionb.correct.Butiftheactivityhasonly5daysofFreeFloat,
"ThefollowingActivityslipsatleast2days,"sooptionc.iscorrect,also.Remember:TotalFloatis
floatthatcanbeusedwithoutimpactingtheproject'sfinishdate,andFreeFloatisfloatthatcanbe
usedwithoutaffectingthenextactivity'sstartdate.
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Answeroptionc.ThereareseveralmethodsofcalculatingtheEACEstimateatComplete
dependingonthecurrentcostperformanceoftheproject.Ifthecostperformanceisexpectedto
bethesamemovingforward,theCPIcanbeused;iffutureworkwillmatchtheplannedrates,BAC
EVcanbeused;ifbothCPIandSPIwillinfluencetheremainingwork,theycanbeused.Ifthe
originalplanisnolongervalid,answeroptionc.,AC+BottomupETCforremainingactivities,should
beused.PMBOKV5Forecasting7.4.2.2page220/224
Answeroptionb.,"Sumofallthecostcomponents(resources)thatcanbetraceddirectlytothe
activity."Thisincludesdirectlabor,materials,equipment,services,facilities,information
technologies,costoffinancing,inflationallowances,exchangerates,contingencyreservesetc.
PMBOKV57.2.3.1ActivityCostEstimatespage207
Answeroptiond.,"WorkBreakdownStructure."TheWBSorganizesanddefinesthetotalscopeof
theprojectandrepresents(allandonly)theworkspecifiedinthecurrentscopestatement.Atits
lowestlevelWorkpackagesrepresenttheactivitieswherework(workproductsordeliverablesthat
aretheresultoftheactivity)itselfcanbescheduledandestimated.WhiletheProjectManagement
PlancontainstheScopeBaselineandthatincludesboththeScopeStatementandtheWBS,the
WBSisthemostdefinitiveanswer.PMBOKV5WBS5.4page126
Answeroptiond.,"EachelementoftheWBS."ACodeofAccountsisthesummaryofControl
Accountsandtheiruniqueidentifiersthatprovideahierarchicalsummationofcosts,scheduleand
resourceinformationforeachWorkorPlanningPackagewithintheWBS.ControlAccountsarethen
usedtocompareearnedvalueinperformancemeasurement.EachControlAccountmaycontain
oneormoreWorkPackagesbutaWorkPackagemayonlybeassociatedwithoneControlAccount.
PMBOKV55.4.3.1ScopeBaselineWBSpage132
Answeroptiona.,"Dividingtheworkthathasbeencompletedbytheworkthatwasplanned."The
correctequationforSchedulePerformanceIndex(SPI)isSPI=EV/PV.Ineverydaylanguage,EV(or
EarnedValue)isthe"theworkthathasbeencompleted,"andPV(orPlannedValue)is"thework
thatwasplanned"tobecompleted.
Answeroptiond.,"OrderofMagnitudeCostestimatesarerefinedasadditionaldetailbecomes
knownaboutactivities."IntheinitiationphaseofaprojectRoughOrderofMagnitude(ROM)
estimatesmaybeintherangeof25%to+75%;Laterdefinitiveestimatescouldnarrowtherange
to5%to+10%PMBOKV57.2EstimateCostspage201
WhilenotinthePMBOK,BudgetaryEstimatesaretypicallyinthe10to+25%range.
Answera.Introuble,sincemoremoneywasspentthanwasbudgeted.BAC=100,000;eight
monthsintothe(1year)projectyou'vespent$104,000eliminatesbasananswer.Whilethe
projectmayormaynotbecompleteat8months,thereisnotenoughinformationgivento
determineifweareorarenotbehindschedule.Ciseliminatedaswedohaveanunderstandingas
toourcostbudget.
Answeroptionc.Thisquestionteststhestudent'sunderstandingandrecollectionofCostVariance
(CV),whichiscalculatedasCV=EVAC.Intheproblem,the"valueoftheworkaccomplished"is
theEarnedValue,andthatis$350,000.TheActualCostsisthemoney"youhavespent,"$400,000.
EmployingtheCVcalculationresultsinanegative$50,000,answeroptionc.You"hadplannedon
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expendituresof$325,000,"whichisthePlannedValue(PV),butthatisadistractionandnot
requiredtosolvetheproblem.PMBOKV57.4.2.1EarnedValuepage218
Answeroptiona.Thisquestionteststhestudent'sunderstandingandrecollectionofSchedule
Variance(SV),whichiscalculatedasSV=EVPV.Intheproblem,the"valueofthework
accomplished"istheEarnedValue,andthatis$350,000."Youhadplannedonexpendituresof
$325,000,"andthatisthePlannedValueneededtoperformthiscalculation.EmployingtheSV
calculation(SV=EVPV)resultsinansweroptiona.,$25,000.Thefactthatthemoney"youhave
spent,"yourActualCosts,is$400,000isadistractionandnotrequiredtosolvetheproblem.
Answeroptiona.Thisquestionteststhestudent'sunderstandingandrecollectionoftheCost
PerformanceIndex(CPI),whichisCPI=EV/AC.Intheproblem,the"valueofthework
accomplished"sofaristheEarnedValue,andthatis$350,000.TheActualCostsisthemoney"you
havespent,"andthatis$400,000.EmployingtheCPIcalculation(CPI=EV/AC)resultsinanindex
of0.875,answeroptiona.Thefactthat"youhadplannedonexpendituresof$325,000"isa
distractionandnotrequiredtosolvetheproblem.
Answeroptiona.Onpage170ofthePMBOK,itisstated:"Analogousestimatingisgenerallyless
costlyandlesstimeconsumingthanothertechniques,bititisalsolessaccurate.
Answera.Managementreservesareanamountoftheprojectbudgetwithheldformanagement
controlpurposesandarereservedforunforeseenworkthatiswithinscopefortheproject.They
areintendedtoaddressthe"unknownunknowns"thatcanaffectaproject.Itisnotincludedinthe
CostBaselinebutispartoftheoverallbudgetandfundingrequirementsoftheproject.PMBOKV5
7.2.2.6ReserveAnalysispage207
Answeroptiona.,"EarnedValue,"isusedtocalculateanEstimateatCompleteifthefuturework
willbeaccomplishedattheplannedrate,inwhichcasetheformulawouldbeEAC=AC+BACEV.
Ontheotherhand,ifitisthoughtthatboththeCPIandSPIwillhaveanimpactontheremaining
work,thentheformulatobeusedwouldbeEAC=AC+[(BACEV)/(CPIXSPI)].PMBOKV5Table
71EarnedValueCalculationsSummary,page224.
Answeroptionb.Thisquestionteststhestudent'sunderstandingandrecollectionoftheCost
PerformanceIndex(CPI),whichisCPI=EV/AC.Inallinstances,ifyourEarnedValue(EV)isgreater
thanyourActualCosts(AC),youareachievingmorevalueinreturnforcomparativelylessmoney
spent.Forexample,assumeyouhavespent$100,000(yourAC)butthevalueofthework
performedsofar(yourEV)is$180,000.EmployingtheCPIcalculation(CPI=EV/AC)resultsinan
indexof1.8or,asstatedintheproblem,valueat"1.8timestherateyouhadplanned."
Answeroptionb.,"Requestandreviewallthesupportingdetailsfortheestimates."Whilethe
PMBOKdoesnotprovideadirectanswerforthisquestiontheToolsandTechniquesassociated
withEstimateActivityCostshouldbeconsidered.PasttheEstimatingtechniquesitoffersExpert
JudgmentandGroupDecisionMakingTechniquesasanopportunitytoreviewtheestimates,and
refineestimatesasmoreinformationisgained(progressiveelaboration)Theotheroptionsgivendo
notallowtheoptionthattheestimatesprovidedareindeedcorrect.PMBOKV57.2.2Estimate
CostsToolsandTechniquespage204
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Answeroptiona.KaizenisnotmentionedinthePMBOKbutisclearlystatedintheSlide
Presentationas"small,incremental,ongoingqualityimprovements."(SeetheExtrassectionofthe
ControlQualityprocess.)Oftheansweroptionsgiven,optiona.,"Incrementalimprovement,"is
closesttothemorecompletedescriptionprovidedintheslides.
Answeroptionb.AsclearlystatedinthePMBOKandtheSlidePresentation,PlanQuality
Management,PerformQualityAssurance,andControlQualityarethethreequalityprocessesin
PMI'sframework.AlthoughQualityAuditsisaTool/TechniqueofthePerformQualityAssurance
process,PerformQualityAuditsisnotaprocess.
Answeroptiond.TheParetoPrinciple(alsoknownasthe80/20Rule)isnotmentionedinthe
PMBOKbuthasbeenaperennialfavoriteonthePMPExam.Thecorrectanswerhereiswordybut
correct.Infewerwords,theprinciplethatmost(possibly80%)ofallproblemsareduetoafew
(asfewas20%)causesisclearlystatedintheSlidePresentaoninthePlanQualitysecon.None
oftheotheroptionscomeclosetoanaccuratedescriptionoftheprinciple.
Answeroptionb.Throughtheprocessofelimination,answeroptionsa.andc.canquicklybe
removedfromconsideration.TheProjectManager'spurviewistheproject,withadvisoryor
consultativeinputatmostinactivitiesbeforeorafterhisorherassignedprojects.Suchactivities
would,ofcourse,includethelevelortypeof"investments[tobemade]inproductquality
improvement."Stakeholdersismuchtoobroadtobecorrecthere,asthetermincludesawide
rangeofindividualsorgroups,fromprojectteammembersandcontractorpersonneltotheProject
Sponsorandtheorganization'sseniormanagement.ThePerformingOrganizationcouldbecorrect
butonlyifthePerformingOrganizationwouldberesponsibleforfundingtheimprovementefforts
thatis,onlyifthePerformingOrganizationistheCustomer.Forthisreason,Customeristhebest
oftheoptionsgiven.
Answeroptiond.TheTripleConstraintisnotmentionedinthePMBOKbutisclearlystatedinthe
SlidePresentationinanearlyslidetitled,WhatisProjectManagement?
Answeroptionc.Page236ofthePMBOKclearlystatesthat"causeandeffectdiagramsarealso
knownasfishbonediagramsorIshikawadiagrams."
Answeroptiond.GoldPlatingisnotmentionedinthePMBOKbutisclearlystatedintheSlide
PresentationintheQualityManagementsection(AdditionalInformation).Asarule,GoldPlatingis
tobeavoidedforoneverysimplereason:"whenthequalityofaprojectexceedsthe
specifications,"asthescenariostates,theteamisventuringintothedarkspaceoutsidethescope
oftherequirements.Adeliverablethatisnotbasedondocumented,approvedrequirementsisone
thatalsoinvitesriskthatisnotclearlyidentified,properlyanalyzed,oreffectivelymanaged.
Answeroptiona.Onpage229ofthePMBOK,inthesectiononContinuousImprovement,itis
statedthat:"ThePDCA(PlanDoCheckAct)cycleisthebasisforqualityimprovementasdefined
byShewhartandmodifiedbyDeming."ThisisalsostatedintheSlidePresentationintheExtra
sectionoftheControlQualityprocess.
Answeroptionc.AsclearlystatedinthePMBOKandtheSlidePresentation,VerifiedDeliverables
isanOutputoftheControlQualityprocessandanInputtotheValidateScopeprocess.
Answeroptionc.JuranandhistrilogyarenotmentionedinthePMBOKbutareclearlystatedin
theSlidePresentationintheExtrasectionoftheControlQualityprocess.
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HumanResourcesKnowledgeArea
AnswerRationale

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Answeroptionc.Herzberg'stheoryofmotivation,whichconsistsofHygieneFactorsand
Motivators,saysthatemployeesneedtobemotivatedbyrecognition,workcontent,andthe
opportunityforgrowth.Theorganization'sHygieneFactorssuchaspolicyadministraon,salary,
supervision,workingconditions(orlackthereof)areimportant,theydonotinthemselves
motivateemployees.
Answeroptiona.Withdraw/Avoidisthecorrectanswer.ConflictManagementrequirestheuseof
fivegeneraltechniquesincludingWithdraw/Avoid,Smooth/Accommodate,Compromise/Reconcile,
Force/Direct,andCollaborate/ProblemSolve.Intheexample,tosimply"getonwithourwork"is
toavoidevenanattempttoresolvethisissue.SeePMBOK,page238,ConflictManagement.
Answeroptiona.SeetheTools&TechniquessectionofManageProjectTeamintheSlide
Presentation.
Answeroptiona.Maslowstheoryisthecorrectanswer.Demingwasresponsibleforpopularizing
thePlanDoCheckAct(PDCA)modelthathasbeeninfluentialinqualitycircles(PMBOK,page
229).McGregorcreatedatheoryofmotivation,butithadtodowithperspectivesregarding
humannatureandpersonalitytypes(TheoryXandTheoryYindividuals),notanindividual's
satisfactionofneeds,beginningwiththefundamentalandproceedingtothecomplex.Similarly,
Herzbergwasresponsibleforcreatingawellknownmotivationaltheory,buthisconcerned
"hygienefactors,"suchasworkingconditions,salary,andqualityofmanagement,notthescaled
satisfactionofneedsthatisatthecoreofMaslow'stheory.
Answeroptiona.Oftheoptionsgiven,Smooth/Accommodate,istheweakestbecauseitfocuses
on"emphasizingareasofagreementratherthanareasofdifference."Itfailstoaddresstheissues
thatgiverisetoconflicts.(SeePMBOK,page283.)
Answeroptionc.Thecorrectanswerisc.,"Rolesandresponsibilities,projectorganizationcharts,
andastaffingmanagementplan."AStaffReleasePlanmaybejustonefeatureofthelarger
StaffingManagementPlan,anessentialcomponentoftheHumanResourceManagementPlan;and
aRACIChart(orMatrix)isoneformoforganizationchart,amongseveral,thatmaybeselectedfor
inclusionintheHumanResourceManagementPlan.SeePMBOK,pages264266.
Answeroptionb.OrganizationscharacterizedasStrongMatrixandProjectizedfavortheProject
Managerinthathisorherauthorityisgenerallywelldefinedand,infact,isintendedtosupersede
theauthorityoffunctionalmanagers,atleastwithinthecontextoftheproject.Forthesame
reasons,organizationscharacterizedasWeakMatrixorganizationsfavorfunctionalmanagement.
However,powerandauthorityinaBalancedMatrixorganizationisintendedtobe,asthetitle
suggests,"balanced"betweentheProjectManagerandtheFunctionalManager.Here,powerand
authority,evenintheprojectcontext,maynotbesowelldefined;linesbetweentheProject
Manager'sauthorityandthatoffunctionalmanagersmaybeblurredand,asaresult,conflictmay
likelyarisebetweenthetwo.
Answeroptiond.Force/Direct,Smooth/Accommodate,andCompromise/Reconcileallresultina
"win/lose"decision.OnlyCollaborating/ProblemSolve,withconsensusandcommitmentatits
core,resultsinawin/windecision.SeePMBOK,page283,aswellastheSlidePresentation,
ManageProjectTeam,Tools&Techs,ConflictManagement.
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9.
10.
Answeroptionb.,StormingtoNorming,isthecorrectanswer.Detailedplanninghappensoncethe
ProjectCharterandScopeStatementhavebeencompleted.AssumingtheProjectTeamhasbeen
togetherlongenoughtounderstandtheworkthatneedstobedone,theystarttheWBSprocess
andtheworkandprocessesinvolvedinbuildingtheschedule,developingthebudgetandother
detailedplans.Theybecomecollaborative,opentodifferingperspectives,andtheybegintowork
togetherandtrustinthesupportofotherteammembers.SeePMBOK,page276,TeamBuilding
Activities.
Answeroptiona.,Differingpriorities,interests,andjudgmentsofteammembersareindicatorsof
thediversityamongpeople.Diversityintheteambringsopportunitiestocapitalizeondifferences
inculture,language,andexperience.TheProjectManagershouldfocusonsustainingan
interdependencyandpromotinganoverallclimateofmutualtrust.Roleconflicts,teammember
commitment,andanadequateworkenvironmentshouldbeplannedintheHumanResource
ManagementPlanandexecutedtopromotehealthy"hygiene"factorswithintheorganization.See
PMBOK,page274,DevelopProjectTeam.
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Answeroptiond.TheanswertothisquestionisbasedontheCommunicationChannelcalculation,
whichis:n(n1)/2,wheren=thenumberofstakeholders,teammembers,etc.Answeringthis
questioncorrectlyrequiresthatyouworkthroughthreesteps:Step1,calculatethenumberof
channelsJanpreviouslyhadonherteamInJanuary:16(15)/2=120;Step2,calculatethenumberof
channelsafter4morepeoplewereaddedtotheteam:20(19)/2=190;andfinallyStep3,subtract
thepreviousnumberofchannels(120)fromthecurrentnumberofchannels(190):190120=70.
Inotherwords,"Therewerefouradditionalpeople[inFebruary,atotalof20people]ontheteam
and70morecommunicationchannels[the190channelscurrentlyontheteamminusthe120
channelsexistinginFebruary].SeePMBOK,page292.
Answeroptionc.SeePMBOK,page294:"InteractivecommunicationItisthemostefficientway
toensureacommonunderstandingamongallparticipantsonspecifictopics"
Answeroptiond.,"IssuesLog,"isthecorrectanswerbecause,ofalloptionslistedhere,itisthe
only"projectdocument"thatmightbeupdatedasaresultofthisprocess.Optionsa.andb.,
CommunicationsManagementPlanandStakeholderManagementPlan,arebothsubsidiary
managementplanswithintheProjectManagementPlan.Iftheyweretobeupdated,theywould
beshowninthePMBOKunderProjectManagementPlanUpdates(notProjectDocuments
Updates)andinthisprocess,theyarenot.Whileansweroptionc.,StakeholderRegister,isa
"projectdocument,"itisnotmentionedhereasadocumentthatcouldpotentiallybeupdatedasa
resultofthisprocess.SeePMBOK,page308.
Answeroptiond.Seethefollowing"communicationskills...commonforbothgeneralmanagement
andprojectmanagement"thatarelistedasbulletpointsonpage288ofthePMBOK:"Motivatingto
provideencouragementorassurance"and"Coachingtoimproveperformance."
Answeroptiond.Asstatedonpage290ofthePMBOK(secondparagraph,lastsentence):
"Efficientcommunicationmeansprovidingonlytheinformationthatisneeded."
Answeroptiona.ThecorrectflowisDataInformationReports,andthereforeansweroptiona.is
correct.Datainandofitselfismeaningfulonlywheninterpretedintounderstandableinformation,
whichisthenformalizedinreports.
Answeroptiond.TheanswertothisquestionisbasedontheCommunicationChannelcalculation,
whichis:n(n1)/2,wheren=thenumberofstakeholders,teammembers,etc.Answeringthis
questioncorrectlyrequiresthatyouworkthroughthreesteps:Step1,calculatethenumberof
channelsyoupreviouslyhadonyourteam:10(9)/2=45;Step2,calculatethenumberofchannels
after5morepeoplewereaddedtotheteam:15(14)/2=105;andfinallyStep3,subtractthe
previousnumberofchannels(45)fromthecurrentnumberofchannels(60):10545=60.See
PMBOK,page292.
Answeroptionb.Asstatedonpage295ofthePMBOK:"Pushcommunicationsincludesletters,
memos,reports,emails...."
Answeroptionc.,"Performancereportingincludesstatusreports,whichdetailwheretheprojectis
now;progressreports,whichdescribeaccomplishments;andforecasts,whichpredictfuturestatus
andprogress,"isthecorrectanswer.InthePMBOK,onpage301(firstparagraph),itisstatedthat:
"Performancereportingistheactofcollectinganddistributingperformanceinformation,including
statusreports,progressmeasurements,andforecasts."
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10.
Answeroptionb.SeePMBOK,page287:"Thecommunicationsactivitiesinvolvedinthese
[Communications]processesmayoftenhavemanypotentialdimensionsincludingFormal
(reports,minutes,briefings)andinformal(email,memos,adhocdiscussions)"
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RiskKnowledgeArea
AnswerRationale

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Answeroptionb.ThisquestionrequiresthatyoucalculatetheExpectedMonetaryValue(EMV),
whichis:EMV=ProbabilityxImpact.Intheproblem,"90percentchanceofoccurring"isthe
Probability,while"impactwillbe$10,000"isobviouslytheimpact.Therefore:EMV=0.9x$10,000
=$9,000,whichisansweroptionb.,the"Expectedvalue."
Answeroptiond.Answeroptionsa.,b.,andc.areallcharacteristicsoftheDelphimethod.Option
d.,however,whichstatesthat"thefacilitatorwillterminatetheprocessonlywhenamajorityof
opinionisachieved,"isincorrectbecauseamajorobjectiveofthemethodisunanimityofopinion,
notamajorityofopinion.
Answeroptiond.Ariskmaybeeithernegativeorpositive.Therefore,a"businessrisk"without
beingdefinedaseitherstrictlypositiveornegative"hasthepotenalforbothgainandloss,"as
statedinansweroptiond.
Answeroptionb.ThePlanRiskManagementprocessprecedesallotherRiskManagementarea
processes,asclearlystatedinthePMBOKandtheSlidePresentation.Answeroptionb.,"Planning,"
istheobviouschoice
Answeroptiond.Onpage348ofthePMBOKisalistoftheProjectDocumentUpdatesthatarean
OutputofthePerformQuantitativeRiskAnalysisprocess.Inthislistitisstated:"Contingency
reserves...arecalculatedbasedonthequantitativeriskanalysisoftheprojectandthe
organization'sriskthresholds."Toreiterate,then,thePerformQuantitativeRiskAnalysisprocess
providesthedataonwhichcostcontingencyreservesarebased.Thisdataisfirstprogressively
elaboratedbackintotheRiskRegister,whichmaythenserveasInputtotheEstimateCosts
process,wherecostcontingencyreservesaredeveloped.Inthisproblem,answeroptiond.,
"Facilitatethequantificationofcostcontingencies,"istheonlyoptionthatspeakstothis"key
objectiveofriskquantification."
Answeroptionb.Asshownonpage309ofthePMBOKand,mostimportantly,basedontheflow
ofOutputsInputs,thecorrectorderorsequenceoftheRiskManagementprocessesare:PlanRisk
Management,IdentifyRisks,PerformQualitativeRiskAnalysis,PerformQuantitativeRiskAnalysis,
PlanRiskResponses,andControlRisksor,aslistedinansweroptionb.,"Planning,identifying,
analyzing,responseplanning,andcontrolling."
Answeroptiona.A"riskevent"maybeapositiverisk(opportunity)oranegativerisk(threat).Ifit
happenstobepositive,itwouldbecorrecttosaythatitis"theprecisedescriptionofwhatmight
happentothebenefitoftheproject."Ifithappenstobenegative,itwouldbecorrecttosaythatit
is"theprecisedescriptionofwhatmighthappentothedetrimentoftheproject."Therefore,
answeroptiona.,"Detrimentandbenefit,"isthecorrectanswer.
Answeroptionb.ThisquestionrequiresthatyoucalculatetheExpectedMonetaryValue(EMV),
whichis:EMV=ProbabilityxImpact.Multiply120,thenumberofrisksthathavebeenidentified,
by"averageimpactof$8,000"perrisk.Theansweris$960,000,whichyouwouldthenmultiplyby
2%(0.02),theaverageprobabilityoftherisksoccurring,whichwouldthenresultinansweroption
b.,$19,200.Inotherwords,EMV=0.02(Probability)x$960,000(Impact)=$19,200.
Answeroptionc.Optiona.,"Decidingontherequiredamountofmanagementreserve,"is
primarilyafunctionrightfullyownedbyseniormanagement,notaprocessinwhichtheProject
Managerwouldtypicallybeinvolved.Optionb.,"Decidingontherequiredamountofcontingency
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10.
reserve,"iscontingencyplanningthatis,determininghowmuchreservewillbesufficient.Option
c.,"Seeingiftheremainingreservesaresufficientforprojectcompletion,"isagooddescriptionof
ReserveAnalysis.
Answeroptionc.Externalrisksgenerallydisplaytwocharacteristics:theyoriginateoutsideofthe
ProjectManager'sorganization;andtheProjectManagerhaslittleornocontroloverthem.
Inflationisonesuchexternalrisk.Incontrast,poorstaffassignments,incorrectcostestimates,and
contracttypeareinternalmattersoverwhichtheProjectManagermayhaveconsiderablecontrol.
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Answeroptionb.Asshownonpage355ofthePMBOKand,mostimportantly,basedontheflow
ofOutputsInputs,thecorrectorderorsequenceoftheProcurementprocessesarePlan
ProcurementManagement,ConductProcurements,ControlProcurements,CloseProcurements,as
clearlystatedinansweroptiond.
Answeroptiona.AsstatedintheSlidePresentation:ForceMajeureis"AnactofGod.Anevent
thatcouldnotreasonablyhavebeenguardedagainst."Answeroptiona.,"Superiororirresistible
force,suchaslightning,earthquakes,storms,orfloods,"istheoptionthatbestdescribesForce
Majeure.
Answeroptiona.Havingadefinedprocesswillfacilitatetheresolutionofdisputesassoonas
possible.Thecontractisthelegallybindingagreementthatdefinestheproduct,service,orresult
beingpurchased(what)aswellasthetermsandconditions(how)ofthecontractthathavebeen
negotiated.EnterpriseEnvironmentalFactorshelpdefinethe"typicaltermsandconditionsfor
productsservicesandresultsforthespecificindustry"projectrequirementstobepurchased.See
PMBOK,EnterpriseEnvironmentalFactors,page362.
Answeroptiond.PerformanceBondsaredesignedforBuyers,whichofcourseincludeprime
contractorsandsystemintegrators.PaymentBondsaredesignedtoprotecttheothersideofthe
equationSellers,whichincludesubcontractors.
Answeroptionc.Whileanadministratormaybeassigned,"...itistheprojectmanagementteam's
(thatis,theProjectManager's)responsibilitytomakecertainthatallprocurementsmeetthe
specificneedsoftheprojectwhileadheringtoorganizationalprocurementpolicies...,"asstatedin
thePMBOK,page357.
Answeroptiona.AsstatedintheSlidePresentation:"AUnilateralcontracttakestheformofa
PurchaseOrderforstandarditemsatstandardprices."
Answeroptiond.AsstatedintheSlidePresentation:negotiationobjectivesshouldbeto"obtaina
fairandreasonablepriceconsistentwiththeprojectobjectives"andto"developandmaintaina
goodandsustainablerelationshipwiththesupplier"thatis,answeroptionsb.andc.,almostone
forwordBasedontheforegoing,thecorrectanswerisoptiond.,"Bothb.andc."
Answeroptionc.Ingeneral,allcostreimbursablecontractsplacegreaterriskonthebuyerthan
thesellerthanthebuyer.Conversely,allfixedpricecontractsplacemoreriskonthesellerthanthe
buyer.AFirmFixedPricecontractisparticularlydifficult,fromtheseller'sperspective:thereisno
incentive(astherewouldbewithaFixedPriceIncentiveFeecontract);andtherearenoprovisions
foradjustments(aswouldbethecasewithaFixedPricewithEconomicPriceAdjustmentcontract).
AFirmFixedPricecontractisstraightforwardandclearlyfavorsthebuyer.Thesellerisobligatedto
completethework;thecontractissetatthestartandwillnotchange(unlessthescopechanges);
and,mostimportantly,anyincreaseinthecostofproducingtheworkonthepartoftheselleris
entirelytheseller'sresponsibility.
Answeroptionc.TheBuyerisresponsibleforcraftingaStatementofWorkforprospectiveSellers,
andSellerswhowishtoparticipateintheprojectareobligedtosubmitaproposal.ABidders
ConferenceisnormallyheldbetweentheBuyer'sSOWreleaseandtheSellers'proposalsubmittal.
Answeroptionb.Asstatedonpage381ofthePMBOK.
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Answeroptionc.isthecorrectanswer,ashighlightedonpage402ofthePMBOK.
Answeroptionc.NoneoftheansweroptionsgivenisawordforwordreplayofthePMBOK
definition(seepage394),whichis:"individuals,groups,ororganizationswhomayaffect,be
affectedby,orperceivetobeaffectedbyadecision,activity,oroutcomeofaproject."Butoption
c.comesclosest.
Answeroptionb.isthecorrectanswer,asshownonpage396ofthePMBOK.
Answeroptiona.isthecorrectanswer,asshownonpage398ofthePMBOK.
Answeroptiond.isthecorrectanswer,asshownonpage404ofthePMBOK.
Answeroptionb.Althoughthewordingisnotexact,answeroptionb.correctlyparaphrasesthe
benefitoftheIdentifyStakeholdersprocess,aspresentedonpage393ofthePMBOK.Answer
optiona.,"Providesaclearanddoableplanforinteractingwithstakeholdersinsupportofthe
projectsinterests,"isanaccuratedescriptionofthekeybenefitofthePlanStakeholder
Managementprocess(seePMBOK,page399).Answeroptionc.,"Maintainsorpossiblyeven
increasesboththeefficiencyandtheeffectivenessofstakeholderengagementactivities,"isafair
descriptionofthekeybenefitoftheControlStakeholderEngagementprocess(seePMBOK,page
409).Andansweroptiond.,"HelpstheProjectManagertoincreasethesupportofsupportive
stakeholdersandminimizeresistanceofnegativestakeholders,"accuratelyrestatesthekeybenefit
oftheManageStakeholderEngagementprocess(seePMBOK,page404).
Answeroptiona.isthecorrectanswer.Onpage400ofthePMBOK,underthesectiononthe
ProjectManagementPlanasanInput,itisstatedthat"informationusedforthedevelopmentof
theStakeholderManagementPlanincludes"a"Descriptionofhowhumanresourcerequirements
willbemetandhowrolesandresponsibilities,reportingrelationships,andstaffingmanagement
willbeaddressedandstructuredfortheproject."
Answeroptiona.isthecorrectanswer,asshownatthetopofpage406ofthePMBOK.
Answeroptionc.isthecorrectanswer,asshownatthetopofpage412ofthePMBOK.
Answeroptiond.isthecorrectanswer,asshownatthetopofpage403ofthePMBOK.
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Answeroptionb.To"Rejecttheestimateandremovethefunctionalmanagerfromtheproject"
(answeroptiona.)wouldbedisrespectfulofthemanager,aswouldquestioning"eachfunctional
managerforinformationaboutthisestimate"(optiond.).Ifyouwereto"Accepttheestimateand
plantousetheadditionalfundingasareserve"(optionc.),youwouldbeirresponsible.Theonly
reasonableansweris"Requestthesupportingdetailsfortheestimatetoensureithasbeen
properlyprepared,"optionb.
Answeroptionc.ThisquestionconcernsbothResponsibilityandRespect,twoofthefour"pillars"
ofPMI'sCodeofEthics.Tothefirstpillar,"Yourcompanycodeofconductclearlystatesthatyou
cannotacceptgiftsfromanyclient."Andtothesecond,"Failuretoacceptthegiftfromthisclient
maycausegraveoffence."ItisanunwrittenfactthatPMIencouragesslow,cautiousmovements.
Theemphasisisalwaysonwhatyoushoulddofirst.Inthismatter,youarecaughtbetweentwo
competingdemandsrespectforthecustomer,andresponsibilityinupholdingthecompany's
codeofconduct.Thebestofthefouroptionsistoescalatethematterto"yourProjectSponsor
and/oryourlegalorpublicrelationsgroup."
Answeroptionb.ThisquestionconcernsbothFairnessandRespect,twoofthefour"pillars"of
PMI'sCodeofEthics.ItisinaccordwithFairness,inthatyouarerequestingacknowledgementof
theeffortyouwillinvestinwritingthepaper.ItisinaccordwithRespect,aswell,inthatyouare
requestingsuchacknowledgement,notdemandingit,andyouarenotbroadcastingtheissueby
going"overthehead"ofyourProjectSponsortoseekadvicefromothers.Ameasureofrespectis
alsoaccordedtoyourProjectSponsorbynotelectingto"refusetofollowinstructions."
Answeroptionc."Acceptinggiftsinexchangeforfavoringonecontractoroveranother"isaclear
caseofbribery.InPMI'sview,briberyalwaysunethical.
Answeroptionb.ThebestwaytoapproachquestionsthatareclearlyCodeOfEthicsquestionisto
firstanalyzethequestionandtheansweroptionsfromtheperspectivesofthefourpillarsofthe
codeFairness,Respect,Responsibility,andHonestyandthenmakeyourdecision.Inthis
problem,to"letthescheduleslipandinformthecustomer"wouldbeirresponsibleasaProject
Manageranddisrespectfultothecustomer.To"maketheemployeescanceltheirvacationplans
andworkovertime"wouldbeunfairtotheemployees.Andto"hiretemporaryemployeesforthe
overtime"wouldbeanextremekneejerkreactionthatmightbeavoided;itmaycometohiring
temporaryemployees.Fornow,however,optionb.,"Firstgivetheemployeesthechoiceof
workingovertime,"isareasonablefirststep.BeingresponsibleinPMI'sviewistotakeonestep
atatime.
Answeroptionb.Thereshouldbenoquestionthatansweroptionb.,"Useofconfidential
informationtoadvanceyourpositionorinfluenceacriticaldecision,"isclearlyaviolationofthe
PMPProfessionalCodeofEthicsandProfessionalConduct.Doingsoisanactofselfishnessand
possiblydamagingtothecompany.
Answeroptionb.Ifyouwereto"Provideeveryonewithanequalshare"(answeroptiona.),yoube
unfairtothosewhoworkedharderandperformedbetterthantheoneteammemberwho
"performedpoorlyonyourproject."Ifyouwereto"Asktheworkerstodecideamongthemselves
howthebonusshouldbesubdivided"(optionc.),youmightbeactingirresponsiblybyrelinquishing
aduty,orresponsibility,thatmanywouldconsiderasappropriatetothepositionofProject
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Manager.Regardingoptiond.,yourSponsorhasalreadyentrustedthetasktoyou;toseekto
returnittotheSponsorcouldbeasignofdisrespect.Thebestcourseofactionisto"Provide
everyoneasharebasedupontheirperformance"(optionb.).
Answeroptionb.A"violationofanestablishedruleorpolicy"requiresactiononthepartofthe
ProjectManagerotherthanoptiona.("Determinetherisksassociatedwiththeviolation")or
optionc.("Ignoretheviolationuntilitactuallyaffectstheprojectresults).Bothoftheseactionsare
inappropriateinthatone(optiona.)impliesthattheProjectManagermightconsiderignoringthe
violationaltogetherifitweredeterminedtobelowrisk,andtheother(optionc.)indicatesthatthe
ProjectManagertakestheviolationlightly,somethingthatcanbeignoredatleastuntil"itactually
affectstheprojectresults."Theproblemwithoptiond.isthattheresponsetotheviolation(aswell
asthereview)isanactionthatshouldprobablybetakenbyhigherauthoritieswithinthe
organization.TheProjectManager'smostappropriateresponsehere,andhisorherfirststep,isto
"ensurethereisareasonablyclearandfactualbasisforreportingtheviolation."
Answeroptiond.Itwouldbedishonesttotellnooneofyourconflictofinterest,soansweroption
a.canbeeliminated.ItshouldalsobekeptinmindthatPMI'scautiousandcarefulwayofthinking
isallabout"babysteps"andpropersequencewhatyoushoulddofirst.Optiond.,"Informyour
ProjectSponsorandaskforhisadvice,"isnotonlythefirststepthatshouldbetakenitalsoshows
considerablerespectforseniormanagement.Attheendoftheday,itmaycometooptionsb.or
c.,yourremovalfromoneorbothoftheprojects,buttherightthingtodoatthestart,inPMI's
mind,wouldbetodefertomanagement'sjudgmentinthismatter.
Answeroptiona.Twoansweroptionsmaybeeliminatedimmediately.Answeroptionb.,"Do
nothingbecausetheriskisverylow,"isirresponsible;anydangeratallwarrantsaresponse.
Optionc.,"Tellthepublicthereisnoproblem."wouldbedishonest.Intheend,therightthingto
domightbeto"Advisethepublicnottousethewaterfordrinkinguntilfurthernotice"(optiond.)
butfirst,beforeyoutakethatdrasticaction(whichcouldcausesomepanicamongthepublic),
perhapsthebabysteptobetaken,theresponsiblefirstthingtodo,isto"Orderadetailed
examinationtodeterminetheextenttowhichtheproblemexistsandkeepthepublicfully
informedofthesituation,"answeroptiona.
8.
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Simulated
PMPExamination

SimulatedPMPExamV5.21
theknowledgeacademy

1.
DuringwhichprojectmanagementProcessGroupmighttheroughorderofmagnitude(ROM)
estimatebecreated?
a. Initiating
b. Planning
c. Executing
d. Closing
2.
InasimpleProjectLifeCycle,activitiessuchasAcceptance,Handover,andArchivingofrecordswill
occurduring___.
a. Concept
b. Development
c. Execution
d. Termination
3.
Whichofthefollowingprocessesdevelopsthedocumentthatformallyauthorizestheproject?
a. DirectandManageProjectWork
b. MonitorandControlProjectWork
c. DevelopProjectCharter
d. DevelopProjectManagementPlan
4.
CalculatethePaybackPeriodforthedataavailableinthetablebelow.ThisistheProjectManagers
estimateofthecashflowthatwilltakeplaceoverthenextfiveyears.

EndofYear
CashFlowOut
CashFlowIn
1
$0
$500,000
2
$300,000
$90,000
3
$400,000
$100,000
4
$200,000
$175,000
5
$50,000
$35,000

a.
b.
c.
d.
1year
2years
3years
5years

5.
6.
Whosejobisittodeterminetheprioritiesamongprojectsinacompany?

a. ProjectManager
b. Sponsor
c. SeniorManagement
d. ProjectTeam

Oneofthefunctionalmanagersinyourorganizationisarguingthatoperationsandprojectsare
sameandthereforerequiresimilarplanningtechniques.Whatwouldbeyourbestargumentto
stressyourviewpointthatthetwoaredifferent?
a. Resourcesconsumedbyoperationsaredifferentthantheresourcesconsumedbyprojects
b. Projectsincurlargeexpensesincomparisontooperations
c. Projectsaredonebycombiningtheeffortsofvariousdepartmentswhiletheoperationsare
doneonlybyonedepartment
d. Projectshaveadefinitestartandenddatewhileoperationsdonot
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7.
YouaretheProjectManagerforanunderpassconstructionproject.Whileplanningtheproject
risks,whichofthefollowingwillyouNOTselectasastrategyfordealingwithnegativerisksor
threats?
a. Exploit
b. Avoid
c. Transfer
d. Mitigate
8.
Inwhichdocumentwillyoufindthecodeofaccountidentifier,descriptionofwork,responsible
organization,andlistofschedulemilestones?
a. WBS
b. WBSDictionary
c. PERT/CPMCharts
d. RoleandResponsibilityMatrix

Amatrixorganizationbeginsanewproject.TheProjectManagerknowsthattheteamismore
responsivetotheirfunctionalmanagersthantoPM.Togetmoresupportforherprojectfromthe
functionalleaders,theProjectManagerdecidestopreparea___.
b. ProjectCharter
c. ScopeStatement
d. HumanResourceManagementPlan

9.

10.
TheactivityShipContainerinyournetworkdiagramhasanearlystartofday17,alatestartof
day22,andalatefinishofday37.Whatistheactivityduration?
a. 15days
b. 16days
c. 59days
d. 14days
11.
Inyournewproject,youhavetoprovideacriticaldeliverablewithinfivemonthsanddonothave
timetogothroughtheConductProcurementsprocess.Youdecidetosignacontractwitha
supplierwithwhomyourcompanyhasdonesomeworkinthepast.Theriskyouareacceptingin
thissituationis:
a. Theabilityofthesuppliertodeliverthegoods
b. Collusionbetweenthesupplierandyourteam
c. Lackofproperscopedefinition
d. Lackofalegallybindingagreement
12.
AsaProjectManager,achievingcustomersatisfactionisanimportantobjectiveforyou.Whichof
thefollowingwillhelpyouinattainingyourobjective?
a. Definingrequirements
b. Providingmorefeaturesthanaskedbythecustomer
c. Identifyingprojectrelatedrisks
d. Providingprojectjustification
13.
Whichofthefollowingisanongoingandcoordinatedmanagementofagroupofprojectsthat
maybeeitherinterrelatedorindependentandcontributetocommonstrategicobjectives?
a. ProjectManagement
b. ProgramManagement
c. PortfolioManagement
d. PersonalManagement
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14.
WhichofthefollowingisNOTafunctionoftheProgramManagementOffice?
a. AdministrativesupporttoProjectManagersandteammembers
b. Consolidationofindividualprojectstatusreportsintoprogramandcorporatereports
includingexceptionreporting
c. Responsibilityforqualityauditandassuranceacrosstheorganization
d. Coordinationofresourceallocationacrossallprojects
15.
WhichofthefollowingisnevertrueabouttheDefineScopeprocess?
a. Itiscriticaltoprojectsuccess.
b. Itisadetaileddescriptionoftheprojectandtheproduct
c. Itdoesnotinvolvenegotiationwiththestakeholders
d. Itcouldbeiterative
16.
Yourprojecthasjustbeenapprovedbymanagement.YouhavedevelopedtheProjectCharterand
identifiedtheprojectstakeholders.ThisinformationfromInitiatingisInputintowhichofthe
followingProcessGroups?
a. Executing
b. Planning
c. Controlling
d. Monitoring
17.
AsaProjectManager,youneedtomanagethestakeholdersforyourproject.Whichofthe
followingdescriptionsmaycontainpeoplenotconsideredtobestakeholders?
a. Theyareindividualsandorganizationsinvolvedintheproject.
b. Theyareindividualsandorganizationswhoareinfavoroftheproject.
c. Theyareindividualsandorganizationsthatgetaffectedbytheproject.
d. Theyareindividualsandorganizationsthatprovidefinancetotheproject.

Duringtheplanningphaseofyourproject,yourprojectteamhasdevelopedseveraldifferent
methodsforcompletingapartoftheprojectscope.Thisisanexampleof___.
a. RiskAnalysis
b. AlternativesGeneration
c. AlternativeSelection
d. ProductAnalysis

18.

19.
AsthetimeintheProjectLifeCyclepassesby,theabilitytoinfluenceriskandcostintheproject
___.
a. Increases
b. Decreases
c. Increasesanddecreases
d. Thereisnofixedpattern
20.
Amajorscopechangehasbeenformallyproposedtotheprojectteam.ThenextsteptheProject
Managershouldtakeisto___.
a. Lookforotherchanges.
b. Gainsignoffonthischange.
c. Assesstheimpactassociatedwiththisscopechange.
d. Startexecutionofthesaidwork.
21.
TheprojecthasbeeninitiatedandtheProjectManagerisintheprocessofdefiningand
documentingthestakeholdersneedsrequiredtomeettheprojectobjectives.Heisverycarefulin
theknowledgeacademy

performingthisprocessasheisawarethattheprojectssuccessisdirectlyinfluencedbytheeffort
appliedtocapturingandmanagingprojectandproductrequirements.Allofthefollowingare
Tools/Techniquesthatcanassisthiminpreparingtherequirementsdocumentationexcept___.
a. Facilitatedworkshops
b. Groupdecisionmaking
c. Prototypes
d. Inspection

22.
JohnprovidesalistofkeyrisksandstatestheirriskresponsestrategiestohismanagerashisRisk
ManagementPlan.Whydoeshismanager,Jeff,aPMP,askhimtoredohisplan?
a. AlistofprojectrisksisanOutputofriskidentification
b. TheRiskManagementPlandefinestheapproaches,tools,anddatasourcesusedtoperform
riskmanagement,rolesandresponsibilities,budgeting,timing,riskcategories,revised
stakeholderstolerances,reportingformatsandtrackingbutnottherisks
c. Therisklistshouldalsoincludetriggers
d. Johnhasnotinvolvedtheprojectteam
23.
YouhavetoensurethatappropriateTools/Techniquesareusedinperformingtheprocessof
ControlRisks.WhichoneofthefollowingisNOTaTool/Techniqueforthisprocess?
a. RiskReassessment
b. RiskAudits
c. RiskRegister
d. TechnicalPerformanceMeasurement
24.
Aprojectof$1.5millionhasanadverseeventthathastheprobabilityof60%ofoccurrenceanda
potentiallossof$25,000.Thisrepresentsanexpectednegativevalueof:
a. $150,000
b. $15,000
c. $1,500
d. $90,000
25.
SensitivityAnalysisisoneoftheTools/TechniquesinvolvedinperformingQuantitativeRisk
Analysis.WhataretheadvantagesofusingSensitivityAnalysis?
a. Itdeterminestherisktopubliconly
b. Itallowsforindependentanswers
c. Ithelpstheteamunderstandwhichriskscouldhavethegreatestpotentialeffectonthe
project
d. ItprovidesinsightintotheprojectthatthePMmaybelacking
26.
Youarecurrentlyintheplanningprocessandhaveidentifiedtherisksassociatedwiththisproject.
Whatisthenextstep?
a. Assignprobabilityandimpactvaluesusingqualitativeanalysis
b. UsetheDelphiTechniquetoconfirmtheidentifiedrisks
c. Identifytheresponsestrategiesfortheidentifiedrisks
d. Startworkingonthecreationoftheprojectschedule
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27.
YouaretheProjectManagerintheaviationindustryandareengagedinaprojectthatwillcreatea
newandimprovedproductforyourcompany.Thecompanyhashighexpectationsforthis
product.Othercompanyproductshaveatotalof5millionusersaroundtheglobewhowillbe
impactedbythisnewproduct.Whichofthefollowingisatechniquethatcanbeusedtogather
opinionsabouthowtoimplementthenewproductwiththeleastimpactonexistingusers?
a. IdentifyRisks
b. AnonymousTrigger
c. RiskMitigation
d. DelphiTechnique
28.
WhichistheTool/Techniquethatdisplaysthevaluesofprobabilityandimpactandassistsin
prioritizingtherisksqualitatively?
a. ProbabilityandImpact
b. ProbabilityandImpactMatrix
c. ProbabilityAnalysis
d. ExposureMatrix
29.
Uponevaluation,anewlyappointedProjectManageridentifiesthattheLDRprojecthasmanyrisks
withhighriskimpactscores,buthasanoveralllowriskscore.Howisthispossible?
a. Theriskscoresaregradedonabellcurve.
b. TherisksareratedHigh,Medium,andLow
c. Theimpactofeachriskisnotaccountedforuntilitcomestofruition
d. Theprobabilityofeachriskislow
30.
Whichofthefollowingtechniquesisusedtoevaluatethedegreetowhichthedataaboutrisksis
usefulforriskmanagement?
a. DecisionTree
b. ProbabilityImpactMatrix
c. Simulation
d. DataQualityAssessment
31.
WhatactionshouldaProjectManagerFIRSTtakewhenanunidentifiedriskeventoccurs?
a. Informthecustomerofthepossibleconsequences
b. Informtheseniormanagementofthepossibleconsequences
c. Redotheriskidentificationprocesstogetpreparedforotherknownunknowns
d. Createaworkaround
32.
Whattypeofcontractwouldthebuyerwanttoissueforarelativelynewtechnologyoriented
projectinordertoreduceoreliminateasmuchriskaspossibleforthemselves?
a. Time&Materials(T&M)
b. CostPlusIncentiveFee(CPIF)
c. FixedPriceIncentiveFee(FPIF)
d. CostPlusFixedFee(CPFF)
33.
Ifaprojecthasa90%chanceofhavingthescopedefinedbyacertaindateandan80%chanceof
obtainingapprovalwithin10daysofscopedefinition,whatistheprobabilitythatthedelivered
scopewillbedefinedandacceptedasperthescheduledates?
a. 1.7
b. 0.1
c. 0.72
d. 0.9

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34.
RollingWavePlanningisaformofprogressiveelaborationplanningwheretheworktobe
accomplishedintheneartermisplannedindetailandfutureworkisplannedatsummarylevel.
WhichprocessusesRollingWavePlanningasaTool/Technique?
a. DefineActivities
b. SequenceActivities
c. EstimateActivityResources
d. DevelopSchedule
35.
Youareexaminingthenetworkpathsforyourproject.PathA'sdurationis12358;PathB's
durationis13567;PathC'sdurationis12549;andPathD'sdurationis23448.Whichof
thefollowingistheCriticalPathforthisproject?
a. PathA
b. PathB
c. PathC
d. PathD
36.
Jason,theProjectManager,hasrecentlyearnedhisPMPCertificationandisplanningquality
managementforhisprojectwithhisteam.Sinceitisthefirsttimeheisperformingthisactivity,
helphimidentifywhichofthefollowingqualityTools/TechniqueswillNOTbeneededtoplan
qualityinhisproject.
a. QualityAudits
b. CostofQuality(COQ)
c. Benchmarking
d. CostBenefitAnalysis
37.
WhichofthefollowingisalsoknownasFailureCosts?
a. Internalcosts
b. Preventioncosts
c. CostofDefects
d. CostofPoorQuality
38.
YouaretheProjectManagerfortheABCProject.Initially,youidentified5stakeholdersinyour
project.Astheprojectmovedahead,5morestakeholdersgotinvolvedintheproject.Assuming
thattheyallneedtocommunicatewitheachother,howmanyadditionalcommunicationchannels
arethere?
a. 5
b. 45
c. 35
d. Cannotbeevaluated
39.
Whichofthefollowingsignifiesthetimeanactivitymaybedelayedorextendedwithoutaffecting
thetotalprojectduration?
a. Lag
b. Lead
c. TotalFloat
d. FreeFloat
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40.
WhichofthefollowingisNOToneofCrosbysFourAbsolutesofQuality?
a. Aimiszerodefects
b. Conformancetorequirements
c. CostofQualitycannotbemeasured
d. Qualitycomesfromprevention
41.
Youareinchargeofdevelopinganewproductforanorganization.Yourqualitymetricsarebased
onthe17thpercentileofthelastthreeproductsdeveloped.Thisisanexampleof___.
a. StatisticalSampling
b. Metrics
c. Benchmarking
d. Operationaldefinitions
42.
Therearefivestagesofdevelopmentthatteamsmaygothrough.Whichofthefollowingisthe
correctorderinwhichthesestagesoccur?
a. Forming,Storming,Norming,Performing,Adjourning
b. Norming,Storming,Forming,Performing,Adjourning
c. Forming,Norming,Performing,Storming,Adjourning
d. Forming,Performing,Norming,Storming,Adjourning
43.
TheProjectManagercanexercisedifferentpowersduringtheProjectLifeCycle,asneeded.Which
ofthefollowingrepresentsthepowerthatisasubsetofLegitimatePowerandinvolvestheability
torewardpeopleinexchangeforpositiveachievements?
a. LegitimatePower
b. CoercivePower
c. RewardPower
d. ReferentPower
44.
TimistheProjectManagerfortheDoomProject.Twokeyteammembershavecometohimfor
assistanceinresolvingtheirconflict.Timintendstouseaconflictresolutionstrategythatwill
resultinwhatisfrequentlyconsideredawinwinsituation,inthatthestrategysgoalistoachieve
consensusandcommitmentonthepartofbothparties.Whichisthisconflictresolutionstrategy?
a. Compromise/Reconcile
b. Force/Direct
c. Smooth/Accommodate
d. Collaborate/ProblemSolve
45.
Whichleadershipstylethrowsopentheproblemtothegroupfordiscussionandsimultaneously
allowsorencouragestheentiregrouptomaketherelevantdecision?
a. Coach
b. Facilitator
c. Director
d. Supporter
46.
WhatisNOTtrueaboutManagementbyObjectives(MBO)?
a. Itisasystemofmanagerialleadershipthatdefinesindividualmanagerialresponsibilitiesin
termsofcorporateobjectives.
b. Managersandworkerssetindividualgoalsthatcontributetotheachievementofthose
corporateobjectives.
c. Goalsandobjectivesshouldreflectprojectgoalsandalignwellwiththeclient'sgoals.
d. Itworkswellonlywhenitisdrivenbythelowerstaff.

theekno
owleedgeeacadem
my

47.
InthePo
ower/InfluenceModel,w
whoarethep
powerfulpeo
oplewhoacttivelysupporrttheprojectt?
a. Blockers
b. Ch
hampions
c. Su
upporters
d. Deetractors
48.
Collectiveely,theproje
ectphasesa reknownass___.
a. PrrojectSlack
b. Float
c. PrrojectLifeCyycle
d. Im
mplementatio
ontime
49.
Whichoffthefollowin
ngisaphaseedbudgetusedtomeasu
ureandmoniitorcostperformance?
a. Co
ostBaseline
b. Co
ostManagem
mentPlan
c. EA
AC
d. Ch
hartofAccou
unts
50.
Whichoffthefollowin
ngisNOTtruueabouttheProjectMan
nagementPl an.
a. Itisalivingdo
ocumentanddissubjectto
oversioncon
ntrol.
aselineagainnstwhichfuttureactionsaremeasureed.
b. Itformstheba
oseofthePr ojectManaggementPlanistodefineaandcommunicatehowtthe
c. Prrimarypurpo
prrojectistobeexecuted, monitored,aandcontrolle
ed.
d. Prrimarypurpo
oseofthePr ojectManaggementPlanistocommuunicatetheP
ProjectManaagers
intentionstotthesponsor.
51.
ThediagrrambelowisstheWorkB
Breakdownsyystem(WBS)foranenginneeringproject.WBSIteem
1.1.2cou
uldbea___.
a.
b.
c.
d.
Co
ontrolAccou
unt
W
WorkPackage
e
Co
odeofAccou
unts
W
WBSDictionar
ry
SimulattedPMPExa mV5.2 9

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52.
Youhavebeenassignedahighpriorityproject.Yourorganizationispioneeringinnewtechnology
withthisprojectandhasnopreviousexperienceinbuildingasimilarproduct.Managementhas
requestedthatyourestimatesbeaccurate.Whichtechniqueshouldbeused?
a. TopDownestimating
b. TopDownbudgeting
c. BottomUpestimating
d. BottomUpbudgeting
53.
WhichofthefollowingisMOSTtrueinregardtotheCodeofAccounts?
a. Itallowsthebreakdownleveloftheitemintheresourcebreakdownstructuretobeeasily
identified.
b. Itdescribesthecodingstructureusedbytheperformingorganizationtoreportfinancial
informationinitsgeneralledger
c. ItisthecollectionofuniqueidentifiersgenerallyassignedtoWBSitems
d. Itdefinesethicalbehaviorintheprojectandtheresponsibilitiestothecustomerandthe
profession
54.
AstheProjectManager,youarecurrentlyestimatingcostsforyourproject.Youareusingthe
AnalogousEstimatingtechnique,whichisbestdescribedas___.
a. Leastaccurate
b. BottomUpestimating
c. RegressionAnalysis
d. Mostaccurate
55.
Thesponsorhasaskedyoutoprovidethecostestimationforinstallation,maintenance,and
customersupportforaslongastheproductisexpectedtolast.Whatkindofestimateisthis
referredtoas?
a. LifeCycleCosting
b. Depreciation
c. ProjectCostBaseline
d. PaybackPeriodestimate
56.
TheProjectManagerhasaskedJohntoestimatethecostofhisactivitysoastocompleteproject
costestimating.Heisnotconfidentofthecostestimatesandseekshelpfromhiscolleague,who
askshimtoidentifytheoptimistic,pessimistic,andmostlikelyestimatesofhisactivity.Johnhas
identifiedthefollowingvalues.
Pessimistic=$450,000
Optimistic=$330,000
MostLikely=$360,000
Whatwouldbetheestimatedcostforhisactivity?
a. $370,000
b. $190,000
c. $355,000
d. Noneoftheabove
57.
WhichofthefollowingisNOTaTool/TechniquefortheDetermineBudgetprocess?
a. CostAggregation
b. ReserveAnalysis
c. FundingLimitReconciliation
d. ResourceCalendars

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58.
AccordingtoHerzbergstheory,allofthefollowingaremotivatingfactorsexcept___.
a. Recognition
b. Responsibility
c. Advancementincareer
d. Salary
59.
Inyourproject,youinvestalotoftimeinteamdevelopmenttoincreasetheteamsperformance,
whichinturnincreasesthelikelihoodofmeetingprojectobjectives.Whichofthefollowing
indicatorswillyouNOTusetoevaluateyourteamseffectiveness?
a. Improvementinskillsofteammembers
b. Improvementincompetenciesandmoralethathelptheteamtoperformbetterasagroup
c. Decreaseinstaffattrition(i.e.,fewerpeopleleavingtheprojectteam)
d. Deliveryofprojectdeliverablesaheadofschedule
60.
OneoftheProjectManagersmajorresponsibilitiesistocoordinateprojectresourcestocarryout
theprojectaspertheProjectManagementPlan.Inwhichprocessgroupdotheprocesseshelpthe
ProjectManagerfulfillthisresponsibility?
a. Monitoring&Controlling
b. Closing
c. Planning
d. Executing
61.
Theperformingorganizationhasapolicythatrequiresairtravelbyaparticularairlinetospecified
destinations.However,theProjectManagerhasafrequentflierprogramwithanotherairline,
whichalsofliestothisparticulardestinationheisrequiredtotravelto.WhatshouldtheProject
Managerdo?
a. Makehisowntravelarrangements
b. Travelbythecompanyapprovedairline
c. Secureanapprovalfortravelbyhispreferredairline
d. Gettheorganizationtomakeanarrangementwiththeairlineofhischoice
62.
Youaremanagingaprojectwithoneyearduration.Duringthemiddleoftheproject,yourealize
thatthequalityoftheprojectisnotasplannedorexpected.Whoisresponsibleforthissituation?
a. Projectchampion
b. Projectteam
c. Stakeholders
d. Customers
63.
TheWBSforyourprojecthasbeenpreparedanddistributedtotheprojectteammembers.When
executionbegins,whichdocumentwillprovidetheteamwithguidanceonhowtoexecute,
monitorandcontrol,andclosetheproject?
a. WBSDictionary
b. ScopeStatement
c. ProjectManagementplan
d. ProjectStatementofWork
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64.
ManagementwantstobesurethataprojectisfollowingdefinedCorporateandProjectquality
standards.Ofthefollowing,whichonewouldtheyusetodeterminethattheprojectisinfact
followingthesedefinedqualitystandards?
a. RiskManagementPlan
b. WorkBreakdownStructure(WBS)
c. StatementofWork
d. QualityAudit
65.
Ifanemployeeisworkingtowardsthesatisfactionofhersafetyneeds,whichofthefollowingisthe
highestneedshehasalreadysatisfied?
a. Physiological
b. Needforapprovalfromthesociety
c. Needforselfesteem
d. Social
66.
Afterareviewofyourproject,EVis42%againstPVof50%.TheProjectManagerintendstomake
upforthe5%.TheProjectSponsorhassetaside$100,000asmanagementreserveandhas
authorizedtheProjectManageruseofthisreserve.Insteadofusingittohiretemporarylaboror
payovertime,theProjectManagerisusingitasanincentivefortheteamtocatchupin60days.If
theteamachievesthedeadlines,themoneywillbeusedtotaketheteammembersandtheir
gueststoMiamiforanallexpensespaidweekend.WhattypeofpoweristheProjectManager
exercising?
a. Referent
b. Reward
c. Coercive
d. Expert
67.
Akeyteammemberontheprojectyouarecurrentlymanaginghasresigned.Youvehireda
replacementandplantoinformmanagementoftheresignationandyoursubsequentreplacement
decisionatFridaysstatusmeeting.Mostlikely,youareaProjectManagerworkingina___
organization.
a. Matrix
b. Projectized
c. Expeditor
d. Coordinator
68.
Projectinformationmaybedistributedusingavarietyofmethodsincludingprojectmeetings,hard
copydocumentdistribution,andsharedaccesstonetworkedelectronicdatabases,fax,electronic
mail,voicemail,videoconferencingandelectronictoolsforprojectmanagement.Theseareknown
as___.
a. Projectcontrols
b. Projectinformationmanagementsystem
c. Projectdistributionsystems
d. CommunicationMethodsandTechnology
69.
Youareintheprocessofselectingasellerandawardingacontract.Theprocesswillinvolve
receivingbidsorproposalsandapplyingdefinedselectioncriteriatoselectthesellerwhois
qualifiedtoperformthework.AllofthefollowingareInputstothisprocessexcept___.
a. SellerProposals
b. MakeorBuyDecisions
c. BidderConferences
d. ProcurementManagementPlan
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70.
AProjectManagerismanagingaprojectwheretherewillbeanumberofpersonsworking
together.Shewantstoenhancetheabilityoftheteamtoworktogetherandperformasateam.
Oneofthethingsthatcouldmaximizetheabilityoftheteamtodothisis___.
a. Cohabitation
b. Colocation
c. StaffingPlan
d. WorkBreakdownstructure
71.
WhichofthefollowingisahygienefactoraccordingtoHerzbergsMotivationHygieneTheory?
a. Recognitionforexcellentwork
b. Selfactualization
c. Goodrelationswithcoworkersandmanagers
d. Cleanclothing
72.
TomisaProjectManageronanindustrialdesignproject.Heisalwayswatchingwhenhisteam
memberscomeintotheoffice,whentheytaketheirbreaks,andwhentheyleave.Heperiodically
walksaroundtheofficetobesurethateveryoneisdoingworkwhentheyareattheirdesks,andhe
insiststhathemakeeveryprojectdecision,evenminorones.Whatkindofmanagerishe?
a. TheoryX
b. TheoryY
c. CostCutter
d. EffectiveTheoryX
73.
Thereareprobablymoremanhourslostduetoineffectivemeetingsthantoanyothercause.The
applicationofsomesimplerulescanmakemeetingsmuchmoreeffective.Whichofthefollowing
doesNOTcontributetomakingmeetingsmoreeffective?
a. HaveameetingpolicydefinedintheCommunicationsPlan
b. Meetatleastonceaweek
c. Circulateanagendabeforethemeetingandsticktoit
d. Makeallactionspersonalandtimelyandfollowthemup
74.
WhichofthefollowingisanInputtothePerformQualityAssuranceprocess?
a. ApprovedChangeRequests
b. QualityMetrics
c. ResourceCalendars
d. Grade
75.
Whichtypeofcostistrainingfortheprojectteam?
a. Direct
b. Indirect
c. CouldbeeitherDirectorIndirect
d. NeitherDirectnorIndirect
76.
TheCostBaselineisanOutputofwhichCostManagementprocess?
a. EstimateCosts
b. EstimateActivityDurations
c. DetermineBudget
d. ControlCosts
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77.

78.
The___isakeyInputintothePlanStakeholderManagementprocess.
a. StakeholderRegister
b. ProjectManagementPlanUpdates
c. RiskRegister
d. AnalyticalTechniques

Whenmightitbehelpfulfortheorganization'sContractsAdministrationorLegaldepartmentto
participateindiscussionswiththecustomer?
a. Whenthecustomerrequestsadditionalwordingnotcurrentlyinthecontract
b. Whentheprojecthascostoverruns
c. Whentheprojecthasascheduleslippagethatincludeschangestothecriticalpath
d. Whendefectsaredetected

79.
Communicatingandworkingwithstakeholderstoaddresstheirissuesandmeettheirneedsisan
objectiveofwhichprocess?
a. ManageCommunications
b. IdentifyStakeholderNeeds
c. ManageStakeholderEngagement
d. ControlCommunications
80.
Whichoneofthefollowingdocumentsdeterminesthemethodandtimingofreleasingtheteam
membersandalsohelpstomitigatehumanresourcerisksthatmayoccurattheendoftheproject?
a. Staffacquisition
b. Staffreleaseplan
c. Compliance
d. Safety
81.
ProjectStaffAssignmentsisanOutputoftheAcquireProjectTeamprocess.ItisanInputtothe
___.
a. DevelopProjectTeamprocess
b. PlanHumanResourceManagementprocess
c. StaffPlanningprocess
d. HumanStaffingprocess
82.
PMIbelievesProfessionalismandEthicalbehaviorareprerequisitestoProjectManagement.
WhichofthefollowingareNOTcategoriesofpeoplewhoarecoveredbythecodeofconduct:
a. AllProjectManagers
b. AllPMImembers
c. NonmembersofPMIthatholdaPMICertification
d. NonmembersofPMIthatarePMIVolunteers
83.
WhatisthedocumentthatiscomprisedprimarilyofdetailedplansastohowtheProjectManager
mightmanagestakeholdersandtheirexpectationsmosteffectively?
a. StakeholderManagementPlan
b. StakeholderEngagementAssessmentMatrix
d. CommunicationManagementPlan
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84.
Whichofthefollowingisknownastheformalprocedureforsanctioningtheprojectworkto
ensurethatitsdoneattherighttime?
a. ProjectPlanning
b. WorkAuthorizationSystem
c. CostEstimation
d. Organizationalprocedures
85.
InwhichofthefollowingdoestheProjectManagermanageanddirectprojectresourcesincarrying
outtheProjectManagementPlan?
a. Resourceplanning
b. WBS
c. Monitoringworkprogress
d. ExecutingProcessGroup
86.
WhentheratiobetweenEarnedValueandPlannedValueisgreaterthanone,itwouldbecorrect
tosaythat___.
a. Youhavecompletedlessworkthantheplannedwork.
b. Youhavecompletedmoreworkthantheplannedwork.
c. Youareearninglessthanspending.
d. Youareearningmorethanspending.
87.
Yourprojecthasanallocatedbudgetof$720,000.Eightmonthsafterthestartoftheproject,you
haveexhausted$515,200ofyourbudget.Youhavecompleted70%oftheworkagainstyourplan
of82%.WhatistheCPIforthisproject?
a. 0.97
b. 1.02
c. 0.7
d. 0.85
88.
Duringtheprojectreview,youlearnthatyourprojecthasahighlikelihoodofexperiencinga
scheduleoverrun.YouknowthisbecausetheEVis___.
a. LowerthantheActualCosts
b. HigherthanthePlannedValued
c. LowerthantheBudgetedCostofWorkScheduled
d. LowerthanthecumulativeCPI
89.
Whatarethegraphicaldisplaysofaccumulatedcostsandlaborhours,plottedasafunctionof
time,knownas?
a. Variancereports
b. Scurves
c. Trendanalysis
d. Earnedvaluereports
90.
YourorganizationusesEarnedValueManagementtoassessprojecthealth.AsaProjectManager,
youwilluseEVMduringwhichofthefollowing?
a. Controllingprocesses
b. Executingprocesses
c. Entireproject
d. Closingprocesses
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91.
Youareintheprocessofauditingthevariousprojectprocessesandtheirperformance.Whichof
thefollowingistheLEASTappropriateTool/Techniquetouseinthisprocess?
a. ProcessDecisionProgramCharts
b. PrioritizationMatrices
c. ActivityNetworkDiagrams
d. VarianceAnalysis
92.
Yourteamhascompletedtheproject,andthecustomerhasacceptedthecompletedproject
scope.TheProjectManagementOfficehasreportedbacktoyou,theProjectManager,sayingthat
thelessonslearnedhavenotbeencompleted.WhatisthestatusofyourprojectNOW?
a. Theprojectiscompletebecausethecustomerhasacceptedthedeliverables.
b. Theprojectisincompletebecausetheprojectneedstobereplanned.
c. Theprojectisincompleteuntilallprojectandproductdeliverablesarecompletedand
accepted.
d. Theprojectiscompletedbecausetheprojecthasreachedtheduedate.
93.
YouareintheCloseProjectorPhaseprocess.Becauseofsomeunfortunatecircumstances,the
projectwasdelayed,causingcostoverrunsattheendoftheproject.Whichofthefollowing
statementsistrue?
a. Youshoulddocumentthecircumstancesaslessonslearned.
b. Youshouldpayparticularattentiontoarchivingthefinancialrecordsforthisproject.
c. Yourprojectendedbecauseofstarvationbecauseofthecostoverruns.
d. Youshoulddocumentthecircumstancessurroundingtheprojectcompletionduringthe
ScopeVerificationprocess
94.
Procurementauditsreviewwhichofthefollowing?
a. TheprocurementprocessesfromPlanProcurementManagementthroughClose
Procurements
b. TheprocurementprocessesfromPlanProcurementManagementthroughControl
Procurements
c. ThePlanProcurementManagementandConductProcurementsprocesses
d. TheprocurementprocessesfromPlanProcurementManagementthroughCloseProjector
Phaseprocess
95.
Yourconstructionprojecthas190specifications,350blueprints,andmultipleparts.Whichofthe
followingwouldyouusetoapplytechnicalandadministrativedirectiontoidentifythefunctional
andphysicalcharacteristicsofitemsandtocontrolchangestothosecharacteristics?
a. ConfigurationManagement
b. ChangeControlMeetings
c. Inventorycontrol
d. Operationaldefinitions
96.
Aspartoffinishingherprojectnotebook,Carmeniscompilingthepaperworkfortheproject
auditortoreview.Asshecompletesherfinalreportsfortheprojectcloseout,sherealizesthatshe
hasmistakenlyincludedthe___.
a. Projectfiles
b. ReturnonInvestment(ROI)
c. ProjectClosure/transferandtransitiondocuments
d. LessonsLearned
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97.
DanhasjustcompletedtheValidateScopeprocessandgainedCustomerAcceptanceofhisProject
Deliverables.Heisexcitedtobeneartotheprojectcompletion.Hefindsthatwhiledoingproject
closingheneedstoconcentratehiseffortsonmanyareas.Theyare:
a. ControlScheduleandControlQuality
b. ManageCommunicationsandControlProcurements
c. DefineActivitiesandSequenceActivities
d. CloseProcurementsandCloseProjectorPhase
98.
ProjectAhasanInternalRateofReturn(IRR)of20%,ProjectBhasanIRRof12%,ProjectChasan
IRRof22%,andProjectDhasanIRRof10%.WhichofthesewouldbetheBESTproject?
a. ProjectA
b. ProjectB
c. ProjectC
d. ProjectD
99.
CalculatetheVarianceatCompletionfortheproject,giventhefollowingvalues:

a.
b.
c.
d.
EV=$400,000
PV=$450,000
AC=$350,000
BAC=$500,000
ETC(BottomUp)=$100,000
EAC=$450,000

NegativeVarianceof$50,000
PositiveVarianceat$50,000
PositiveVarianceat$100,000
NegativeVarianceat$100,000

100.
TheTools/TechniquesforPerformIntegratedChangeControlinclude:
a. ExpertJudgment
b. ExpertJudgment,Meetings
c. Meetings
d. ChangeLog,ProjectManagementPlan
101.
ValidateScopeistheprocessofformalizingacceptanceofthecompletedprojectdeliverables.
Whenshouldthisprocessbedone?
a. Atthebeginningoftheproject
b. Duringtheplanningprocesses
c. PriortoCloseProjectorPhase
d. Attheendoftheproject
102.
Forthecompanyreviewmeeting,youhavetopreparegraphicalchartstoshowtheproject
performancetrends.Whichofthefollowingtwochartswillhelpyoutodothat?
a. ParetoChartandControlChart
b. ControlChartandRunChart
c. GanttChartandControlChart
d. HistogramandRunChart

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103.
JohnnyistheProjectManageroftheGalaxyProject.Qualityauditsofthedeliverablesshowthere
areseveralproblemsintheproduct.TheorganizationhasaskedJohnnytocreateachartshowing
thedistributionofproblemsandtheirfrequencies.Whichofthefollowingistheright
Tool/TechniquetoassistJohnny?
a. ParetoDiagram
b. IshikawaChart
c. ControlChart
d. Flowchart
104.
AsaProjectManager,youaredecidingontheTools/Techniquesthatyouneedtouseonyour
project.WhichprocessusesInterpersonalSkillsasoneofitsTool/Technique?
a. PlanHumanResourceManagement
b. ManageProjectTeam
c. ManageCommunications
d. ControlCommunications
105.
Acustomerhasbeenconsistentlylatewithapprovalsondesigndocumentation.TheProject
Managerhasraisedthesubjectinthepastbutthepracticeofdelayedapprovalhasnotchanged.
TheProjectManagerhasjustbeendocumentingthedelays,nothingmore.Whichconflict
resolutiontechniquehastheProjectManagerbeenfollowing?
a. Collaborate/ProblemSolve
b. Withdraw/Avoid
c. Force/Direct
106.
Seniormanagementneedstobeinformedregardingtheprogressonyourproject.Youwillbe
makingreportsbasedoncomparingthecurrentcost,schedule,andscopetodetailsfoundin___.
b. ProjectCharter
c. EarnedValuecalculations
d. PERTandCPM
107.
Inyourorganization,aprojectmanagementteamhassubcontractedworktoaservicecompany.
Theprocessofensuringthatthisservicecompany'sperformancemeetscontractualrequirements
iscalled:
a. PlanProcurementManagement
b. ControlProcurements
c. ProcurementManagementPlan
d. StaffingManagementPlan
108.
WhichofthefollowingistheOutputfromtheControlCommunicationsprocess?
a. CommunicationMethods
b. Organizationalprocessassetsupdates
c. InformationManagementSystems
d. ProjectCommunications
109.
Yourmostrecentprojectstatusreportcontainsthefollowinginformation:
EV=3,000,AC=3,500,andPV=4,000.TheScheduleVarianceis___.
a. 1000
b. 500
c. 500
d. 1000
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110.
111.
OutputsoftheControlCostsprocessincludeallofthefollowingexcept___.
a. CostForecasts
b. ChangeRequests
c. Workperformanceinformation
d. CostBaseline

YouhavejustbeeninformedbytheProjectSponsorthatthecustomerintendstoterminatethe
projectinthemiddleoftheproject.WhichofthefollowingwillyoudoFIRSTasaProject
Manager?
a. Sharethisinformationwithallstakeholdersbyemail
b. Evaluatetheimpactofprojectclosure
c. InitiatetheCloseProjectorPhaseprocess
d. Meetthesponsortodiscussthecourseofactions

112.
WhichofthefollowingisaTool/TechniquefortheCloseProjectorPhaseprocess?
a. ExpertJudgment
b. AcceptedDeliverables
c. ProjectCharter
d. ProjectManagementPlan
113.
CloseProjectorPhaseprocessdiffersfromtheCloseProcurementprocessbecause:
a. Procurementclosureinvolvesvalidationthatallworkanddeliverablesareacceptable,
whereasCloseProjectorPhasedoesnot.
b. CloseProjectorPhaseisonlyasubsetofCloseProcurement.
c. CloseProjectorPhasefinalizesallactivitiesacrossallProcessGroups,formallyending
projectorphasework;CloseProcurementscompleteseachprojectprocurement,
documentingagreementsforfuturereference.
d. ProcurementclosureisperformedbytheSeller;CloseProjectorPhaseisperformedbythe
Buyer.
114.
Yourclienthasterminatedyourprojectbeforeitiscomplete.Whichofthefollowingistrue?
a. Youmuststopallworkandreleasetheteamimmediately
b. YoumustinitiatetheCloseProjectorPhaseprocessandworkwiththeteamtodocument
thelessonslearned
c. Youmustkeeptheteamworkingontheprojecttogiveyourseniormanagementtimeto
talktotheclient
d. Youmustupdatetheprojectmanagementplantoreflectthischange
115.
WhichofthefollowingisNOTanInputoftheCloseProjectorPhaseprocess?
b. ProjectManagementMethodology
c. AcceptedDeliverables
d. OrganizationalProcessAssets
116.
WhichofthefollowingisanInputtotheCloseProcurementsprocess?
b. RequirementsDocumentation
c. ExpertJudgment
d. AcceptedDeliverables

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117.

118.
Duringprocurementclosure,aprocurementauditincludesallofthefollowingexcept:
a. Reviewingthecontracttermstoensurethattheyhaveallbeenmet
b. Identifyingsuccessesandfailuresthatshouldberecognized
c. Documentinglessonslearned
d. Usingthepaymentsystemtoprocessconsiderationasperthetermsofthecontract
WhichofthefollowingBESTdescribeswhenyouperformtheMonitorandControlProjectWork
process?
a. Continuouslythroughouttheproject
b. Assoonaseverydeliverableiscompleted
c. Atscheduledmilestonesorintervalsduringtheproject
d. Attheendofeveryprojectphase

119.
YouaretheProjectManagerforaconstructioncompany.Youarecurrentlyworkingonaproject
forbuildinganewdamacrossariver.Arecentchangeinalawgoverningecologicalpreservation
willimpactyourprojectandchangeyourprojectscope.WhatshouldtheProjectManagerdo?
a. Proceedasplanned,andignorethechangeinthelaw
b. Createadocumentedchangerequest
c. Consultwiththeprojectsponsorandthestakeholders
d. Stopallprojectworkuntiltheissueisresolved
120.
Youarelistingthepossiblereasonsthatcancausescopechangeinyourproject.Whichofthe
followingwouldnotrequireyoutoupdateyourscopebaseline?
a. Customerhaschangedthespecificationsforthedeliverables
b. Changeingovernmentregulations
c. Changeintheestimationapproachfromtopdowntobottomupestimating
d. Achangeinthedesignbecausenewtechnologyneedstobeimplemented
121.
WhichofthefollowingistheProjectManagermostinterestedinasanoutcomeoftheValidate
Scopeprocess?
a. Accuracy
b. Timeliness
c. Acceptance
d. Completeness
122.
Youareintheprocessofamidwayreviewattheendofthefirstyearofa$50,000project.The
earnedvalueanalysisshowsthatthePVis$25,000,theEVis$20,000,andtheACis$15,000.What
canbedeterminedfromthesefigures?
a. Theprojectisbehindscheduleandoverbudget.
b. Theprojectisaheadofscheduleandunderbudget.
c. Theprojectisaheadofscheduleandoverbudget
d. Theprojectisbehindscheduleandunderbudget.
123.
AtwhatleveloftheWBSshouldthebudgetbeestimatedtoassistinbudgetcontrolduringthe
MonitoringandControllingProcessGroup?
a. Highest
b. Lowest
c. Third
d. Majorworkeffort

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124.
125.
AsaProjectManager,youareensuringthattheControlCostsprocessisbeingfollowedonyour
project.AllofthefollowingistrueaboutControlCostsexcept:
a. Thecostbaselineisupdatedallthetime
b. WorkperformanceinformationsuchasCPI,SPI,TCPIandVACforcontrolaccountsare
recordedandcommunicatedtostakeholders
c. AcalculatedorbottomupestimatedEACisdocumentedandcommunicated.
d. ChangeRequestsaregeneratedandprocessedthroughthePerformIntegratedChange
Controlprocessasneededtofacilitatepreventiveorcorrectiveactionorcomponentsofthe
ProjectManagementPlan.
Abuyerhasfloatedaprocurementdocumenttobuycementforhisconstructioncompanyandin
responsereceivedseveralpricequotations.Thebuyerhasusedwhichoftheprocurement
documentsshownbelow?
a. RequestforProposal
b. RequestforQuotation
c. Proposal
d. InvitationforBid

126.
IfaProjectManagerwantstoexamineprojectresultsoveraperiodoftimetoanalyzethe
improvementinperformance,whatwouldsheuse?
a. TrendReport
b. ForecastingReport
c. StatusReport
d. Variancereport
127.
WhichofthefollowingisNOTaTool/TechniqueoftheDefineScopeprocess?
a. FacilitatedWorkshops
b. ConstrainedOptimization
c. AlternativesGeneration
d. ProductAnalysis
128.
YouhavetoensurethatappropriateTools/Techniquesareusedforperformingtheprocessof
ConductProcurements.WhichoneofthefollowingisNOTaTool/Techniqueforthisprocess?
a. FacilitatedWorkshops
b. ConstrainedOptimization
c. AlternativesGeneration
d. ProcurementNegotiations
129.
WhichofthefollowingisNOTaTool/TechniqueofthePerformQualitativeRiskAnalysisprocess?
a. RiskUrgencyAssessment
b. ExpectedMonetaryValueAnalysis
c. ProbabilityandImpactMatrix
d. RiskCategorization
130.
WhichofthefollowingisNOTaControlQualityprocessTool/Technique?
a. QualityAudit
b. ParetoCharts
c. IshikawaDiagrams
d. Inspection

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131.
WhichofthefollowingisNOTaTool/TechniqueintheIdentifyRisksprocess?
a. Brainstorming
b. RiskUrgencyAssessment
c. Delphitechnique
d. SWOTAnalysis
132.
Anexampleofscopevalidationis:
a. Reviewingtheperformanceacceptabilityofaninstalledsoftwaremodule
b. Managingchangestotheprojectschedule
c. DecomposingtheWBStoaworkpackagelevel
d. Performingabenefit/costanalysistodetermineifweshouldproceedwiththeproject

WhichofthefollowingissometimesadisadvantageofFixedPricecontracts?
a. Lessworkforbuyertomanage
b. Sellerhasastrongincentivetocontrolcosts
c. Buyerknowsthetotalpriceatthestartofaproject
d. FinalcostsmaybemorethanthefinalcostonaCostReimbursablecontractbecauseSellers
ofteninflatetheirpricestocovertheirrisk
133.

134.
TheStaffingManagementPlan,whichispartoftheHumanResourceManagementPlan,describes
whenandhowhumanresourcesrequirementswillbemet.InformationintheStaffing
ManagementPlanmayvaryaccordingtotheapplicationareaandprojectsize.Keyareasmaybe
thefollowingexcept___.
a. Staffacquisition
b. Resourcecalendars
c. Compliance
d. WorkItems
135.
InaBalancedMatrixorganization,twoprojectshaveaconcurrentneedforidenticalskillsinlimited
availabilitywiththefunctionalmanagerinchargeoftheskillindemand.Whoisresponsiblefor
resolvingthisconflictoverresources?
a. Seniormanagement
b. Sponsor
c. ProjectManager
d. FunctionalManager
136.
YouaretheProjectManagerfortheMoonProject.Aspartofqualitymanagement,youhavelisted
thecostofquality,bothforconformanceandnonconformance.Whichofthefollowingisnotan
attributeofthecostofnonconformance?
a. Safetymeasures
b. Downtime
c. Lossofcustomers
d. Rework
137.
Aninternationalprojectconsistsof150projectteammembersaroundtheworld.Eachproject
teamwillbeupgradingapieceofsoftwareindifferentfacilities.TheProjectManagerneedsto
addressqualityoftheoveralldelivery.Whichofthefollowingisthemostsuitablequalityplanning
tool?
a. WorkBreakdownStructure
b. Checklists
c. PND
d. WBSDictionary
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138.

139.
AsaProjectManager,youareensuringthatqualitystandardsshouldbefollowedonyourproject.
WhichPMBOKprocessidentifiesthequalitystandardsthatneedtobefollowedontheproject?
a. DevelopProjectCharter
b. CollectRequirements
c. PlanQualityManagement
d. PerformQualityAssurance
AsaProjectManager,youwantadetailedcostestimationtobedevelopedforyourproject.Which
oneofthefollowingtechniquesareyoumostlikelytouse?
a. Analogousestimating
b. ExpertJudgment
c. Bottomupestimating
d. Numericalestimating

140.
Thedurationofanactivityhasthefollowingestimatesoptimistic:25days;mostlikely:48days;
andpessimistic:65days.Whichofthefollowingisthetimeestimateofthisactivitybasedonthe
BetaDistribution?
a. 43days
b. 49days
c. 47days
d. 48days
141.
Youaremanagingaprojectinwhichyourteammembersareuncertainastohowmuchtimewill
beneededforeachactivity.Whichofthefollowingtechniquesisconsideredtobethemostuseful
inthiscase?
a. PrecedenceDiagrammingMethod(PDM)
b. ArrowDiagrammingMethod(ADM)
c. ProgramEvaluationandReviewTechnique(PERT)
d. CriticalPathMethod(CPM)
142.
Thestandarddeviationsforthefourtasksonaparticularpathare3,5,10,and3.Whatisthe
standarddeviationfortheentirepath?
a. Youcannotdeterminethestandarddeviationwiththeinformationgiven.
b. 11.95
c. 5.8
d. 143
143.
AProjectManagerisusingasingledurationestimatetocalculateactivityduration.Whichtypeof
mathematicalanalysis,fromthefollowing,isheusing?
a. CriticalPathMethod(CPM)
b. ProjectEvaluationandReviewTechnique(PERT)
c. MonteCarlo
d. GraphicalEvaluationandReviewTechnique(GERT)
144.
___istheamountoftimethatasuccessoractivitycanbeadvancedwithrespecttoapredecessor
activity.
a. Float
b. FreeFloat
c. Lag
d. Lead

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145.
146.
Thecalculationofpricingforaprojectcanbeextremelycomplex.Accuratecostestimatesand
pricequotesfromvendorsneedtobeevaluated.Whichofthefollowingfacilitatesthepricingofa
projectbyastructureddecompositionofthetotaleffortintoindividualactivitiesandbydefining
costelementsoflabor,material,andequipment?
a. CostEstimationPlan
b. CostManagementPlan
c. WBS
d. Bottomupestimating
WhichofthefollowingaretheprojectconstraintsdefinedbyPMI?
a. Scope,Quality,Schedule,Budget,ResourcesandRisk
b. Quality,Procurement,Schedule,Budget,ResourcesandRisk
c. Scope,Quality,Communication,Budget,ResourcesandRisk
d. Scope,Quality,Schedule,Budget,CommunicationandRisk

147.
Ofthefollowing,whichisNOTtrueofaProjectLifeCycle?
a. Costandstaffinglevelsarelowatthestart,peakastheworkiscarriedoutanddroprapidly
astheprojectdrawstoaclose.
b. Stakeholderinfluencesaregreatesttowardstheendoftheproject
c. Riskanduncertaintyaregreatestatthestartoftheproject
d. Costofchangesincreasesastheprojectapproachescompletion
148.
YouareaProjectManagerforyourorganization.Joe,aProjectManagerintraining,wantstoknow
whentheProjectManagerneedstobeassignedtoaproject.YourBESTansweris:
a. Duringtheinitiationstage
b. Duringtheplanningstage
c. Whenthestakeholdersapprovethebudget
d. AssoonasaRequestforQuoteisreceived
149.
Ofthefollowing,whichisanexampleofanexternalEnterpriseEnvironmentalFactor?
a. Companymethodologyandorganization
b. Companyculture
c. Companyinfrastructureandcapability
d. Governmentandindustrystandardsandregulations
150.
Forprojectsthatarecarriedoutunderaformalcontract,theprincipalInputsare___.
a. StatementofWorkandBusinessCase
b. StatementofWorkandProjectCharter
c. ProjectCharterandBusinessPlan
d. StatementofWorkandProjectDocument
151.
AllofthefollowingaretrueaboutaProjectStatementofWorkexcept___.
a. Itshouldcontainaproductdescriptiondescribingthecharacteristicsoftheproductthe
projectwillbeundertakentocreate,aswellasdescriptionsofprojectactivities,
deliverables,quality,andtimescaleconstraints.
b. Itshouldcontainsomediscussionofthemarketdemand,legalrequirement,regulation,or
environmentalconsiderationthatmeetsabusinessneed.
c. Itshouldcontainahighlevelmissionstatementthatalignstheproposedprojectwiththe
strategicplanofthecompany.
d. Thesponsoringmanagementberesponsibleforcreatingit.

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152.
KeybenefitsofDevelopingaProjectCharterincludeallofthefollowingexcept:
a. TheCharterprovidesawelldefinedprojectstartandprojectboundaries
b. TheChartercreatesaformalrecordoftheProject
c. TheCharterformallyauthorizesthebudgetoftheProject
d. TheCharterprovidesadirectwayforSeniorManagementtoacceptandcommittothe
project
153.
Akeytoolofprojectmonitoringandcontrolthatconsistsoftools,proceduresandprocesses
necessarytocollect,collate,anddisseminatetheinformationgeneratedasanoutcomeofthe
projectmanagementprocessesisknownas___.
a. EarnedValueAnalysis
b. ProjectManagementInformationSystem
c. ProjectManagementPlan
d. ProjectCharter
154.
Astheprojectprogresses,thecostofchangeisexpectedto___.
a. Reduce
b. Increase
c. Increaseandlaterreduce
d. Hasnoeffect
155.
TheCloseProjectorPhaseprocessinvolvesallofthefollowingexcept___.
a. FinalUpdatestotheProjectFiles
b. ProjectorPhaseClosureandHistoricalInformationdocuments
c. Handoverofdeliverables
d. AdminManagement
156.
Failuretoproperlyarchivecanhavesevereconsequences.AnarchivingsystemshouldNOT:
a. Caterforeverydocumentandrecordtype,e.g.,book,drawing,report,letters,minutes,
specifications,emails,etc.
b. Listandindexalldocumentsandstatewheretheyarestoredandthemediatype.
c. Haveslowretrievalaccesscontrols.
d. Ensurethatelectronicmediaisfutureproof.
157.
The___isthedocumentthatiscomprisedmainlyofidentificationinformation,assessment
information,andstakeholderclassificationinformation.
a. StakeholderManagementPlan
b. StakeholderEngagementAssessmentMatrix
d. ProjectManagementPlan
158.
Theprocessofsubdividingprojectdeliverablesandprojectworkintosmaller,moremanageable
componentsis___.
a. CreateWBS
b. ValidateScope
c. DefineScope
d. DefineWBS

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159.

160.
ThePerformIntegratedChangeControlprocessisconcernedwithcontrollingscopevariances.
ScopeisalsocontrolledbyregularperformancereviewingandPerformanceReports.AllareTRUE
aboutPerformanceReportsexcept___.
a. PerformanceReportsareusedtodetermineiftheprojectisontrack.
b. PerformanceReportscompareactualwithplannedtime,cost,quality,andscope.
c. PerformanceReportswillhaveanacceptancetest
d. PerformanceReportsprovideaudittrailandprojecthistory.
ThePrecedenceDiagrammingMethodcreatesanetworkofactivitiesandusesboxestoshowthe
activitiesandarrowstolinkthem.Thismethodisalsoknownas___.
a. ActivityonNode
b. ActivityonArrow
c. CriticalPathMethod
d. Noneoftheabove

161.
Aresourceconstrainedcriticalpaththatplacesabufferattheendofacriticalchainasatime
contingencytoallowforuncertaintyisknownas___.
a. Buffers
b. TheCriticalChain
c. TheCriticalPath
d. Float
162.
AScheduleCompressiontechniquewithoverlappingphasesoractivitiesthatwouldnormally
happensequentiallyisknownas___.
a. Crashing
b. FastTracking
c. Float
d. Lag
163.
___Analysisisatechniqueusedtogatherandanalyzequalitativeandquantitativeinformation
thatcanbeusedindeterminingwhoseinterestsneedtobeconsideredthroughouttheProjectLife
Cycle.
a. Stakeholder
b. PerformQualitativeRisk
c. PerformQuantitativeRisk
d. Bothbandc
164.
Abarchartrepresentationthatsummarizesrelateditemsofworkbutdoesnotshowindividual
taskdetailsisknownas___.
a. Detailedschedule
b. MilestoneSchedule
c. SummarySchedule
d. TimeManagement
165.
ManyprocessesresultinOrganizationalProcessAssetsUpdatesasanOutput.However,theactual
assetsthatareupdatedvaryfromprocesstoprocess.Whichprocesscouldresultinupdatesto
lessonslearneddocumentation,projectreportsandrecords,andstakeholdernotifications?
a. ManageStakeholderEngagement
b. ManageCommunications
c. ControlCommunications
d. Bothaandb

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166.
TheControlStakeholderEngagementprocessisallaboutwatchingtherelationshipsandoptimizing
plansforeffectivelyengagingthem.Whichofthefollowingisnotakeyinputtothisprocess?
a. ChangeRequests
c. WorkPerformanceData
d. IssueLogo
167.
Insteadofrejoicingatprojectend,thestakeholdersarebreathingasighofrelief.Noneofthem
wereconfidentthattheprojectwouldmeettheenddate.WhichofthefollowingisNOToneofthe
reasonsthatthisprojecthaddifficulty?
a. Lackofapaybackperiod
b. Lackofmilestones
c. Lackofacommunicationplan
d. Lackofastakeholdermanagementplan
168.
AnexperiencedProjectManager,whoiswellversedintherequirementsoftheproject,isleadinga
teamcomprisedmainlyofinexperiencedemployeeswhohaveneverpreviouslyworkedona
project.Whichtypeofleadershipstyleismostappropriateinthisprojectcontext,atleastinthe
initialstages?
a. Director
b. Facilitator
c. Coach
d. Supporter
169.
___isaniterativeprocessthatshouldbereviewedregularlybytheProjectManageroverthelife
oftheproject.
a. PlanStakeholderManagement
b. DevelopWBS
c. ControlScope
d. TimeManagement
170.
ACostPlusFixedFee(CPFF)contracthasanestimatedcostof$120,000withanagreedprofitof
10%ofthecosts.Theactualcostoftheprojectis$130,000.Whatisthetotalpaymenttothe
seller?
a. $143,000
b. $132,000
c. $142,000
d. $130,000
171.
Asyoudevelopyourprojectcloseoutdocuments,youbegintoreviewtheprojectdeliverablesand
developyourchecklistofprojectrequirements.Oftheoptionsbelow,theBESTsourcedocument
forcontractclosurerequirementsisthe___.
b. Contracttermsandconditions
c. WorkBreakdownStructure
d. ProjectCharter
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172.

173.
Youarecurrentlyplanningyourprojectactivities.Somemembersinyourorganizationareagainst
takinguptheprojectbecausetheystatethatit'sbettertobuythesameproductfromanoutside
source.Otherswithintheorganizationfeelthatbuildingtheproductinhousewillprovide
exposuretonewtechnologies.WhatTool/TechniqueshouldtheProjectManagerusetochoose
betweentheoptionsavailable?
a. MakeorBuyAnalysis
b. FishBonemodel
c. Ishikawadiagram
d. ROIanalysis
YouaretheProjectManagerofatimecriticalproject.Oneofyoursellersisgivingyoualotof
trouble:mostoftheseller'sdeliverablesarelateandbelowsetqualitylevels,andyouhavelittle
confidenceinhiscompany'sabilitytocompletetheproject.Whatshouldyoudo?
a. Meetwiththesellertodiscoverthecauseoftheproblem
b. Assignagroupwithinyourteamtomeetwiththesellerandreassignprojectworksothat
thesellerhaseasierworktoaccomplish
c. Terminatethesellerforconvenienceandhireanotherseller
d. Providesomeofyourownstafftoaugmenttheseller'sstaff

174.
Whichofthefollowingcontractsneedsthebuyertospecifytherequirementcorrectlyatthetime
ofcontractsigning?
a. FirmFixedPrice
b. TimeandMaterial
c. CostReimbursable
d. CCP
175.
Partofyourprojectscopehastobeoutsourced.YouareengagedincreatingSourceSelection
Criteriaforyourcontract.Whichprocessareyouin?
a. PlanProcurementManagement
b. CloseProcurements
c. ConductProcurements
d. ControlProcurements
176.
AsaProjectManager,youareevaluatingthebetteroptionbetweenbuyingandmakingwood
furniture.Ifyoubuy,thecostwouldbe$225,000andthecostofprocurementandotherrelated
costsis$5,000.Ifyoumaketheproductyourself,youneed19workersworkingfor6months.
Salaryofeachoftheworkerswouldbe$1,800permonth,andtheoverheadcostis$65,000.What
shouldyoudo?
a. Buythefurniture
b. Makethefurniture
c. Partlybuyandpartlymake
d. Goforopportunitycostlogic
177.
Managementwantstobesurethataprojectisfollowingdefinedqualitypolicies.Ofthefollowing,
whichtoolwouldtheyusetoensurethatthesequalitypoliciesarebeingfollowed?
a. RiskManagementPlan
b. WorkBreakdownStructure
c. StatementofWork
d. QualityAudit
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178.
Thetechniqueofdeterminingthequalitystandardsfortheentireproductrangebymeasuringthe
qualitystandardofafewcategoriesofproductsisanexampleofmeasuringwhichofthe
following?
a. StatisticalSampling
b. Statisticalpopulation
c. StatisticalIndependence
d. Amutualexclusivity
179.
Inyourelectronicsindustry,instanceshavebeenreportedwherethecircuitcardsareunexpectedly
notpassingqualitytestsforthelastweek.AsProjectManageryouneedtoproposeaqualitytool
todetermineifproductionisflowingwithincustomerspecifications.Whichofthefollowing
Tools/Techniquesmightyouuse?
a. Controlcharts
b. ParetoDiagram
c. Ishikawadiagram
d. FlowCharts
180.
YouaretheProjectManageroftheMAXProject.Whilemonitoringyourproject,youfindthatthe
projectisexperiencingunexpectedflawsinitsproduction.Whichanalysistoolwouldallowyouto
determinethecauseandeffectoftheproductionfaults?
a. FlowChart
b. IshikawaDiagram
c. ParetoDiagram
d. ControlChart
181.
WhichofthefollowingTools/TechniquesassistaProjectManagerandhisteamtoshowhowthe
variouselementsofasystemrelate?
a. ProjectScopeStatement
b. Trendcharts
c. Flowcharting
d. ScatterDiagram
182.
YouaretheProjectManagerwheretheproject'sproducthastobeofveryhighqualitytobe
competitiveinthemarket.Tocreatequalityawareness,youaddressyourprojectteamaboutthe
importanceofquality.Inordertoachievethemaximumbenefitsfromthequalitymanagement
processesinyourproject,whatwillbethemostsuitableapproachtowardsquality?
a. Itwillcostmoremoneytobuildqualityintotheproject
b. Qualityispreventiondriven
c. Qualityisinspectiondriven
d. Itwillcostlessmoneytobuildqualityintotheprojectprocess
183.
Youhavetaskedaprojectteammembertolisttheactivitiesthatresultincostofnonconformance
toqualityinyourproject.Thelisthesubmitsisinaccuratebecauseoneofthefourisacostof
conformance.Whichofthefollowingdidyourprojectteammemberlistincorrectly?
a. Rework
b. Scrap
c. QualityTraining
d. Warrantycosts
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184.
ThefourvaluesconsideredtobethemostimportanttosupportthePMICodeofEthicsand
ProfessionalConductare:
a. Honesty,Respect,Fairness,andResponsibility
b. Integrity,Respect,Fairness,andResponsibility
c. Honesty,Respect,Patient,andResponsibility
d. Honesty,Integrity,Analytical,andResponsibility
185.
AsaProjectManager,youarelookingatdefectsinalltheinspectionrunsforthepastyear,and
younoticethatthenumberofflawsperinspectionincreasesovertime.Youcreateaqualitytask
forcetotrytofigureoutwhatiscausingthesedefects.Whichprocessareyouin?
a. ControlQuality
b. PerformQualityAssurance
c. PlanQualityManagement
d. QualityPlanning
186.
DesignofExperiments(DoE)isaTool/TechniqueforQualityPlanningwhichyouwillbeusingto
determinewhichfactorsmightinfluencespecificfactors.Whichofthefollowingvariablescanyou
useinyouranalysis?
a. Weight
b. Dollars
c. Statistics
d. Distance
187.
WhichofthefollowingisNOTaTool/TechniqueinthePlanQualityManagementprocess?
a. ControlChart
b. CostofQuality
c. DesignofExperiments
d. ProcessAnalysis
188.
___alignswiththeorganizationalstrategiesbyselectingtherightprogramsorprojects,
prioritizingthework,andprovidingtherightresources
a. ProjectManagement
b. ProgramManagement
c. PortfolioManagement
d. ProjectPlanManagement
189.
TomisaPMPwhoworksfulltimeonprojectsbut,withhiscurrentemployer,hasverylittleformal
authority.Heservesmostlyasastaffassistanttoanexecutive,whoisultimatelyresponsiblefor
leadershipanddecisionmakingontheprojects.TheorganizationinwhichTomworksisa___.
a. ProjectizedOrganization
b. ExpeditorOrganization
c. WeakMatrixOrganization
d. StrongMatrixOrganization
190.
ProjectsponsorshavetheGREATESTinfluenceonthescope,quality,time,andcostoftheproject
duringthe:
a. Conceptphase
b. Developmentphase
c. Executionphase
d. CloseDownphase

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191.
192.
WhichtoolandtechniqueisNOTusedintheEstimateActivityResourceprocess?
a. AlternativesAnalysis
b. BottomUpEstimating
c. MakeorBuyAnalysis
d. ProjectManagementSoftware
Twostakeholdershavebegunfightingoverfunctionalityonyourproject.Whoshouldresolvethis
conflict?
a. Seniormanagement
b. ProjectManager
c. Sponsor
d. Customer

193.
WhichofthefollowingstatementsrelatedtoStandardsandRegulationsisNOTcorrect?
a. AStandardisadocumentapprovedbyarecognizedbody.Therecanbemultiplestandards
foroneproduct.
b. RegulationsaremandatorybutStandardsarenotmandatory.
c. Standardsafterwidespreadadoptionmaybecomedefactoregulations.
d. Theinfluenceofstandardsandregulationsforaprojectisalwaysknown.
194.
YouareworkingintheProjectOfficeofyourorganization.Whatisyourrolemostlikelytobe?
a. Managingthedifferentactivitiesofaproject
b. Alwaysbeingresponsiblefortheresultsoftheproject
c. ProvidingsupportfunctionstoProjectManagersintheformoftraining,software,
templates,etc.
d. Providingsubjectmatterexpertiseinthefunctionalareasoftheproject
195.
WhichengagementlevelbestdescribestheStakeholderwhoisnotonlyawareoftheproject,along
withitspotentialimpacts,butisalsoactivelyengagedinactivitiesdesignedtoensuretheprojectis
ultimatelysuccessful?
a. Leading
b. ProjectManager
c. Supportive
d. ProjectSponsor
196.
Whichconflictresolutiontechniqueshouldbeusedwhenthedeadlineiscriticalandtasksareat
riskofslipping?
a. Smooth/Accommodate
b. Force/Direct
c. Collaborate/ProblemSolve
d. Compromise/reconcile
197.
AsaProjectManager,youareexplainingtoyourprojectteamthedifferencebetweenResource
HistogramandResponsibilityAssignmentMatrix.WhatdoesaResourceHistogramshowthata
ResponsibilityAssignmentMatrixdoesnot?
a. Time
b. Activity
c. Interrelationships
d. Personinchargeofeachactivity
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198.
Aprojecttolay10milesofapetroleumpipelinewasscheduledtobecompletedtoday,exactly20
weeksfromthestartoftheproject.YoureceiveareportthattheprojecthasaSchedule
PerformanceIndex(SPI)of0.8.Basedonthisinformation,whenwouldyouexpecttheprojectto
becompleted?
a. 2weeksearly
b. In5moreweeks
c. In2moreweeks
d. In10moreweeks
199.
Decompositionisatechniqueusedinthe___process.
a. DefineActivities
b. EstimateActivityDurations
c. SequenceActivities
d. DevelopSchedule
200.
Yourprojectisscheduledtolastfor6monthsandcost$300,000.Attheendofthefirstmonth,you
andyourteamhavecompleted20%oftheproject.WhatisthevariancebetweentheEarned
ValueandthePV?
a. $10,000
b. $20,000
c. $50,000
d. $60,000

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9.
AnswerRationale
Answera.Initiating:ROMestimating(ballpark)isusedtoapproximatecoststodeveloptheProject
CharterintheInitiatingprocess.Later,budgetaryanddefinitiveestimatesareestimatedwhenmore
accurateinformationisneeded.PMBOKV57.2EstimateCostsPage201
Answerd.Termination:TerminationisconsideredaprematureandspecialformofClosure.
"activitiessuchasAcceptance,Handover,andArchivingofrecords"wouldoccurtowardstheendof
theProjectLifeCycle;andthatwouldbepartofprojectclosure.PMBOKV53.7ClosingProcess
GroupPage58
Answerc.DevelopProjectCharter:ThisprocessisformallydefinedintheoverviewofProject
IntegrationManagementandisconsideredakeyconcept.WithoutaformalCharter,thereisno
project.SeePMBOKV5Section4ProjectIntegrationManagementPage63.
Answerc.3years:PaybackPeriodisoneoftheProjectSelectionMethodologiesdiscussedaspartof
theDevelopProjectCharterprocess.PaybackPeriodistheperiodoftimerequiredtorecoupthe
organization'sinvestmentinaproductbeforetheorganizationactuallystartsmakingaprofitonthe
product.Inthisproblem,bytheendofyear3,theorganizationhasinvested$690,000itstotal
CashFlowOutforyears1through3buthasatthispointearned$700,000,itscombinedCashFlow
Inforyears2and3.WhilethePMBOKconsidersprojectselectionoutsidetheboundariesofProject
Management,itisconsideredintheprocessofPlanningCostManagementintermsofstrategic
financing/fundingoptionsconsidered.PMBOKV57.1.2.2AnalyticalTechniquesPage198
Answerc.SeniorManagement:ProjectselectionmethodsdiscussedinthePresentationarepartof
theDevelopProjectCharterprocess.ThePMBOKstandardhighlightsthatbusinesscaseassessment,
approvalandfundingarehandledexternaltoprojectboundaries,thestartingpointwhentheproject
isauthorized.ItisSeniorManagers,notProjectManagers,who"determinetheprioritiesamong
projectsinacompany."Thereforebyelimination,answeroptionsProjectManager,Sponsorandthe
ProjectTeamareremovedfromconsideration.PMBOKV53.3InitiatingProcessGroupPage54
Answerd.Projectshaveadefinitestartandenddatewhileoperationsdonot.Thedefinitionofa
Projectisatemporaryendeavorundertakentocreateauniqueproduct,serviceorresult.PMBOKV5
1.2WhatisaProjectPage3.OperationsareongoingendeavorsthatproducerepetitiveOutputs,
withresourcesthatdobasicallythesamesetoftasks.Thesameresourcesmaybeusedbyboth
operationsandprojectefforts,expensesalignwiththeneedsofeitherprojectoroperationsand
projectscanbealignedwitheitheradepartmentoracompanyneed;Answeroptionsa.,b.,andc.
areremovedfromconsideration.PMBOKV51.5.1OperationsandProgramManagementPage13.
Answera.(Not)Exploit:Thequestionasksforastrategythatis"NOT...astrategyfordealingwith
negativerisksorthreats"inotherwords,apositiveriskstrategy.Exploitistheonlypositiverisk
strategyamongtheansweroptions.Alltheotherstrategiesprovidedarestrategies"fordealingwith
negativeriskorthreats."PMBOKV511.5.2.2StrategiesforPositiveRisksorOpportunitiesPage345
Answerb.WBSDictionary:PartoftheScopeBaseline,theWBSDictionarydetailseverydeliverable,
activityaswellastheschedulingforeachcomponentintheWBS.Asthescheduleandbudgetare
establishedtheWBSDictionaryisprogressivelyelaboratedtoincludeCodeofAccounts,Scheduling
milestones,resourcesrequiredandotherkeyinformationrelatedtothecorrespondingactivity.The
WBSisareferencechartthatcanbeviewedasatableofcontentstotheelementsdefinedwithinthe
WBSDictionary.Answerscanddcanbeeliminated.PMBOKV55.4.3.1ScopeBaselinePage132
Answerd.HumanResourceManagementPlan:TheHumanResourcesManagementPlandefines
theprojectrolesandresponsibilities,requiredskills,reportingrelationshipsandcreatesastaffing
managementplan.Particularlyimportantinmatrixorganizations,theHumanResources
ManagementPlanistypicallyapprovedbyaffectedFunctionalManagerswhoagreeto,respect,and
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10.
11.
12.
13.
14.
15.
helpenforcethemanagementrolesandresponsibilitiesrequiredtodeliverthegoalsoftheproject.
TheHumanResourcesManagementPlanisasubsidiaryplanoftheProjectManagementPlan.The
CharterandScopeStatementdonotassistinmanagingresources.PMBOKV59.1.3.1Human
ResourceManagementPlanPage264
Answerb.16days:TheCriticalPathMethodisakeyTool/TechniqueintheDevelopSchedule
process.ActivityDurationisalwaysthepositivedifferencebetweentheEarlyStartdateandthe
EarlyFinishdateminus1ortheLateStartdateandLateFinishdateplus1.Inthisproblem,the
scenarioprovidestheLateStartdateday22andtheLateFinishdateday37.Therefore,3722
=15+1=16,answeroptionb.PMBOKV56.6.2.2CriticalPathMethodPage177
Answera.Theabilityofthesuppliertodeliverthegoods:Intakingmultiplechoicetests,itisshould
alwaysbearuleofthumbtosticktothefactspresentedinthescenarioandavoidmaking
assumptionsthatarenotsupportedbythefacts,unlessabsolutelynecessary.Tosaythatthisis
collusionorlackofproperscopeistomakeassumptions:thereisnothinginthescenariothatwould
supportsuchclaims.Answeroptionsb.andc,maythereforebetakenoutofconsideration.Option
d.isalsoincorrectbecause,infact,thereisalegallybindingagreement:thescenarioclearlystates
thereis"acontractwiththesupplier."Thisleavesonlyoptiona.asaviablechoice."Theabilityof
thesuppliertodeliverthegoods"isalwaysarisk,anywayevenifyouaredealing"withasupplier
withwhomyourcompanyhasdonesomeworkinthepast.'
Answera.Definingrequirements:Answeroptionb.is"goldplating,"whichisfrowneduponbyPMI.
Itisnexttoimpossibletoidentify"projectrelatedrisks"unlessyouhavedefinedrequirements.And
"providingprojectjustification"isataskthatshouldhavebeencompletedbyseniormanagement
longbeforeyoubegantheproject.Therefore,optionsb.,c.,andd.maybetakenoutof
consideration.ThatleavesonlyDefiningRequirements,optiona.Customersatisfactionisdefinedin
theGlossaryasthestateoffulfillmentinwhichtheneedsofacustomeraremetorexceededforthe
customer'sexpectedexperiencesasassessedbythecustomeratthemomentofevaluation.Itbegins
withclearlydefiningrequirements.PMBOKV5GlossaryPage536
Answerc.PortfolioManagement:Throughtheprocessofelimination,answeroptionsa.,b.,andd.
mayberemovedfromconsideration:ProjectManagementisthemanagementofsingleprojects,not
the"managementofagroupofprojects";ProgramManagementisaboutthemanagementof
projects(and/orOperations)thatareinterrelated;andPersonalManagementisobviouslynota
PMBOKconcept.Answeroptionc.,PortfolioManagement,isclearlythecorrectanswer.By
definition,"aportfolioreferstoacollectionofprojects,programs,subportfolios,andoperations
managedasagrouptoachievestrategicobjectives.PMBOKV51.2.1RelationshipsamongPortfolios,
Programs,andProjectsPage4
Answerc.(NOT)Responsibleforqualityauditandassuranceacrosstheorganization:AProgram
ManagementOfficecouldwellberesponsibleforensuringthatprojectsorprogramswithinits
purviewachieveameasureofquality.However,being"responsibleforqualityauditandassurance
acrosstheorganization"impliesaresponsibilityfarbeyondthescopeofaPMO.Thisisa
responsibilitymoreappropriatelyownedbytheorganization'sQualitydepartment,notitsPMO.PM
AdministrativeSupport,ConsolidationofProjectReports,andCoordinationofProjectResources,
answersa,b,anddallfitintherolesPMOservicesprovideasdefinedinPMBOKV51.4.4Project
ManagementOfficePage11
Answerc.(Not)Itdoesnotinvolvenegotiationwiththestakeholders:OnceRequirementsare
collectedanddocumented,DefineScopeselectsthefinalrequirementsthatfitwithinthe
deliverables,assumptionsandconstraints,willandwillnotbeincludedwithinintheProject'sand
Product'sScope.TheScopedefinitionisintegraltoprojectsuccess,isadetaileddescriptionofthe
projectandproductandcouldbe(oftenis)iterative,answersa,bandd.AkeyTool&Techinthe
DefineScopeprocessisExpertJudgment,SMEsabletoanalyzetheinformationanddevelopthe
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scopestatement.Suchagroupincludesconsultants,technicalexperts.andstakeholdersincluding
customersorsponsors.PMBOKV55.3.2.1ExpertJudgmentPage122
Answerb.Planning:IfyouhavedevelopedtheProjectCharter,identifiedtheprojectstakeholders,
andithasbeenapprovedbymanagement,youarenowreadytomoveontoPlanningprocesses.In
Planning,nextwouldinvolveDevelopingtheProjectManagementPlan,ScopeandtheScope
ManagementPlan.WhileitmayinvolveupdatingtheStakeholderRegistermovingforwardthe
challengeisinthePlanningoftheProject.OncePlanned,Execute,Monitor&ControlandClose
follow.AnexcellentProcessInteractionreferencecanbefoundon:PMBOKV5Figure33Project
ManagementProcessInteractionsPage53
Answerb.(Least)Theyareindividualsandorganizationsthatsupporttheprojectarestakeholders:
Generically,astakeholderisdefinedas'anindividual,group,organization,whomayaffect,be
affectedby,orperceiveitselftobeaffectedbyadecision,activityoroutcomeofaproject.Answers
a,c,anddclearlymeetthatdefinition.Answerblimitsitselftosupportersoftheprojectbut,both
supportersordetractorscanandshouldbeconsideredstakeholders.PMBOKV5GlossaryPage563
Answerb.AlternativesGeneration:Thekeyphraseinthisscenario,"hasdevelopedseveraldifferent
methodsforcompletingapartoftheprojectscope,"shouldhelpnarrowthescopeofyouranswer
optionselectionprocess.AlternativesGeneration'isusedtodevelopasmanypotentialoptionsas
possibleinordertoidentifydifferentapproachestoexecuteandperformtheworkontheproject.'
Answerc.,"AlternativeSelection."isprematureasthereisnomentionofaselectionorchoicebeing
madebytheteam.PMBOKV55.3.2.3AlternativesGenerationPage123
Answerb.Decreases:CharacterizedinFigure2.9inthePMBOK,asaprojectprogressestheabilityto
influenceriskandcontrolcostsassociatedwithchangesdecreases.PMBOKV52.4.1Characteristics
oftheProjectLifeCycle(Figure29)Page40
Answerc.(First)Assesstheimpactassociatedwiththisscopechange:Firstwouldbetoclearly
understandwhatprocesswouldaddressthisneed.WhileonemightassumeControlScope,asthere
isanimpliedmajorchangetothescopeproposed,theprojectteamhasidentifiedtheneed;the
specificationsinvolved,andhasproposedthechange.NEXTwouldbetoengagetheIntegrated
ChangeControlProcess,tohavethosewithExpertJudgmentprovidetheirexpertisein
understandingtheimpactthechangewillhaveontheproject,andapproveorrejecttheproposed
change.Oncethechangerequesthasbeenapproved,b.signoff,a.lookforotherchanges(andrisk)
andd.startexecutionofthesaidworkwouldfollow.PMBOKV54.5.2.1ExpertJudgmentPage97
Answerd.(Except)Inspection:Thisquestionteststhestudent'sunderstandingoftheITOsofthe
CollectRequirementsprocess.Bywayofelimination,answeroptionsa.,b.,andc.mayberemoved
fromconsideration:alloftheseareCollectRequirements"Tools/Techniquesthatcanassisthimin
preparingtherequirementsdocumentation"inthisprocess.Theonlyexceptionisansweroptiond.,
Inspection.WhileaTool&TechInspectionisfoundinControlprocesses(ValidateScope,Control
Procurements,ControlQuality.PMBOKV55.2.2CollectRequirementsToolsandTechniquesPage
114
Answerb.TheRiskManagementPlandefinestheapproaches,tools,anddatasourcesusedto
performriskmanagement...:Inthisproblem,JohnhassubmittedaRiskRegister(alistofkeyrisks
andstatestheirriskresponsestrategies)insteadoftheRiskManagementPlanhismanager,Jeff,has
requested.Answeroptionb.underscoresthismistakeonJohn'spartbydescribinginsomedetailthe
purposeandcontentofaRiskManagementPlan,notwhatJohnhassubmitted.PMBOKV511.1.3.1
RiskManagementPlanPage317
Answerc.RiskRegister:TheRiskRegisterisnotoneofthe"appropriateTools/Techniques...usedin
performingtheprocessofControlRisks."Infact,itisnotaTool/Technique;itisbothaninputand
OutputofPlanningandQualityRiskManagementProcesses.PMBOKV5Figure11.1ProjectRisk
ManagementOverviewPage312
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25.
26.
27.
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29.
30.
31.
Answerb.$15,000:ExpectedMonetaryValue(EMV)analysisisariskneutralassumption,neither
aversenorseekingkeyTool/TechniqueinPerformQuantitativeRiskAnalysis.TheEMVcalculationis
EMV=Probability(P)xImpact(I).Intheproblem,Pis60%,andIis$25,000.Therefore,0.6x
$25,000=$15,000.PMBOKV511.4.2.2QuantitativeRiskAnalysisandModelingTechniquesEMV
Page339
Answerc.Ithelpstheteamunderstandwhichriskscouldhavethegreatestpotentialeffectonthe
project:SensitivityAnalysisisaTool/TechniqueinPerformQuantitativeRiskAnalysis.Thecorrect
answer,takendirectlyfromthePMBOKdefinesthepurposeofthetoolSensitivityAnalysis.PMBOK
V511.4.2.2QuantitativeRiskAnalysisandModelingTechniquesEMVPage338.
Answera.Assignprobabilityandimpactvaluesusingqualitativeanalysis:Theplanningprocesses
associatedwithRiskareagoodexampleofProgressiveElaboration.PlanRiskManagementdefines
HOWRiskwillbemanaged,IdentifyRisksidentifiesprojectrisksandcreatestheriskregister.Once
Identifiedinordertheyare,Qualified(P&I),Quantified($$$)andaResponseplanned.Eachprocess
updatestheregisterwhichbecomesakeyinputusedintheControlRiskProcess.PMBOKV511.3
PerformQualitativeRiskAnalysisPage328.
Answerd.DelphiTechnique:Thisquestionteststhestudent'sunderstandingoftheITOslistedas
answeroptions.Bywayofelimination,answeroptionsa.,b.,andc.mayberemovedfrom
consideration.NoneoftheseareTools/Techniques,whichiswhatthequestionisaskingfor:Identify
Risksisaprocess,AnonymousTriggerisnotanythingmentionedineitherthePMBOKorTKASlide
Presentation(oranywhereelseintheEnglishlanguage!);andRiskMitigationisariskresponse
strategy.TheDelphiTechniqueakeytoolinIdentifyingriskisdefinedinthePMBOKV511.2.2.2
InformationGatheringTechniquesP324
Answerb.ProbabilityandImpactMatrix:Identifiedrisksareratedbasedontheirlevelsof
probabilityofoccurrenceandtheimpactincostortimetheriskcouldhaveontheproject.Theyare
mappedintotheProbabilityandImpactMatrixtoallowavisualprioritization.Answersc.andd.are
removedfromconsideration:"ProbabilityMatrix"and"ExposureMatrix"donotappearanywherein
eithertheTKASlidePresentationorthePMBOK."ProbabilityandImpact"maybeclosebutnot
closeenoughcomparedtoansweroptionb.PMBOKV511.3.2.2ProbabilityandImpactMatrixPage
331
Answerd.Theprobabilityofeachriskislow:Risksarequalifiedbasedontheirplacementinthe
matrix.Thoseinthedarkgraytop/centerareaareconsideredhighrisk(oropportunity)andwill
requirepriorityactionandanaggressiveresponse;thoseinmediumgrayareconsideredlowriskmay
notrequireproactivemanagementactionFromthequestion'highimpactbutlowprobability'
locatestheriskinthebottomcenter,awatchareaofthematrix.PMBOKV5Figure1110Probability
andImpactMatrixPage331
Answerd.DataQualityAssessment:RiskDataQualityAssessment,isdefinedinthePMBOKas'a
techniquetoevaluatethedegreetowhichthedataaboutrisksisusefulforriskmanagementthe
degreetowhichtheriskisunderstood,andtheaccuracy,qualityreliabilityandintegrityofthedata
abouttherisk.'EliminatedanswersincludeDecisionTree,andSimulation,QuantitativeRiskanalysis
toolsandtechniquesandProbabilityImpactMatrix,theTool/Techniqueusedtomapidentifiedrisks
forpriorityplacement.PMBOKV511.3.2.3RiskDataQualityAssessmentPage332
Answerd.Createaworkaround:First,andnextquestionsmustbeansweredconsideringonlythe
informationprovidedinthequestionagainstthebestoptionoftheanswersprovided.Weknowthe
projectispasttheinitialplanningprocess,intheexecutionprocessesasanunidentifiedriskevent
occurs...WorkaroundsarecreatedandexecutedasPMBOKRecommendedCorrectiveActions
...responsesthatwerenotinitiallyplanned,butarerequiredtodealwithemergingrisksthatwere
previouslyunidentifiedoracceptedpassively.Informingthecustomerandseniormanagementmay
berequiredandrevisitingtheriskidentification,qualification,quantificationandplanninga
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32.
33.
34.
35.
36.
37.
38.
39.
secondaryresponsemayfollowbutaWorkaround,partoftheChangeRequestprocesswouldbethe
FIRSTactiontaken.PMBOKV511.6.3.2ChangeRequestsPage363
Answerc.FixedPriceIncentiveFee(FPIF):Throughtheprocessofelimination,answeroptionsa.,b.,
andd.caneasilyberemovedfromconsideration.ABuyerwouldbefarmorelikelytoemployany
fixedpricecontract...Inordertoreduceoreliminateasmuchriskaspossible,overTime&
MaterialsoranyoftheCostReimbursablecontractsthatappearinthePMBOK.Inthecaseofthis
problem,thatwouldbeansweroptionc.,theFixedPriceIncentiveFee(FPIF)contract.PMBOKV5
12.1.1.9OrganizationalProcessAssets(Contracts)Page363
Answerc.0.72:Toarriveataprobabilityvalueofbothvariablesbeingpositive,itisnecessaryto
multiplythem,asshownintheTKASlidePresentation.Multiplying0.9by0.8resultsinanswer
optionc.,0.72.
Answera.DefineActivities:RollingWavePlanningallowsaWBSreservationforactivitiesknownto
berequired,yettobedecomposedtotheactivitiesneededtoaccomplishthework.Itallowsafocus
onneartermWorkPackages.PMBOKV56.2.2.2RollingWavePlanningPage152.
Answerb.PathB:DeterminingtheCriticalPathonanyprojectisperformedintwosteps:Step1,for
eachpathinthenetworkdiagram,addthedurationsofallactivitiestoarriveata"pathduration";
Step2,comparethepathdurationsofallpathsonthenetworkdiagramthepathwiththehighest
pathdurationistheCriticalPath.Intheproblem,thepathdurationofPathAis19(1+2+3+5+8.
ThedurationofPathBis22(1+3+5+6+7).ThedurationofPathCis21(1+2+5+4+9).And
thepathdurationofPathDis21(2+3+4+4+8).Therefore,theCriticalPathispathB,answer
optionb.PMBOKV56.6.2.2CriticalPathMethodPage176
Answera.QualityAudits:Answeroptionsb.,CostofQuality(COQ),c.,Benchmarking,andd.,
CostBenefitAnalysis,areallTools/TechniquesofthePlanQualityManagementprocessand,as
such,couldbeofusetoJason.Theexceptionhereisansweroptiona.,QualityAudits,whichisa
Tool/TechniqueofthePerformQualityAssuranceprocess,notthePlanQualityManagement
process.PMBOKV58.1.2PlanQualityManagement:ToolsandTechniquesPage235
Answerd.CostofPoorQuality:CostofQualityisaTool/TechniqueusedtodevelopthePlanQuality
Managementprocess.ThedefinitionofCostofQuality(COQ)isdefinedinthePMBOKV58.1.2.2
CostofQuality(COQ)Page235
Answerc.35:ThepathsinterlinkingstakeholdersonaprojectarecalledCommunicationChannels.
Theformulatodeterminethenumberofcommunicationchannelsonaprojectisn(n1)/2wheren
isthenumberofstakeholders.Tosolvethisproblem,thetesttakerneedstoperformthreesteps:
Step1,calculatethenumberofchannelsatfirst,whenyouidentified5stakeholdersinyourproject;
Step2,calculatethenumberofchannelsatalaterpointintime,when5morestakeholdersgot
involvedintheproject;andStep3,subtracttheprevious(theStep1result)fromthepresent(the
Step2result)todeterminehowmanyadditionalcommunicationchannelstherearepresently(after
the5morestakeholderswereadded)comparedtopreviously(wheninitiallyyouidentified5
stakeholders).Therefore,Step1:n(n1)/2=5(4)/2=10.ThenStep2:n(n1)/2=10(9)/2=45.
Andfinally,Step3:4510=35PMBOKV510.1.2.1CommunicationsRequirementsAnalysis,Page
292
Answerc.TotalFloat:Answeroptionc,"TotalFloat,"iscorrectbecauseitistheconceptdefinedby
thewordingthatappearsinthequestionscenario:"thetimeanactivitymaybedelayedorextended
withouteffectingthetotalprojectduration."Thiswordingwhichappearsinthescenarioisvery
closetoTotalFloatasdefinedbyPMI"theamountoftimethatascheduleactivitycanbedelayedor
extendedwithoutdelayingtheprojectfinishdate."PMBOKV56.6.2.2CriticalPathMethodPage
177
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40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
Answerc.(Not)CostofQualitycannotbemeasured:AccordingtoCrosby,theCostofQuality,in
fact,canbemeasured.Tosaythatthe"CostofQualitycannotbemeasured"is,therefore,"NOTone
ofCrosbysFourAbsolutesofQuality."
Answerc.Benchmarking:Benchmarkingisatool/techniqueusedtocompareactual/planned
practicestothoseofcomparableorganizationstoidentifybestpractices,generateideasfor
improvementandprovideabasisformeasuringperformance.PMBOKV55.2.2.9BenchmarkingPage
116
Answera.Forming,Storming,Norming,Performing,Adjourning:Tuckman's"fivestagesof
development[in]...thecorrectorder"are,asshowninansweroptiona.,"Forming,Storming,
Norming,Performing,Adjourning."Theotheroptionsdisplaythefivestagesbutinincorrect
orders.PMBOKV59.3.2.3TeambuildingActivitiesPage276
Answerc.RewardPower:Asshownintheslides,therearejusttwosubsetsofLegitimatePower,
Punishment(orCoercive)PowerandRewardPower.The"subsetofLegitimatePower"that"involves
theabilitytorewardpeopleinexchangeforpositiveachievements"shouldserveasaboldhintthat
thecorrectansweroptionis"RewardPower."
Answerd.Collaborate/ProblemSolve:Answeroptiond.,"Collaborate/ProblemSolve,"isthecorrect
answerherebecauseitisresultsintheoptimalsolution:consensusisachieved,andbothpartiesare
committedtotheagreeduponsolution.Becauseofthisoutcome,itisalsooftenconsideredawin
winresolutiontechnique.
Answerb.Facilitator:ThedefinitiongivenfortheFacilitatorleadershipstyleis,asalsogiveninthe
problem:"ProjectManagerthrowsopentheproblemtotheteamfordiscussionandsimultaneously
allowsorencouragestheentireteamtomaketherelevantdecision."
Answerd.(Not)Itworkswellonlywhenitisdrivenbythelowerstaff:MBOlendsitselfwelltoWBS
typeworkdefinition.ItisanagreeduponworkgoalwhereboththeManagerandcontributoragree
toboththeproductandprocessinvolvedinrealizingthedeliverable.
Answerb.Champions:AccordingtothePower/InfluenceModelansweroptiona.,"Blockers,"are
"powerfulpeoplewhowillactivelyresisttheproject;answeroptionc.,Supporters,arepeople
withlittlepowerwhoareinfavoroftheproject;andansweroptiond.,Detractors,arepeople
withlittlepowerwhoareagainsttheproject.OnlyChampionsare,asstatedinthescenario,
powerfulpeoplewhoactivelysupporttheproject.ThePower/InfluenceGridisaclassification
modeldiscussedasaStakeholderAnalysisTool&TechofferedintheIdentifyStakeholderprocess.
PMBOKV513.1.2.1StakeholderAnalysisPage396.
Answerc.ProjectLifeCycle:Takentogetheror"collectively"alloftheprojectphasesareknown
astheProjectLifeCycle.Answeroptionsa.,b.,andd.shouldhavebeeneliminatedeasily.Project
SlackandFloatarebothCriticalPathMethodconceptsnarrowlydefinedastheamountoftimean
activityortheprojectitselfmaysliporbedelayedwithoutseriousdetrimentalconsequences.
ImplementationTime,onemightreasonablyguess,isthetimerequiredtocompleteallactivities
withintheImplementationphaseoftheProjectLifeCycle.PMBOKV52.4ProjectLifeCyclePage38
Answera.CostBaseline:Inthequestion,thekeywordsare"aphasedbudget."Onlyansweroption
a.,"CostBaseline,"issynonymouswith"aphasedbudget."Although"EAC"isaclosesecond,Cost
BaselinemeetsthePMBOKdefinitionandisbyfarthebetteranswer.PMBOKV57.3Determine
BudgetPage209
Answerd.(NOT)PrimarypurposeoftheProjectManagementPlanistocommunicatetheProject
Managersintentionstothesponsorandthemanagement:Answersa.,andb.,makesense.The
toughchoiceisbetweenc.,andd.TheprimarypurposeofthePlanistocommunicatehowthe
projectistobeexecuted,monitoredandcontrolledtoallStakeholders,notlimitedtotheSponsor
andmanagement.PMBOKV54.2.1DeveloptheProjectManagementPlanPage74
theknowledgeacademy
51.
52.
53.
54.
55.
56.
57.
58.
59.
Answera.ControlAccount:Throughtheprocessofelimination,answeroptionsb.,c.,andd.canbe
removedfromconsideration.TheCodeofAccountsisthelistofnumericalidentifiersthatare
attachedtoeachnodeinthehierarchy.TheWBSDictionaryisaseparatedocumentcontaining
attributesthatcharacterizetheelementsoftheWBS.AndaWorkPackagealwaysoccupiesthe
lowestlevelofany"branch"ontheWBS.Item1.1.2,obviouslynotonthelowestlevel,isaControl
Account.PMBOKV55.4.3.1ScopeBaseline(WBS)Page132
Answerc.BottomUpestimating:Throughtheprocessofelimination,answeroptionsb.andd.are
removedfromconsideration:TopDownBudgetingandBottomUpBudgetingarenotestimating
tools;noraretheybudgetingtools.Betweenthetwooptionsthatremain,TopDownEstimatingand
BottomUpEstimating,BottomUpisconsideredtobemostaccurateasworkpackageactivitiesare
decomposedtotheirlowestlevel;estimatesaredeterminedandrolleduptotheirhigherlevel.
PMBOKV56.4.2.4BottomUpEstimating(Time)Page164,6.4.2.4BottomUpEstimating(Cost)Page
205.
Answerc.(MOSTTRUE)ItisthecollectionofuniqueidentifiersgenerallyassignedtoWBSitems:
Answerd.iseliminatedoutofthegate.Answerb.defineswhatitisandhowitisused.Answera.is
trueinthatitisagoodwayto'homein'onadesiredelementwithintheWBS.ThePMBOKGlossary
definestheCodeofAccountsasthenumberingsystemusedtouniquelyidentifyeachcomponentof
theworkbreakdownstructure(WBS).PMBOKV5GlossaryCodeofAccountsPage531
Answera.Leastaccurate:Throughtheprocessofelimination,answeroptionsb.andc.areremoved
fromconsideration:BottomUpEstimatingistheoppositeofAnalogous(orTopDown)Estimating;
andRegressionAnalysisisastatisticaltoolusedinMonitoringandControllingProjectWork.
Betweenthetwooptionsthatremain,LeastAccurateisbestandistakendirectlyfromPMBOKV5
6.5.2.2AnalogousEstimatingPage169/170.
Answera.LifeCycleCosting:Costsestimationsassociatedwithinstallation,maintenanceand
customersupportthroughretirementisconsideredpartoftheProductLifeCycle.Answersb.,
Depreciationwouldbepartofthecalculation,andc.,ProjectCostBaselinewouldbepartofthecost
oftheProjectportionoftheproductlifecycle.Answerd.thePaybackPeriodestimatewouldbe
calculatedpriortotheCharterbeingwrittenandapproved.PMBOKV5GlossaryProductLifeCycle
Page552
Answera.$370,000:Thisquestionteststhestudent'sunderstandingoftheThreePointEstimating
technique,alsoknownasthePERTtechnique.TheThreePointEstimatingcalculationisOptimistic
plus4(MostLikely)plusPessimistic,alldividedby6.Inthisproblem,thatwouldbe:$330,000+
4($360,000)+$450,000/6or$330,000+$1,440,000+$450,000/6or$2,220,000/6=$370,000.
IntroducedinTimeestimationasatoolitisusedinTime,Cost,RiskandProcurement.SeePMBOKV5
6.5.2.4ThreePointEstimatingPage171.
Answerd.ResourceCalendars:Thisquestionteststhestudent'sunderstandingoftheITOsofthe
DetermineBudgetprocess.Throughelimination,answeroptionsa.,b.,andc.mayberemovedfrom
consideration:alloftheseareTools/TechniquesoftheDetermineBudgetprocess.Theonly
exceptionisansweroptiond.,ResourceCalendars,whichisanOutputofthePlanHumanResource
ManagementupdatedintheAcquireResourceprocessandusedasaninputbymanyotherproject
processes.PMBOKV59.1.3.1PlanHumanResourceManagementOutputsPage264
Answerd.Salary:Salaryisconsideredahygienefactor,notamotivatingfactor.Alloftheother
answeroptionsareconsideredmotivatingfactor.
Answerd.(Not)Deliveryofprojectdeliverablesbeforetime:DevelopandManagetheProjectTeam
isallabout,asthequestionprojectsincreasingtheteamsperformance...tomeettheproject's
objectives.Answera.,improvingtheskillsofteammembers,b.,teamcompetenciesandmoraleand
c.,decreasingattritionsallaremeasuredanddocumentedasOutputsofthetwoprocesses.Though
developingandmanagingaProjectTeamcanleadtoanearlyrealizationoftheproductofthe
theknowledgeacademy
60.
61.
62.
63.
64.
65.
66.
67.
68.
Project,itsgoalistoimproveprojectperformance,notthedeliveryofproductbeforetime.PMBOK
V59.3DevelopProjectTeam273
Answerd.Executing:OnlytheprocessesoftheExecutingProcessGroupmatchthedescription
providedinthisquestion:"coordinateprojectresourcestocarryouttheprojectaspertheProject
ManagementPlan.""ThisProcessGroup[Executing]involvescoordinatingpeopleandresources...in
accordancewiththeProjectManagementPlan."PMBOKA1.6ExecutingProcessGroupPage444
Answerb.Travelbythecompanyapprovedairline:Thisquestionisoneofethics.Agoodmanager
leadsbyexampleandcomplieswithorganizationalpoliciesorprocedures.Answera.,outright
violatesacompanypolicy;Answerc.,Secureanapprovalforhispreferredairlineandd.,getthe
organizationtomakearrangementswiththeairlineofhischoicearegoodanswersthatcouldbe
exercisedasprocessimprovementsbutuntilthepolicychanges,b.,isthebestanswer.
Answerb.Projectteam:Oftheanswersprovidedanswerb.,theProjectTeamprimarygoaland
responsibilityistosupporttheProjectManagerbyperformingtheprojectworktoaccomplishits
goalsandobjective,theproduct,serviceorresultoftheproject.Answeroptionsa.,theproject
Champion,c.,Stakeholdersandd.,theCustomerdonothavetheresponsibility,powerorcontrol
overtheprojecttoeffectthequalityagreedtointherequirementsfortheproject.5.2.3.1
RequirementsDocumentationPage117
Answerc.ProjectManagementplan:Thekeyphraseinthisquestionisprovidetheteamwith
guidanceonhowtoexecute,monitorandcontrol,andclosetheproject.TheWBSDictionaryisa
documentthatprovidesdetaileddeliverable,activity,andschedulinginformationabouteach
componentintheWBS(PMBOKpage132).TheScopeStatementisthedescriptionoftheproject
scope,themajordeliverables,assumptions,andconstraints(PMBOKpage123).TheProject
StatementofWorkisanarrativedescriptionoftheproduct,services,orresultstobedeliveredbya
project(PMBOKpage68).OnlytheProjectManagementPlandefineshowtheprojectisexecuted,
monitoredandcontrolled,andclosedand,insodoing,provide[s]theteamwithguidanceonthe
same.PMBOKV54.2DeveloptheProjectManagementPlanPage74
Answerd.QualityAudit:Thisquestionisrathereasyusingtheprocessofelimination,answer
optionsa.,b.andc.arenottools,theywouldbeinputsatbest.Onthedeeperlevel,QualityAudits
testtheprocessandconfirmtheprograminplacecomplieswithOrganizationalpolicies,processes
andprocedures.ThePerformQualityAssuranceprocessfocusesonprocesscomplianceand
improvement,nottheProductoftheproject.PMBOKV58.2.2.2QualityAuditsPage247
Answera.Physiological:AccordingtoMaslow'shierarchyofneeds,iftheemployeeisworking
towardsthesatisfactionofhersafetyneeds,thenshehasachievedthelevelofneedsdirectlybelow
safetyneeds,thephysiologicalneedslevel.Theneedforapprovalfromthesociety,theneedforself
esteem,andsocialneedsoccupylevelsabovethesafetyandphysiologicalneedslevels.
Answerb.Reward:Thekeyphraseinthisquestionis"taketheteammembersandtheirgueststo
Miamiforanallexpensespaidweekend"clearlyarewardfortheteamiftheyareabletocatchup
andachievethedeadlines!
Answerb.Projectized:Answeroptionsc.andd.maybeeliminatedastheyareprojectroles,notan
organizationalmodel.Theorganizationforms,ortypes,thatconcernPMIareFunctional,Matrix,and
Projectized.TheProjectManagerhasthemoststrengthinaProjectizedorganization,anditisinthis
typeoforganizationthathe/sheismostlikelytohavetheauthoritytohireorfirewithoutfirsthaving
toconsultseniormanagement.PMBOKV52.1.3OrganizationalStructuresPage21
Answerd.CommunicationMethodsandTechnology:CommunicationTechnologyrepresentsthe
varietyoftechnologyavailableandsuggeststheappropriatemethodologyischosen.Communication
Methodsfocusesonensuringtheinformationthathasbeencreatedanddistributedhasbeen
receivedandunderstoodtoenableresponseandfeedback.PMBOKV510.2.2Manage
Communications:ToolsandTechniquesPage300
theknowledgeacademy
69.
70.
71.
72.
73.
74.
75.
76.
Answerc.BidderConferences:Thisquestionteststhestudent'sunderstandingoftheITOsofthe
ConductProcurementsprocess.Throughelimination,answeroptionsa.,b.,andd.mayberemoved
fromconsideration:alloftheseareindeedInputsintheConductProcurementsprocess.The
exceptionhereisansweroptionc.,BidderConferences,whichisaTool/TechniqueintheConduct
Procurementsprocess,notanInput.PMBOKV5122.2.1BiddersConferencesPage375.
Answerb.Colocation:ColocationisconsideredaTool&TechusedinDevelopingProjectTeams.
Sometimesreferredtoas'tightmatrix'itplacesteammembersintoaphysicallocationtoenhance
theirabilitytoperformasateam.TheStaffingPlanandWBScanbeeliminatedfromtheoptions
availableiffornootherreasontheyareeitherinputsorOutputs,nottools.Cohabitationisa
personallivingarrangementandnotmentionedinthePMBOK.PMBOKV59.3.2.5ColocationPage
277
Answerc.Goodrelationswithcoworkersandmanagers:HerzbergconsidersRecognitiona
Motivatorandthehygienefactorsbeingevaluatedarecorporate,notpersonalinnature;aGood
relationamongcoworkersandmanagersisahygienefactor.SelfActualizationisthetoptierin
Maslow'sHierarchyofNeeds.
Answera.TheoryX:ItshouldbeclearfromtheSlidePresentationthataTheoryXmanageris,if
nothingelse,amicromanager.Themanager'sbehavior,asdescribedinthisscenario,isthebehavior
ofamicromanager.Ofthefouransweroptionsgiven,optiona.istheclearchoice.TKAPresentation
Slide_____
Answerb.(Not)Meetatleastonceaweek:MeetingsarebrieflycoveredinHumanResource
Management,focusedaroundestablishinggroundrulesofetiquetteandorder.Concisedefinitionof
thepurposeandschedulingofmeetings(includingansweroptionsa.,c.,andd.arebetterfoundasa
Tool&TechMeetingsinPlanCommunicationsManagementPMBOKV510.1.2.5MeetingsPage295
Answerb.QualityMetrics:Thisquestionteststhestudent'sunderstandingandrecollectionof
QualityManagementKnowledgeAreaprocessesandtheirITOs.Oftheoptionsgiven,answeroption
b.,QualityMetrics,isclearlytheInputintothePerformQualityAssurance(PQA)process.Approved
ChangeRequestsisanInputoftheControlQualityprocessbutnotthePQAprocess(PMBOKpage
230).GradeisnotanITOatallbutProjectManagershouldknowhowGradediffersfromQuality
(PMBOKpage228).AndResourceCalendarsistotallyoutofplacehere,althoughitisaverypopular
InputEstimateActivityResources,EstimateActivityDurations,DevelopSchedule(allPMBOK143),
DetermineBudget(PMBOK194),andDevelopProjectTeam(PMBOK257)andanOutputoftwo
processes(interestingly),AcquireProjectTeamandConductProcurementsPMBOKfromthe
QualifiedSellerListpages257and356).PMBOKV58.2.1,PerformQualityAssuranceInputsPage
244
Answerc.CouldbeeitherDirectorIndirect:AccordingtothePMBOK,"trainingcostscouldbe
includedintheprojectbudget,orsupportedbytheperformingorganizationiftheaddedskillsmay
beusefulforfutureprojects"(PMBOK275);and"indirectcostsarethosecoststhatcannotbe
directlytracedtoaspecificproject"(PMBOK202).Ifthetrainingisapplicableonlytotheworkofa
specificproject,thenitshouldbeincludedinthatproject'sbudgetandwouldbeconsideredaDirect
Cost.If,ontheotherhand,thetrainingprovidestheteamwith"addedskills[that]maybeusefulfor
futureprojects,thecostofthattrainingisnotnecessarilyattributabletotheprojectandtherefore
maybeconsideredforaccountingpurposesasanIndirectCost.Forthesereasons,answeroptionc.,
CouldbeeitherDirectorIndirect,isthecorrectanswer.PMBOKV57.2.3.1ActivityCostEstimates
Page202;PMBOKV59.3.2.2Training275;
Answerc.DetermineBudget:TheDetermineBudgetprocessaggregatestheestimatedcostsof
individualactivitiesand/orworkpackagestoestablishanauthorizedcostbaseline.EstimateCosts
looksatindividualworkpackagesandactivities,DetermineBudgetputsthemtogether.Estimate
durationisconcernedwithtime,howlongitwilltaketoperformtheworkrequiredtoproducethe
theknowledgeacademy
77.
78.
deliverable;itsOutputareinputstocreatingtheschedule.ControlScheduleisaM&Cprocessthat
comparesactualtothebaselinetodeterminevariances.PMBOKV57.3DetermineBudgetPage208
Answera.StakeholderRegister:KeyinputstotheStakeholderManagementPlanincludetheProject
ManagementPlan,theStakeholderRegistercreatedintheIdentifyStakeholdersInitiationprocess,
EEFsandOPAs.TheStakeholderManagementPlanisasubsidiaryplanoftheProjectManagement
PlanwhendevelopedasanOutputofthisprocess.TheRiskRegisterisaninputandOutputofmany
oftheriskfocusedprocessesandAnalyticalTechniquesaretools,notaninput.PMBOKV513.2Plan
StakeholderManagementPage399
Answera.Whenthecustomerrequestsadditionalwordingnotcurrentlyinthecontract.The
correctanswertothisquestionisnotstatedinthePMBOK.However,itiscommonknowledgethat
onlyauthorizedpersonnelintheorganizationcanactuallymakechangestothecontract.Those
authorizedpersonnelwouldincludeorganizationslegalandcontractprofessionalsbuttypically
notitsprojectmanagers.Thetesttakermightalsoeasilyarriveatthisconclusionbywayofthe
processofelimination.Projectcostoverruns,scheduleslippageimpactingthecriticalpath,anddefectsthat
havebeendiscoveredareallmattersfrequentlyhandledbytheprojectmanagerwithouttheparticipationof
orneedfortheorganization'sContractsAdministrationorLegaldepartment.
79.
80.
81.
82.
83.
Answerc.ManageStakeholderEngagement:"Communicatingandworkingwithstakeholdersto
addresstheirissuesandmeettheirneeds,"isakeyfeatureandthestatedpurposeoftheManage
StakeholderEngagementprocessPMBOKV513.1ManageStakeholderEngagementPage404
Answerb.Staffreleaseplan:TheStaffingReleaseplan(aswellastheAcquisitionPlan)isa
componentoftheStaffingmanagementplan,whichisinturnasubcomponentoftheHuman
ResourceManagement.Asimportantasacquisition,thereleaseplanshouldbeconsiderateofboth
theprojectandtheteammembersinvolved.Fromtheprojectperspective,oncereleasedthecostsof
theresourcescannolongerbechargedtotheproject.Moraleisequallyimportantandcarein
planningcanallowasmoothtransition(reducerisk)ofresourcestootherprojects.Complianceand
Safetycanbeeliminatedasdistractions.PlanPMBOKV59.1.3.1(Output)HumanResource
ManagementPlanPage267
Answera.DevelopProjectTeamprocess:Thisquestionteststhestudent'sknowledgeoftheHuman
ResourcesKnowledgeAreaprocesses,theirorderandtheirITOs.StaffPlanningandHumanStaffing
arenotamongthe47processesdefinedbyPMI.ThePlanHumanResourceManagementprocess
definesHOWresourceswillbeidentifiedbyneed,Acquired,DevelopedintoateamandManagedas
ateamofindividuals.OnceacquiredthenextlogicalstepisDevelopProjectTeam,andistheonly
processinwhichProjectStaffAssignmentsisanInput.PMBOKV5Figure91ProjectHuman
ResourceManagementOverviewPage257.
Answera.(Not)AllProjectManagers:Unfortunately'AllProjectManagers'isageneralstatement
thatincludesthosethathaveandhavenothadtrainingandorhavebeenPMIcertified.Answersa.,
b.,andc.canberemovedfromconsiderationastheyaretakendirectlyfromthecode.
Answera.StakeholderManagementPlan:Arrivingatthecorrectanswertothisquestionisagood
exampleofhowtheprocessofeliminationcanbeusedeffectively.First,focusonthewordsinthe
problemthatmightstrikeyouaskey:"detailedplans,""managestakeholders,"and"their
expectations."Youshouldknowthatansweroptionb.,"StakeholderEngagementAssessment
Matrix,"isusetoidentifytheengagementlevelsofstakeholdersanditisaTool/Technique,nota
document.Optionc.,"StakeholderRegister,"isadocumentbutitisallabouttheidentifying
stakeholdersandtheircharacteristics.Andoptiond.,"CommunicationsManagementPlan,"is
certainlynot"comprisedprimarilyofdetailedplansastohowtheProjectManagermightmanage
stakeholdersandtheirexpectations."Theonlyviableansweroptionisa.,StakeholderManagement
Plan.PMBOKV513.2.3.1(Output)StakeholderManagementPlanPage403
theknowledgeacademy
84.
85.
86.
87.
88.
89.
90.
91.
Answerb.WorkAuthorizationSystem:Thecorrectanswer,answeroptionb.,"WorkAuthorization
System,"isdefinedintheGlossaryofthePMBOK(page567)asacollectionofproceduresintended
to"ensurethattheworkisdonebytheidentifiedorganization,attherighttime,andintheproper
sequence."FirstintroducedasacommoninternalEnterpriseEnvironmentalFactoritisconsidered
partofProjectManagementInformationSystems(PMIS)andisfoundreferencedasaninput,tool
andOutputthroughouttheExecutionandM&Cprocessgroups.PMBOKV52.1.5Enterprise
EnvironmentalFactorsPage29
Answerd.ExecutingProcessGroup:Akeyfundamentalconceptisthattherearefiveprocessgroups
Initiating,Planning,Executing,MonitorandControlling,andClosing.Executingtheplansestablished
andsummarizedintheProjectManagementPlan,work(carryingouttheprojectspecifications)
happensintheExecutionProcessGroup.ResourcePlanningdetermineshowitwillbeaccomplished,
theWBSdefineswhatneedstobedoneandMonitoringWorkProgressiscomparingwhatis
happeninginExecutionagainsttheplan.PMBOKV53.0ProjectManagementProcessesPage49
Answerb.Youhavecompletedmoreworkthantheplannedwork:Answeroptionscanddare
removedfromconsiderationas(typically)aprojectdoesn'tmakemoneyuntiltheproductofthe
projecttransitionstoitscustomer.Thequestionbecomeshavewecompletedmoreorlessworkthan
planned.Sincethequestionstatestheratioisgreaterthanone,moreisthecorrectchoice.Theratio
comparesthePlannedValue(PerformanceMeasurementBaseline),theEarnedValue,andtheActual
Cost.Aneasywaytorememberthisiscomparingthevarianceittoadollar.Inthiscaseweareover
100%meaningwearegainingmoreindeliverablesthanplannedinreturnforeverydollarspent.
PMBOKV57.4.2.1EarnedValueManagementPage217
Answera.0.97:ThequestionasksfortheCostPerformanceIndex(CPI)TheformulaforCPIisEV/AC
EarnedValuedividedbytheActualCost.Inthiscase,AC=$512,200;EVis70%oftheBudgetat
Complete(BAC)$720,000.(.7X720,000)/$512,200=0.97(Answera)PMBOKV57.4.2.1Earned
ValueManagementCostPerformanceIndexPage219
Answerc.LowerthantheBudgetedCostofWorkScheduled:RecallthatBudgetedCostofWork
Scheduled(orBCWS)isthesameasthePlannedValue(PV).Intheproblem,iftheworkthathas
beenaccomplished,theEV(EarnedValue)islowerthantheworkthatwasplanned(thePlanned
Value,orBudgetedCostofWorkScheduled),youknowthatyouwillneedmoretimethanplannedto
finishallofthework.And"moretimethanplanned"effectivelytranslatestomeanaschedule
overrunislikely.ScheduleVariance(SV)andSchedulePerformanceIndex(SPI)wouldbethetools
usedtoidentifyhowbigthevarianceisandhelpunderstandwhatcanbedonegoingforwardto
makecorrections.PMBOKV57.4.2.1EarnedValueManagementPage217
Answerb.Scurves:EarnedValueandActualCostscanbemappedagainstthePlannedValue(the
PerformanceManagementBaseline(PMB))Togetherandwhenplottedtogetherthethreelinesform
alazysshapedcurveandevidenceperformance(EVandAC)againstexpectationsPVovertime.
VarianceReportsexaminethedifferencebetween(EVandAC)againstPV,onmoreofatimeslice
basis.ATrendAnalysisexaminesperformanceovertimeandmayusetheSCurvetohelpunderstand
whatishappening.EarnedValueReportslikewiseevaluateandpredictwhathashappenedandhelp
forecastfutureexpectations.PMBOKV5Figure712EarnedValue,PlannedValue,andActualCosts
(SCurve)Page219
Answerc.Entireproject:WhiletechnicallyaTool&TechassociatedwithControlCosts(partofthe
ControllingProcesses)EVMcanbeusedfromthepointtheScheduleandCostbaselinesaredefined.
SincePlanning,Executing(b),Controlling(a)andClosing(d)activitiesareincludedinthecosts
associatedwithaprojectitwouldbelogicaltoindividuallyeliminatetheminfavorofthewhole,the
EntireProject(b.)PMBOKV57.4.2.1EarnedValueManagementPage217
Answerd.Varianceanalysis:VarianceanalysisisaCostControlTool&Tech,partofEarnedValue
Measurement,tohelpinforecastingfuturecostandschedule.Answersa.,ProcessDecisionProgram
theknowledgeacademy
92.
93.
94.
95.
96.
97.
Charts,andb.,PrioritizationMatrices,andc.,ActivityNetworkDiagrams,areQualityManagement
andControltoolsdescribedintheToolsandTechniquesdefinedforQualityAssurance.PMBOKV5
8.2.2.1QualityManagementandControltoolsPage246
Answerc.Theprojectisincompleteuntilallprojectandproductdeliverablesarecompletedand
accepted:Answeroptionc.iscorrectbecauselessonslearnedaredeliverablesofourprojectjust
nottothecustomer.Iftheprojectwastrulycompleted,wewoulddisbandtheteambutwecannot
dothatuntilallofourclosingactivitiesarecompletedincludingthesubmittaloflessonslearned.
Optiona.isincorrectbecausewehavedeliverablesthatareinternal(totheorganization),
specifically,thelessonslearned,aswellasthedeliverablestothecustomer.Answeroptionb.canbe
eliminatedbecausethereisnoindicationinthefactsaspresentedinthescenariothat"theproject
needstobereplanned."Andoptiond.isincorrectbecausethereisnoindicationinthescenario
that"theprojecthasreachedtheduedate."(Itmaywellbeaheadofschedule!)Theonlyanswer
optionthatissupportedwhollybytheproposedscenarioisoptionc.
Answera.Youshoulddocumentthecircumstancesaslessonslearned:HistoricalInformationis
includedasanelementofOrganizationalProcessAssetsUpdates,anOutputofCloseProjector
Phase.Lessonslearnedareacriticalassetusedtoleveragewhatwentrightandavoidwhatwent
wrong;itshouldincludeinformationonissues,risksaswellastechniquesthatworkedwell.The
causesofthedelaythatresultedincostoverrunsshouldbeincludedasalessonlearned.b.,
Archivingthefinancialrecordsprovidesthedetailbutperhapsnotthecausetobeavoided.c.,Cost
Starvationcouldbethereasonforthedelaybutdoesn'tofferwhattodoaboutit.d.,TheScope
ValidationProcessformalizestheacceptanceoftheProjectDeliverableswhichtriggerstheclose
process.PMBOKV54.6.3.2OrganizationalProcessAssetsUpdatesPage104
Answerb.TheprocurementprocessesfromPlanProcurementManagementthroughControl
Procurements:ProcurementAudits,aTool&Techarestructuredreviewsoftheprocurement
processoriginatingwithPlanProcurementManagementthroughControlProcurements.The
objectiveauditidentifiessuccessesandfailurestobeusedaslessonslearnedforotherprocurement
contractsontheprojectorprojectswithintheperformingorganization.b.,isanincorrectchoiceas
CloseProcurementsistheprocessinwhichtheauditreviewhappens.c.,isanincorrectchoiceasit
excludestheControlProcurementsprocess.d.,movespasttherealmgoverningtheProcurement
processintotheIntegrationKnowledgearea,CloseProjectorPhase.PMBOKV512.4.2.1
ProcurementAuditsPage388
Answera.ConfigurationManagement:ConfigurationManagementisintroducedasan
OrganizationalProcessAsset(PMBOKV5Page28),asacomponentofthecorporateknowledgebase
thatcontainstheversionsandbaselinesofallorganizationalstandards,policies,procedures,andany
projectdocumentation.ConfigurationManagementiddefinedinthePOMBOKGlossary(page532)
asacollectionofformaldocumentedproceduresusedtoapplytechnicalandadministrative
directionandsurveillanceto:identifythefunctionalandphysicalcharacteristicsofaproduct
Thisisthebestofthefouransweroptionsgiven.PMBOKV5Pages28and532
Answerb.ReturnonInvestment(ROI):Throughtheprocessofelimination,answeroptionsa.,c.,
andd.maybeeliminated;theyarealldocumentsthatshouldbecompletedaspartoftheClose
ProjectorPhaseprocess.Answeroptionb.istheexception,andthereforethecorrectanswerhere,
becausethedeliverable's(oreventheproject's)ROIisnotsomuchtheconcernoftheProject
ManagerasitistheconcernoftheProductManageror,ingeneral,SeniorManagement.PMBOKV5
4.6.3.2CloseProjectorPhaseOutputs:OrganizationalProcessAssetsUpdatesPage104
Answerd.CloseProcurementsandCloseProjectorPhase:Projectsdon'tenduntilthepaperworkis
done.a.,ControlScheduleandQualityarenowbehindDan,processeshehaslongagocompleted;
b.,ManageCommunicationsandControlProcurementshavebeenallbutcompleted;c.,Hecan
hardlyrememberDefineandSequenceActivitiesthathappenedinPlanningtheproject.While
theknowledgeacademy
98.
99.
100.
101.
102.
103.
104.
105.
CustomerAcceptancehappenedintheM&CProcessValidateScopewherebothcompletenessand
correctnesswereconfirmed,thenextstepsaretoconfirmallProcurementContractshavebeen
reconciledandclosed;toreleaseresourcesandformallyinitiatetheCloseProjectorPhaseprocess.
PMBOKV54.6CloseProjectorPhasePage100
Answerc.ProjectC:AsmentionedintheSlidePresentation,youdonotneedtoknowhowto
actuallycalculateNetPresentValue(NPV),InternalRateofReturn(IRR),DiscountedCashFlow(DCF)
orotherfinancialbasedprojectselectionmethods.However,onthetestyouwillneedtoknowthat
"biggerisbetter,"theprojectopportunitythatoffersthebiggestreturn(comparedtothosevalues
ofotheropportunities)isthemoredesirableopportunity.Forthisreason,answeroptionc.,Project
C,isthecorrectanswer.
Answera.NegativeVarianceat$50,000:TheVarianceatCompletioncalculationisVAC=BACEAC.
(SeePMBOKpage222,aswellastheSlidePresentation.)Withthedatagivenhere,theVACinthis
problemis$50,000(ora"NegativeVarianceat$50,000").ThePlannedValue(PV),EarnedValue
(EV),andActualCosts(AC)dataprovidedintheproblem,aswellastheETC(BottomUp),areall
distracters,becausethedatapointsneededtosolvetheproblemtheBACandtheEACareboth
provided.SeeSlidePresentation,ControlCosts.
Answerb.ExpertJudgment,Meetings:Thisquestion,whichisdirectlyrelatedtoPMBOKcontent,
teststhestudent'sknowledgeoftheITOsofthePerformIntegratedChangeControlprocess.Ofthe
fouransweroptions,optionb.,ExpertJudgment,Meetings,isthecorrectanswerbecauseitisthe
morecompleteanswercomparedtoitsclosestrivals,optiona.,ExpertJudgment,andoptionc.,
Meetings.Optiond.,ChangeLog,ProjectManagementPlan,isincorrectbecauseChangeLogis
anOutputandProjectManagementPlananInputofthisprocess.SeePMBOKV54.5.2Perform
IntegratedChangeControlPage98
Answerc.Attheendofeachphaseoftheproject:WhileCustomerAcceptancehappensinValidate
Scope,thenextstepsaretoconfirmallProcurementContractshavebeenreconciledandcloseand
formallyinitiatetheCloseProjectorPhaseprocess.PMBOKV54.6CloseProjectorPhasePage100
Answerb.ControlChartandRunChart:BoththeControlChartandRunChartevaluatedataor
samplesovertime.Pareto,GanttandHistogramsdonotconsidertheinfluenceoftimeonthe
variationthatexistswithinadistribution.DefinedinPlanQuality,theTool&TechisusedinControl
Quality8.3.2.1PMBOKV58.1.2.3SevenBasicQualityTools(ControlCharts)Page238
Answera.ParetoDiagram:AParetoanalysisisanorderedhistogramthatcanbeusedtoidentifythe
vitalfewsourcesthatareresponsibleforcausingmostoftheproblem'seffects.Resolving20%ofthe
identifiedissuescanresolve80%oftheidentifiedproblems.Ishikawa'sfishbonecharthelpsidentify
theissuesbutdoesnotfocusonthefrequencyofoccurrence.ControlChartsevidencethenumberor
magnitudeofthedeviationsovertime,butnotthecause.Flowchartsareprocessmapsthatdefine
thesequenceofstepsandbranchingpossibilitiesthatexistforaprocess.DefinedinPlanQuality,the
Tool&TechisusedinControlQuality8.3.2.1PMBOKV58.1.2.3SevenBasicQualityTools(Pareto
Charts)Page237
Answerb.ManageProjectTeam:InterpersonalSkillsisaTool/Techniqueinjustthreeprocesses
DevelopProjectTeam,ManageProjectTeam,andManageStakeholderEngagement.Ofthesethree
processes,onlyManageProjectTeamappearsasanansweroption.PMBOKV59.4.2.4Interpersonal
SkillsPage283
Answerb.Withdraw/Avoid:Inthisproblem,theProjectManager"hasjustbeendocumentingthe
delays,nothingmore."Thisisfairlypassivebehavior,particularlycomparedwiththreeoftheanswer
optionsCollaborate/ProblemSolve,Force/Direct,andCompromise/Reconcileallofwhichare
proactiveinwaysthatcontrastwiththeProjectManager'sbehavior.Theansweroptionthatmost
closelyreflectshis/herbehaviorisoptionb.,"Withdraw/Avoid,"whichis"Retreatingfromanactual
theknowledgeacademy
106.
107.
108.
109.
110.
111.
112.
orpotentialconflictsituation;postponingtheissuetobebetterpreparedortoberesolvedby
others."PMBOKV59.4.2.3ConflictManagementPage283
Answera.ProjectManagementPlan:TheProjectManagementPlandefines,preparesand
coordinatesallsubsidiaryplansgoverningbothHOWtheProjectwillbemanagedandWHATthe
productoftheProjectwillentail.Itisacentraldocumentthatdefinesthebasisofallprojectwork.
Scope,Schedule,Costandeventhetimingandcontentformatofthereportsthemselveswillbe
containedintheProjectManagementPlan.TheProjectCharterisa10Kfootviewofthegoalor
overviewoftheproject.EarnedValuecalculationsplayasignificantroleincreatingcost/progress
reporting;PERTandCPMareEstimatingandSchedulingtechniques.PMBOKV5DevelopProject
Answerb.ControlProcurements:Throughtheprocessofelimination,answeroptionsc.,
"ProcurementManagementPlan,"andd.,"StaffingManagementPlan,"canberemovedfrom
consideration.BothareOutputsandneitherisaprocess,whichiswhatthequestionasksfor.Also,
thefactthattheprojectmanagementteam"hassubcontractedworktoaservicecompany"implies
thatthisprojectisbeyondtheplanningperiodandisverylikelyinanexecutingphase.Theserules
outoptiona.,"PlanProcurementManagement,"asaviableoption.Ensuringtheservicecompany
meetscontractualrequirementshappensin"ControlProcurements,"thecorrectanswer.PMBOKV5
12.3ControlProcurementsPage379
Answerb.Organizationalprocessassetsupdates:Thisquestion,whichisdirectlyrelatedtoPMBOK
content,teststhestudent'sknowledgeoftheITOs,particularlytheOutputs,oftheControl
Communicationsprocess.OrganizationalProcessAssetsUpdatesisthecorrectanswerbecauseit
istheonlyOutputofthisprocessamongtheoptions.Optiona.,CommunicationsMethods,isnot
anOutputbutisratheraTool/Technique(thoughnotofthisprocess);optionc.,Information
ManagementSystems,isaTool/Techniqueofthisprocess,notanOutput;andoptiond.,Project
Communications,isanOutputofManageCommunications,notControlCommunications.PMBOK
V510.3.3.5OrganizationalProcessAssets,Page308.
Answerd.1000:ScheduleVarianceisdefinedinEarnedValueManagement,theformulaisSV=EV
PV.InthiscaseEV=3000,PV=4000,thedifferenceisanegative1000.PMBOKV57.4.2.1Earned
ValueManagementPage218
Answerd.(except)CostBaseline:ControlCostsisallaboutmonitoringthestatusoftheprojectto
updatetheprojectcostsandmanageschangestothecostbaseline.Thekeyadvantageisto
determineandusevariancestotakecorrectiveactionsandminimizerisks.CalculatedCV,SV,CPI,SPI
andotherEVMvaluesareconsideredWorkPerformanceInformation.OnAnalysisoftheControl
Costsdata,correctiveorpreventiveChangeRequeststoadjusttheCostBaselineorotherPMP
componentsmayresult.CostForecasts,acalculatedorreestimatedEACisdocumentedand
communicatedtoStakeholders.TheexceptionistheCostBaselineitself.ItisanOutputofDetermine
BudgetandbecomesaProjectsubsidiarydocumentunderchangecontrolwithinthePMP.PMBOK
V57.4.3ControlCosts:OutputsPage225
Answerb.(FIRST)Evaluatetheimpactofprojectclosure:Allfouroftheanswersultimatelyneedto
happensotheissuebecomesoneofprioritizingtheorder.Thefirststepwouldbetoevaluatethe
impactoftheprojectclosure.Whileitmaybebrief,itallowsforcollectingimpactdata.Asthe
questionproposestheinformationcamefromtheSponsor,meetingwiththesponsortodiscussnext
steps(possiblecoursesofaction)wouldbeasoundsecondstep.Dependingontheoutcomeofthe
PMsmeetingwiththesponsor,thethirdstepwouldbetoinitiatetheCloseProjectorPhaseprocess
tominimizefurthercostsinvolvedwiththeproject.Finally,sharingtheinformationwith
Stakeholdersmightbealogicalfourthstep.
Answera.ExpertJudgment:Throughtheprocessofelimination,answeroptionsb.,c.,andd.can
easilyberemovedfromconsideration.Optionsc.,"ProjectCharter,"andd.,"ProjectManagement
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113.
114.
115.
116.
117.
118.
Plan,"aremajorOutputsandcommonInputs,butneverdotheyappearasTools/Techniques.
Althoughnotascommonasthepreceding,optionb.,"AcceptedDeliverables,"isalsoanOutputand
anInput,butneveraTool/Technique.Onlyoptiona.,"ExpertJudgment,"isafit!PMBOKV54.6.2
CloseprojectorPhasePage102
Answerc.CloseProjectorPhasefinalizesallactivitiesacrossallProcessGroupsformallyending
projectorphasework;CloseProcurementscompleteseachprojectprocurement,documenting
agreementsforfuturereference:CloseProcurementformallyendseachContractorAgreement
arrangedtoprovideProduct,ServiceorResultnotcreated/performedinternallybythe
organization.Itspurposeistoprovidethesellerwithformalwrittennoticethatthecontracthas
beencompleted.OPAsareupdatedincludingaProcurementfile(theclosedcontract)Deliverables
acceptance(inaccordancewiththetermsoftheagreement)andlessonslearnedtheimprovement
recommendations,thevendorexperience,andifthevendorshouldbeconsideredonotherprojects.
CloseProjectorPhaseisthefinaltransitionoftheProduct,Service,orResultofthephaseorproject;
andOPAupdates,ProjectFiles(theresultsoftheproject),Projectorphaseclosuredocuments
(includingCustomerAcceptance,orperhapsthereasonfortermination),andHistoricalInformation
(lessonslearnedfromtheproject).PMBOKV54.6CloseProjectorPhasePage100;PMBOKV512.4
CloseProcurementsPage386
Answerb.YoumustinitiatetheCloseProjectorPhaseprocessandworkwiththeteamto
documentthelessonslearned:TheCloseProjectorPhaseprocessalsoestablishestheproceduresto
investigateanddocumentthereasonsforactiontakenifaprojectisterminatedbeforecompletion.
Inordertosuccessfullyachievethis,theprojectmanagerneedstoengagealltheproper
stakeholdersintheprocess.Thisincludesexitcriteria,transferoftheproject'sproductserviceor
results.Collectionofprojectrecords,auditofprojectsuccessorfailure,lessonslearnedandarchiving
projectinformationforfutureuse.Answera.Theteammustberetainedasneededuntiltheproject
isformallyandcompletelyclosed;c.Thequestionpresentsthedecisionhasbeenmade,asPMsuch
interventionorassistancehasalreadybeenmade;d.TheProjectManagementPlanisupdatedinthe
CloseProjectorPhaseprocess,inupdatingOrganizationalProcessAssets,ProjectFiles.PMBOKV5
4.6CloseProjectorPhasePage101
Answerb.(NOT)ProjectManagementMethodology:Throughtheprocessofelimination,answera.,
ProjectManagementPlan,c.,AcceptedDeliverables,andd.,OrganizationalProcessAssets,canbe
removedfromconsiderationtheyareallInputsintheCloseProjectorPhaseprocess.Onlyoption
b,ProjectManagementMethodology,isnotanInput,OutputoraTool/Techniquetoanyprocess.
PMBOKV54.6.1CloseProjectorPhase:InputsPage102
Answera.ProjectManagementPlan:TheCloseProcurementsprocesshasonlytwoInputs:
ProcurementDocumentsandtheProjectManagementPlan.b.,RequirementsDocumentationisa
commoninputandOutputthroughoutScope,Time,QualityandProcurements,butitisnotaninput
toCloseProjectorPhase.c.,ExpertJudgmentisacommonTool/TechniquebutneveranInputor
Output.TheOutputofValidateScope,d.,AcceptedDeliverablesisanInputtoonlyoneprocess,the
CloseProjectorPhase.PMBOKV512.4.1CloseProjectorPhase:InputsPage387
Answerd.(Not)Usingthepaymentsystemtoprocessconsiderationasperthetermsofthe
contract:Reviewingthecontracttermstoensureallhasbeenmet,Identifyingsuccessesandfailures
(HistoricalInformationandLessonsLearned)answersa.,b.,andc.,areallconfirmedcompleted
duringtheprocurementaudit.Answerd.usingthePaymentSystemisaTool&Techusedinthe
ControlProcurementsprocess.PMBOKV512.3.2.5PaymentSystemsPage383
Answera.Continuouslythroughouttheproject:Monitoringisanaspectofprojectmanagement
(collecting,measuring,distributingperformanceinformation,assessingmeasurementsandtrendsto
effectprocessimprovements)performedthroughouttheproject.Controlincludesdetermining
correctiveorpreventiveactionsorreplanningandfollowinguponactionplanstodeterminetheir
theknowledgeacademy
119.
120.
121.
122.
123.
124.
results.Answersa.,b.,andc.,focusoncompletionpoints,nottheprocessesandattentionrequired
ofaProjectManagertogetthere.PMBOKV54.4MonitorandControlProjectWorkPage88
Answerb.Createadocumentedchangerequest:ChangeRequests,mentionedover250timesinthe
PMBOKallowforconsideredevaluationofdocumented,proposedchangesbyanindividualor
ChangeControlBoardtounderstandtheimpactitwillhaveontheproject.Onceunderstood,the
changeisapprovedorrejected,itisdocumentedappropriatelywithintheProjectManagementPlan,
passedtoMonitorandControlProjectWorkforimplementation,Stakeholdersarenotifiedofthe
change(approvedorrejected),andverifiedimplementedagain,asvalidatedchangesinMonitorand
ControlProjectWork.Changesareexpected,answera.proposesignoringtheneed;c.suggests
consultingthesponsor;thePMhascreatedaChangeControlProcesswithintheproject
ManagementPlanwhichthesponsorhasagreedtod.suggestsstoppingallprojectwork,whichmay
ormaynotberequiredexcept,theIntegratedChangeControlProcessisindeedprojectworkinand
ofitself.PMBOKV54.5PerformIntegratedChangeControlPage95
Answerc.(Not)Changeintheestimationapproachfromtopdowntobottomupestimating:Plan
ScopeManagementistheprocessthatcreatestheScopeManagementPlan.Itdefinesprocessesfor
creatingtheScopeStatement,theWBS,howtheWBSwillbemaintainedandapproved,how
acceptanceoftheprojectdeliverableswillbeobtained,andtheprocessbywhichchangestothe
ScopeStatementwillbeprocessed.Regardingansweroptiona.,customerspecificationchange
wouldalignwiththeProjectCharterandsubsequentrequirementsdefinition.Regardingoptionb.,
governmentregulationswouldbeanEEFaspectrequiringattention.Regardingoptiond.,anew
technologydrivendesignchangewouldneedtobeconsideredforitsimpactonScope(aswellas
ScheduleandCost.)Concerninganswerc.,theCostorTimeManagementPlansdefinetheprocesses
tobeusedinestimating;ifsuchachangeweretobeneededmitstillwouldbeprocessedthrough
thePICCbutwouldnotaffecttheProjectScopeorScopeManagementPlan.PMBOKV55.1.3Scope
Answerc.Acceptance:TheValidateScopeprocessisnotsuccessfullycompleteduntilthecustomer
hasacceptedthedeliverablesthatis,untilthemajorOutputoftheprocess,AcceptedDeliverables,
hasbeenachieved.Accuracy,Timeliness,andCompletenessarealldesirablebuttheyaresecondary
incomparisonwithAcceptance.PMBOKV55.5.3.1AcceptedDeliverablesPage136
Answerd.Theprojectisbehindscheduleandunderbudget:Thisquestionconfirmsthestudent's
understandingoftwoimportantEarnedValueMeasurements,CostPerformanceIndex(CPI)and
SchedulePerformanceIndex(SPI).ThecalculationoftheformerisCPI=EV(EarnedValue)/AC
(ActualCosts);andofthelatter,SPI=EV/PV(PlannedValue).Inthisproblem,theCPIis1.33.Asyou
learnedinclass,anyCPIresultover1.0isadesirableresultasitindicatestheprojectisunderbudget.
TheSPIis0.8.Also,asyoulearnedinclass,anySPIresultunder1.0isnotsodesirablebecauseit
indicatestheprojectisbehindschedule.Answeroptiond.,therefore,isthecorrectanswer:"The
projectisbehindscheduleandunderbudget."PMBOKV57.4.2.1EarnedValueManagementCost
PerformanceIndexPage219
Answerb.Lowest:DetermineBudgetistheprocessofaggregatingtheestimatedcostsofindividual
activitiesorworkpackages(definedintheWBS)toestablishanauthorizedcostbaseline.TheWBS
decomposestheScopeStatementtoincreasinglydetaileddefinitionsoftheprojectworkcalledwork
packages,whichareassignedacontrolaccount.(Remember,ifitisnotintheWBS,itdoesn'tget
done!)Allcosts,tothelowest(b.)intheWBSareconsideredincreatingthecostcurvetoassistin
budgetcontrol.PMBOKV57.3.2.1CostAggregation(Tool&Tech)Page211
Answera.(Except)Thecostbaselineisupdatedallthetime:ThereareaLOTofAcronymsusedin
thePMBOK,andwhiletheabbreviationsservetheirpurposetheexamchallengesthestudent's
memory.Answersb.,c.,andd.canberemovedfromconsiderationaftercarefullyreviewingthese
abbreviations;theyareclearlyOutputsofControlCosts.TheCostBaselineisthereferenceagainst
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125.
126.
127.
128.
129.
130.
131.
132.
133.
whichtheActualCostsandEarnedValuearecomparedtodeterminevariances.Ifthevariances
provetheBaselineneedstobereassessedandchanged,itwouldbedonethrough(answerd.)a
changerequest.PMBOKV57.4.3ControlCosts(Outputs)Page225
Answerb.RequestforQuotation:ProcurementDocumentsareusedtosolicitproposalsfrom
prospectivesellers.Suchproposalsincludeanswersa.RFPaRequestforProposal,d.,IFBInvitation
forBid,andthecorrectanswerb.,RFQaRequestforQuote.Sincethebuyerhasreceivedresponses
fromhisdocumentandtheresponseswereQuotes,youmustassumehegotwhatheaskedforinhis
RFQ.Answerc.,Proposal,wouldbearesponsetoanRFP.PMBOKV512.1.3.3Procurement
DocumentsPage368
Answera.TrendReport:Ofthefouroptions,answeroptiona.,"TrendReport,"isthebest.Although
TrendReportisnotdiscussedinthePMBOK,TrendAnalysisisdiscussedthroughouttheMonitorand
ControlProcessGroup.ItisdefinedwellintheControlScheduleToolsandtechniquesprocess(and
intheTKAPresentation),"Trendanalysisexaminesprojectperformanceovertimetodetermine
whetherperformanceisimprovingordeteriorating."PMBOKV56.7.2.1PerformanceReviews
(TrendAnalysis)Page188
Answerb.(Not)ConstrainedOptimization:Answersa.,FacilitatedWorkshops;c.,Alternatives
Generation;andd.,ProductAnalysiscanbeeliminatedandremovedfromconsiderationastheyare
indeedtoolsusedtodefinethescopeofaprojectanditsproduct.Answerb.,Constrained
OptimizationisnotatoolusedinPMIProcesses.PMBOKV55.3.2DefineScope(Toolsand
Techniques)Page122
Answerc.(Not)AlternativesGeneration:Throughtheprocessofelimination,answeroptionsa.,b.,
andd.canberemovedfromconsiderationastheyaretoolsusedintheConductProcurements
process.Moreimportantly,theAlternativesGenerationisusedinControllingRisk.PMBOKV511.6.2
ConductProcurements:ToolsandTechniquesPage376
Answerb.(NOT)ExpectedMonetaryValueAnalysis:Throughtheprocessofelimination,answer
optionsa.,c.,andd.canberemovedfromconsiderationastheyareusedasToolsandTechniques
qualifyingrisksinthePerformQualitativeRiskAnalysisprocess.WhileEMVAnalysisisindeedaTool
&Tech,itisusedindetermininghowbigandbad(orgood)isthebearintheQuantifyingRisk
Analysisprocess.PMBOKV511.3.2PerformQualitativeRiskAnalysis:ToolsandTechniquesPage330
Answera.(Not)QualityAudit:RememberAuditsaretypicallyusedforProcessAssurance;Control
Qualityisallaboutdemonstrating,withevidenceddata,theacceptancecriteriaassociatedwiththe
product,itscorrectnesshasbeenmet.Answersb.,c.,andd.answerthatneedandcanbeeliminated
fromconsiderationPMBOKV58.3.2ControlQuality:ToolsandTechniquesPage251
Answerb.(Not)RiskUrgencyAssessment:IdentifyRisksisallabouta.,Brainstorming,c.,the
anonymityoftheDelphitechniqueandd.,identifyingStrengths,Weaknesses,Opportunitiesand
Threatswhichcanbeeliminatedfromconsideration.Oncealltherisksareidentifiedtheyarethen
qualified,whereatool,RiskUrgencyAssessmentisusedtoprioritizeitamongotheridentifiedrisks
ontheproject.PMBOKV511.2.2IdentifyRisks:ToolsandTechniquesPage324
Answera.Reviewingtheperformanceacceptabilityofaninstalledsoftwaremodule:Scope
Validationistheprocessinwhichtheclient(Customer/Sponsor,etc.)matchestheproductserviceor
resulttothedefinedScopeandRequirements,answera.Answerb.,managingchangesisdonein
thePICCprocess;c.,DecomposingtheWBSispartoftheScopedefinitionprocess;andd.,precedes
thecreationoftheCharter,andisconsideredoutsidetheboundariesofProjectManagement.
PMBOKV55.5ValidateScopePage133
Answerd.(Disadvantage)FinalcostsmaybemorethanthefinalcostonaCostReimbursable
contractbecauseSellersofteninflatetheirpricestocovertheirrisk:FixedCostContractsrely
heavilyonboththebuyer'sandtheseller'stechnicalandcostexpertiseintheproductserviceor
resulttobepurchased.Thesellermustincludehisprofitmarginattheoutsetandthebuyer'sriskis
theknowledgeacademy
134.
135.
136.
137.
138.
139.
140.
141.
minimizedinthatheknowsthetotal(fixed)pricegoingin.Answers1.,b.,andc.areclearadvantages
toeithertheBuyerortheSeller.PMBOKV512.1.1.9OrganizationalProcessAssets(FirmFixedPrice
Contracts)Page363
Answerd.(Except)WorkItems:TheStaffingManagementPlandefineswhatresourceswillbe
required,howtheywillbeacquired(a.),whenandhowlongtheywillbeneeded.Itmustconsider
resourcecalendars(b.),trainingneeds,Compliance(c.)withgovernmentregulations,unioncontracts
andHRPolicies(c.);recognitionandrewardsplan,safetyconcernsandareleaseplan.TheStaffing
ManagementPlanisanOutputofthePlanHumanResourceManagementprocess.PMBOKV5
9.1.3.1HumanResourceManagementPlan(StaffingManagementPlan)Page265
Answera.Seniormanagement:InaBalancedMatrixorganizationtheProjectManagermayhave
moderatepower;however,resourcestypicallyareaccountabletoafunctionalmanager.Ifthe
FunctionalManagerandtheProjectManagercan'tagreearbitrationtoresolutionwouldcomefrom
SeniorManagementPMBOKV52.1.3OrganizationalStructuresPage21
Answera.Safetymeasures:MoonProjectsormanufacturingStopsigns,thekeywordsinthe
questiontofocusonareCostofQuality,conformanceandnonconformance.CostsofNon
Conformanceareinternal(foundontheproject)andincludedRework(Downtime)andScrap,and
External(foundbythecustomer)andincludeliabilities,WarrantyWorkandLostBusiness.Safetyis
notconsideredaCostofQualityeitherConformanceorNonconformance.PMBOKV5Figure85
CostofQualityPage236
Answerb.Checklists:Throughtheprocessofelimination,answeroptionsa.,theWBSandd.,the
WBSDictionaryareInputsorOutputs(nottools)andareremovedfromconsideration.PNDisnotan
acronymusedinProjectManagement,thetop10usesincludePostNatalDepression,Portable
NavigationDevice,andPunk'sNotDeadbuttheydon'tquiteapply.Checklistsareusedasatoolin
Qualitytoverifythatasetofrequiredstepshavebeenperformed.PMBOKV58.1.3.4Quality
ChecklistsPage242
Answerc.PlanQualityManagement:Throughtheprocessofelimination,answeroptionsa.,
DeveloptheProjectCharterandb.,CollectRequirementscanberemovedfromconsideration.
PerformQualityAssuranceisworthasecondlookasitauditsplannedprocessestoconfirmtheyare
effectiveandlooksforopportunitiesforimprovement.PMBOKV58.1PlanQualityManagement
Page231
Answerc.Bottomupestimating:Estimatingtoolsareusedbymanyoftheplanningprocessandare
introducedanddefinedfirstwithintheToolsandTechniquesassociatedwithEstimatingActivity
Durations.Answersa.,Analogous,b.,ExpertJudgmentandc.,Bottomupareallconsidered
estimatingtoolshoweverthequestionusesakeywork'detailed'asaprerequisite.Analogousisa
grosstopdown,experienced,wediditbefore,technique;ExpertJudgmentissimilarhoweverituses
experiencetocombinedifferenttechniquestoapproximatetheduration(orcost).Bottomupuses
theresourcesthattypicallydothework(theactivities)toprojecthowlongitwilltakeorhowmuchit
willcost.Activitiesarerolleduptothewholeandanaccurate(consideredthemostaccurate)
estimateresults.NumericalestimatingisnotamongthoseofferedbyPMIastoolsortechniquesto
beused.PMBOKV56.5.2EstimateActivityDurationsPage169
Answerc.47days:Thisquestionteststhestudent'sunderstandingoftheThreePointEstimating
techniquewhichisbasedonBetaDistribution.TheThreePointEstimatingcalculationis(Optimistic
+4(MostLikely)+Pessimistic)/6.Inthisproblem,thatwouldbe(25+4(48)+65)/6or(25+192+
65)/6;282/6=47.PMBOKV56.5.2.4ThreePointEstimatingPage170.
Answerc.ProgramEvaluationandReviewTechnique(PERT):Thecriticalwordinthequestionis
each,asineachactivity.Answersa.,PrecedenceDiagrammingMethod(PDM),b.,Arrow
DiagrammingMethod(ADM),andd.,CriticalPathMethod(CPM)allfollowEstimatingActivity
DurationandSequencingActivitiesandareusedtoDeveloptheSchedulewhentheactivitiesare
theknowledgeacademy
142.
143.
144.
145.
146.
147.
strungtogethertodeterminehowlongtheprojectwilltake.Answerc.,ProgramEvaluationand
ReviewTechnique(PERT)isusedtodeterminetheduration(orcost)ofeachactivityitself.PMBOKV5
6.5.2.4ThreePointEstimating(PERT)Page170.
Answerb.11.95:Inthisproblem,toarriveatthestandarddeviation(SD)fortheentirepath,you
mustworkthroughthreesteps
Step1:SquaretheSDsforeachactivity;
Step2:Addtheresults;and
Step3:Findthesquarerootofthesum.
Step1:3x3=9,5x5=25,10x10=100,and3x3=9.
Step2:9+25+100+9=143.
Step3:squarerootof143=11.95(11.95x11.95=142.8).
Answera.CriticalPathMethod(CPM):CriticalPathMethodisaschedulingtechniqueusedto
estimatetheminimumprojectdurationanddeterminetheamountofflexibilityavailableinthe
logicalnetworkofpathsrequiredtocompletetheproject.Durationsareassociatedwitheachactivity
oneachpath.Addingthedurationsofeachactivity,oneachpathdeterminesthelongest(critical)
pathwhichistheshortesttimeinwhichtheprojectcanbecompleted.Answerd.,GERTisanearlier
versionoftheCriticalPathMethod,oneofthefirstto'graphically'representaschedule.Answerc.,
MonteCarloisacomputersimulationoptimizationtechniquethatusesmultipledurationestimates
andassumptionstocalculateadistributionofpossibleoutcomesforthetotalproject.Answerb,
PERT,anothernameforThreePointEstimatingisusedattheActivityleveltodeterminedurations,
orinthesimulationmethodsfortheProjectTotal.PMBOKV56.6.2DevelopSchedule:Toolsand
TechniquesPage176
Answerd.Lead:Thisquestionteststhestudent'srecollectionandunderstandingofCriticalPath
Methodtermsandconcepts.Thewordinginthequestiondescribesansweroptiond.,Lead,andis
extracteddirectlyfromthePMBOK.PMBOK6.3.2.3LeadsandLagsPage158.
Answerc.WBS:AplanningprocesswithinScopeManagementCreateWBS,theWorkBreakdown
StructuredecomposestheScopeStatementintosmallermanageablecomponentscalledWork
PackagesorActivities.Thekeyadvantageisthatitbecomesavisible,graphicalhierarchicalstructure
that'facilitatesthepricing'asitisallinclusive.IfitisnotintheWBS,itisnotintheproject.Answer
a.,aCostEstimationPlansoundsgoodbutinfacttheyareOPAToolsusedinEstimatingActivity
Costs;b.,theCostManagementPlanusestheProjectManagementPlanwhichincludestheScope
Baseline(ScopeStatement,WBSandWBSDictionary)askeyinputstohelpdefinetheapproachof
managingcosts.Answerd.,Bottomupestimatingisoneoftheestimatingtoolsandtechniques
definedwithintheCostManagementPlanandusedtodeterminecostsofworkpackagesand
activities.PMBOKV55.4CreateWBSPage125
Answera.Scope,Quality,Schedule,Budget,ResourcesandRisk:Bydefinition,Project
ManagementisbalancingthecompetingprojectconstraintsincludingbutnotlimitedtoScope,
Quality,Schedule,Budget,ResourcesandRiskPMBOKV51.3WhatisProjectManagementPage6
Answerb.(Not)Stakeholderinfluencesaregreatesttowardstheendoftheproject:Throughthe
processofelimination,answeroptionsa.,c.,andd.aretrueandshouldberemovedfrom
consideration.Answerb.contendsthatthestakeholderinfluencesaregreatestattheendofthe
project,notso,oratleastiftheyaresomethingisdreadfullywrong.Stakeholdersshouldbeinvolved
earlyonindefiningrequirementsandexpectations.Thoserequirementsandexpectationsareused
whendefiningthescopeoftheproject;decomposedintotheWBSandagainintotheactivitylevel
settingthescheduleandbudgetinmotion.Theirearlyonagreementtothatdefinitionallowsthe
worktoprogresswithaminimumofsurprisestowardtheendoftheProjectLifeCycle.Towardthe
end,thestakeholdersareupdatedastoprogress,notinfluencingchange.PMBOKV52.4.1
CharacteristicsoftheProjectLifeCyclePage38
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148.
149.
150.
151.
152.
153.
154.
Answera.Duringtheinitiationstage:Asearlyaspossible!!!ProjectManagementProcesses
introducestheprocessgroupswiththeInitiatingProcessGroupoutliningtheprocessesassociated
withanewproject.Theinitialscopeandfinancialresourcesarecommitted,internalandexternal
stakeholdersthatwillinteractwithandinfluencetheprojectareidentifiedandtheProjectManager
willbeselectedandassigned.Answerd.RFQspresentanopportunityforacompanytorespondtoa
need;however,itwouldtriggerafeasibilitystudythatcouldleadtotheinitiationofafundedproject.
AnapprovedCharternormallyinitiatesaProjectwhereintheProjectManagerisassignedand
authorizedtoexpendcompanyresourcesbytheProjectSponsor.TheCharterisdevelopedinthe
InitiationStage.PMBOK4.1DevelopProjectCharterPage67
Answerd.Governmentandindustrystandardsandregulations:Alloftheansweroptionsare
EnterpriseEnvironmentalFactors.However,thekeywordinthequestionisexternal;onlyanswer
optiond.,Governmentandindustrystandardsandregulations,isanexternalEnterprise
EnvironmentalFactors.AlloftheothersareinternalEnterpriseEnvironmentalFactors.PMBOKV5
2.1.5EnterpriseEnvironmentalFactorsPage29
Answera.StatementofWorkandBusinessCase:InitiatingaProjectrequiresaProjectCharter,the
documentthatformallyauthorizestheexistenceofaprojectandempowerstheProjectmanagerto
applyorganizationalresourcestorealizetheproductserviceorresult.Ifthesourceoftheworkis
fromanexternalcontract,tworequiredinputstoDeveloptheProjectCharteraretheStatementof
Work(whatneedstobedone)andtheBusinesscase,adocumentthatjustifieswhetherornotdoing
theworkisworththerequiredinvestment.Throughtheprocessofelimination,answeroptionsb.
andc.includestheProjectCharterwhichimpliestheProjecthasbeenapproved.Answerd.includes
a'ProjectDocumentwhichistoovaguetobeconsidered.4.1.1DevelopProjectCharter:InputsPage
68
Answerd.(Except)Thesponsoringmanagementhavetheresponsibilityofcreatingit:Answersa.,
b.,andc.alignwithdefinitionsoftheProductScopeDefinition,theBusinessneedandtheStrategic
PlanrequirementsoutlinedinthePMBOKandareremovedfromconsideration.WhiletheProject
ManagermayormaynotbeinvolvedinthecreationoftheCharteritisrecommendedhe/she
becomeengagedasearlyaspossibleintheprocess.ItisnotsetforthinthePMBOKthatSponsoring
ManagementcreatetheStatementofWorkPMBOKV54.1.1.1ProjectStatementofWorkPage68
Answerc.(Except)TheCharterformallyauthorizesthebudgetoftheProject:Keybenefitsof
developingaProjectCharterincludeanswersa.,ProjectStartandboundaries,b.,itcreatesaformal
recordoftheproject,andd.,itformalizestheacceptanceandcommitmentofSeniorManagementto
thesuccessoftheproject.WhileCharterexecutiondoescommitthecompanytofinanciallybackthe
project,itdoesnotdefine,createorcommittoaprojectbudget.PMBOKV54.1DevelopProject
CharterPage67
Answerb.ProjectManagementInformationSystem:Throughtheprocessofelimination,answer
optionsc.TheProjectManagementPlanandd.theProjectChartercanbeimmediatelyremoved
fromconsiderationastheyarenottoolsortechniques.Backtothequestion,thedefinitionsays
definestools,proceduresnecessarytocollect,collate,disseminateinformation...iteliminatesEarned
ValueAnalysis,animportanttoolusedtomonitorandcontrolCost,ScheduleandScope.PMIS,the
ProjectManagementInformationSystem,definedasasystemcontainingtoolsandtechniquesto
gather,integrate,disseminatetheOutputsofprojectmanagementprocessesusedtosupportthe
projectfromInitiatingtoClosingandincludesbothmanualandautomatedsystems....thewinner.
PMBOKV5GlossaryProjectManagementInformationSystemPage554
Answerb.Increase:ImpactofVariableBasedonProjectTime,showsclearlythattheCostof
ChangesaretypicallyexpectedtoriseasworkprogressesfromthestarttothefinishoftheProject
LifeCycle.PMBOKV5Figure29ImpactofVariableBasedonProjectTimePage40
theknowledgeacademy
155.
156.
157.
158.
159.
160.
161.
162.
163.
Answerd.AdminManagement:Answeroptionsa.,FinalupdatestotheProjectmanagementPlan,
Scope,Schedule,riskregister,changemanagementandriskimpactdocuments;b.,Document
reviewsassociatedwithvalidatedscope,customeracceptance,contractclosure;andtheHandover
oftheproductoftheproject,thedeliverablestothecustomercanberemovedfromconsideration.
AdminManagementistheoddmanoutthatisnotassociatedwithCloseProjectorPhase.PMBOK
V54.6.3CloseProjectorPhase:OutputsPage72
Answerc.Haveslowretrievalaccesscontrols:Answeroptionsa.,b.,andd.,makesense.Slow
recordretrievalwouldnotbeadesirableassetofsuchasystem:TKAPresentationSlide#89
Answerc.StakeholderRegister:Answera.,theStakeholderManagementPlanestablishesthe
processestoeffectivelyengageStakeholdersthroughananalysisoftheirneeds,interestsand
potentialimpactonprojectsuccess;b,theStakeholderEngagementAssessmentisatableusedto
rateStakeholdersasUnaware,Resistant,Neutral,SupportiveandLeadingtowardagoalsetting
relationshipimprovementplan;d.,theProjectManagementPlanisacomprehensiveplanthat
coordinatesalltheknowledgeareaprocessmanagementplans.Eachofthesecanberemovedfrom
consideration.TheStakeholderRegister,optioncistherepositoryfortheidentification,assessment
informationandclassificationofStakeholders.PMBOKV513.1.3.1StakeholderRegister,Page398
Answera.CreateWBS:'CreateWBSistheprocessofsubdividingprojectdeliverablesandproject
workintosmaller,moremanageablecomponents.Forthisreason,answeroptiona.isthecorrect
answer.ValidateScope,Answerb.istheprocessassociatedwithgainingCustomeracceptanceofthe
productoftheproject.DefineScope,answerc.developsthedescriptionoftheprojectandthe
productoftheproject.DefineWBS,answerd.isnotaPMIProjectManagementProcess.PMBOKV5
5.4CreateWBSPage125
Answerc.(Not)PerformanceReportswillhaveanacceptancetest:PerformanceReportsmay
documentandprovidefeedbackregardingthefruitofAcceptanceTestingbutisnottheInputor
Outputusedtodefinethem.PerformanceReportsarecommoninputsandOutputsofmanyM&C
processesincludingScope,Cost,Time,QualityRiskandProcurement.Eachsectionhasadescription
oftheiruseandcontent,oneofthebestiswithinthediscussiononRisk.Ittouchesonschedule(if
theprojectisontrack),VarianceAnalysis(comparingactualwithplanned)andsummaryofchanges
approvedovertime(audittrail).Answersa.,b.,andd.canberemovedfromconsideration.PMBOK
V510.2.2.5PerformanceReportingPage301
Answera.ActivityonNode:AsdiscussedintheSlidePresentation,thePrecedenceDiagramming
Method(PDM)iscommonlyreferredtoasActivityonNode,soansweroptiona.isthecorrect
answer.Technically,"ActivityonNode(AON)isonemethodofrepresentingaPrecedenceDiagram,"
PMBOKV56.3.2.1PrecedenceDiagrammingMethodPage156
Answerb.TheCriticalChain:"Theresourceconstrainedcriticalpathisknownasthecriticalchain."
Nonworkactivitiescalledbuffersareaddedtothecriticalpath.OneattheendisaProjectBuffer
protectingtheprojectfromoverallslippage.Feedingbuffersareplacedwheredependentactivities
intersectthecriticalchainprotectingthecriticalchainfromslipping.PMBOKV56.6.2.3CriticalChain
MethodPage178
Answerb.FastTracking:Answerc.,Floatandd.,LagarebothCriticalPathMethodconcepts,not
ScheduleCompressiontechniques,andcanbeeliminatedaspossibleanswers.Answera.,Crashing
andb.,FastTrackingaretheonlytwoScheduleCompressiontechniques.Crashingis"usedto
shortenthescheduleduration...byaddingresources";b.,FastTrackingisa"ScheduleCompression
techniqueinwhichactivitiesorphasesnormallydoneinsequenceareperformedinparallel."PMBOK
V56.6.2.7ScheduleCompressionPage181
Answera.Stakeholder(Analysis):ATool&Techusedinidentifying,analyzing,assessing,qualifying
andquantifyingStakeholderattributestodeterminehowtheycanbeleveragedorinfluencedtothe
theknowledgeacademy
164.
165.
166.
167.
168.
169.
advantageoftheproject.Answeroptionsb.,c.,andd.canberemovedfromconsiderationasthey
areassociatedwiththeRiskManagementProcess.PMBOKV513.1.2.1StakeholderAnalysisPage395
Answerc.SummarySchedule:DifferentSchedulesrepresentationsarecreatedtosatisfytheneeds
oftheiraudiences.TheSummarySchedulefillstheneedof(peer)managementwheretheneedis
limitedtoWorkpackageorevenhigherActivitylevels.Answera.,DetailedSchedulescouldbeused
attheengineeringlevel,toevidencethenutsandboltsofwhatneedstobeaccomplishedatthe
activitylevel;b.,MilestoneSchedulesareusedattheexecutivepresentationlevel,topresentthebig
picture.Answerd.canbeeliminatedfromconsiderationasitiswhysuchpresentationsareused.
PMBOKV5Figure621ProjectSchedulePresentationsExamplesPage183
Answerd.Bothaandb:OPAUpdateswithrespecttobothManageCommunicationsandManage
StakeholderExpectationsfocusonkeepingtheStakeholderapprisedofchanges(Stakeholder
notificationandProjectReports),status(Presentations),(FeedbackfromStakeholders)recognizing
theirconcernstowardimprovingprojectperformanceandclearlydocumentingwhatwentrightand
wrongintheprocess(LessonsLearned).Whileb.,ManageCommunicationsandc.,Control
CommunicationsbothincludeasubsetoftheseOPAUpdatesManageStakeholderEngagement
alonespecifiesallfourneeds.PMBOKV513.3.3.5OrganizationalProcessUpdates(Stakeholder
Engagement)Page409;10.2.3.4OrganizationalProcessUpdates(Communications)Page302
Answera.(Not)ChangeRequests:Whileoftenaninput(andOutput)theprocessControl
StakeholderEngagementisdesignedtooptimizetherelationshipwiththeStakeholderEngagement
andleveragethetoolstoproposechangestoimprovetheprocessesinvolved.Inthiscase,Change
RequestsareanOutputoftheprocess,notaninput.Answersb.,StakeholderRegister,c.,Work
PerformanceDataandd.,theIssueLogareallvaluableinputstotheprocess.13.4.1Control
StakeholderEngagement:InputsPage411
Answera.(Not)Lackofapaybackperiod:AsolidPlan,beingwatchfulofrisksandmanaging
(Stakeholder)communicationsleadtoasuccessfulcompletionofaproject.TheconstraintsofScope,
Schedule,Cost,Quality,Budget,ResourcesandRiskmustbemanagedbutimpressionsarereality.If
theStakeholdersdon'tfeelconfident,theyarepreparedforfailure.Milestonesandcommunicating
theprojecthasmettheminstillsthatconfidence.APaybackperiod,whileexpectedisapost
transition(Close)event.PMBOKV51.3WhatisprojectManagementPg7
Answera.Director:IntheearlystagesofDevelopProjectTeamTuckmandefinedthestageas
Forming,whererolesarebeingdiscoveredandmembersaremoreindependentthanonamature
team.Withmany"inexperiencedemployeeswhohaveneverpreviouslyworkedonaproject,"a
ProjectManagerwouldnotsolicitmuchinputfromteammembers,asaCoachtypeleader,answer
a.,would.Norisitlikelyshewould"encouragetheentireteamtomaketherelevantdecisions,"in
thewayanswerb.,aFacilitatortypeleaderwould.Andshedefinitelywouldnotassumea"hands
offleadershipposition,allowingtheteamtomakedecisionsonitsown,"inthemannerofoptiond.,
aSupportertypeleader.Intheinitialstages,agoodProjectManagerinsuchasituationwould
assumetheroleofaDirectortypeleader,answeroptiona.,making"decisionssolelybyherself,"
with"littleornoinformation...requestedoftheteam.""Director,"isthecorrectanswer.PMBOKV5
9.3.2.3DevelopprojectTeamToolsandTechniquesTeambuildingactivitiesPage276
Answera.PlanStakeholderManagement:Unlikealotofprocesses,Stakeholderscomefirst.Evenin
theProcessGroupstheyareintroducedintheInitiatingProcesses.Almostasquickly,theProject
Managermustdiscover,analyzeandincludemanagementstrategiesintheStakeholderRegister.The
PlanStakeholderManagementProcessallowsstrategizingandcreatingtheStakeholder
ManagementPlan,thatdevelopsanactionableplanthatdefineshowtointeractwithproject
stakeholders,andthusimproveperformance.ThisinteractionchangesthroughouttheProjectLife
Cycleandsomusttheplantoaccommodatethoseneeds.AnOutputofthisprocessinUpdate
ProjectDocumentswhichincludestheStakeholderManagementPlanitself.Inthiscase,Plan
theknowledgeacademy
170.
171.
172.
173.
174.
175.
176.
StakeholderManagementisthebestselectionoftheanswersprovided.Answerb.,DevelopWBSisa
processusedtodecomposetheScopeStatementintoWorkPackages.Theremaybeadegreeof
flexibilityinthefrontendofaccomplishingthisprocessbutoncecompleted,theprocessis(usually)
complete.ControlScope,answerc.,likewisewillfollowrulesdevelopedearlyoninthePlanScope
Managementprocess.Italsomaybechanged;however,itislessanimatethanthehuman
characteristicsassociatedwithStakeholders.Answerd.,TimeManagementisaknowledgearea,not
aprocess.PMBOKV513.2PlanStakeholderManagementPage399
Answerc.$142,000:InaCostPlusFixedFeeAgreementthefeeisbasedontheoriginalestimated
price.Inthiscase,thefeeof10%is$12,000,whichwouldbeaddedtotheactualsellercosts.
$130,000+$12,000=$142,000.PMBOKV512.1.1.9PlanProcurements:InputsOrganizational
ProcessAssetsCPFFPage364
Answera.ProjectManagementPlan:Thisquestionconfirmsthestudent'sunderstandingthatthe
ProjectManagementPlanisacomprehensiveplanthatincludessubsidiaryplans;inthiscasethe
ProcurementManagementPlancoordinatesrequiredProjectDocuments.TheProcurementPlan
wouldprovidethechecklistandprojectdocumentsreferredtointhequestionbutasasubsidiary
plan,itcanbefoundintheProjectManagementPlan.Answerb.,termsandconditionsmaysatisfy
theneedsofcontrollingthecontractbutProjectClosurerequiresthatitisclosed.Answersc.,andd.
havenothingtodowithProcurements(contract)closureandcanberemovedfromconsideration.
PMBOKV5Table4.1DifferentiationBetweentheProjectManagementPlanandProjectDocuments
Page78
Answera.MakeorBuyAnalysis:MakeorBuyAnalysisisaToolorTechniquesinthePlan
ProcurementManagementprocessusedtodetermineifitispossibleandpracticalfortheProject
Teamtoaccomplishtheworkrequiredorifitwouldbebettertopurchaseitfromoutsideresources.
Criteriausedincludecurrentcapability,budgetorscheduleconstraints,directandindirectcosts.
Onceadecisionismade(anOutputoftheprocess)theyeitherbecomeaninputtotheConduct
Procurementsprocessasabuy;theProcurementManagementPlandictateshowtheworkis
(re)introducedintotheorganizationifitistobemade.PMBOK12.1.2.1MakeorbuyAnalysisTool
&TechsPage365;PMBOK12.1.3.5MakeorBuyDecisionOutputPage370
Answerc.Terminatethesellerforconvenienceandhireanotherseller:ConductProcurements
monitorsthecontractswithsellersprovidingdeliverablesrequiredbytheproject.Performance
Detailsarecollectedandifitisbelow(contract)expectationsearlyterminationisareasonableaction
fordefault,causeorconvenience.Allotheranswersprovidedareprecludedbyhisdeliveryhistory.If
projectScope,CostorTimeareinjeopardy,TerminatingtheagreementisalogicalactionPBOKV5
12.3ConductProcurementsPage381
Answera.FirmFixedPrice:FFPcontractsaretypicallyusedwhenthegoodsneededareknownand
thescopeoftheproductwillnotchange.ThePriceisknownupfrontandthesellerisobligatedto
providetheproduct,serviceorresultsasspecified.Answersb.,TimeandMaterials,andc.,Cost
Reimbursablecontractsaretypicallyusedwhenthebuyerandsellerneedmorelatitudeinproviding
goodsorservicescontracted.PMBOKV512.1.1.9OrganizationalProcessAssets(agreements)Page
363
Answera.PlanProcurementManagement:SourceSelectionCriteriaisanInputtotheConduct
ProcurementsprocessbuttheyarefirstanOutputofthePlanProcurementManagementprocess.If
you"areengagedincreatingSourceSelectionCriteria,"youareinthePlanProcurement
Managementprocess.PMBOKV512.1.3.4SourceSelectionCriteriaPage368
Answera.Buythefurniture:ToBuy,thecostwouldbe$230,000(the$225,000costofthefurniture,
plustherelatedcostsof$5,000).ToMake,thecostwouldbe$270,200(19workersat$1,800per
monthfor6monthswouldcost$205,200,plusoverheadof$65,000).
theknowledgeacademy
177.
178.
179.
180.
181.
182.
183.
184.
185.
Answerd.QualityAudit:QualityAuditsareusedintheExecutionprocessofPerformQuality
Assurance.AuditsareusedtoensureOrganizationalorProjectSpecificqualityprocessesarebeing
followedincluding,identifyingnonconformanceissuesincreaseproductivity,verifyapproved
changeshavebeenimplemented.Answeroptionsa.,b.,andc.arenottoolsandcanberemoved
fromconsiderationPMBOKV58.2.2.2QualityAuditsPage247
Answera.StatisticalSampling:StatisticalSamplingisamongthetoolsandtechniquesavailablefor
useinQualityControlandifvolumeproductionispartoftheprojectdeliverables,itshouldbe
includedinthePlanQualityrepertoireoftools.StatisticalSamplingallowstakingapercentageofthe
productsbeingproducedatrandomandtestingthemagainsttheproductspecificationfor
compliance.Answersb.,hastodowiththepartofthewholebeingproducedandc.,isalawof
statisticsthatpredictsprobability.d.,Mutualexclusivitymeansthattheoccurrenceofoneeventis
notcausedbyanotherand,theycannothappenatthesametime.PMBOKV58.1.2.6Statistical
SamplingPlanQualityToolsandTechniquesPage240
Answera.Controlcharts:ControlChartsevidencethenumberormagnitudeofthedeviationsover
time,butnotnecessarilythecause.Theissueistodetermineiftheunitsbeingmanufacturedfall
withinCustomerSpecifications(andperhapswithininternalControlLimits.)AParetoanalysisisan
orderedhistogramthatcanbeusedtoidentifythevitalfewsourcesthatareresponsibleforcausing
mostoftheproblem'seffects.Ishikawa'sfishbonecharthelpsidentifytheissuesbutdoesnotfocus
onthefrequencyofoccurrence.Flowchartsareprocessmapsthatdefinethesequenceofstepsand
branchingpossibilitiesthatexistforaprocess.PMBOKV58.1.2.3PlanQualitySevenBasicQuality
ToolsPage238
Answerb.IshikawaDiagram:Inthiscaseweknowtherearemanufacturingissuesandthechallenge
istodeterminethecausesandtheireffects.Ishikawa'sfishbonecharthelpsidentifytheissuesthat
canthenbesortedbytheeffecttheyhave.Answera.,Flowchartsareprocessmapsthatdefinethe
sequenceofstepsandbranchingpossibilitiesthatexistforaprocessandwouldnothelp;c.,Pareto
analysisisanorderedhistogramthatcanbeusedtoidentifythevitalfewsourcesthatare
responsibleforcausingmostoftheproblem'seffects,notthecorrectchoice.Answerd.,Control
Chartsevidencethenumberormagnitudeofthedeviationsovertime,butnotnecessarilythecause.
PMBOKV58.1.2.3PlanQualitySevenBasicQualityToolsCauseandEffectdiagramsPage237
Answerc.Flowcharting:Flowchartsareprocessmapsthatdefinethesequenceofstepsand
branchingpossibilitiesthatexistforaprocess;d.,ScatterDiagramsorcorrelationchartsareusedto
determinearelationshipbetweentwodependentvariables.Answersa.,ProjectScopeStatement
andb.,TrendChartsdonotapplyandcanbeeliminated.PMBOKV58.1.2.3PlanQualitySeven
BasicQualityToolsScatterDiagramsPage238
Answerb.Qualityispreventiondriven:AtenetofPMI'sProjectManagementStandardisthatevery
ProjectshouldhaveaQualityManagementPlanthatiscompatiblewithInternationalOrganization
forStandardization(ISO)qualitystandards.Thefirstthreegovernancestowardthatendare
CustomerSatisfaction,PreventionoverInspectionandContinuousImprovement.Itreinforces
answerb.,Qualityispreventiondriven.Itprecludestheotherthreeanswers.PMBOKV58Project
QualityManagementP229
Answerc.(Not)QualityTraining:Throughtheprocessofelimination,answersa.,Rework,b.,Scrap
andd.,WarrantycostscanbeeliminatedasassociatedwithCostofnonconformance.Quality
Trainingleadstoqualityproductsandservices,andwouldbeconsideredaCostofConformance.
PMBOKV5Figure85CostofQualityPage235
Answera.Honesty,Respect,FairnessandResponsibility:PMIValuesfromtheCodeofEthicsand
Professionalism
Answerb.PerformQualityAssurance:'Youarelookingatdefectsinalltheinspectionrunsforthe
pastyear'Soundlikeanaudit?TherearethreebasicfunctionsdoneinQuality,Planning,and
theknowledgeacademy
186.
187.
188.
189.
190.
191.
192.
processaudits(Assurance)andmonitoringandrecordingresults(Control).Answeroptionsa.,
ControlQuality,c.,PlanQualityManagementandd.,QualityPlanningcanberemovedfrom
considerationleavingPerformQualityAssurance.PMBOKV58.2PerformQualityAssurancePage242
Answera.Weight:DesignofExperimentscreatescontrolconditionswhereinvariablesaretestedto
determinetheimpacttheyhaveonthetestsubjectsorproduct.Answersb.,Dollarsmaybeawayto
financethechangebutitisnottheelementtobechanged;c.,Statisticswouldbethedatacollected
andthewaytointerprettheimpactofthechangeandd.,distancewouldbeameasurementof
changenotthechangeitself.PMBOKV58.1.2.5DesignofExperimentsPage239
Answerd.ProcessAnalysis:Thisquestionconfirmsthestudentunderstandsthedifferencebetween
PlanQualityManagementandPerformQualityAssuranceandtheITOsusedinboth.PlanQuality
Managementidentifiesthequalityrequirementsoftheprojectandproductoftheproject.It
determinestheprocessesandtoolstheprojectwillusetosatisfyanddemonstratecompliance;
definestheprocessesandtoolsthatwillbeused,providesdirectionandguidanceonhowtheproject
willbemanagedwithrespecttoQuality.InExecution,PerformQualityAssuranceauditsthe
executionofprojectactivitiesto'assure'qualityprocessesandstandardsasdirectedbytheplan,are
beingfollowed.ProcessAnalysisfollowsthestepsdefinedintheProcessImprovementPlan(8.1.3.2),
anOutputoftheQualityManagementPlanandsubsidiaryplanoftheProjectManagementPlan,to
makeadjustmentstothetoolsandprocessesbeingusedtoimprovebothqualityandperformance.
ProcessAnalysisisnotaTool/TechniqueusedinPlanQualityManagementprocess.PMBOK8.2.2.3
ProcessAnalysisPage247
Answerc.PortfolioManagement:Thisquestionteststhestudent'sknowledgeofPortfolio
Managementandwhereitfitsinthecompany'sstrategicplanandproductdeliverymethodology.
PMBOKV51.4RelationshipsAmongPortfolioManagement,ProgramManagement,Project
Management,andOrganizationalProjectManagementPage7
Answerc.WeakMatrixOrganization:AProjectManagerwith"verylittleformalauthority"would
notbeworkingineitherad.,StrongMatrixOrganizationorana.,ProjectizedOrganization,inwhich
ProjectManagersoperatewithconsiderableortotalauthority.b.,"ExpeditorOrganization"isnotan
Organizationalmodel.PMBOKV52.1.3OrganizationalStructuresPage21
Answera.Conceptphase:ItisintheConceptphaseofaprojectwheretheinitialconceptandthe
roughcostgoalsareestablishedbythesponsoranditisherewherethecharacteristicsofaproject
canbeestablished.Later,whenrequirementsaregatheredintheb.,developmentphase,c.,
executionphaseandd.,closedownphasethescope,budgetandschedulearerigidlydefinedand
approved.Costsofchangesinthelatterstagesprecludethechangesthatcanhappenearlyoninthe
project.PMBOKV52.2.1ProjectStakeholders(Sponsor)Page32;2.4.1CharacteristicsoftheProject
LifeCyclePage40
Answerc.MakeorBuyAnalysis:TheMakeorbuyAnalysisisaTool&TechusedinPlan
ProcurementsnotintheEstimateActivityResourcesProcess.Answersa,.AlternativesAnalysis,b.,
BottomUpEstimatingandD.ProjectManagementSoftwareareindeedtoolsusedinestimating
whatresourceswillberequiredontheproject.PMBOKV5EstimateActivityResources:Toolsand
TechniquesPg164
Answerb.ProjectManager:Conflictresolutionintheprojectcontextbegins,andisnormally
expectedtoend,withtheProjectManager.Theprojectexperiencesdifferentconflictsatdifferent
points.IntheQuestionweareearlyonintheproject,negotiatingopposingstakeholder
requirements;itmaybenecessaryfortheProjectManagertooccasionallyescalatesuchissuestothe
ProjectSponsor.Later,Teamconflictismoreoftenthecase.Here,theProjectManagershould
initiallylettheteamtrytoresolvethedifferencesandifthatfailstowork,intercedewithasolution.
PMBOKV59.4.2.3ConflictManagementPage283
theknowledgeacademy
193.
194.
195.
196.
197.
198.
199.
200.
Answerd.Theinfluenceofstandardsandregulationsforaprojectisalwaysknown:Answera.,
Standardisadocument(orprocess)recognizedbyanapprovedbody,true.Answerb.,Compliance
withaStandardisvoluntary;compliancewithRegulationsismandatory.Answerc.,Commonly
acceptedstandardscananddobecomeregulations;groundedpoweroutletsareagoodexample
'required'byelectricalcodes.TheProjectManagerandherSMEs(expertjudgment)mustbediligent
inmakingsurestandardsandregulationsassociatedwiththeprojectareknownandcompliedwith
wherenecessary.
Answerc.ProvidingsupportfunctionstoProjectManagersintheformoftraining,software,
templates,etc.:SupportivePMOs"provideaconsultativerolebysupplyingthetemplates,best
practices,training,accesstoinformation,andlessonslearnedfromotherprojects."Answera.,
workinginthePMOimpliesyouaresupportingProjectManagerstaskedwithb.,ProjectManagers
responsiblefortheresultsoftheproject.Answerd.,thekeydealbreakerfortheansweris
'functionalaspects'oftheproject,functionalimpliesthetechnicaldetailoftheproductofthe
project.Ifthewordwasoperational,itwouldalignmorewithhowtheprojectcould/shouldberun
inconcertwiththerestoftheprojectsperformedwithinthecompany.PMBOKV51.4.4Project
ManagementOffice(PMO)Page10
Answera.Leading:AstakeholderwhoattheLeadingengagementlevelisonewhois"awareof
projectandpotentialimpactsandactivelyengagedinensuringtheprojectisasuccess."Answerc.,
Supportiveis"Awareofprojectandpotentialandsupportivetochange."Answersb.,Project
Manager,andd.,ProjectSponsor,whilestakeholdersthemselvesaretitlesandnotengagement
levels.PMBOKV513.2.2.3AnalyticalTechniquesPage402
Answerb.Force/Direct:Allfouranswersaregoodandacceptable,aftera.,Smoothing,d.,
Compromising,andc.,ProblemSolvinghavebeentried,iftimeisslippingandnoresolutionisinsight
Forcing/Directingisthelogicalchoice.PMBOKV59.4.2.3ConflictManagementPage283
Answera.Time:AResourceHistogramshowsresourceusageovertimeandisusefulinplanningand
schedulingactivitiestooptimizescheduling.TheRAMchartassignstheb.,activities,canshowc.,
interrelationshipsbetweenmembersperformingtheactivity,andd.,thepersonaccountableor
responsiblefortheactivity.PMBOKV5Figure96IllustrativeResourceHistogramPage266
Answerb.In5moreweeks:Tosolvethisproblem,youmustfirststartoutemployingSPI,andthen
relyonyourlogicalreasoning(andmath!)skillsfromthereonout.Thinkofitin4steps.
Step1:PerformSPI:SPI=EV/PV.Inthisproblem,weknowtheSPI(0.8),andweknowthePV(10
milesofapetroleumpipelinetobecompleted).TheunknownistheEV.Therefore,0.8=?/10miles.
Playingeasilywithnumbers,youshouldget:0.8=8/10.
Step2:Determinethemilesofpipelinethatremaintobecompleted.Youdothisbysubtractingthe
EV(8)fromthePV(10):108=2milesofpipelinethatremaintobecompleted.
Step3:Now,youcandeterminethepercentageofpipelinemilescompletedperweekbydividingthe
pipelinemilescompletedbytheweeksneededtocomplete1mileofpipeline:8/20=0.4.
Step4:Nowyoucandeterminethenumberofweeksrequiredtocompletetheremaining2milesof
pipeline.Youdothisbydividingthemilesofpipelinethatremaintobecompletedbyweeksneeded
tocomplete1mileofpipeline:2/0.4=5weeks."
Answera.DefineActivities:Thisquestionteststhestudent'sunderstandingoftheTime
ManagementKnowledgeAreaprocessesandtheirITOs.Decomposition,asignificant
Tool/Technique,appearsinonlytwoprocesses:first,inCreateWBS;then,inDefineActivities.
PMBOKV56.2.2.1DefineActivitiesPage151
Answera.$10,000:Thisquestionteststhestudent'sunderstandingofEarnedValue(EV)and
PlannedValue(PV).Assumingthatthebudgetof$300,000isequallyapportionedoverthelifeofthis
6monthproject,thePlannedValue(PV)oftheworktobeperformedeachmonthwouldbe$50,000.
If"youandyourteamhavecompleted20%oftheproject"attheendofthefirstmonth,youhavean
theknowledgeacademy
EarnedValueof$60,000($300,000x0.2=$60,000).Therefore,"thevariancebetweentheEarned
ValueandthePV"wouldbe$10,000($60,000$50,000).PMBOKV57.4.2.1EarnedValue
Management(VariancesSchedule)218
Project Management Institute

Code of Ethics and Professional Conduct
CHAPTER 1.
1.1
VISION AND APPLICABILITY
Vision and Purpose
As practitioners of project management, we are committed to doing what is right and honorable. We set high
standards for ourselves and we aspire to meet these standards in all aspects of our livesat work, at home, and
in service to our profession.
This Code of Ethics and Professional Conduct describes the expectations that we have of ourselves and our
fellow practitioners in the global project management community. It articulates the ideals to which we aspire as
well as the behaviors that are mandatory in our professional and volunteer roles.
The purpose of this Code is to instill confidence in the project management profession and to help an individual
become a better practitioner. We do this by establishing a profession-wide understanding of appropriate behavior.
We believe that the credibility and reputation of the project management profession is shaped by the collective
conduct of individual practitioners.
We believe that we can advance our profession, both individually and collectively, by embracing this Code of
Ethics and Professional Conduct. We also believe that this Code will assist us in making wise decisions,
particularly when faced with difficult situations where we may be asked to compromise our integrity or our values.
Our hope that this Code of Ethics and Professional Conduct will serve as a catalyst for others to study, deliberate,
and write about ethics and values. Further, we hope that this Code will ultimately be used to build upon and
evolve our profession.
1.2
Persons to Whom the Code Applies
The Code of Ethics and Professional Conduct applies to:

1.2.1
All PMI members
1.2.2
Individuals who are not members of PMI but meet one or more of the following criteria:
.1 Non-members who hold a PMI certification
.2 Non-members who apply to commence a PMI certification process
.3 Non-members who serve PMI in a volunteer capacity.
Comment: Those holding a Project Management Institute (PMI) credential (whether members or not) were previously
held accountable to the Project Management Professional (PMP) or Certified Associate in Project Management (CAPM)
Code of Professional Conduct and continue to be held accountable to the PMI Code of Ethics and Professional Conduct.
In the past, PMI also had separate ethics standards for members and for credentialed individuals. Stakeholders who
contributed input to develop this Code concluded that having multiple codes was undesirable and that everyone should be
held to one high standard. Therefore, this Code is applicable to both PMI members and individuals who have applied for
or received a credential from PMI, regardless of their membership in PMI.
1.3
Structure of the Code
The Code of Ethics and Professional Conduct is divided into sections that contain standards of conduct which are
aligned with the four values that were identified as most important to the project management community. Some
sections of this Code include comments. Comments are not mandatory parts of the Code, but provide examples
and other clarification. Finally, a glossary can be found at the end of the standard. The glossary defines words
and phrases used in the Code. For convenience, those terms defined in the glossary are underlined in the text of
the Code.
1.4
Values that Support this Code
Practitioners from the global project management community were asked to identify the values that formed the
basis of their decision making and guided their actions. The values that the global project management
community defined as most important were: responsibility, respect, fairness, and honesty. This Code affirms
these four values as its foundation.
Page 1 of 6
1.5
Aspirational and Mandatory Conduct
Each section of the Code of Ethics and Professional Conduct includes both aspirational standards and mandatory
standards. The aspirational standards describe the conduct that we strive to uphold as practitioners. Although
adherence to the aspirational standards is not easily measured, conducting ourselves in accordance with these is
an expectation that we have of ourselves as professionalsit is not optional.
The mandatory standards establish firm requirements, and in some cases, limit or prohibit practitioner behavior.
Practitioners who do not conduct themselves in accordance with these standards will be subject to disciplinary
procedures before PMIs Ethics Review Committee.
Comment: The conduct covered under the aspirational standards and conduct covered under the mandatory standards are
not mutually exclusive; that is, one specific act or omission could violate both aspirational and mandatory standards.
CHAPTER 2.
2.1
RESPONSIBILITY
Description of Responsibility
Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail
to take, and the consequences that result.
2.2
Responsibility: Aspirational Standards
As practitioners in the global project management community:

2.2.1
We make decisions and take actions based on the best interests of society, public safety, and the
environment.
2.2.2
We accept only those assignments that are consistent with our background, experience, skills, and
qualifications.
Comment: Where developmental or stretch assignments are being considered, we ensure that key stakeholders receive
timely and complete information regarding the gaps in our qualifications so that they may make informed decisions
regarding our suitability for a particular assignment.
In the case of a contracting arrangement, we only bid on work that our organization is qualified to perform and we assign
only qualified individuals to perform the work.
2.3
2.2.3
We fulfill the commitments that we undertake we do what we say we will do.
2.2.4
When we make errors or omissions, we take ownership and make corrections promptly. When we
discover errors or omissions caused by others, we communicate them to the appropriate body as
soon they are discovered. We accept accountability for any issues resulting from our errors or
omissions and any resulting consequences.
2.2.5
We protect proprietary or confidential information that has been entrusted to us.
2.2.6
We uphold this Code and hold each other accountable to it.
Responsibility: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow
practitioners:
Regulations and Legal Requirements
2.3.1
We inform ourselves and uphold the policies, rules, regulations and laws that govern our work,
professional, and volunteer activities.
2.3.2
We report unethical or illegal conduct to appropriate management and, if necessary, to those affected
by the conduct.
Comment: These provisions have several implications. Specifically, we do not engage in any illegal behavior, including
but not limited to: theft, fraud, corruption, embezzlement, or bribery. Further, we do not take or abuse the property of
others, including intellectual property, nor do we engage in slander or libel. In focus groups conducted with practitioners
around the globe, these types of illegal behaviors were mentioned as being problematic.
As practitioners and representatives of our profession, we do not condone or assist others in engaging in illegal behavior.
We report any illegal or unethical conduct. Reporting is not easy and we recognize that it may have negative
consequences. Since recent corporate scandals, many organizations have adopted policies to protect employees who
Page 2 of 6
reveal the truth about illegal or unethical activities. Some governments have also adopted legislation to protect employees
who come forward with the truth.
Ethics Complaints
2.3.3
We bring violations of this Code to the attention of the appropriate body for resolution.
2.3.4
We only file ethics complaints when they are substantiated by facts.
Comment: These provisions have several implications. We cooperate with PMI concerning ethics violations and the
collection of related information whether we are a complainant or a respondent. We also abstain from accusing others of
ethical misconduct when we do not have all the facts. Further, we pursue disciplinary action against individuals who
knowingly make false allegations against others.
2.3.5
We pursue disciplinary action against an individual who retaliates against a person raising ethics
concerns.
CHAPTER 3.
RESPECT
3.1 Description of Respect

Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources
entrusted to us may include people, money, reputation, the safety of others, and natural or environmental
resources.
An environment of respect engenders trust, confidence, and performance excellence by fostering mutual
cooperation an environment where diverse perspectives and views are encouraged and valued.
3.2 Respect: Aspirational Standards
3.2.1
We inform ourselves about the norms and customs of others and avoid engaging in behaviors they
might consider disrespectful.
3.2.2
We listen to others points of view, seeking to understand them.
3.2.3
We approach directly those persons with whom we have a conflict or disagreement.
3.2.4
We conduct ourselves in a professional manner, even when it is not reciprocated.
Comment: An implication of these provisions is that we avoid engaging in gossip and avoid making negative remarks to
undermine another persons reputation. We also have a duty under this Code to confront others who engage in these
types of behaviors.
3.3 Respect: Mandatory Standards

practitioners:
3.3.1
We negotiate in good faith.
3.3.2
We do not exercise the power of our expertise or position to influence the decisions or actions of
others in order to benefit personally at their expense.
3.3.3
We do not act in an abusive manner toward others.
3.3.4
We respect the property rights of others.
CHAPTER 4.
FAIRNESS
4.1 Description of Fairness

Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from
competing self interest, prejudice, and favoritism.
4.2 Fairness: Aspirational Standards
Page 3 of 6
4.2.1
We demonstrate transparency in our decision-making process.
4.2.2
We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate.
Comment: Research with practitioners indicated that the subject of conflicts of interest is one of the most challenging
faced by our profession. One of the biggest problems practitioners report is not recognizing when we have conflicted
loyalties and recognizing when we are inadvertently placing ourselves or others in a conflict-of-interest situation. We as
practitioners must proactively search for potential conflicts and help each other by highlighting each others potential
conflicts of interest and insisting that they be resolved.
4.2.3
We provide equal access to information to those who are authorized to have that information.
4.2.4
We make opportunities equally available to qualified candidates.
Comment: An implication of these provisions is, in the case of a contracting arrangement, we provide equal access to
information during the bidding process.
4.3
Fairness: Mandatory Standards
practitioners:
Conflict of Interest Situations
4.3.1
We proactively and fully disclose any real or potential conflicts of interest to the appropriate
stakeholders.
4.3.2 When we realize that we have a real or potential conflict of interest, we refrain from engaging in the
decision-making process or otherwise attempting to influence outcomes, unless or until: we have
made full disclosure to the affected stakeholders; we have an approved mitigation plan; and we have
obtained the consent of the stakeholders to proceed.
Comment: A conflict of interest occurs when we are in a position to influence decisions or other outcomes on behalf of
one party when such decisions or outcomes could affect one or more other parties with which we have competing
loyalties. For example, when we are acting as an employee, we have a duty of loyalty to our employer. When we are
acting as a PMI volunteer, we have a duty of loyalty to the Project Management Institute. We must recognize these
divergent interests and refrain from influencing decisions when we have a conflict of interest.
Further, even if we believe that we can set aside our divided loyalties and make decisions impartially, we treat the
appearance of a conflict of interest as a conflict of interest and follow the provisions described in the Code.
Favoritism and Discrimination

4.3.3
We do not hire or fire, reward or punish, or award or deny contracts based on personal
considerations, including but not limited to, favoritism, nepotism, or bribery.
4.3.4
We do not discriminate against others based on, but not limited to, gender, race, age, religion,
disability, nationality, or sexual orientation.
4.3.5
We apply the rules of the organization (employer, Project Management Institute, or other group)
without favoritism or prejudice.
CHAPTER 5.
5.1
HONESTY
Description of Honesty
Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our
conduct.
5.2
Honesty: Aspirational Standards

5.2.1
We earnestly seek to understand the truth.
5.2.2
We are truthful in our communications and in our conduct.
5.2.3
We provide accurate information in a timely manner.
Page 4 of 6
Comment: An implication of these provisions is that we take appropriate steps to ensure that the information we are
basing our decisions upon or providing to others is accurate, reliable, and timely.
This includes having the courage to share bad news even when it may be poorly received. Also, when outcomes are
negative, we avoid burying information or shifting blame to others. When outcomes are positive, we avoid taking credit for
the achievements of others. These provisions reinforce our commitment to be both honest and responsible.
5.2.4
We make commitments and promises, implied or explicit, in good faith.
5.2.5
We strive to create an environment in which others feel safe to tell the truth.
5.3 Honesty: Mandatory Standards

practitioners:
5.3.1
We do not engage in or condone behavior that is designed to deceive others, including but not limited
to, making misleading or false statements, stating half-truths, providing information out of context or
withholding information that, if known, would render our statements as misleading or incomplete.
5.3.2
We do not engage in dishonest behavior with the intention of personal gain or at the expense of
another.
Comment: The aspirational standards exhort us to be truthful. Half-truths and non-disclosures intended to mislead
stakeholders are as unprofessional as affirmatively making misrepresentations. We develop credibility by providing
complete and accurate information.
APPENDIX A
A.1 History of this Standard
PMIs vision of project management as an independent profession drove our early work in ethics. In 1981, the
PMI Board of Directors formed an Ethics, Standards and Accreditation Group. One task required the group to
deliberate on the need for a code of ethics for the profession. The teams report contained the first documented
PMI discussion of ethics for the project management profession. This report was submitted to the PMI Board of
Directors in August 1982 and published as a supplement to the August 1983 Project Management Quarterly.
In the late 1980s, this standard evolved to become the Ethics Standard for the Project Management Professional
[PMP]. In 1997, the PMI Board determined the need for a member code of ethics. The PMI Board formed the
Ethics Policy Documentation Committee to draft and publish an ethics standard for PMIs membership. The Board
approved the new Member Code of Ethics in October 1998. This was followed by Board approval of the Member
Case Procedures in January 1999, which provided a process for the submission of an ethics complaint and a
determination as to whether a violation had occurred.
Since the 1998 Code was adopted, many dramatic changes have occurred within PMI and the business world.
PMI membership has grown significantly. A great deal of growth has also occurred in regions outside North
America. In the business world, ethics scandals have caused the downfall of global corporations and non-profits,
causing public outrage and sparking increased government regulations. Globalization has brought economies
closer together but has caused a realization that our practice of ethics may differ from culture to culture. The
rapid, continuing pace of technological change has provided new opportunities, but has also introduced new
challenges, including new ethical dilemmas.
For these reasons, in 2003 the PMI Board of Directors called for the reexamination of our codes of ethics. In
2004, the PMI Board commissioned the Ethics Standards Review Committee [ESRC] to review the codes of
ethics and develop a process for revising the codes. The ESRC developed processes that would encourage
active participation by the global project management community. In 2005, the PMI Board approved the
processes for revising the code, agreeing that global participation by the project management community was
paramount. In 2005, the Board also commissioned the Ethics Standards Development Committee to carry out the
Board-approved process and deliver the revised code by the end of 2006. This Code of Ethics and Professional
Development was approved by the PMI Board of Directors in October 2006.
Page 5 of 6
A.2 Process Used to Create This Standard

The first step by the Ethics Standards Development Committee [ESDC] in the development of this Code was to
understand the ethical issues facing the project management community and to understand the values and
viewpoints of practitioners from all regions of the globe. This was accomplished by a variety of mechanisms
including focus group discussions and two internet surveys involving practitioners, members, volunteers, and
people holding a PMI certification. Additionally, the team analyzed the ethics codes of 24 non-profit associations
from various regions of the world, researched best practices in the development of ethics standards, and explored
the ethics-related tenets of PMIs strategic plan.
This extensive research conducted by the ESDC provided the backdrop for developing the exposure draft of the
PMI Code of Ethics and Professional Conduct. The exposure draft was circulated to the global project
management community for comment. The rigorous, standards development processes established by the
American National Standards Institute were followed during the development of the Code because these
processes were used for PMI technical standard development projects and were deemed to represent the best
practices for obtaining and adjudicating stakeholder feedback to the exposure draft.
The result of this effort is a Code of Ethics and Professional Conduct that not only describes the ethical values to
which the global project management community aspires, but also addresses the specific conduct that is
mandatory for every individual bound by this Code. Violations of the PMI Code of Ethics and Professional
Conduct may result in sanctions by PMI under the ethics Case Procedures.
The ESDC learned that as practitioners of project management, our community takes its commitment to ethics
very seriously and we hold ourselves and our peers in the global project management community accountable to
conduct ourselves in accordance with the provisions of this Code.
APPENDIX B
B.1 Glossary
Abusive Manner. Conduct that results in physical harm or creates intense feelings of fear, humiliation,
manipulation, or exploitation in another person.
Conflict of Interest. A situation that arises when a practitioner of project management is faced with making a
decision or doing some act that will benefit the practitioner or another person or organization to which the
practitioner owes a duty of loyalty and at the same time will harm another person or organization to which
the practitioner owes a similar duty of loyalty. The only way practitioners can resolve conflicting duties is
to disclose the conflict to those affected and allow them to make the decision about how the practitioner
should proceed.
Duty of Loyalty. A persons responsibility, legal or moral, to promote the best interest of an organization or
other person with whom they are affiliated.
Project Management Institute [PMI]. The totality of the Project Management Institute, including its
committees, groups, and chartered components such as chapters, colleges, and specific interest groups.
PMI Member. A person who has joined the Project Management Institute as a member.
PMI-Sponsored Activities. Activities that include, but are not limited to, participation on a PMI Member
Advisory Group, PMI standard development team, or another PMI working group or committee. This also
includes activities engaged in under the auspices of a chartered PMI component organizationwhether it
is in a leadership role in the component or another type of component educational activity or event.
Practitioner. A person engaged in an activity that contributes to the management of a project, portfolio, or
program, as part of the project management profession.
PMI Volunteer. A person who participates in PMI-sponsored activities, whether a member of the Project
Management Institute or not.
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PMP Exam Prep Practice - Questions by Knowledge Area

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PMP Exam Set - Questions

PMP Exam Set - Answers & Rationale

PMI Code of Ethics & Professional Conduct

Global V5.2 October 2013

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Knowledge Area: Integration Management

TOOLS & TECHNIQUES

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