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NEW QUESTION 370
What are the four management processes included in the Project Cost Management (PCM) method?
- A. Estimate Activities, Control Costs, Project Cost Management, Determine Budget
- B. Control Costs, Project Cost Management, Determine Budget, Estimate Costs
- C. Control Quality, Project Cost Management, Estimate Costs, Determine Budget
- D. Plan Cost Management, Estimate Costs, Determine Budget, Control Costs
Answer: D
NEW QUESTION 371
Which tool or technique can a project manager use to select in advance a team member who will be crucial to the task?
- A. Virtual team
- B. Negotiation
- C. Pre-assignment
- D. Acquisition
Answer: C
Explanation:
Section: Volume E
Explanation
Explanation:
9.2.2.1 Pre-assignment
When project team members are selected in advance, they are considered pre-assigned. This situation can occur if the project is the result of specific people being identified as part of a competitive proposal, if the project is dependent upon the expertise of particular persons, or if some staff assignments are defined within the project charter.
NEW QUESTION 372
Which is an example of an internal enterprise environmental factor?
- A. Industry research
- B. Factory location
- C. Market share brand recognition
- D. Local government regulation
Answer: D
Explanation:
Explanation/Reference:
Reference: https://pmstudycircle.com/2012/01/enterprise-environmental-factors-organizational-process- assets/
NEW QUESTION 373
A weighting system is a tool for which area of Conduct Procurements?
- A. Planning purchase and acquisition
- B. Plan contracting
- C. Selecting seller's
- D. Requesting seller responses
Answer: C
Explanation:
Section: Volume D
Explanation
Explanation:
Process: 12.2 Conduct Procurements
Definition: Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract.
Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
Inputs
1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets
Tools & Techniques
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations
Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates
NEW QUESTION 374
Project Stakeholder Management focuses on:
- A. project tea m acquisition
- B. communication methods
- C. project staff assignments
- D. managing conflicting interests
Answer: D
NEW QUESTION 375
When does Monitor and Control Risks occur?
- A. At project milestones
- B. At project initiation
- C. During work performance analysis
- D. Throughout the life of the project
Answer: D
Explanation:
Section: Volume C
NEW QUESTION 376
What are the formal and informal policies, procedures, and guidelines that could impact how the project's scope is managed?
- A. Project scope management plan
- B. Project management processes
- C. Organizational process assets
- D. Enterprise environmental factors
Answer: C
Explanation:
Explanation/Reference:
Explanation:
2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization's knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes.
Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
NEW QUESTION 377
Which technique should a project manager use in a situation in which a collaborative approach to conflict management is not possible?
- A. Avoidance
- B. Coaching
- C. Consensus
- D. Influencing
Answer: A
Explanation:
Section: Volume C
NEW QUESTION 378
Which of the following is an output of Define Scope?
- A. Project schedule
- B. Project scope statement
- C. Project charter
- D. Project plan
Answer: B
NEW QUESTION 379
The zero duration of milestones in project planning occurs because milestones:
- A. Represent a moment in time such as a significant project point or event.
- B. Represent both significant and insignificant points in the project and are difficult to anticipate.
- C. Occur at random times in the project plans.
- D. Are unpredictable and challenge the Plan Schedule Management process.
Answer: A
Explanation:
Section: Volume B
NEW QUESTION 380
In which process might a project manager use risk reassessment as a tool and technique?
- A. Plan Risk Responses
- B. Perform Qualitative Risk Analysis
- C. Monitor and Control Project Work
- D. Monitor and Control Risk
Answer: D
Explanation:
Section: Volume D
Explanation
NEW QUESTION 381
The process improvement plan details the steps for analyzing processes to identify activities which enhance their:
- A. value.
- B. quality.
- C. status.
- D. technical performance.
Answer: A
Explanation:
Section: Volume E
Explanation:
8.1.3.2 Process Improvement Plan
The process improvement plan is a subsidiary or component of the project management plan (Section 4.2.3.1).
The process improvement plan details the steps for analyzing project management and product development processes to identify activities that enhance their value.
Areas to consider include:
Process boundaries. Describe the purpose of the process, the start and end of the process, its inputs and
outputs, the process owner, and the stakeholders of the process.
Process configuration. Provides a graphic depiction of processes, with interfaces identified, used to
facilitate analysis.
Process metrics. Along with control limits, allows analysis of process efficiency.
Targets for improved performance. Guide the process improvement activities.
NEW QUESTION 382
The review of a sellers progress toward achieving the goals of scope and quality within cost and schedule compared to the contract is known as:
- A. Procurement performance reviews.
- B. Work performance information.
- C. Inspections and audits.
- D. Payment systems.
Answer: A
Explanation:
Explanation/Reference:
Explanation:
Process: 12.3 Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Key Benefit: The key benefit of this process is that it ensures that both the seller's and buyer's performance meets procurement requirements according to the terms of the legal agreement.
Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data
Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management system
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
NEW QUESTION 383
A project in which the scope, time, and cost of delivery are determined as early as possible is following a life cycle that is:
- A. Iterative
- B. Predictive
- C. Adaptive
- D. Incremental
Answer: B
Explanation:
Section: Volume A
Explanation:
2.4.2.2 Predictive Life Cycles
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. As shown in Figure 2-13, these projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase.
NEW QUESTION 384
In the Plan Procurement Management process, which source selection criteria analyzes if the seller's proposed technical methodologies, techniques, solutions, and services meet the procurement documents requirements?
- A. Production capacity and interest
- B. Technical approach
- C. Technical capability
- D. Business size and type
Answer: B
NEW QUESTION 385
Stakeholder communication requirements should be included as a component of:
- A. organizational process assets
- B. the stakeholder register
- C. enterprise environmental factors
- D. the project management plan
Answer: D
NEW QUESTION 386
Which project documents can determine the budget?
- A. Basis of estimates, cost estimates, project schedule, and risk register
- B. Procurement documents, contracts, requirements documentation, and basis of estimates
- C. Scope baseline, resource management plan, activity list, and assumption log
- D. Business case, project charter, statement of work, and cost estimates
Answer: A
Explanation:
Section: Volume E
Explanation/Reference: https://project-management-knowledge.com/definitions/d/determine-budget/
NEW QUESTION 387
Which of the following tools and techniques is used in the Develop Project Team process?
- A. Organizational theories
- B. Virtual teams
- C. Team-building activities
- D. Acquisitions
Answer: C
Explanation:
Section: Volume E
Explanation:
9.3.2.3 Team-Building Activities
Team-building activities can vary from a 5-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships. The objective of team- building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the beneft of face-to-face contact. Informal communication and activities can help in building trust and establishing good working relationships.
As an ongoing process, team building is crucial to project success. While team building is essential during the initial stages of a project, it is a never-ending process. Changes in a project environment are inevitable, and to manage them effectively, a continued or a renewed team-building effort should be applied. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems.
One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman & Jensen, 1977), which includes fve stages of development that teams may go through. Although it's common for these stages to occur in order, it's not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.
Forming. This phase is where the team meets and learns about the project and their formal roles and
responsibilities. Team members tend to be independent and not as open in this phase.
Storming. During this phase, the team begins to address the project work, technical decisions, and the
project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.
Norming. In the norming phase, team members begin to work together and adjust their work habits and
behaviors to support the team. The team learns to trust each other.
Performing. Teams that reach the performing stage function as a well-organized unit. They are
interdependent and work through issues smoothly and effectively.
Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This
typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6). The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.
9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates
NEW QUESTION 388
An input to the Create WBS process is a:
- A. project scope statement.
- B. project charter.
- C. requirements traceability matrix.
- D. stakeholder register.
Answer: A
Explanation:
Section: Volume C
Explanation:
5.3.3.1 Project Scope Statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail, the project's deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries.
The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly, or by reference to other documents, includes the following:
Product scope description. Progressively elaborates the characteristics of the product, service, or result
described in the project charter and requirements documentation.
Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be
produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.
Project exclusion. Generally identifies what is excluded from the project. Explicitly stating what is out of
scope for the project helps to manage stakeholders' expectations.
Constraints. A limiting factor that affects the execution of a project or process. Constraints identified with the
project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. When a project is performed under an agreement, contractual provisions will generally be constraints. Information on constraints may be listed in the project scope statement or in a separate log.
Assumptions. A factor in the planning process that is considered to be true, real, or certain, without proof or
demonstration. Also describes the potential impact of those factors if they prove to be false. Project teams frequently identify, document, and validate assumptions as part of their planning process. Information on assumptions may be listed in the project scope statement or in a separate log.
The project team must complete a scope statement for developing a common understanding of the project scope among stakeholders. This lists project deliverables - summary level sub-products, whose full and satisfactory delivery marks the completion of the project.
5.4 Create WBS
Definition: WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. Key Benefit: The key benefit of this process is that it provides a structured vision of what has to be delivered.
Inputs
1. Scope management plan
2. Project scope statement
3. Requirements documentation
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Decomposition
2. Expert judgment
Outputs
1. Scope baseline
2. Project documents updates
NEW QUESTION 389
Directing another person to get from one to another using a known set of expected behaviors are the ability to lead a team and inspire them to do their jobs well is related to?
- A. Influence and challenge
- B. Leadership and management
- C. Engagement and guidance
- D. Innovation and administration
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 390
Which of the following is a set of interrelated actions and activities performed to achieve a prespecified product, result, or service?
- A. Program
- B. Project
- C. Process
- D. Portfolio
Answer: C
NEW QUESTION 391
Perform Quantitative Risk Analysis focuses on:
- A. evaluating the contingency and management reserves required for the project.
- B. analyzing numerically the impact of individual risks on the overall project's time and cost objectives.
- C. compiling a list of known risks and preparing responses to them.
- D. assessing the probability of occurrence and Impact for every risk in the risk register.
Answer: B
NEW QUESTION 392
The process of monitoring the status of the project to update project progress and manage changes to the schedule baseline is:
- A. Perform Integrated Change Control.
- B. Control Schedule.
- C. Develop Schedule.
- D. Quality Control.
Answer: B
Explanation:
Section: Volume D
Explanation:
6.6.3.1 Schedule Baseline
A schedule baseline is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates.
During monitoring and controlling, the approved baseline dates are compared to the actual start and finish dates to determine whether variances have occurred. The schedule baseline is a component of the project management plan.
Process: 6.7 Control Schedule
Definition: Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
Key Benefit: The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.
Inputs
1. Project management plan
2. Project schedule
3. Work performance data
4. Project calendars
5. Schedule data
6. Organizational process assets
Tools & Techniques
1. Performance reviews
2. Project management software
3. Resource optimization techniques
4. Modeling techniques
5. Leads and lags
6. Schedule compression
7. Scheduling tool
Outputs
1. Work performance information
2. Schedule forecasts
3. Change requests
4. Project management plan updates
5. Project documents updates
6. Organizational process assets updates
NEW QUESTION 393
Which of the following is an information gathering technique in Identify Risks?
- A. Brainstorming
- B. SWOT analysis
- C. Influence diagrams
- D. Assumption analysis
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 394
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