Andy #3

Front 1

"1.Producing a project plan my BEST be described as: A. Creating a network logic diagram that identifies the critical path. B. Using a software tool to track schedule, cost, and resources. C. Createing a document that guides project plan execution. D. Creating a plan that contains the entire product scope."

Back 1

"C. The project plan is a single, approved plan that drives the execution, mointioring and control,and closure. Note that the definition in C was not perfect. A is incorrect since it is only part of planning. B is incorrect because that will not make up the entire project plan. D. is incorrect since scope may or may not be a part of the project plan, but it does not make up all of it."

Front 2

2. Project mgt plan updates are NOT an output of: A. Perform Integrated Change Control. B. Develop Project Plan. C. Direct and Manage Project Execution. D. Close Project or Phase

Back 2

B. The pm plan is created in Deelop Project Plan. It is updated in the other processes listed.

Front 3

"3. You are meeting with a new project manager who has taken over a project that is in the middle of executing. The previous project manager has left the company and the new project manager is upset that change requests are streaming in from numerous sources including his boss, the customer, and various stakeholders. The project manager is not even aware of how to process all of these incoming change requests. Where would you refer him? A. Project scope statement B. Project mgt plan. C. The previous project manager. D. Project charter."

Back 3

B. The pm plan would contain the methods for processing changes to the project.

Front 4

"4. The project charter is: A. Developed before the project statement of work, and after the project mgt plan. B. Developed after the project statement of work, and before the project mgt plan. C. Developed before the contract, and after the project mgt plan. D. Developed before the contract, and before the project mgt plan."

Back 4

B. Just need to understand the order.

Front 5

5. The project mgt info system wold likely include all of the following EXCEPT: A. A scheduling tool. B. An information distribution system. C. A system for collecting information from team members. D. A system for identifying stakeholders.

Back 5

D. The PMIS is an autmated sytem to support the project manager by optimizint the schedule and hleping collect and distribut info. D is generally a manual process performed by the pm and the team.

Front 6

"6. A defect in the product was brought to the project manager's attention, and now the project team is engaged in repairingit. Which project mgt process wold be the most applicable to this? A. Perform Integrated Change Control. B. Monitor and Control Project Work C. Direct and Manage Project Execution. D. Close Project or Phase."

Back 6

"C. Direct and Manage Project Execution is the only process in the list where defects are repaired. Approved change requests are an input, and deliverables are an output."

Front 7

"7. If you are creating a single document to guide project execution, monitoring and control, and closure, you are creating: A. The execution plan. B. The project mgt plan. C. The integration plan. D. The project framework."

Back 7

B.

Front 8

8. Change control meetings are held as part of which process? A. Direct and Manage Project Execution. B. Monitor and Control Project Work. C. Perform Integrated Change Control. D. Evaluate Requested Changes.

Back 8

"C. Ask yourself which process group would use a tool like change control meetings. Change requests flow out of Monitor and Control Project Work and and into Itegrated Change Control, where they are evaluated in meetings."

Front 9

9. Which of the following statements is NOT true regarding the project charter? A. The project charter justifies why the project is being undertaken. B. The project charter assigns the project manager. C. The project charter specifies any high level schedule milestones. D. The project charter specifies what type of contract will be used.

Back 9

"D. The project charter does not specify anything about contracts. A contract with your customer would have been an input into the Develop Project Charter process, and nay cotnracts you may use during the procurement won't be identified util later in the project. A is incorrect because it does specify why the project is undertaken and often includes a business case. B is incorrect because the project charter is the place where the pm is named. C is incorrect because the project charter specifies any known schedule milestones and a summary level budget."

Front 10

10. Which of the following represents the project manager's responsibility in regard to change on a project: A. Influence the factors that cause project change. B. Ensure all changes are communicated to the change control board. C. Deny change wherever possible. D. Prioritize change below execution.

Back 10

A. The project manager must be proactive and influence the factors that cause change. This is one of the key tenets of monitoring and controlling processes in general and Perform Integrated Change Control in particular.

Front 11

"11. The project management plan is made up of: A. The other planning outputs. B. The other planning outputs, tools, and techniques. C. The aggregate outputs of approved software tools. D. The business case, key value justifications, and the GANTT chart."

Back 11

"A. The project mgt plan consists of many things, but the only onle from this list that matches is the outputs from the other planning processes, such as risk, cost, time, quality, etc. B is incorrect because the other tools and techniques do not form part of the project plan."

Front 12

"12. When changes are approved and made to the project, they should be: A. Tracked against the project baseline. B. Incorporated into the project baseline. C. Included as an addendum to the project plan. D. Aporoved by someone other than the project manager."

Back 12

"B. Approved changes that are made to the project get factored back into the baseline. Many people incorrectl y chose A, but the prupose of the baseline is NOT to measure approved change, but to measure deviation."

Front 13

13. Work performance info is used fo all of the following reasons EXCEPT: A. It provides info on resource utilization B. It provides info on which activities have started C. It shows what costs have been incurred. D. It is used to help identify defects.

Back 13

"D. The work performance info is all about how the work is being performed, but it is not used in identifying defects. A is incorrect because it does provide detail to what resources have been used and when. B is incorrect bescause it provides info on which activities have been started and what thier status is. C is incorrect because it provides info on what costs were authorized and what costs have been incured."

Front 14

"14. You are a project manager, and your team is executing the work packages to produce a medical records archive and retrieval system. Two of the project's customers have just asked for changes that each says should be the number one priority. What would be the BEST thing to do? A. Have the project team meet with the customer to decide which would be easiest and prioritize them first. B. Assign someone from the team to prioritize the changes. C. Prioritize the cahnges without involving the team. D. Deny both changes since you are in project execution."

Back 14

C. Prioritizing the changes is the job of the project manager. A is wrong because you do not want to distract the team at this point- they should be doing the work. B is wrong because it is the pm's responsibiltiy to help prioritize competing demands. D is incorrect because changes cannot automatically be denied simply because they are in execution.

Front 15

15. The program manager is asking why your project is scheduled to take sixteen months. He claims that previous projects in the organization were able to be completed in less than half of that time. What would be the BEST thing to do? A. Look for histroical information on teh previous projects to understand them better. B. Refer the program manager to the schedule management paln. C. Refer the program manager to the project plan. D. Explain tot he program manager that estimates should always err on the side of being too large.

Back 15

"A. Historical info may provide an excellent justification fo why your project is taking 16 months, or perhaps it will show you how someone else accomplished the same type of work in less time. It provides a great benchmark for you to factor in to yoru project. B is incorrect since teh schedule mgt plan only tells how the schedule will be managed. C is incorrect because the project plan will not specifically address teh program manager's concern about why the project is taking longer than he expects. D. is wrong because estimates should be accurate with a reserve added on top as may be appropriate."

Front 16

"16. Your work for a defencse contractor on a project that is not considered to be strategic for the company. Although the project is not the company's top priority, you have managed to secure many of the company's top resources to work on your project. At today's company meeting, you find out that your organization ahs won a very large, strategic project. What should you do FIRST? A. Contact management to find out if you can be transferred to this project beacuse it is strategic to the company. B. Contact mgt to find out how this new project will affect your project. C. Hold a team meeting and explain that since the resources have been allocated to your project, they are not elgible to go to the new project. D. Fast track your project to accelerate its completion date."

Back 16

"B. Always evaluate things throughly befoere you act! You need to know if your project is going to be affected before taking action. Many people mistakenly pick D, but fast tracking the schedule increases risk, and that wold not be necessary, or appropriate until you fully understand the situation."

Front 17

"17. Each time that the project sponsor requests a change to the project, the project manager calles a meeting of the change control board. Which of the following is TRUE? A. This represents a collaboative style of mgt. B. This represents withdrwal by the project manager. C. This represents Perform Integrated Change Control. D. This represents the lack of a project management information system."

Back 17

C. Change control boards meet to evaluate change requests. They do this during the process of Perform Integrated Change Control.

Front 18

"18. Your org has a policy tat any project changes that increase the project's budget by more than 1.5% msut be signed off by the project office. You have a change that was requested by the customer that will increase the budget by 3%; however, the customer has offered to pay for all of this change and does not want to slow it down. Which option represents the BEST choice? A. Approve teh change yourself and take it to the project office after the work is underway. B. Ask the customer to take the change to teh project office and explain the situation. C. Do not allow the change since it increase the budget by over 1.5%. D. Take the change to the project office."

Back 18

D. Organizational policies must be followed. B is asking the customer to do the pm's job.

Front 19

19. The perosn or group responsible for evaluating change on a project is: A. The change control board. B. The sponsor. C. The project team. D. The program manager.

Back 19

A. The change control board is responsible for evaluating changes to the project.

Front 20

20. The output of the Direct and Manage Project Execution process is: A. The work packages. B. The project management info system C. The deliverables. D. The work breakdown structure.

Back 20

C. The deliverables are the key output of Direct and Manage Project Execution

Front 21

What is the overal goals of scope management?

Back 21

"To define the need, to set stakholder expectations, to deliver to the expectations, to manage changes, and to minimize surprises and gain acceptance of the product."

Front 22

"What is ""gold plating""?"

Back 22

"A practice in which a company tries to exceed customer expectations by delivering more than was agreed upon, which increases risk and uncertainty and may inject a host of potential problems into the project."

Front 23

What is PMI's philosophy on scope management?

Back 23

"The project manager should always be in control of the scope through rigid management of the requirements, details, and processes, and scope changes should be handled in a structured, procedural, and controlled manner."

Front 24

The knowledge area of scope management consits of the following elements:

Back 24

"-Gathering the requirements for the product and the project; - Defining and documenting the deliverables that are a poart of the product and the project (the scope); - Creating the work breakdown structure (WBS); - Chekcing the work being done against the scope to ensure that is complete and correct; - Ensuring that all of what is ""in scope"" and only what is ""in scope"" is completed and that changes are properly managed"

Front 25

List the five processes in the scope management knowledge areas.

Back 25

-Collect Requirements; - Define Scope; - Create WBS; - Verify Scope; -Control Scope

Front 26

List the key ouputs of Collect Requirements Process(within Scope Management)

Back 26

"Requirements Documentation, Requirements Traceability Matrix"

Front 27

List the key ouputs of Define Scope Process(within Scope Management)

Back 27

Project Scope Statement

Front 28

List the key ouputs of Create WBS Process(within Scope Management)

Back 28

Work Breakdown Structure

Front 29

List the key ouputs of Control Scope Process(within Scope Management)

Back 29

(Scope) Change Requests

Front 30

What is Collect Requiremments Process (within Scope Management)

Back 30

The process of Collect Requirements is about understanding what is needed to satisfy the stakeholders and creating a document to reflect that understanding.

Front 31

Why is the Collect Requirements Process (within Scope Management) important?

Back 31

"The requirements are the primary means of understanding and managning stakeholder expectations. Also, schedule, budget, quality specifications, risk factors, and resourceplanning will tie back to the requirements."

Front 32

When does the Collect Requirements Process (within Scope Management) take place?

Back 32

Quite early in the project beacuase of the impact requirements have on the rest of the project. The requirements factor heavily into the project plan and should certainly be gathered and accurately documented before any execution.

Front 33

What are the inputs to Collect Requirements Process (within Scope Management)?

Back 33

- Project Charter; - Stakeholder Register

Front 34

Why is the Project Charter used as an input to the Collect Requirements Process (within Scope Management)

Back 34

"The charter provides a high level description of the project's product, service or result. This description is used as guidance to help flesh out the requirements"

Front 35

What is the Stakeholder Register used as an input to the Collect Requirements Process (within Scope Mangement)

Back 35

"The stakeholder register contains a list of all of the project stakeholders, and it is these stakeholders who can explain the requirements and the underlying needs. Since the requirements will be built to ultimately satisfy the stakeholdes, it is important to involve the right stakeholders early in the project and to ensure that they have an appropriate voice on the project."

Front 36

Lists the tools used during the Collect Requirements process (within Scope Management)

Back 36

- Interviews; - Focus Groups; - Facilitated Workshops; -Group Creativity Techniques; - Questionairs and Surveys; - Observation; - Prototypes

Front 37

Significance of Interviews used as tools during the Collect Requirements process (within Scope Management)

Back 37

Interviews are typically conducted by the project manager or business analyst with a subject matter expert. The subject matter expert can help explain what the product whould contain and why it matters.

Front 38

Significance of Focus Groups used as tools during the Collect Requirements process (within Scope Management)

Back 38

"Whereas interviews are generally conducted one on one, focus groups are conducted by someone on the project team who meets with a group of stakeholders to discuss their needs and requirements. Focus groups are intended to create a safe environment for stakeholders to discuss their expectations of the project."

Front 39

Significance of Facilitated Workshops used as tools during the Collect Requirements process (within Scope Management)

Back 39

"The goal behind facilitated workships is to co-locate all of the key stakeholders together and to elaborate the requirements. In order to have a successful facilitated workshops, it is essential to have a skilled facilitator. Problems can generally be dealt with in the session since all of the relevant people may already be there. Examples of faciliated workshops are: Joint Application Development and Quality Function Deployment"

Front 40

Significance of Brainstorming used as creativity tools during the Collect Requirements process (within Scope Management)

Back 40

Ideas are shared in a rapid fire setting and are not discussed until everyone is out of ideas

Front 41

Significance of Nominal Group Technique used as creativity tools during the Collect Requirements process (within Scope Management)

Back 41

Brainstormed ideas are voted upon and sorted by priority.

Front 42

Significance of Delphi Technique used as creativity tools during the Collect Requirements process (within Scope Management)

Back 42

A means of gathering expert judgement where the participants do not know who the others are and therefore are not able to influence each other's opinion. This technique is designed to prevent groupthink and to find out a participant's real opinion.

Front 43

Significance of Idea and Mindmapping used as creativity tools during the Collect Requirements process (within Scope Management)

Back 43

A technique of diagramming ideas and creating meaningul associations in a graphical format. A mind map helps the team see meaningful associations among ideas.

Front 44

Significance of Questionaires and Surveys used as tools during the Collect Requirements process (within Scope Management)

Back 44

"This technique works well with large groups of people, allowing the team to gather opinoions and requirements rapidly."

Front 45

Significance of Observation used as tools during the Collect Requirements process (within Scope Management)

Back 45

"Aka ""job shadowing"", observation is where a worker is studied aas he performs his job. The goal is to understand how the worker performs and to capture any requirements that may not be evident through interviews or other methods."

Front 46

Significance of Prototypes used as tools during the Collect Requirements process (within Scope Management)

Back 46

"Prototyping creates a model of the end product with which the user can interact. Advantages: the idea becomes tangible and allow the project team to understand what works and does not work about the model. Prototypes receive varying methodologies. They are especially friendly to the idea of progressive elaboration, which stresses that a deliverable can be revisted repeatedly before it is finalized."

Front 47

Significance of Requirements Documentation as an output of the Collect Requirements process (within Scope Management). **IMPORTANT**

Back 47

"This is simply a document that describes what needs to be performed and why each requirement is important on the project. The requirements documentation should include a description of: - The root business problem being solved; - The source of the requirements; - The way each requirement addresses the problem; - How the business processes interacct with the requirements; - Associated measurements for each requirement; - Business, legal and ethical compliance; - Contraints and Assumptions; - Anticipated impact of the requirements on others."

Front 48

Significance of Requirements Management Plan as an output of the Collect Requirements process (within Scope Management)

Back 48

"The requirements management plan defines what activities the team will perform in order to gather and manage the project requirements. It shows how requirements will be gathered, how decisions will be made, how changes to the requirements will be handled, and how the requirements will be documented. Once the requirements plan is created, it becomes part of the overall project management plan."

Front 49

Significance of Requirements Traceability Matrix as an output of the Collect Requirements process (within Scope Management)

Back 49

"Once a requirement is collected, it is important to be able to identify the source. That is what this document does. The source could originate from a stakeholder or departmental request, a legal, contractual, or ethical need, an underlying requirement, or any number of sources. If a requirement is important enough to be documented, it is important to list the source here. The requirements traceability matrix can also include info about who owns the requirement, the status of the requirement.."

Front 50

What is the Define Scope process (within Scope Management)

Back 50

"At some point, every project must gain a detailed understanding of the requirements to be executed, verified, and delivered. The scope of the project must be understood and documented in detail."

Front 51

Why is the Define Scope process (within Scope Management) important?

Back 51

"The scope of the project is what ultimately drives the execution of the project, and the Define scope is the process where the project's requirements are more thoroughly understood and documented. A large mission critical project will perform this process very thoroughly while a smaller or highly similar to previous project may be less formal and detailed."

Front 52

When is the Define Scope Process (within Scope Management) performed?

Back 52

"This process may be started as soon as the Collect Requirements process has been completed. Because projects are generally progressively elaborated, this process and requirements may be revisited many times throughout the life of the project; however , it is generally begun very early in the project life cycle."

Front 53

How does the Define Scope Process (within Scope Management) work?

Back 53

"During the Define Scope process, the project maanger refines the requirements collected earlier in the project by performing additional analysis, factoring in any approved changes, and adding additioanl detail. The project scope statement, which is the output of this process, has detailed information about the project scope and requirements."

Front 54

What are the inputs to the Define Scope Process (within Scope Management)?

Back 54

- Project charter; - Requirements Documentation

Front 55

What are the tools use in the Define Scope process (within Scope Management)

Back 55

- Expert Judgeemtn; - Product Analysis; - Alternatives Identification; - Facilitated Workshops

Front 56

What is the significance of Product Analysis used as a tool in the Define Scope process (within Scope Management)

Back 56

"Product analysis is a detailed analysis of the project's product, service, or result, with intent of improving the project team's understanding of the product and helping to capture that understanding in the form of requirements."

Front 57

What is the significance of Alternatives Identification used as a tool in the Define Scope process (within Scope Management)

Back 57

The goal of alternatives identification is to make sure that the team is properly considering all opotions as they related to the project's scope. Techniques to generate creative thought such as brainstorming are used most often for this

Front 58

What is the significance of Facilitated Workshops used as a tool in the Define Scope process (within Scope Management)

Back 58

It can help develop the understanding of the scope in more detail.

Front 59

What are the outputs of the Define Scope process (within Scope Management)

Back 59

- Project Scope Statement; Project Document Updates.

Front 60

What is the significance of the Project Scope Statement as an output in the Define Scope process (within Scope Management)

Back 60

"It is the document used to level set among the project's stakeholders. It contains many details pertaining to the project and product deliverables;, including the goals of the project, the product description, the requirements for the project, the constraints and assumptions; and the identified risks related to the scope. The objective criteria for accepting the product should also be included in the project scope statement."

Front 61

What is the significance of Project Document Updates as an output in the Define Scope process (within Scope Management)

Back 61

"Many documents may be updated as the scope is elaborated and defined, including stakeholder register, the requirements documentation, and the requirements traceability matrix. Other documents related to risk, estimates may be updated as well."

Front 62

Why is the WBS important?

Back 62

"Its importance is tied to how it is used. After its creation, the WBS becomes a hub of information for the project, and argubly the most important component of the project plan. Risks, activities, costs, quality attributes, and procurement decions all tie back to the WBS, and it is a primary tool for verifying and controlling the project's scope."

Front 63

When is the Create WBS process(within Scope Management) performed?

Back 63

"Early in the project, after the requirements have been collected and the scope has been defined, but before the bulk of the work is executed."

Front 64

What are the inputs for the Create WBS process (within Scope Management)

Back 64

- Project Scope Statement; - Requirements Documentation; - Organizational Process Assets;

Front 65

What is the significance of Organizational Process Assets used as inputs for the Create WBS process (within Scope Management)

Back 65

"The most common assets consists of methodologies that spell out how to create the work breakdown structure, software tools to create the graphical chart, WBS tmeplates, and the completed WBS examples from previously performed projects."

Front 66

What tools are used for the Create WBS process (within Scope Management)

Back 66

"Decomposition. Decomposition involves breadking down the project deliverables into progressively smaller components. In a WBS, the top layer is very general(as general as the deliverable or product name), and each subsequent layer is more and more specific. How do you know when you have decomposed your WBS far enough? 1) Are your work packages small enough to be estimated for time and cost? 2) Are the project amanger and the project team satisfied that the current level of detail proides eough info to proceed with subsequent project activities? If yes to both questions, then it's decomposed far enough."

Front 67

How do you know when you have decomposed your WBS far enough?

Back 67

"1) Are your work packages small enough to be estimated for time and cost? 2) Are the project amanger and the project team satisfied that the current level of detail proides eough info to proceed with subsequent project activities? If yes to both questions, then it's decomposed far enough."

Front 68

What are the ouputs of the Create WBS process (within Scope Management)/

Back 68

- WBS; - WBS dictionary; - Scope Baseline; - Project Document Updates

Front 69

"Based on PMBOK (4th ed), should the WBS structure always be based on project deliverables or tasks?"

Back 69

Deliverables.

Front 70

Significance of WBS as an output of the Create WBS process(within Scope Management)

Back 70

"The WBS is primarily constructed through decomposition, the practice of breaking down deliverables(product features, charateristics, or attributes) into progressively smaller pieces. This process continues until the deliverables are small enough to be considered work packages. A node may be considered a work package when it meets the following criteria: - The work package cannot be easily decomposed any further; - the work package is small enough to be estimated for time and cost; -The work package may be assigned to one person; // Each node on the WBS has a unique number used to locate and identify it."

Front 71

What are elements of a good WBS:

Back 71

"-It is detailed down to a low level, the lowest level consists of work packages that define every deliverable on the project; - It is graphical, arranged like a pyramid; - It numbers each element; - It should provide sufficient detail to drive the subsequent phases of planning; - It may be borrowed from other projects as a template; - It is thorough and complete. If an item is not on the WBS, it does not get delivered with the project; - It is central to the project; - The project team, and not just the project manager, creates the WBS. The WBS can be a means of team building; - It is an integration tool, allowing you to see where the individual pieces of work fit into the project as a whole; - It helps define responsibilities for the team; - It is a communication tool"

Front 72

Significance of the WBS Dictionary as an output of the Create WBS process (within Scope Management)

Back 72

"The WBS dictionary is a document that details the contents of the WBS. It provides detailed info about the nodes on a WBS. Because the WBS is graphical, there is a practical limit to how much info can be included in each node. The WBS dictionary solves thsi problem by capturing additional attributes about each work package in a different document that does not have the graphical constraints that the WBS does. For each node in the WBS, the WBS dictionary migh include the number of the node, the name of the node, the written requirements for the node, to whom it is assigned, the time, cost, and account info."

Front 73

Significance of the Scope Baseline as an output of the Create WBS process (within Scope Management) **IMPORTANT**

Back 73

"A baseline (whether for scope, schedule, cost, or quality,) is the original plan plus all approved changes. In this instance, the scope baseline represents the combination of the project scope statement, the WBS, WBS dictionary. When the scope baseline is created, it is placed under control, meaning that changes to the scope are made according to the scope management plan."

Front 74

What is the Verify Scope process (within Scope Management)?

Back 74

"Verify scope is the process of verifying that the product, service, or result of the project matches the documented scope. In general, controlling processes compare the plan with the results to see where they differ and take the appropriate action. If the project is canceled before completion, Verify Scope should be perforemd to document where the product was in relation to the scope at the point when the project ended."

Front 75

What are the differences between Verify Scope Process vs Perform Quality Control?

Back 75

"- Verify Scope is often performed after Perform Quality Control, although it is not unusual for them to be performed at the same time.; - Verify Scope is primarily concerned with the competeness, while Perform Quality Control is primarily concerned with correctness.; - Verify Scope is concerned with the acceptance of the product by the product manager, the sponsor, the customer, and others, while Quality Control is conecerned with adherance to the quality specification."

Front 76

Why is the Verify Scope process (within Scope Management) important?

Back 76

"If the process of Verify Scope is successful, the product is accepted by the project manager, the customer, the sponsor, and sometimes by the functional managers and key stakeholders. This acceptance is a significant milestone in the life of the project."

Front 77

When is Verify Scope process (within Scope Management) performed?

Back 77

"This process would be performed after at least some of the product components have been delivered, although it may be performed several times throughout the life of the project. Verify scope is typically performed after Quality Control but may be performed at the same time."

Front 78

What are the inputs for the Verify Scope process (within Scope Management)?

Back 78

"-Project Management Plan (contains the scope baseline, which is the approved package of scope and consist of the WBS, WBS dictionary and scope statement); - Requirements Documentation; - Requirements Traceability Matrix; - Validated Deliverables"

Front 79

What are the tools used in the Verify Scope process( within Scope Mgt)?

Back 79

"Inspection-It involves a point by point review of the scope and the associated deliverable. For instance, a pre-occupancy walkthrough by a building inspector would be an example of the tool of inspection. User accepted testing of a product could be another example where the tool of inspection was used to make sure the deliverables matched the documented scope."

Front 80

What are the ouputs of the Verify Scope process (within Scope Mgt)?

Back 80

"-Accepted Deliverables; - Change requests( when the deliverables are inspected and compared with the documented scope, change requests often result); Project Mgt Updates"

Front 81

Significance of the Accepted Deliverable as an output of the Verify Scope process ( within Scope Mgt)

Back 81

"Acceptance of the deliverable is typically performed by the project manager, the sponsor, the customer, the functional managers and the result is a formal written acceptance by the appropriate stakeholders."

Front 82

What is the Control Scope Process (within Scope Mgt)

Back 82

"This process is aboutt maintaining control of the project by preventing scope change requests from overwhelming the project, and also about making certain that scope change requests are properly handled. The customer is one of the most important stakeholders but that doesn't mean the customer is always right. Disputes should be resolved in favor of the customer."

Front 83

Why is the Control Scope Process (within Scope Mgt) important?

Back 83

"This process makes certain all the change requests are processed, and also that any of the underlying causes of scope change requests are understood and managed. It is important to not only manage scope change requests, but to prevent unnecessary ones."

Front 84

When it Control Scope Process (within Scope Mgt) performed?

Back 84

"Control Scope is an ongoing process that begins as soons as the scope baseline is created. Until that point, the scope is not considered stable or complete enough to control. Anytime the work results are known to be differ from the documented scope, this process shold be performed, whether or not the scope change was requested in advance."

Front 85

What are the inputs to Control Scope Process (within Scope Mgt)?

Back 85

- Project Mgt Plan; - Work Performance Info; - Requirements Documentation; -Requirements Traceability Matrix; - Organizational Process Assets

Front 86

Significance of Requirements Documentaion as an input in the Control Scope Process (within Scope Mgt)

Back 86

"When a change request comes in, or when a change to the scope is detected, the requirements documentation should be consulted to understand and evaluate that change in light of the original requirement."

Front 87

Significance of Requirements Traceability Matrix as an input in the Control Scope Process (within Scope Mgt)

Back 87

It helps the project manager evaluate a change or a change request in light of the original requirement. The traceabilty matrix helps the project manager determine the source of the requirement so that the proper stakeholders can be consulted as necessary.

Front 88

What tools are used for the Control Scope Process (within Scope Mgt)

Back 88

Variance Analyis- It can be used to measure differences between what was defined in the scope baseline and what was created. It can be used as a way to investigate and understand the root causes behind these differences.

Front 89

Significance of Variance Analysis in terms of Control Scope Process (within Scope Mgt)

Back 89

Variance Analyis is a tool for the Control Scope Process- It can be used to measure differences between what was defined in the scope baseline and what was created. It can be used as a way to investigate and understand the root causes behind these differences.

Front 90

What are the outputs of the Control Scope Process (within Scope Mgt)?

Back 90

- Work Performance Measurements; - Organizational Process Assets Updates; -Change Requests; - Project Management Plan Updates; -Project Document Updates

Front 91

Significance of Work Performance Measurements as an output of the Control Scope Process (within Scope Mgt)

Back 91

"An important part of all monitoring and controlling processes is understanding work performance data and how it differs from the plan. These measurements are collected as part of the Control Scope and are used in the communications process, Report Performance."

Front 92

Significance of Organizational Process Assets Updates as an output of the Control Scope Process (within Scope Mgt)

Back 92

"Any time corrective action is implemented, changes may need to be made to the organizational process assets. The reason behind this is that the change or corrective action may have demonstrated that the organizational process assets you used (eg a previous project scopte management plan or an organizational policy) were not wholly adequate for this project and need to be updated for future projects."

Front 93

1) Your project team is executing the work packages of your project when a serious disagreement regarding the interpretation of the scope is brought to your attention by two of your most trusted team members. How should this dispute be resolved? A. The project team should decide on the resolution. B. The dispute should be resolved in favor of the customer. C. The dispute should be resolved in favor of senior mgt. D. The project manager should consult the project charter for guidance.

Back 93

"B. In general, disagreements shold be resolved in favor of the customer. In this case, the customer is the best choice of the four presented. 'A' is not a good chocie because it is your job to keep the team focused on doing the work and out of meetings where they are arguing about the scope. Besides, the team brought you this problem, so their ability to resolve it is already in question. 'C' is incorrect beacuse all things being equal, project disputes should resolved in favor of the customer and not in favor of senior mgt. Since you don't have enough info to steer you toward senior mgt, resolving it in favor of the customer was the right choice here. 'D' is incorrect because the project charter is a very general and high-level document. As it is issued befoe either the scope statement or the WBS is created, it shoudl be of little use in resolving an issue of scope dispute that occured during execution."

Front 94

2. Which of the following statements is FALSE regarding a WBS? A. Activities should be arranged in the sequence they will be performed. B. Every item should have a unique identifir. C. The work breakdown structure represents 100% of the work that will be done on the project. D. Each level of a WBS provides progressively smaller representations.

Back 94

"A. You don't tackle activity sequencing as part of the work breakdown structure. That part comes later. The WBS has no particular sequeince to it, not to mention that is is not decomposed to activity level. 'B' is inocrrect since every WBS element does have a unique identifier. 'C' is incorrect since the WBS is the definitive source for all of the work to be done. Remember, if it isn't in the WBS, it isn't part of the project. Choice 'D' is inocrrect because teh WBS is arranged as pyramid with ethe op being the most general, and the bottome being the most specific. The lowest level of the WBS would also be the smallest representation of work."

Front 95

"3) Mark has taken over a project that is beginning the construction phase of the product; however, he discovers that no WBS has been created. What choice represents the BEST course of action? A. He should refuse to manage the project; B. He should stop contruction until the WBS has been created; C. He should consult the WBS dictionary to determine whether sufficient detail exists to properly manage construction. D. He should document this to senior mgt and provide added oversight on the construction phase."

Back 95

"B. In this situation, you cannot simply skip the WBS, as you may be tempted to do. Mark should take time to create the WBS, which is usally not a lengthy process. 'A' may sound good, but in reality a PMP needs to be ready to work to solve most problems. you might refuse to manage a project if there is an ethical dilemma or a conflict of interest, but not in other circumstances. 'C' is inocrrect since the WBS dictionary cannot be created properly unless the WBS was created first. 'D' is incorrect since merely documenting that there is a serious problem is not a solution. Additionally, providing more oversight would not solve the problem here. The real problem is that the WBS has not been created, and that will trickle down to more serious problmes in the future of the project."

Front 96

"4) The project has completed execution, and now it is time for the product of the project to be accepted. Who formally accepts the product? A. The project team and the customer. B. The quality assurance team, senior mgt, and the project manager; C. The sponsor, key stakeholders, and the customer; D. The project manager, senior mgt, and the change control board."

Back 96

"C. The project manager verifies the product with the key stakeholders, the sponsor, and the customer."

Front 97

5) Creating the project scope statement is part of which process? A. Project Scope Management. B. Collect Requirements. C. Define Scope. D. Verify Scope

Back 97

"C. The project scope statement is created as part of the Define Scope process. You should have narrowed your guesses down to 'B and C' quickly, since the project scope statement is a planning output, and 'B and C' are the only two planning processes. 'A' is incorrect because it is the name of a knowledge area and not a process and 'D' represents a monitoring and controlling process, which usually result in outputs such as change requests but never planning documents."

Front 98

6) The project scope statement should contain: A. The work packages for the project; B. A high level description of the scope. C. The level of effort associated with each scope element. D. A detailed descripteon of the scope.

Back 98

"D. The project scope statement needs to include a detailed description of the scope. Choice 'A' is incorrect as the WBS is created later as part of the Create WBS process. 'B' is tricky, but it is incorrect. The preliminary scope statement contains a high level description of the scope, but the project scope statement is detailed. 'C' is incorrect, because the level of effort is estimated after the scope has been defined."

Front 99

7) The most important part of Verify Scope is: A. Gaining formal acceptance of the project deliverables from the customer. B. Checking the scope fo the project against stakeholder expectations. C. Verifying that the project came in on time and on budget. D. Verifying that the product met the quality specifications.

Back 99

"A. Whereas all of these choices may be important, the only one that is listed as a part of Verify Scope is to get customer acceptance of the product. The other activities may be done during the project, but they aren't part of the Verify Scope process. 'D' is close, but that is formally part of the Quality Control process."

Front 100

8) The organizational process assets would include all of the following except: A. Templates. B. Financial control procedures. C. Standardization guidelines. D. The project management information system.

Back 100

"D. Organizational process assets include things like templates, financial control procedures, and standardization guideline; however, the PMIS is classified as an enterprise environmental factor since it is generally part of your environment."

Front 101

9) Which of the following is NOT part of the scope baseline? A. The requirements documentation. B. The project scope statement. C. The work breakdown structure. D. The WBS dictionary

Back 101

"A is the only choice that is not part of the scope baseline. It is used to help create the baseline, but it is ont a part of it. 'B, C, D' represent the three components of the scope baseline."

Front 102

"10) You have taken over as poject manager for a data warehouse project that is completing the design phase; however, change requests that affect the requirements are still pouring in from many sources, including your boss. Which of the following would have been MOST helpful in this situation: A. A project sponsor who is involved in the project. B. A well defined requirements management plan. C. A change control board. D. A change evaluation system."

Back 102

"B. Requirements management plan contains a plan for how changes will be handled. If too many changes are pouring in, it is likely that the requirements management plan was not well defined. 'A' is incorrect because it is not the sponsor's role to control change. He or she is paying you to handle that. 'C' is incorrect because if the change control board exists on your project, it only evaluates changes. The board is always reactive, not proactive. 'D' is incorrect since the change evaluation system is made up term not found in PMI's processes."

Front 103

11) What is the function of the project sponsor? A. To help manage senior management expectations. B. To be the primary interface with the customer. C. To fund the project and formally accept the product. D. To help exert control over the functional managers.

Back 103

"C. It is the sponsor's job to pay for the project and to accept the product. Choice 'A is really the project manager's job. 'B' is the project manager's job as well. It is not a clearly defined job for the sponsor. 'D' is not a function of the sponsor. If more control were needed over the functional managers, that would be the role of senior management."

Front 104

12) The project maanger and the customer on a project are meeting together to review the product of the project against the documented scope. Which tool would be MOST appropriate to use during this meeting? A. Verification analysis. B. Inspection. C. Gap analysis. D. Feature review.

Back 104

"B. The project manager and customer are involved in the Verify Scope process, and the tool used here is inspection. The product is inspected to see fi it matches the documented scope. 'A, C, D' are not documented as part of the processes."

Front 105

"13) You have just assumed responsibility for a project that is in progress. While researching the project archives, you discover that the WBS dictionary was never created. Which of the following problems would LEAST likely be attributable to this? A. Confustion about the meaning of specific work packages. B. Confusion about who is responsible for a specific work package. C. Confusion about which account to bill against for a specific work package. D. Confusion about how to chage a specific work package."

Back 105

"D. The WBS dictionary contains attributes about each work package such as an explanation of the work package, who is assigned responsibility for the work package, and a cost account code. If a work package were changed, that would most likely alter the scope baseline and information on how to go about this would be found in the scope management plan and not the WBS dictionary."

Front 106

"14) A team member makes a change to a software project without letting anyone else know. She assures you that it did not affect the schedule, and it significantly enhances the product. What should the project manager do FIRST? A. Find out if the customer authorized this change. B. Submit the change to the change control board. C. Review the change to understand how it affects scope, cost, time, quality, risk, and customer satisfaction. D. Make sure the change is reflected in the requirements management plan."

Back 106

"C. Notice the use of the word ""FIRST' 'A' is wrong because the customer should never bypass the project manager to authorize changes directly. It is the project manager's job to authorize changes on the project. 'B' is inocrrect since all changes might not go to the change control board. Even if a change control board exists on the project, the project manager doesn't automatically just send everything thier way. The project manager should deal with this first. 'D' is incorrect because the requirements management plan is not even the place this would be reflected. The scope baseline would need to be updated, but only after the change had been peroperly evaluated to see if it even belonged."

Front 107

15) The product you have delivered has been review carefully against the scope and is now being brought to the customer for formal acceptance. Which process is the project in? A. Verify Scope. B. Audit Scope. C. Close Scope. D. Control Scope.

Back 107

A. The customer accepts the scope of the product in Verify Scope.

Front 108

"16) You are working with stakeholders, using the Nominal Grop Technique to help promote creativity. Which choice represents the MOST likely results of your work? A. The requirements documentation and the project scope statement. B. The requirements documentation and the requirements management plan. C. The WBS and WBS dictionary. D. Accepted deliverables and change requests."

Back 108

"B. The Nominal Group Technique is a method used to promte creativeity in the Collect Requirements process, and the two outputs that match that process are the requirements documentation and the requirements management plan."

Front 109

17) You are the project manager for a large construction project and you identify two key areas where changing the scope of the product would deliver significantly higher value for the customer. Which of the following options is MOST correct? A. Make the changes if they do no extend the cost and timeline. B. Make the changes if they do not exceed the project charter. C. Discuss the changes with the customer. D. Complete the current project and create a new project for the changes.

Back 109

"C. Choice A and B are no-nos on the PMP exam. You don't just make changes because they ""add value'. Does the customer want the change? Does the change increase the project risk or put the quality in jeapordy? Between 'C and D', the best answer is C. The reason is that just because teh project manager thinks this is a good piece of functionality doesn't mean that he should automatically add it. The customer should have input into this decision as well. Choice 'D' might be correct in limited circumstances if you know that you were at or near the end of the project, but changes on a project rarely require the automatic initiation of a new project."

Front 110

18) Which of the following activities is done FIRST? A. Creation of the requirements documentation; B. Creation of the WBS. C. Creation of the requirements management plan. D. Creation of the scope baseline.

Back 110

"A. The requirements documentation is typically created quite early on the project. In this case, it would be created well before the WBS and the scope baseline (which is made up of the scope statement, the WBS, the WBS dictionary). The requirements management plan is generally created afted the requirements have been documented."

Front 111

19) Which of the following statements is TRUE concerning functionaly that is over and above the documented scope? A. It should be channeled back through the change control board to ensure that it gets documented into the project scope. B. Additional functionality should be leverage to exceed customer expectations. C. The final product shold include all the functionality and only the functionality documented in the scope baseline. D. Additional functionality should be reviewed by the project manager for conformity to the product description.

Back 111

"C. Answeres 'A, B, D' are incorrect since they encourage adding or keeping additional functionality. It is important not to add extras to the project for many reasons. The final product should be true to the scope"

Front 112

"20) A project manager has been managing a project for six months and is nearing completion of the project; however, change requests are still pouring in. The project is ahead of schedule but over budget. Which of the following statements is TRUE? A. The project manager should influence the factors that cause change. B. Changes should only be evaluated after the original scope baseline has been delivered and accepted. C. Changes introduced at this point in the project represent an unacceptable level of risk. D. Changes should be evaluated primarily on the basis of how much value they deliver to the customer."

Back 112

"A. The project manager needs to be proactive and influence the root causes of change. 'B' would be ridiculous in the real world. Imagine getting a change request near the end of the project that is good for the project and refusing to do it until you completed the original scope. Some change is good! 'C' is inocrrect because although some change may introduce an unacceptable level of risk, all change certainly does not. Some changeds could dramatically reduce the project risk and help the project. 'D' is incorrect, because value is not the primary criterion for evaluating change. A change may deliver high value, but also introduce too much risk or cost, or delay the project unacceptably."