Presentation On PMP Exam Preparation

Essential Aspects PMP/CAPM
of PMBOK EXAM
With Q & A s Preparation
Based On:
PMBOK Guide Fifth
Edition, Project
Management Institute, Inc.,
2013
Presentedted by
R. MASILAMANI
MBA, PMP, CAPM, PMI-ACP, PMI-RMP
6/4/201m and LEADERSHIP TRAINER
The Program Schedule
DAY 1
Module 1- Introduction,
The Fundamentals, Project

Integration and Project Scope
DAY 2
Module 2 - Project Time, Project
Cost and Project Quality
DAY 3
Module 3 - Project Risk, Human
Resource,
Project Communication and
Project
Procurement
DAY 4
Module 4 - Project Stakeholders,
Project Closing , a Quick Review
and a Mock Exam
6/4/201m
Salute to Sources
The Program Leader
The program will be facilitated by Mr R

Masilamani PMP, CAPM, MBA, ACP-PMI
Trainer & Consultant in Project Management,
General Management and Leadership
Project Owner, Leader, Writer and Educator
Worked in various corporate responsibilities
over a total of 35 years in a Fortune 500
Company and Two Public Universities
6/4/201m Salute to Sources

47 Processes, 5 Process Groups & 10
Knowledge Areas
Monitorin
Initiati Planni Executi g & Closi TOTA
ng ng ng Controlln ng L
g
INTEGRATION 1 1 1 2 1 6
SCOPE 4 2 6
TIME 6 1 7
COST 3 1 4
QUALITY 1 1 1 3
HUMAN
RESOURCE
1 3 4
COMMUNICAT
ION
1 1 1 3
RISK 5 1 6
PROCUREMEN
T
6/4/201m 1
Salute 1
to Sources 1 1 4
Number of ITTO's
TOOLS &
INPU OUTPUT
TECNNIQU TOTAL
T S
ES
4. Project Integration
28 17 17 62
Management
5. Project Scope Management 28 22 17 67
6. Project Time Management 52 35 23 110
7. Project Cost Management 24 24 13 61
8. Project Quality
19 15 17 51
Management
9. Project Human Resource
16 21 11 48
Management
10. Project Communications
13 13 11 37
Management
11. Project Risk Management 35 29 11 75
12. Project Procurement
6/4/201m
Management Salute to25
Sources 21 20 66
INTRODUCTION

PMP Preparation is a Systematic Learning
Process
Trying to manage a project

without project management
is like trying to play a football
game without a game plan
-by K. Tate

Projects do fail!
Most Projects Fail to Meet the Triple

Constraints
The reality
In todays world,
PMs generally lack professional

knowledge and skills of project
management
Many Companies do not know
what Project Management is
and why its so important
People with little knowledge
about PM are not really PMs;
theyre mere coordinators of
projects
PMP and other professional
qualifications make you
understand whats PM , PM
processes, tools & techniques ,
PM roles etc., in a systematic
and practical way
Source: Practical PMP by Rita Mulcahy, 2013
6/4/201m Salute to Sources 13

CHAOS Report 2014
Statistics Speak
Project Success
Percentage
Factors
User Involvement 15.9
Executive Management
13.9
Support
Clear Statement of
13.0
Requirements
Proper Planning 9.6
Realistic Expectattions 8.2
Small Project Milestones 7.7
Competent Staf 7.2
Ownership 5.3
Clear Vision and Objectives 2.9
Hard Working Focused Staf 2.4
CHAOS Report 2014
Statistics Speak
Cost Time
Range
Overruns Overruns
Under 20% 15.5 13.9
21 -50% 31.5 18.3
1-100% 29.6 30.0
101-200% 10.2 35.5
201-400% 8.8 11.2
Over 400% 4.4 1.1
The PMP Exam Objectives
Initiating the project

Conducting project selection
methods
Defining scope
Documenting project risks,
assumptions, and constraints
Identifying perform
stakeholder analysis
Developing project charter
Obtaining project charter
approval
Areas of Expertise
Emphasised
Effective
communication,
PMBOK GUIDE Advocacy
Influencing the
organization,
Leadership, Generally accepted as Good Practice
Motivation,
Negotiating,
conflict 1.Project life cycle definition. 2.Five project
management, and management process Groups 3.Ten knowledge areas
Problem solving Functional departments &

supporting
disciplinesTechnical
elementsManagement
specializationIndustry
Planning, Groups
Organizing,
Staffing, Cultural and social
Executing & environment International and
Controlling political environment Physical
environment

PM Process groups vs PDCA
Cycle

Project Management
Fundamentals

PROJECT MANAGEMENT PLAN AND PROJECT DOCUMENTS
Project Management Project Documents
Plan
Change Management Activity Project Staff Assignments
Plan Attributes
Communication Activity Cost Project Statement of Work
Management Plan Estimate
Configuration Activity Quality Checklists
Management Plan Duration
Estimate
Cost Management Activity List Quality metrics
Plan
Human resource Activity Quality Control
Management Plan Resource Measurements
Requirements
Process Improvement Agreements Requirements
Plan Documentation
Requirements traceability
PROJECT MANAGEMENT PLAN AND PROJECT DOCUMENTS
Project Management Plan Project Documents
Requirements Change Requests Resource Calendars
Management Plan
Risk Management Plan Issue log Risk register
Schedule Management Milestone List Schedule Data
Plan
Scope Management Procurement Documents
Plan
Stakeholder Procurement Statements Seller Proposals
Management Plan of Work
Cost Baseline Project Calendars Source Selection
Criteria
Schedule Baseline Project charter, Project Work Performance
Funding requirements, Data Work
Project Schedule, Project Performance
Schedule Network Information Work
diagrams Performance Reports
Scope Baseline (Project Forecasts Cost Forecast Stakeholder Register
Scope Baseline, WBS, & Schedule Forecast
WBS Dictionary)
What is a Project ?
A Project is a temporary
endeavor undertaken to
create aunique, product,
service, or result.
Temporary endeavor with a
beginning and an end.
Creates unique product,
service or result.
Is Progressively Elaborated.
Distinguishing
characteristics of each
unique project will be
progressively detailed as
the project is better
understood.

What is Project Management?
The application of
knowledge, skills, tools
and technique to project
activities to meet project
requirements
Project Management is
accomplished through the
application and integration
of the processes such as:
Initiating
Planning
Executing
Monitoring and Controlling,
and
Closing

Managing Projects
The Project Manager is
the person responsible
for accomplishing the
project objectives.
Managing a project
includes:
Identifying requirements.
Establishing clear and
achievable objectives.
Balancing the competing
demand of quality, scope,
time and cost.
Adapting the
specifications, plans, and
approach to the diferent
concerns and
expectations of the
various stakeholders.

initiating a project
define a new project

or a new phase of
an existing project
explore the
feasibility of the
defined project
seek authorization
to start the project
or phase.
launch or kick-off
the approved
project

Planning the project
define and record
requirements, constraints,
and assumptions
identify project team and
define roles and
responsibilities
create the Work Breakdown
Structure
develop change
management plan
identify risks and defined
risk strategies
obtain plan approval
conduct kick-off meeting
Executing the project
executing tasks defined in
project plan
ensuring common understanding
and setting expectations
Implementing the procurement
of project resources
managing resource allocation
implementing quality
management plan
implementing approved changes
implementing approved actions
and workarounds
improving team performance

the direct and manage project
execution process
This is where the
project work is
performed
where the team are
executing the work
packages, and
the project products
or deliverables are
being created
For this reason, most
of the budget is spent
during this process

Monitoring and controlling the
project
measure of project
performance
verify and manage
changes to the
project
show project
deliverables
conform to quality
standards
monitor all risks
purpose of the monitor and
control project work process
This compares actual work
results to the plan and then
makes appropriate adjustments
to ensure that the two match.
It makes sure that both the
products, and the way in which
they are being produced, fall in
line with the plan
It also looks at how the overall
project is progressing and takes
any corrective action if needed
via change requests

Closing the project
obtain final acceptance of
project
obtain financial, legal, and
administrative closure
release project resources
identify, document, and
communicate lessons learned
create and distribute final
project report
archive and retain project
records
measure customer satisfaction

purpose of the close project or
phase process
The focus here is to ensure that the
project or phase comes to a
controlled shut down
This will typically create any
appropriate documentation and
archive it, capture the lessons
learned, and ensure the contract (if
any), is closed properly
The purpose of lessons learned is to
document the project successes
and failures, make
recommendations, and is used as
information learned for future
projects

Professional and social
responsibility
ensure individual
integrity
contribute to the
project management
knowledge base
attain enhanced
professional
competence
promote interaction
among stakeholders
Maintain Governannce
the project philosophy
the project philosopy is to
deliver goods, service and
results in the most efficient
and effective manner
'PMI ism, as professed by
Rita Mulcahy, is the core
objective of PMBOK, giving
some flexibility in terms of
project experience of the
PMP candidates and PMBOK
users

The skills of excellence of a
good project manager
Communication
problem solving
budgeting
organizational
policies/practices
team building
team leading
negotiation and
influencing
Diferences between a project
and an operation
A project An operation
is temporary is an on-
in nature going
has a definite activity
beginning use
has a definite repetitive
ending date processes
produce typically
products
produce a
(deliverable
s) similar
services result
or results Repeated
time and
time again

the project management
processes
initiating
planning
executing
monitoring and
controlling
(Validate)
Closing
(evaluate)
Process Groups Flow
Monitoring and
Controlling
Processes
Planning Executing
Initiating Processes Closing Processes
Processes Processes
1. Processes may or may not be sequential

2. Processes may be skipped or Overlap
3. Processes may be repeated within a phase and within projects

The Process Groups
Initiating : Those processes performed to define
a new project or a new phase of an existing
project by obtaining authorization to start the
project or phase.
Planning : Those processes required to
establish the scope of the project, refine the
objectives, and define the course of action
required to attain the objectives that the
project was undertaken to achieve.
Executing : Those processes performed to
complete the work defined in the project
management plan to satisfy the project
specifications
Monitoring and Controlling : Those processes
required to track, review, and regulate the
progress and performance of the project;
identify any areas in which changes to the plan
are required; and initiate the corresponding
changes.
Closing : Those processes performed to finalize
all activities across all Process Groups to
formally close the project or phase.

Characteristics of the Process
Groups
The progression through the project
management process groups exhibit the same
characteristics as progression through the
project phases do. That is,
Costs are lowest during the Initiating processes
and few team members are involved.
Costs and staffing increase in the Executing
process group and then decrease as you
approach the Closing process group.
The chances for success are lowest during
Initiating and highest during Closing.
The chances for risks occurring are higher
during Initiating, Planning, and Executing, but
the impacts of risks are greater during the later
processes.
Stakeholders have the greatest influence during
the Initiating and Planning processes and less
and less influence as you progress through
Executing, Monitoring and Controlling, and
Closing.

The Project Management
Lifecycle
Executing
Level of
Activity Planning
Initiating Closing
Monitoring &
Control
Time
Knowledge areas
1.Project Integration Management : Project
Integration Management includes the
processes and activities needed to identify,
define, combine, unify, and coordinate the
various processes and project management
activities within the Project Management
Process Groups.
2. Project Scope Management : Project

Scope Management includes the processes
required to ensure that the project includes
all the work required, and only the work
required, to complete the project
successfully.

Knowledge areas
3. Project Time Management :

Project Time Management includes the
processes required to manage the
timely completion of the project.
4. Project Cost Management : Project
Cost Management includes the
processes involved in planning,
estimating, budgeting, financing,
funding, managing, and controlling
costs so that the project can be
completed within the approved budget.
Knowledge areas
5.Project Quality Management : Project

Quality Management includes the
processes and activities of the performing
organization that determine quality
policies, objectives, and responsibilities so
that the project will satisfy the needs for
which it was undertaken.
6. Project Human Resource
Management : Project Human Resource
Management includes the processes that
organize, manage, and lead the project
team.
Knowledge areas
7. Project Communications Management :
Project Communications Management includes
the processes that are required to ensure
timely and appropriate planning, collection,
creation, distribution, storage, retrieval,
management, control, monitoring, and the
ultimate disposition of project information.
8. Project Risk Management : Project Risk
Management includes the processes of
conducting risk management planning,
identification, analysis, response planning, and
controlling risk on a project.

Knowledge areas
9. Project Procurement Management : Project
Procurement Management includes the Project
Human Resource Management : Project Human
Resource Management includes the processes
that organize, manage, and lead the project
team.
10.Project Stakeholders Management : Project
Stakeholder Management includes the processes
required to identify all people or organizations
impacted by the project, analyzing stakeholder
expectations and impact on the project, and
developing appropriate management strategies
for effectively engaging stakeholders in project
decisions and execution

the 10 project management
knowledge areas
integration human resource
management management
scope communications
time risk management
management procurement
cost management,
management and
quality stakeholder

Process Groups
10
Knowledge Initiatin Monitoring &
Areas Planning Executing Closing
g Controlling
4.4 Monitor and

4.1
4.3 Direct Control Project
4. Project Develo 4.6 Close
4.2 Develop Project and Manage Work
Integration p Project
Management Plan Project 4.5 Perform
Management Project or Phase
Work Integrated
Charter
ChangeControl
5.1 Plan Scope
Management
5. Project 5.5 Validate Scope
5.2 Collect
Scope 5.6
Requirements
Management Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule

Management
6.2 Define
Activities 6.3
Sequence Activities
6. Project
6.4 6.7 Control
Time
Estimate Activity Schedule
Management
Resources
6.5 Estimate
Activity Durations
6.6
Develop Schedule
7.1 Plan Cost

7. Project Management
Cost 7.4 Control
6/4/201m
Managemen
Salute
7.2 Estimate to
Costs Sources Costs
Process Groups
10
Knowledg Monitoring
Initiatin
e Areas Planning Executing & Closing
g Controlling
8. Project
8.1 Plan 8.2 Perform
Quality 8.3 Control
Quality Quality
Manageme Quality
Management Assurance
nt
9.2 Acquire
9. Project
9.1 Plan Human Project Team9.3
Human
Resource Develop Project
Resource
Management Team9.4 Manage
Management
Project Team
10. Project
10.1 Plan 10.3 Control
Communicati 10.2 Manage
Communications Communicati
ons Communications
Management ons
Management
11.1 Plan Risk
Management11.2
Identify
Risks11.3
11. Project Perform
11.6 Control
Risk Qualitative Risk
Risks
Management Analysis11.4
Perform
Quantitative Risk
Analysis11.5 Plan
Risk Responses
6/4/201m
12. Project
Salute to Sources
12.1 Plan
12.3 Control
12.4 Close
12.2 Conduct Procurement
Project Management Process Groups and
Knowledge Areas
Knowled Project Management Process Groups
ge Areas Initiati Planning Executi Monitoring & Closing
ng Process ng Control ling Process
Process Process Process
4. 4.1 4.2 4.3 4.4 4.6
Integratio Develo Develop Direct Monitor and Close
n p Project and Control Project Project
Managem Projec Managem Manag Work or
ent t ent plan e 4.5 Phase
Charte Project Perform
r Work Integrated
Change Control
5. 5.1 5.5
Scope Plan Validate Scope
Managem Scope 5.6
ent Managem Control Scope
ent
5.2
Collect
Requireme
6/4/201m nts Salute to Sources 53
Knowledge Areas
ge Area Initiati Planning Executing Monitori Closin
ng Process Process ng & g
Proces Control Proce
s Process ss
6. 6.1 6.7
Time Plan Schedule Control
Managem Management Schedul
ent 6.2 e
Define
Activities
6.3
Sequence
Activities
6.4
Estimate
Activity
Resources
6.5
Estimate
6/4/201m Activity
Salute to Sources 54
Duration
Knowledge Areas
Knowledg Project Management Process Groups
e Areas
Initiati Planning Executing Monitoring Closin
ng Process Process & Control g
Proces Process Proce
s
ss
7. 7.1 7.4
Cost Plan Cost Control
Manageme Manageme Costs
nt nt
7.2
Estimate
Costs
7.3
Determine
Budget
8. 8.1 8.2 8.3
Quality Plan Perform Control
Manageme Quality Quality Quality
nt6/4/201m Manageme Assurance
Knowledge Areas
ge Areas Initiati Planning Executing Monitoring Closi
ng Process Process & Control ng
Proces Process Proce
s ss
9. 9.1 9.2
Human Plan Human Acquire
Resource Resource Project Team
Management 9.3
Managemen
Develop
t Project Team
9.4
Manage
Project Team
10. 10.1 10.2 10.3

Communicat Plan Manage Control
ions Communicat Communicati Communicati
ions ons ons
Managemen
Management
t
Knowledge Areas
Knowle Project Management Process Groups
dge Initiati Planning Execution Monitorin Closing
Areas ng Process Process g& Process
Process Control
Process
11. 11.1 11.6

Risk Plan Risk Control
Managem Management Risks
ent 11.2
Identify Risk
11.3
Perform
Qualitative Risk
Analysis
11.4
Perform
Quantitative
Risk Analysis
11.5
Plan Risk
Responses
12. 12.1 12.2 12.3 12.4
Knowledge Areas
Knowle Project Management
dge Process Groups
Areas
Initiating Planning Execution Monitorin Closin
Process Process Process g& g
Control Proce
ss
Process
13. 13.1 13.2 13.3 13.4

Project Identify Plan Manage Control
Stakehol Stakehold Stakehold Stakehold Stakehol
ers er er der
der
Manageme Engagem Engagem
Managem nt ent ent
ent

diferent organizational structures and
the project managers authority
MATRIX
(weak,
strong &
balanced)
FUNCTIO PROJECTIS
NAL ED
(least (most
authority) authority)
COMPOSITE

1. Functional organizational structure

3. Matrix organizational structure

Weak Matrix CHIEF EXEFUTIVE
Organization
Functional Functional Functional

Manager Manager Manager
Staff Staff
Staff
Project
Staff Staff Staff
Coordinator
Staff Staff Staff

Strong Matrix CHIEF EXEFUTIVE
Organization
Functional Functional Functional Manager of Project

Manager Manager Manager Managers
Project
Staff Staff Staff Manager
Project
Staff Staff Manager
Staff
Project
Staff Staff Manager
Staff
Project Coordinator
Balanced Matrix CHIEF EXEFUTIVE
Organization
Functional Functional Functional

Manager Manager Manager
Staff Staff
Staff
Project Staff Staff Staff

Coordinator
Project
Manager Staff Staff

2. Project-based organizational structure
(Projectized).

Composite Matrix Organisation

Matrix & WEAK matrix
Organoisation
Matrix Structure
Matrix structures are organizations that have a blend of
departmental duties and employees together on a common
project. The project team member to be from multiple
departments working toward the project completion. Team
member will report to multiple project managers and
functional managers.
Weak Matrix
In a weak matrix structure, the project team may come from
diferent departments but the project manager reports
directly to the functional manager. The project manager has
the following attributes
Limited authority
Management of a part-time project team
Project role is part-time
May be known as a project coordinator or team leader
May have part-time administrative staf to help expedite the
project

Balance & Strong Matrix
Balance Matrix
In a balance matrix, the project manager has more time and
power regarding the project than a weak matrix. The attributes
of a project manager in this structure are:
Reasonable authority
Management of a part-time project team
Full-time role as a Project Manager
May have part-time administrative staf to help expedite
Strong Matrix
Strong matrix equates to a strong project manager. The project
manager has the power and time required for the project. The
attributes are:
A reasonable to high level of power
Management of a part-time to nearly full time project team
Full-time role as a Project Manager
Has a full-time administrative staf to help expedite the project

Composite Organization
Charts
A particular employee in a company organized
according to a composite organization chart
typically has several superiors to whom he
reports, depending on the area of activity. The
disciplinary, contractual and operational facets
may still be shown in the traditional manner, with
the employee's supervisor in these matters
located in a box one level up the chart. Specific
other functions that do not strictly relate to these
aspects of the employee's work may be shown as
an additional chart, superimposed on the main
one, and entering the individual boxes from the
side. Dotted lines are often used to detail the
organizational structure that governs these
additional functions.

Project Authority in diferent types of Organizational
StructuresDEpens on Type of Matrix
Type of
Project
Orga- Functio Projectiz Matri Compos
nal ed x ite
nisatio
n
Depn
Functio ds on
Project Depend
nal Type
Authori Project s on
Manag of
ty Project
er Matri
x
. Project Managers authority over a
project (increasing authority to the
right)

Organisational Structure vs Characteristics

Influence of organizational structure on projects
Organisati Functional Matrix Organisation Projectise
onal Organisation Weak Balanced Strong d
Matrix Matrix Matrix Organisati
on
Type and
PM's
Influence
Group Little or Low Low to Moderat High to

Manager's None Moderate e to High Almost
Authority Total
Resource Little or Low Low to Moderat High to
Availability None Moderate e to High Almost
Total
Who Functional Function Mixed Project Project
Manages
6/4/201m
Manager Salute
al to Sources Manager Manager
6 needs or demands that can create a
project
market need
business need
customer request
legal requirements
social needs
ecological impact, or
technological advance

the payback period
It is the time-frame it will
take the organization to
recoup its investment from
the product of the project
The calculation involves
the sum of the expected
cash inflows, compared
against the original
investment, and
Calculate how many time
periods (typically years),
before the cash inflows
equal the initial investment.

Project Integration
Management

PLANS O for INTEGRATION (refer to page 78 0f PMBOK5 )
1 Configuration Management Plan
2 Change Management Plan
3 Requirements Management Plan
4 Scope Management Plan
5 Schedule Management Plan
6 Cost Management Plan
7 Quality Management Plan
8 Process Improvement Plan
9 Human Resource Management Plan
10 Communications Management Plan
11 Risk management Plan
12 Procurement Management Plan
13 Stakeholder Management Plan
Scope Baseline (Project Scope Statement, WBS and
14
WBS Dictionary)
Schedule Baseline Salute to Sources
156/4/201m
purpose of the project
management plan.
consists of the 16 component
plans integrated together
needs to be integrated after
component plans are
created
Describes,
how project is to be executed
what is to be monitored and
controlled, and
how it is to be closed.
documents
the outputs of the planning
group processes,
the level of detail will reflect the
size and complexity of the
project

purpose of a configuration
management system
It describes how change
requests are submitted; it
includes processes for
tracking the changes and
their authority levels
A configuration management
system must include
configuration identification
describing the characteristics
of each product, configuration
status accounting to
determine the true status of
each product, and
configuration verification and
auditing

Why selection methods
measure the value of the product
or service of the project and
compare this against the benefits
realized
fall into two categories:
1. benefit measurement methods
and 2. mathematical models
also described as decision models,
which compare different criteria,
and calculation methods to
calculate the value of the project.
Both are used to aid project
selection & decision making

Mathematical Modeling
Mathematical
Modeling uses the
following tools:
DECISION TREE
QUEING THEORY
LINEAR
PROGRAMMING etc.,
linear
programming
requires
largeamountsof
number crunching

Mathematical models
are complex formulas
and algorithms, also
known as constrained
optimization
Method of simulating
real life situations
with mathematical
equations toforecast
their
futurebehaviour
MMMMMMMMMMMMMM

Benefit measurement methods
Include.
benefit cost ratio (BCR)
internal rate of return
(IRR)
economic value added
(EVA)
present value (PV)
net present value (NPV)
payback period
return on investment
(ROI)
opportunity cost, and
return on invested
capital (ROIC)

decisions based on NPV and
IRR
Any project with an NPV
greater than zero should
be accepted
Any NPV less than zero
should be rejected
The project with the
highest IRR should be
chosen
IRR is the discount rate at
the point when NPV is
equal to zero
IRR assumes reinvestment
at the IRR rate

the project charter, its creation
The charter
and purpose.
officially recognizes and
acknowledges that the
project exists,
It is created
during the develop
project charter process
and
Its purpose
to explain the business
need of the project.
It names and authorizes
the project manager
is signed of by the
performing organizations
senior management

Contents of charter
Project charter,
Contains the high-
level project
requirements
Provides a milestone
view of
the project
schedule.
Will have a summary
level preliminary
project budget.
Used as a key input
for the development of
the project
management plan
inputs for the develop project
charter process
project statement of work,
contract (if this is
appropriate),
the project business case
the problem that it will
solve
the benefit cost analysis
the enterprise
environmental factors, and
the organizational process
assets.

the purpose of the develop project
management plan process.
defines, coordinates, and
integrates all of the
subsidiary project plans
specifies the who, what,
when, where, and how of
the project
the project management
plan is progressively
elaborated
it is developed in the first
place and then refined,
revisited, and updated (i.e.,
progressively elaborated)
project constraints and
assumptions
constraints assumptions
restrict or dictate may be the
future actions underlying cause
leading to risks and

limit the options
available to the should be continually
project team monitored and
checked
classic constraints
are, Classic assumptions
a limiting condition,
are,
circumstance or an "educated
event, setting guess", a likely
boundaries for the condition e.g.,
project process and duration estimate,
expected outcomes given conditions
time, cost, and circumstance or
scope, quality event, presumed
requirements, risk known and true in
levels are core the absence of
constraints absolute certainty

purpose of the report performance
process
This process uses work
performance information and
work performance
measurements to report back
to the stakeholders on how
the project is progressing
against the plan and
the various baselines (scope,
time, cost, and quality).
The main output is the
performance report

Question 1
The project that you are leading is almost at the end of the
executing phase. So far, the project budget and schedule are
under control and you expect no deviation in the coming
weeks. Recent changes to the organizational change
management software has initiated a change in the
configuration management system of your project. However,
you may have to update the project management plan to
incorporate those changes. Which of the following statement
about changes to the project management plan are correct?
A. The project management plan should be updated only after
approval from the sponsor
B. The project management plan is progressively elaborated until
project closure
C. Any updates to the project management plan must be
completed before executing phase of the project
D. The project management plan once prepared should not be
changed

Question 2
Which of the following project
phases would result in a majority of
updates to the cost, schedule, and
scope baselines as a result of
change requests?
A.The monitoring and controlling
phase
B.The closing phase
C.The planning phase
D.The executing phase
Question 3
The project plan should be updated frequently
to account for approved change requests. This
process provides greater precision with
respect to cost, schedule, quality and scope.
Which of the following approaches will lead to
the most efective project plan?
A.The project manager must work with the
sponsor to create the project plan
B.The project manager must prepare project
plan on his own
C.The project manager must work with
stakeholders to prepare the project plan
D.The project manager must work with project
leaders to prepare the project plan

Question 4
An accepted deadline for a project
approaches. However, the project manager
realizes only 75% percent of the work has
been completed. The project manager then
issues a change request. What should the
change request authorize?
A. Additional resources using the
contingency fund
B. Escalation approval to use contingency
funding
C. Team overtime to meet schedule
D. Corrective action based on causes

Question 5
The project manager develops a
process improvement plan to
encourage continuous process
improvement during the life of the
project. Which of the following is a
valid tool or technique to assist the
project manager to assure the success
of the process mprovement plan?
A. Change control system
B. Process analysis
C. Benchmarking
D. Configuration management system
Question 6
Which organization has set the
de facto standards for project
management techniques?
A.PMBOK
B.PMO
C.PMI
D.PMA

Question 7
The VP of marketing approaches you
and requests that you change the
visitor logon screen on the companys
website to include a username with at
least six characters. This is
considered which of the following?
A. Project initiation
B. Ongoing operations
C. A project
D. Project execution

Question 8
Your company manufactures small kitchen appliances. It is
introducing a new product line of appliances in designer colors
withdistinctive features for kitchens in small spaces. These
new products will be ofered indefinitely starting with the
spring catalog release. Which of the following is true?
A. This is a project because this new product line has never

been manufactured and sold by this company before.
B. This is an ongoing operation because the company is in the
business of manufacturing kitchen appliances. Introducing
designer colors and features is simply a new twist on an
existing process.
C. This is an ongoing operation because the new product line
will be sold indefinitely. Its not temporary.
D. This is not a project or an ongoing operation. This is a new
product introduction not afecting ongoing operations

Question 9
Your company manufactures small kitchen
appliances. It is introducing a new product line of
appliances in designer colors with distinctive
features for kitchens in small spaces. These new
products will be offered indefinitely starting with
the spring catalog release. To determine the
characteristics and features of the new product
line, you will have to perform which of the
following?
A.lanning the project life cycle
B.Progressive elaboration
C.Fast tracking
D.Consulting with the stakeholders
Question 10
A project is considered successful when
___________________,
A.the productb of the project has been

manufactured
B.the project sponsor announces the
completion of the project
C.the product of the project is turned over to
the operations area to handle the ongoing
aspects of the project
D.the project meets or exceeds the
expectations of the stakeholders

Question 11
Which of the following is a tool used
to secure expert judgment.
Choices:
A. Peer review
B. Delphi technique
C. Expected value technique
D. Work Breakdown Structure (WBS)

Question 12
Based on the information provided below, which
project would you recommend pursuing?
Project I, with BCR (Benefit Cost ratio) of 1:1.6;
Project II, with NPV of US $ 500,000;
Project III, with IRR (Internal rate of return) of 15%
Project IV, with opportunity cost of US $ 500,000.
Choices:
A. Project I
B. Project III
C. Either project II or IV
D. Can not say from the data provided

Question 13
Question Statement:
Which of the following is a tool used
to secure expert judgment?
Choices:
A. Peer review
B. Delphi technique
C. Expected value technique
D. Work Breakdown Structure (WBS)

Question 14
Busy areas of the diagram inform us that
further investigation may be required in
that area. Causes that are repeated in more
than one area of the diagram may be root
causes. Identifying the source of problems
can clarify an objective and an associated
benefit to which value can be attached (if it
were to be solved).
A.Results / Outcomes
B.Affinity Diagrams
C.Fishbone Diagram Outcomes
D.Fishbone Major Cause Categories
Question 15
The person or group for whom the
project is undertaken. The primary risk
taker who has the responsibility to
provide resources and ensure the
project is successful in the eyes of the
stakeholders. SMART
A.Customer
B.Sponsor
C.Statute
Project Scope Management

the project scope statement
provides a common understanding
of the project scope
lays out the project goals and
objectives, project requirements,
the project products or deliverables
Lays out their quantifiable criteria,
and any constraints, assumptions,
and scope related risks.
is used at the end of the project to
agree its successful completion,
and
Therefore, objective criteria must
be included for accepting the final
product of the project

scope tools, techniques and outputs of
requirements
Inputs: the project charter,
requirements documentation, and
organizational process assets
Tools and techniques: product
analysis, expert judgment,
alternatives identification, and
facilitated workshops
outputs: the project scope
statement and the many project
document updates.
Outputs may include the
requirements documentation, the
requirements traceability matrix, the
stakeholder register, and changes or
additions to project risk and issues.

main inputs of WBS
the project scope statement

the requirements
documentation, and
the organizational process
assets (which might include
templates, tools, or previous
project examples)
WBS is used later to determine
the project activities
costs
risks
quality attributes, and
procurement decisions
the work breakdown
structure (WBS)
is created in the create WBS
process
is a deliverable-oriented
hierarchy,
is the hub of information for the
project and
it uses the projects products
derived from the project scope
statement and
It decomposes them into logical
and manageable units of work.
the lowest level of a WBS is called
a work package

main outputs of WBS
Decomposed WBS
WBS dictionary
providing detailed information
for each WBS node
the scope baseline
represents the combination of
the project scope statement,
the WBS, and the WBS
dictionary.
As with all baselines,
it is placed under change control
as laid out within the scope
management plan

Below is a context diagramcontext
examplediagram
for a fictitious website named
RentLenses.com. This website allows photography
enthusiasts to rent expensive camera lenses by the week. A
context diagram looks so simple that you might be tempted
to just skip it. But because they are so easy to create,
people prefer to draw them anyhow. The simplicity helps
spread two important pieces of information early in the
project.

purpose of the scope
management plan
describes the process for
determining the project
scope and facilitates the
creation of the work
breakdown structure(WBS)
describes how the project
product or service is to be
verified and accepted, and
details how changes to
scope will be managed
forms part of the project
management plan
purpose of the requirements
documentation
contains an understanding of what is
needed to satisfy the stakeholders,
States why each requirement is
important
covers both the project itself and the
products to be created.
A lever on determining the project
schedule, budget, quality
specifications, risk factors and both
human and non human resource
requirements.
accompanied by the requirements
management plan, describing how
the requirements will be managed,
and
that goes on to define the team
activities needed to gather and
manage the project requirements

purpose of the validate scope
process
Validate Scope is the process of
formalizing acceptance of the
completed project deliverables.
The key benefit of this process is
that it brings objectivity to the
acceptance process and
increases the chance of final
product, service, or result
acceptance by validating each
deliverable.
The inputs, tools and techniques,
and outputs of this process are
depicted in the data flow diagram
of the process in PMBOK (5.14)

Question 1
Which is the best description of project
scope:
A. All of the features and deliverables your

project will deliver
B. All of the products your project will make
C. All of the people involved in your project
D. All of the work you will do to build
the project deliverables

Question 2
The best tools for collecting
requirements for a cross-functional
project are:
A. Facilitated Workshops
B. Interviews
C. Surveys
D. Brainstorming

Question 3
Why would you consider the scope statement so
important in your project management
methodology:
A. Mandatory to consult the plan before
accepting change
B. Project managers must document any
changes before approving or declining them
C. The project scope serves as a reference for
all future project decisions
D. The scope statement is the base of WBS
creation

Question 4
A Work Breakdown Structure numbering
system allows project staff to:
A. Systematically estimate cost of work
breakdown elements
B. Provide project justification
C. Identify the level at which individual
elements are found
D. Use it in Project Management
Software.
Question 5
Which of the following documents
contain detailed description of work
packages:
A. The WBS Dictionary
B. Activity List
C. Preliminary Scope Statement
D. Project Scope Management Plan

Question 6
What should be done by the project
manager to ensure that all work in
the project is included?
Choices:
A. Create a contingency plan
B. Create a risk management plan
C. Create a WBS
D. Create a scope statement

Question 7
You are a project manager of a large
project and you are identifying some
alternative techniques to generate
different approaches to execute and
perform the work of a project. You are
doing it as a part of:
A.Collect Requirements
B.Control Scope
C.Verify Scope
D.Define Scope
Question 8
You are a project manager and the project is
to install ACs into hotel rooms. You did project
cost and time estimates and informed the
customer that the project estimates will be
accurate if the requirements such as wooden
coating are met. This is an example of which
of the following?
A.Risk
B.Assumption
C.Constraint
D.Budget analysis

Question 9
You are the project manager for a project to create a
new product for the marketing industry. You recently
came to know that a competitor is also working on a
similar project with an additional web-based tool,
which your project does not offer. You initiate a change
request to update your project. This is an example of:
A. A change due to an external event
B. A change due to an error and omission in the initiation
phase
C. A change due to an error or omission in the planning
phase
D. A change due to a legal issue

Question 10
You are a project manager of a pharmaceutical
company. A new pharmaceutical regulation is
passed that changes your project scope. For
the project to be in accordance with the new
regulation, what should be your next action?
A.Present the change to the Change Control
Board (CCB)
B.Notify Management
C.Prepare a new baseline to reflect the changes
D.No need to do anythi

Project Time Management

Time Management- ACTIVIES SAMPLE

the purpose of the define
activities process
This takes the WBS and
decomposes it into
the activity list (each
one should match that to
a unique work package)
it defines the activity
attributes such as
resources needed and
any procurement
activities, and a
milestone list
the tools and techniques of the
sequence activities process
the project schedule network diagrams
(which basically show the sequence and dependencies
between each activity but do not include start or
finish dates)
The main tool is the precedence
diagramming method (PDM)
(which is a graphical representation showing the
correct order and sequence of the various project
activities)
The dependencies between each
activity could be: mandatory,
discretionary, or external.
Activity leads and lags must also be
incorporated
(For similar previous projects it may be possible to
use existing schedule network templates)

Leads and Lags
A lead is the amount of time whereby a
successor activity can be advanced with respect
to a predecessor activity. For example, on a
project to construct a new office building, the
landscaping could be scheduled to start two
weeks prior to the scheduled punch list
completion
A lag is the amount of time whereby a successor
activity will be delayed with respect to a
predecessor activity. For example, a technical
writing team may begin editing the draft of a large
document 15 days after they begin writing it.

Project Schedule Network Diagram
A D
SS
E I L
BEGIN B F J
FS+15 END
SS+10
G K
FF
C H

CPM Video Lesson
Using PMBOK Approach
https://youtu.be/iPZlQ3Zx5zc

the purpose of the estimate
activity resources process
to determine the types of
resource needed (human,
materials, facilities, or
equipment), and
to determine how many are
needed for each activity
the resource availability
must also be
taken into consideration,
and
all of these aspects will
determine the
duration of each activity

estimate activity durations
process
expert judgment,
analogous estimating (top
down estimating)
parametric estimating
(linear extrapolation)
three-point estimates
(PERT estimates), and
reserve analysis, also
called contingency which
consists of extra time
added to an activity
duration estimate
three point estimates (PERT
estimates)
PERT estimates use three data
points called,
the pessimistic estimate,
the most likely or realistic
estimate, and
the optimistic estimate for each
activity
We then use a weighted average
technique via the formula:
pessimistic, plus 4 times the
realistic, plus the optimistic
estimate, and divide the result by
6

the diference between analogous
estimating and bottom-up
estimating
Analogous estimating, also known
as top-down estimating is
the actual duration of a similar activity
on a previous project used to help
calculate the duration of an activity on
this project
this is combined with expert judgment
to determine how similar the two
activities really are
Bottom-up estimating is
where an activity is decomposed into
small pieces of work and these are
estimated by adding them up to give a
total estimate
It can be used in terms of work efort
and cost and also when developing the
project schedule by summing the
estimates given at each activity level.

duration compression
techniques
There are two techniques; crashing
and fast-tracking
Crashing consists of adding extra
resources to a project activity so
that the work can be shared so the
activity will be completed more
quickly. This normally increases
project costs
Fast-tracking entails reordering the
sequence of activities so that some
are performed in parallel. This does
not normally lead to increased
costs
Fast tracking often increases project
risk due to dependency rules being
broken and multiple activities
occurring at once adding risk and
complexity

Calculate the critical path
occurs in the develop
schedule process
uses forward pass, backward
pass, and float calculations
determines the duration
and hence the earliest finish
date, of the project
other terms used are: float,
early start, late start, early
finish, late finish, free float,
and negative float
a critical path activity is a
project activity with zero
float.

Question 1
The schedule variance in a project is
indicated by the difference between the
earned value and planned value. One of
your project has completed today with a
planned value of $200,000. What is the
schedule variance of the project now?
A. $200,000
B. One
C. Zero
D. Cannot be determined

Question 2
Work performance information in the project
such as the status of the deliverables and the
completion status of various tasks is used as:
A. An output of the Performance reporting
process & Monitoring and Controlling process
group
B, An input to the Performance reporting process
& Monitoring and Controlling process group
C. An input to the manage project team process
D. An output of the develop project team process

Question 3
In a leather goods manufacturing industry because of
their unique skills, some key resources do multi
tasking and support more than one activity at a time
in different projects. So, a project manager must take
their productivity into account when approximating the
number of work periods for an activity. Sometimes, the
project manager is required to apply more than one
resource to one activity to quickly complete that
activity. Also, he must take into account that some of
the resources work only part-time every day. Many of
such factors must be considered while:
A. Creating a project management plan
B. Creating a work breakdown structure
C. Defining the activities
D. Estimating activity durations

Question 4
After several brainstorming sessions with
customers, Kurt established various project
deliverables in an IT project. Two weeks later,
While reviewing the plan, Kurt identifies two
similar deliverables and determines to merge
both of them into a single deliverable. What
should Kurt do next?
A.None of the above
B.Merge the deliverables but do not inform the
customer
C.Merge the deliverables and inform the
customer
D.Submit the need to merge to the customer
Question 5
Which of the following statements
about deliverables in the quality
control process of a project are TRUE?
A.Deliverables are created in the quality
control process
B.Deliverables are validated in the
quality control process
C.Deliverables are accepted in the
D.Deliverables are not used as input in
the quality control process

Question 6
You have just completed developing the Schedule Network Diagram for a
project that deals with building super sonic state of the art Jet planes.You
have identified your critical path which includes building a wind tunnel.You
see that in addition there is another path which deals with building the tail
of the plane - whose duration is close to the critical path.You also notice
considerable floats on the other paths.You now need to assign resources to
the tasks - you have a few team members who are highly skilled and a
team of resources who are relatively inexperienced.What would be the
best course of action while assigning resources ?
1.It is irrelevant which resources are assigned to tasks - resource skills and
critical paths have nothing in common
2.Assign all the skilled resources to building the wind tunnel which is the
critical path - assign the non skilled task to building the tail.
3.Assign the inexperienced staff to the task of building the wind tunnel -
and assign the skilled task to all other tasks.
4.Assign one half of the skilled resources to the task of building the wind
tunnel and the other half to building the tail and assign the less
experienced staff to all the other task

Question 7
You have just completed developing the Schedule Network
Diagram for a project that deals with building super sonic state of
the art Jet planes.You have identified your critical path which
includes building a wind tunnel.You see that in addition there is
another path which deals with building the tail of the plane -
whose duration is close to the critical path.You also notice
considerable floats on the other paths.You now need to assign
resources to the tasks - you have a few team members who are
highly skilled and a team of resources who are relatively
inexperienced.What would be the best course of action while
assigning resources ?
A. It is irrelevant which resources are assigned to tasks - resource
skills and critical paths have nothing in common
B. Assign all the skilled resources to building the wind tunnel which is
the critical path - assign the non skilled task to building the tail.
C. Assign the inexperienced staff to the task of building the wind
tunnel - and assign the skilled task to all other tasks.
D. Assign one half of the skilled resources to the task of building the
wind tunnel and the other half to building the tail and assign the
less experienced staff to all the other tasks.

Question 8
Activity Definition is typically
performed by which of the following:
A. Project Manager who created the
WBS
B.Project Team Members responsible
for the work package
C.Project Officer
D. Project Stakeholder

Question 9
Which of the following is not an activity
attribute:
A.Person responsible for the activity
B.Location where to perform the
activity
C.Time when to perform the activity
D.Leads and Lags

Question 10
To control the schedule, a project manager
is reanalyzing the project to predict project
duration. She does this by analyzing the
sequence of activities with the least
amount of scheduling flexibility. What
technique is she using?
A. Critical path method
B. Flowchart
C. Precedence diagramming
D. Work breakdown structure

Project Cost Management

main output of the estimate
costs process
The primary output
here is the activity
cost estimates
describing how much
it would cost to
complete each
activity on the project

cost performance baseline
This is another term for the

project budget
it shows not just the total cost
but when such costs will be
incurred.
when plotted as cumulative
cost, forms a characteristic S
Pattern, called an S Curve.
As with all baselines, this is
under change control and
is used to measure the cost
performance of the project
define and calculate earned
value
There are 13 key
formulas that need to be
understood and
memorized
The technique
continuously monitors the
planned value, earned
value, and actual costs
expended to produce the
work of the project
There are performance
measures, performance
indexes, and forecasting
and variance analysis
techniques
(PTA) is a point on the cost line of the profit-cost curve determined by the contract
elements associated with a fixed price plus incentive-Firm Target (FPI) contract
above which the seller effectively bears all the costs of a cost overrun.

the point of total assumption
This is the point within a

contract where the
subcontractor assumes
responsibility for all
additional costs, and
is therefore motivated to
bring their work to a swift
conclusion because they
have consumed all the
costs, and any further
spending will be funded by
them.
the point of total assumption
PTA = (Ceiling Price - Target Price ) + Target Cost

(buyer's Share Ratio)
For example, assume:
Target Cost: 2,000,000 for overruns, 50%50%

Target for under-runs ,
Profit: 200, 000, 80%-20%
Target Price: PTA = ((2,450,000 - 2,200,000)
2,200,000 + 2,000,000
Ceiling Price: 2,450,000 (0.80)
Share = 2,312,500.
If for a moment, PTA is given and you are trying to calculate the ceiling price
Ratio: 80% buyer20%
for the buyer (maximum amount that the buyer will have to spend), the
seller
calculation will Be:
(2,000,000 (target cost) + 200,000 (the profit the buyer

pays to the seller) + (2,312,500 - 2,000,000)*0.8 =
2450000.
This is a term used in project management when managing specific
fixed price contracts.

purpose of the control
costs process
This process monitors project costs
to prevent unauthorized or
incorrect costs from entering the
cost baseline
The focus here is on cost variance
It does this by measuring what was
executed against what was
planned.
If they do not match, then go on to
harmonize the planned and actual
costs;
this match may mean altering
future plan forecasts or changing
the way in which the work is being
carried out
The 13 EMV formulas you should
remember

Earned Value Management
Term Description
Terms
Interpretation
s
PV Present Value What is the estimated value of the
work planned to be done?
EV Earned Value What is the estimated value of the
work actually accomplished?
AC Actual Cost What is the actual cost incurred?
BAC Budget at How much did we budget for the
Completion TOTAL WORK? (planned work +
contingencies)
EAC Estimate at What do we currently (today)expect
Completion the TOTAL project to cost?
ETC Estimate to From this point how much MORE do
Complete we expect it to cost to finish the job?
VAC Variance at How much over or under budget do
Completion we expect to be?
Earned Value Management Formulae and Interpretation
Name of Formula Interpretation

Formula
Cost Variance E V - CV- - Ve is over budget, + ve is under budget
(CV)
Schedule EV - PV - Ve is behind schedule, + is ahead of
Variance (SV) schedule
Cost EV/AC I am (only) getting ______ Cents out of every
Performance Dollar,
Index (CPI) Measure of Efficiency
Schedule EV/PV I am (only) progressing at ______ % of the rate
Performance originally planned, Measure of Efectiveness
index (SPI)
Estimate at BAC/CPI used if no variance from BAC has occurred; CPI will
Completion remain hereafter\
(EAC) AC +
ETC(bottom As of now , how much do we expect the total project
up estimate) to cost , typical
AC + BAC
EV Actual plus a new estimate for the remaining work
when original
estimate was fundamentally flawed, i.e., initial plan
no longer valid
Actual to date plus remaining budget when current
(BAC-EV)
variances are atypical 224
Earned Value Management
Formulae and Interpretation
Name of Formul Interpretation
Formula a
TCPI - BAC - EV Measures effi ciency based on BAC
To Complete ----------- (describing the performance required based
Performance BAC - AC on original budgeted total, BAC)
Index BAC - EV Measures of Efficiency based on EAC
------------
EAC - AC
(describing the performance required to meet
new revised budge total , EAC)
BAC - EV Measures efectiveness based on BAC
------------ (describing the performance required based
BAC - PV on original budgeted total, BAC)
TPCI provides the projection of anticipated performance required to
be active using either the BAC or EAC
TCPI represents any future required cost efficiency needed to achieve
a target BAC or EAC
The above formulas can be utiliised to measure the target
efectiveness by changing AC to PV
Question 1
The judgmental forecasting methods
used to predict the future project
performance are based on opinions and
probability cost and schedule estimates.
Which of the following is NOT an
example of a judgmental method?
A. Scenario building
B. Delphi method
C. Linear regression
D. Forecast by analogy

Question 2
You, as a project manager, are working with your
financial expert to measure the life cycle cost of a
Room cooling equipment to understand the
likelihood of success of the product in the market.
The life cycle cost is a good measure to know the
profitability of a product. Which of the following
statements about the life cycle cost is CORRECT?
A. The life cycle cost is the sum of project cost,
maintenance cost, and operational cost
B. The life cycle cost is equal to the project cost
C. Operational and maintenance costs are deducted
from project cost to calculate the life cycle cost
D. The life cycle cost is the sum of operational cost
and maintenance cost

Question 3
The planned value, earned value, and the
actual cost in a manufacturing project has
identical values during execution. Which of
the following statements describe the status
of the project?
A.The cost performance index and the
schedule performance index values are zero
B.The project is behind schedule and over
budget
C.The project is on schedule and on budget
D.The cost variance and the schedule
variance values are positive
Question 4
A cost management plan establishes
rules for planning, estimating,
budgeting and controlling project
costs. Which of the following are
established in the cost management
plan?
A. All choices are correct
B. Level of accuracy
C. Control thresholds
D. Unit of measure
Question 5
If the cost variance is positive and the schedule
variance is also positive, this indicates the:
Choices:
A. Project is under budget and behind schedule
B. Project is over budget and behind schedule
C. Project is under budget and ahead of
schedule
D. Project is over budget and ahead of schedule

Question 6
Your company has been hired to configure software in
500 computers. All computers need equal time to
configure. The contract for the project is set at a fixed
cost, and the incentive based on how fast the project
work is going to be completed. Management has
requested that you study the work method to determine
a faster, less costly, and a better method to complete
the project. This scenario is an example of _________.
1.Time Constraint
2.Schedule Constraint
3.Value Analysis
4.Learning Curve

Question 7
You have just started a project. The project
team member reported that 20 percent of
the project is done. You agree with their
completion status, but do not change any of
the progress in your report to the customer.
This is an example of which one of the
following?
A.0/100 Rule
B.50/50 Rule
C.Percent Complete Rule
D.20/80 rule
Question 8
You have two possible projects to
manage, but you can only choose one.
Project MKTG is worth $23,000, while
Project SALESPTR is worth $25,000.
Management elects to choose Project
SALESPTR. Which one of the following is
the opportunity cost of this choice?
A.$23,000
B.$27,000
C.$50,000
D.$4000
Question 9
Your project has a budget of $240,000 and is
expect to last for 1 year, with the work and
budget spread evenly across all months. The
project is now in the fourth month, the work
is on schedule, but you have already spent
$120,000 of the project budget. What is your
COST Variance in this case?
A.-$40,000
B.$40,000
C.$240,000
D.$56,000

Question 10
You are a project manager of a project.
Till today you have actually completed
$34,000 of work, but based on the cost
plan it should be $50,000. What is
percentage Schedule Variance (SV) in
this case?
A.-32%
B.-16%
C.32%
D.None of the above
Project Quality Management

Key quality techniques.
Phillip B. Crosby invented the zero
defects practice and the quote, doing it
right first time
Joseph M Juran coined the term fitness
for purpose,
W Edwards Deming was the major
contributor of total quality management
(TQM)
Six Sigma focuses on achieving very high
levels of quality both by controlling the
process and reducing defects(Invented by
Motorola Company).
Kaizen, advocated continuous
improvement, constant process
improvement via small changes in products
or services.

The plan quality process
Quality is planned in from the
start, not inspected in
Meeting quality requirements,
leads to
an increase in stakeholder
satisfaction
lower costs
less rework and
an increase in productivity
The plan quality process identifies
what such quality specifications are,
and
how all of those will be met.
Main outputs are
the quality management plan
describing how the quality policy will
be met, and
the process improvement plan
which covers how quality activities
will be refined and improved
tools and techniques of the plan quality
process
These include(7 basic tools)
cost-benefit analysis
COQ (cost of quality)
statistical process control
(Control Charts)
design of experiments (DOE)
statistical sampling
Benchmarking, and
flow charting
(e.g. Cause and effect diagrams)

tools and techniques of the perform
These are,
cause and effect diagrams
(Ishikawa diagrams)
control charts and Flowcharting
histograms such as a Pareto chart
run charts
scatter diagrams
statistical sampling, and
inspection

cost of quality (COQ).
This is the total cost of all the work
to produce the product or service
of the project such that it meets
the required quality standards.
The three costs of quality are.
prevention costs - those associated
with creating a defect-free product,
appraisal costs - which are those
associated with inspections and
testing, and
failure costs - which are typically
reworks costs so that the requirements
are met, or failure costs once the
customer has been using the product

Common cause and special cause (statistics)
Type
of Synonym
characterised by
variati s
on
Chance
Phenomena constantly active within
cause
the system;
Comm Non-
Variation predictableprobabilistically;
assignable
on cause
Irregular variation within an historical
experience base; and
cause Noise
Lack of significance in individual high
Natural
or low values.
pattern
New, unanticipated, emergent or
previously neglected phenomena
Assignable within the system;
Specia cause Variation inherently unpredictable,
Salute to Sources
l even probabilistically;249
6/4/201m
Signal
purpose of the perform quality
assurance process
This process is focused on
improving the activities and
processes that are
undertaken to achieve the
project quality standards,
and
should not be confused with
perform quality control,
which is about inspecting the
product for quality or
measuring defects
8.3 Control Quality
Control Quality is the process of monitoring

and recording results of executing the
quality activities to assess performance and
recommend necessary changes.
The key benefits of this process include:
(1) identifying the causes of poor process or
product quality and recommending and/or
taking action to eliminate them; and
(2) validating that project deliverables and work
meet the requirements specified by key
stakeholders necessary for final acceptance.

8.3 Control Quality
The Control Quality process uses a set of operational
techniques and tasks to verify that the delivered outputwill
meet the requirements
Among other subjects, the team may find it useful to know
the differences between the following pairs of terms:
Prevention (keeping errors out of the process) and
inspection (keeping errors out of the hands of the
customer).
Attribute sampling (the result either conforms or does
not conform) and variables sampling (the result is rated on
a continuous scale that measures the degree of
conformity).
Tolerances (specified range of acceptable results) and
control limits (that identify the boundaries of common
variation in a statistically stable process or process
performance).

Question 1
You are working for FRAUDIT, an agency that performs external
quality audits for many reputed companies to ensure that
company's procedures, systems, and processes are following
quality management activities, and to assess the quality
management system against quality standards to highlight the
activities for improvement. You issue certification at the end of
this process if the standards are followed or identify areas for
improvement otherwise. While doing this process, sometimes
you share the good practices being implemented in other
industries. Which project process usually handle quality audits?
A. Perform scope control process
B. Perform quality control process
C. All of the above
D.Perform quality assurance process

Question 2
After a study of the work processes on a
project, a quality audit team reports to the
project manager that irrelevant quality
standards were being used by the project,
which might lead to rework. What was the
objective of the project manager in initiating
this study?
Choices:
A. Quality control
B. Quality planning
C. Checking adherence to processes
D. Quality assurance
Question 3
After a study of the work processes on a project,
a quality audit team reports to the project
manager that irrelevant quality standards were
being used by the project, which might lead to
rework. What was the objective of the project
manager in initiating this study?
Choices:
A. Quality control
B. Quality planning
C. Checking adherence to processes
D. Quality assurance

Question 4
The project quality management process Must,
A. Address the quality of the management

and product
B. Improve the project management and the
quality of the product
C. Ensure the project satisfies the
requirements of the customer
D. All of the above

Question 5
Gordon has recently taken over a project as the project
manager. The project is already halfway through the
execution. Reviewing the project management plan,
Gordon found outs that the projects WBS is not
aligned with the project management plan and the
100% rule was ignored. What does this mean?
A. The project cannot be completed on time.
B. The project is not halfway through the execution.
C. The WBS doesn't contain all of the project and product
work mentioned in the project management plan
D. The project management plan can never be 100%
complete

Question 6
Your team has delivered phase one to the
client. Based on client feedback and issues
found by client - you decide to do some
introspection to identify root causes so
that the subsequent deliverables do not
face the same issues.What techniques
would you choose to apply ?
A.Perform Quality Audits
B.Review Activity Network Diagrams
C.Lookup Process decision program charts
D.Process Analysis

Question 7
3 sigma is equal to ______ percentage
of fall between two control limits.
A.1.99.99%
B.2.99.73%
C.3.95.46%
D.4.68.26%

Question 8
A quality control (QC) manager for a manufacturing firm is
calculating the expected standard deviation (s) for the
length of hex bolts being produced on the assembly line.
There are two sources of variation in the length of the hex
bolts: production variation and measurement error. The
QC manager knows that the standard deviations from
these two sources is 0.24 inch and 0.43 inch, respectively.
Assuming that there are no other significant sources of
error, what answer should the QC manager calculate for
the total standard deviation of the length of the hex bolts?
A. 0.10 inch
B. 0.19 inch
C. 0.34 inch
D. 0.49 inch
E. 0.67 inch

Question 9
Control chart theory is based on the
differences of the causes of variations in
quality. Variations in quality may be
produced by assignable causes. All of the
following are examples of assignable causes
except:
A.Differences among machines
B.Differences among workers
C.Differences among materials
D.Differences in each of these factors over
time
E.None of the above (all are examples)
Question 10
The rule of seven is used by quality control engineers
to determine whether a process is out of control. If a
run of seven or more samples lays on one side of the
process mean, the process is said to be out of control.
What is the probability that a run of seven on either
side of the Process mean is due to random variation?
A. 14.3%
B. 3.12%
C. 2.73%
D.1.56%
E. 0.78%

Question
Japanese quality control has improved
dramatically in the last 30 years for all
of the following reasons except:
A.The use of quality control circles
B.Small, continuous improvements in
quality control
C.The use of worker suggestion systems
D.The use of quality control charts
E.Focusing quality control efforts on
production output
Project Risk Management

What is RISK?
an uncertan condition or event

has a positive or negative
impact on objectives
can afect one or more project
objectives such as scope,
schedule, cost and quality
can have one ore more causes
or impacts
a cause can be a given potential
requirement, assumption,
constrain or condition that
creates the possibility of
negative or positive outcome/s.
e.g. obtaing a permit of
manpower to work

What is Risk
Management?
DEFINITION of 'Risk Management'
The process of identification, analysis
and either acceptance or mitigation of
uncertainty in investment decision-
making. Essentially, risk management
occurs anytime an investor or fund
manager analyzes and attempts to
quantify the potential for losses in an
investment and then takes the
appropriate action (or inaction) given
their investment objectives and risk
tolerance. Inadequate risk
management can result in severe
consequences for companies as well
as individuals. For example, the
recession that began in 2008 was
largely caused by the loose credit risk
management of financial firms.

Project Management Risk
This risk is related to following

attributes:
Project Planning
Project Organization
Management Experience & Program
Interfaces
Delay in getting approval for some of
the work products from the customer
or more requirement changes

Project Risk Management
Processes
Managers can plan their strategy based on
six steps of risk management which
prevails in an organization.
Following are the steps to manage risks
effectively in an organization:
11.1 Plan Risk Management

11.2 Identify Risk
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Control Risk
Risks can be classified into
following 13 categories:
1. Operational Risk: Risks of loss due to improper process
implementation, failed system or some external events risks.
Examples can be Failure to address priority conflicts,
Insufficient resources or No proper subject training etc.
2. Schedule Risk: Project schedule get slip when project tasks
and schedule release risks are not addressed properly.
Schedule risks mainly affect on project and finally on company
economy and may lead to project failure
3. Budget Risk: Wrong budget estimation or Project scope
expansion leads to Budget / Cost Risk. This risk may lead to
either a delay in the delivery of the project or sometimes even
an incomplete closure of the project.
4. Business Risk: Non-availability of contracts or purchase
order at the start of the project or delay in receiving proper
inputs from the customer or business analyst may lead to
business risks.
5. Technical Environment Risk: These are the risks related
to the environment under which both the client and the
customer work. For example, constantly changing
development or production or testing environment can lead to
this risk.

Risks can be classified into following
13 categories:
6. Information Security Risk: The risks related to the
security of information like confidentiality or integrity of
customers personal / business data. The Access rights /
privileges failure will lead to leakage of confidential data.
7. Programmatic Risks: The external risks beyond the
operational limits. These are outside the control of the
program. These external events can be Running out of fund or
Changing customer product strategy and priority or
Government rule changes etc.
8. Infrastructure Risk: Improper planning of infrastructure /
resources may lead to risks related to slow network
connectivity or complete failure of connectivity at both the
client and the customer sites. So, it is important to do proper
planning of infrastructure for the efficient development of a
project.
9. Quality and Process Risk: This risk occures due to
Incorrect application of process tailoring and deviation
guidelines. New employees allocated to the project not trained
in the quality processes and procedures adopted by the
organization

Risks can be classified into following 13
categories
10. Resource Risk: This risk depends on factors
like Schedule, Staff, Budget and Facilities.
Improper management of any of these factors
leads to resource risk.
11. Supplier Risk: This type of risk may occurs
when some third party supplier is involved in the
development of the project. This risk occurs due
to the uncertain or inadequate capability of
supplier.12. Technology Risk: It is related to the
complete change in technology or introduction of
a new technology.
13. Technical and Architectural Risk: These
types of risks generally generally leads to failure
of functionality and performance. It addresses the
hardware and software tools & supporting
equipments used in the project. The risk for this
category may be due to Capacity, Suitability,
usability, Familiarity, Reliability, System Support
and deliverability.
risk management plan purpose
and definition
describes how you will define,
monitor, and control risks
throughout the project
Is created in the plan risk
management process
does not define responses to
individual risks
defines
what level of risk (risk appetite) is
tolerable
how risk will be managed
who will be responsible for risk
activities, cost and time to be
allocated to risk activities
how risk will be communicated, and
how risks will be categorized
(a risk breakdown structure can be
helpful in achieving this)
purpose of the identify
risks process
all the risks which may
impact the project
understand the
characteristics or
nature of each.
the output is,
the risk register,
containing a list of all
known risks at this time,
their causes, and if
possible, any responses
that can be identified
the risk register and its
contents
This is an output of the identify risks process
and for each risk, the following aspects
should be captured:
the risk ID number
a description of the risk itself
the chosen responses
the root cause of the risk
the risk triggers
the risk owners, and
what category the risk falls
into

SAMPLE SWOT ANALYSIS

Qualitative Risk Analysis
This consists of using the probability and impact matrix tool (PIM)
to prioritize and rank the risks contained in the risk register. By
doing this, you are able to focus your management time and
effort on the most important risk areas. In effect, you are able to
apply the 80/20 rule 20% of the risks will cause 80% of the
threats to your project objectives, hence you need to focus on
those.
Each risk would be evaluated for its probability and impact using
a numbered ranking system such as low, low to medium,
medium, medium to high, and high. Or perhaps using a 1 to 10
scoring system. Each risk will have the numbers for probability
multiplied together to get a priority score so that these can be
ranked. Other data could be captured for each risk such as
urgency or proximity, and the category (for example hardware,
software, commercial, design, and so on)
- See more at: http://www.pm-primer.com/pmbok-qualitative-and-
quantitative-risk-analysis#sthash.TnYGe0oY.dpuf

the perform qualitative risk
analysis process
For each risk,
its impact on the project
will be determined, and
the probability of that
particular risk occurring
This process then ranks
each risk according to
their impact on project
objectives in rank order

Simple Project Risk Probability and Impact Matrix

Probability Impact Analysis

Quantitative Risk Analysis
is the process for "numerically analyzing the effect
on overall project objectivities of identified risks". On
the base of the results of the Qualitative Risk
Analysis the "Quantitative Risk Aanalysis is
performed on risks that have been prioritized " and
analysizes the effects of those risks events and
assignes a numerical rating to those risks". Instead
of estimating the single impacts by using a raw
typology in the process of Quantitative Risk Analysis
the impacts to the whole project will be made
computable and will be computed for generating a
more elaborated total ranking. Usable techniques
are for exapmle "Monte Carlo simulation" or
"decision tree analysis" (comp. PMBOK3, p. 254).

the perform quantitative risk
analysis process
This assigns,
A projected value to each
risk, normally specified in
terms of cost or time
This can be done by pre-
assigning numeric
probabilities to each risk
and their potential
impacts on the objectives
of the project

the plan risk responses
process
This creates the plan for how
each risk will be handled
A risk may have a negative
impact or it may have a positive
impact (normally called an
opportunity)
They are both risks because
they both have uncertainty
Responses for negative risks or
threats, are avoid, transfer,
mitigate (reduce), or accept.
Responses for positive risks or
opportunities are, exploit, share,
enhance, and accept
(Accept response is used in negative threats and
positive impacts it is the do nothing
option)

Sample Risk Response Matrix

purpose of the control risks process
This is performed almost

continually throughout the
project because existing risks
can change and new risks may
arise
The main outputs here are
updates to the risk register and
as a consequence may need
new or modified risk responses
resulting in a change to the
activities within the project

Flowchart of Risk Management
Avoid
or
Exploi
Create t
Shortlist of Accep
Risks t
(through Active Develo Go Back
Qualitative Develo p
Reduce
ly & Perform
& Optional p Fallbac
Probability Identify Iterations
Quantitati Contin k
or Impact Residual and
ve) Risk ge-ncy Plans
of Threats; & Update
Analysis Plans &
Increase Seconda Identify Project
Reserv
probability ry Risks Residual Mgt Plan
es
or Impact & and
Identif
of Seconda Project
y Docume
Opportuniti ry Risks Document
Risks Create Accept nt
es s
Watch- Passive Residual
list of ly Risks
Non
6/4/201m Critical Salute to Sources 313
Question 1
You are in the process of developing a risk mitigation
strategy in your Web server installation project. You
know that the quality of the project depends on the
quality of the risk assessment which in turn depends
on the definition of risk probability and impact.
Which of the following processes is used to define
risk probability and impact in a project?
A. Develop project charter
B. Plan risk management
C. Develop project management plan
D. Identify risks

Question 2
The project manager meets with the
project team to review lessons
learned from previous projects. In
what activity is the team involved?
A. Performance management
B. Scope identification
C. Risk identification
D. Project team status meeting
Quetion 3
Alberto is the project manager of a software
implementation project. His company has made an
organization- wide decision to move to a new accounting
and human resources software package. He has read
that some projects to implement the same package have
resulted in the loss of personnel data when they tried to
import it into the new system. He backs up the data so
that it could be restored in the event of such a problem
but also buys insurance to cover the cost of keying in the
data manually if the implementation doesnt work.
Which response strategies are Alberto using?
A. Mitigating and Accepting
B. Mitigating and Avoiding
C. Mitigating and Transferring
D.Mitigating and Sharing

Question 4
An organization is certified to a stringent
environmental standard and uses that as the key
differentiator with its competitors. Alternative
identification during scope planning for a particular
project has thrown up an expeditious approach to
achieve a project need, but this involves a risk of
environmental contamination. The team evaluates
that the likelihood of the risk is very low.
Choices:
A. Drop the alternative approach
B. Work out a mitigation plan
C. Procure an insurance against the risk
D. Plan all precautions to avoid the ris

Question 5
During execution of a project, an identified
risk event occurs that results in additional
cost and time. The project had provisions
for contingency and management
reserves. How should these be accounted
for?
Choices:
A. Contingency reserves
B. Residual risks
C. Management reserves
D. Secondary risks

Question 6
During the Identify Risks process, youve
invited 18 participants for a
brainstorming session. Youve divided
the participants into groups. For you to
have an effective brainstorming session,
what is the recommended size of each
group?
a) 2
b) 3
c) 6
d) 9
Question 7
After conducting a SWOT Analysis, you have
determined that a business deal is worth
pursuing. You are required to use Agile
development practices. In your company,
there is no expertise in Agile development.
Hence, you partner with another
organization that specializes in Agile
development. This is an example of:
a) Sharing a Positive Risk
b) Mitigating a Negative Risk
c) Exploiting a Positive Risk
d) Accepting a Negative Risk

Question 8
If the cost of insurance is $10,000, the
value of the property is $100,000, and the
probability of loss is ten percent, then the
insurance is ________.
a) the same as the cost of the probable
loss and there is no advantage
b) desirable because it will cost less than
the probable losses
c) undesirable because it costs more than
the probable losses
d) none of the above

Question 9
During the execution of a project, a risk is
identified by a team member. This newly
identified risk is currently not in the Risk
Register. As a Project Manager, what is the
first action you would take after being
notified of the risk?
a) Discuss the risk with the team to ascertain
the impact and probability of the risk
b) Analyze the risk.
c) Hold a meeting with the team leads to
determine dependency and secondary risks.
d) Update the Risk Register.

Question 10
During which stage of risk
planning are risks prioritized
based on probability and impact?
a) Perform Qualitative Risk
Analysis
b) Monitor and Control Risks
c) Plan Risk Management
d) Identify Risks

Project Procurement
Management

The Contract Documents
Quotation
Purcase Order
PSOW
PSOR
RFQ
RFP
AGREEMENTS
CONTRACTS(fixed price,cost
rimbursible, Time and Material)
the plan procurements process
This determines;
which products, components or services
of the project will be created internally,
and which will be procured externally.
In addition, the project manager must
determine the most appropriate types
of contracts to be used for each
procurement.
The two main outputs from this process
are,
the procurement management plan;
defining how procurement will be
conducted, and
the procurement statements of work,
which explains the relevant parts of the
project scope to potential Sellers to
decide if they wish to bid for the
working question
the outputs of the plan
procurements process
the procurement
management plan
the procurement statements
of work
make or buy decisions,
procurement documentation
the source selection criteria,
and, if needed,
change requests relevant to
changes in procurement.

the contract types and their
use
There are three categories of
contracts:
Fixed Price contracts(lump sum
contracts)
firm fixed price (FFP)
fixed price incentive fee (FPIF),
and
fixed price economic price
adjustment (FP-EPA)
Cost Reimbursable contracts
cost plus fixed fee (CPFF), and
cost plus incentive fee (CPIF)
time &materials contract
which is a combination of fixed
and cost
6/4/201m reimbursable contracts
conduct procurements process
These are bidder conferences

proposal valuation techniques
independent estimates
expert judgment, advertising
Internet search, and
procurement negotiations

Question 1
Due to funding related issues, both the

buyer and seller have reached a
collective agreement and agreed to end
the contract in an IT project. Ending a
contract using a collective agreement is
done during:
A.The close agreements process
B.The close project process
C.The close contract process
D.The close procurements process
Question 2
You are talking to experts and
gathering independent estimates
for your contract. Which of the
following BEST describes what
you are doing?
A.Plan Procurements
B.Conduct Procurements
C.Administer Procurements
D.Close Procurements
Question 3
You are a project manager on a construction project. You have
just prepared an RFP to send around to electrical contractors.
You get a call from your uncle who owns an electrical
contracting company. He wants to bid on your project. You
know hes done good work before, and it may be a good fit for
your company. How do you proceed?
A. You disclose the conflict of interest to your company, and
disqualify your uncles company
B. You disclose the conflict of interest to your company, and
make the selection based on objective criteria
C. You disclose the conflict of interest to your company, and
provide your uncle with information that the other bidders
dont have so that he has a better chance of winning the
contract
D. You do not disclose the conflict of interest, and give your
uncle the bid

Question 4
A project management team wants to procure some customized
products which are available in identical grade and quality from
many vendors. What should be included in the procurement
package to ensure that their offers will be comparable?
A. A statement of work describing the needs of the project in
sufficient detail to enable vendors to make suitable proposals
B. A statement of work specifying attributes and metrics of the
requested deliverables in detail to allow vendors submission of
bids
C. The approved project scope statement, the WBS which should
be broken down to work package level and the WBS dictionary
D. The risk management plan and the reports from those risk
management reviews which have been made so far

Question 5
Your company requires that before you
purchase any routers or switches for the
data center you are building, you need to
solicit quotes from three separate suppliers
prior to submitting the purchase request to
the finance department. This policy belongs
to?
A. Procurement Management Knowledge
Area
B. Organizational Process Assets
C. Make-or-Buy Decision
D. Enterprise Environmental Factors
Question 6
Which of these is not an input to the
Control Procurement process?
A. Change requests
B. Agreements
C. Work performance reports
D. Work performance data

Question 7
A Unit Price (UP) contract provides:
A.a reimbursement of allowable costs plus a fixed fee
which is paid proportionately as the contract
progresses
B.a reimbursement of allowable cost of services
performed plus an agreed upon percentage of the
estimated cost as profit
C.the supplier with a fixed price for delivered
performance plus a predetermined fee for superior
performance
D.a fixed price where the supplier agrees to furnish
goods and services at unit rates and the final price
is dependent on the quantities needed to carry out
the work.

Question 8
The fixed price contract is advantageous
to the buyer because it:
A.requires extremely well defined

specifications
B.requires formal procedures for scope
changes
C.seller assumes financial and technical risk
D.has a known cost
Question 9
The contract administration function
includes:
A.funding management
B.managing relationships and
interfaces
C.performance control
D.all of the above

Question 10
The fixed price contract is
advantageous to the buyer because it:
A.requires extremely well defined
specifications
B.requires formal procedures for scope
changes
C.seller assumes financial and technical
risk
D.has a known cost
Project Human Resource
Management

the outputs of the develop human
resource plan process
This is
the human resource plan
itself, and consists
roles and responsibilities
organization charts, and
the staffing management plan
The staffing management
plan
explains how and when the
project will be staffed, including
their release, and
if appropriate, how they will be
trained

Maslows highest level of
motivation
This is self-
actualization
and occurs,
when an individual is
living and working at
full potential, and
that all lower level
needs have been met
tools and techniques of the
manage project team process
These are,
observation and
conversation
project performance
appraisals
conflict management
the issue log, and
interpersonal skills
five stages of group formation.
This is Alan Tuckmans

model of team ent;
Forming
Storming
Norming
Performing, and
Adjoining

six styles of conflict
management
These are,
problem-solving
collaboration
compromise
forcing
smoothing and/or
withdrawal
(Withdrawal is not so much a
resolution to conflict but a means
of avoiding it, so this is not the
best method to use as the conflict
is never actually resolved)

The five forms of power
These help the project
managers maximize their
ability to influence and
manage the team.
These are
reward power
expert power
legitimate or formal power
referent power, and
punishment or coercive power
The best forms of power are
reward and expert with
punishment as the least
affective form
Question 1
Which of the following decision
making style often results in chaos
and enforces one's style of
management?
A. Autocratic
B. Consensus
C. Democratic
D. Consult
Question 2
The only human resource project
process which is NOT accomplished
during the executing process group is:
A.The develop project team process
B.The manage project team process
C.The acquire project team process
D.The develop human resource plan
process

Question 3
Which of the following is a hygiene
factor according to Herzberg's
Motivation theory?
A.Promotions
B.Responsibility
C.Salary
D.Recognition and rewards

Question 4
A key customer criticizes your project decision that
has caused $5,000 loss to his division. He wants to
remove you from the project and replace you with a
new project manager. If you certainly know that the
loss is not due to your decision, what should you
do?
A. Conduct a meeting with the sponsor and the
customer
B. Conduct a stakeholder meeting to gain the support
of other stakeholders
C. Ask your senior manager to resolve this issue
D.Use a direct and collaborative approach to explain
the stakeholder

Question 5
Over half of conflicts on projects are
caused by:
A.Bad habits, defects, technology

B.Resources, priorities, schedules
C.Budget, carelessness, personalities
D.Technology, money, personalities

Relationship between Stakeholders
and the Project
Anyone who is affected or influences the
project is a stakeholder

the communications
management plan.
lays out the communication needs
of the stakeholders
uses the stakeholder register and
the stakeholder
management strategy document
Describes,
who should receive project
communications
what those communications should be
how and to whom the
communications should be sent, and
how often it will be updated

Question 1
You have been hired by a contractor, who
wants you to manage a construction project
for one of their clients. The project team
has been working for six weeks. You need to
determine whether the team is ahead of or
behind schedule. Which of the following
tools and techniques is the BEST one for
you to consult?
A.Performance Measurement
B.Project Management Software
C.Schedule Change Control System
D.Bottom-Up Estimating
Question 2
Expert power is the power that comes from the amount
of knowledge a person has obtained in a specific area.
This type of power is:
A. Critical to a project manager because the PM has to

have as much or more knowledge than any of the team
members to make sure the project is completed
successfully
B. Used by the PM to influence upper management and
the critical stakeholders
C. Important if the project manager wants to maintain the
respect of the project team
D.Used sparingly if at all by the PM because the PM is not
required to be an expert apart from managing the
project

Question 3
From HR perspective, the project
manager's responsibility in the planning
role includes:
A.Hiring the team

B.Preparing org charts
C.Developing Staffing management plan
D.Feedback sessions
E.Both b and c
Question 4
To successfully motivate a team in
today's high tech - high demand
environment, which motivational
theories should the PM use to maintain
a happy, productive team?
A.Expectancy and Theory X
B.Theory Y and Maslow's Hierarchy
C.Herzberg's Hygiene Factors and
Expectancy
D.Theory Y, Expectancy and Herzberg's
Hygiene Factors
Question 5
To successfully manage a project, the project
manager must play both a manager and
leadership role. In a manager's role, the
project manager will do all but which of the
following:
A.Define Roles and Responsibilities
B.Extend favors to some important team
members
C.Provide feedback to team members
D.Resolving interpersonal conflicts
E.Both b and d
Question 6
To be successful in a functional
organization, the PM must rely on:
A.Referent power
B.Formal authority
C.Informal power structure
D.Broad span of control

Question 7
Which form of power is the LEAST
effective from the project manager's
viewpoint in terms of influencing
functional managers?
A.Formal power
B.Expert power
C.Penalty power
D.Referent power
Question 8
The Project manager should be able
to fulfill the role of:
A.an integrator
B.a functional manager
C.a line manager
D.a sponsor

Question 9
The most successful project manager usually:
A. Work their way up from assistants in the project office

to full-fledged project managers, supplementing that
experience with formal education.
B. Comes right from Harvard's MBA program into
managing very large projects.
C. Are the technical experts.
D.Have considerable experience as a functional
manager before moving into the project management
arena

Question 10
Which of the following is an important
action that must be taken by top
management when implementing project
management in an organization?
Completely selling the project
management concept to the entire
organization.
Choice of the type of project manager.
Choice of the type of project organization
to be utilized.
All of the above.

Project Communication
Management

senders and receivers of
information
Senders must ensure
that their message is
clear concise and
complete
receivers must
ensure that they
understand the
message correctly
Encoding verses Decoding
The encoding of a message is the The decoding of a message is how an
production of the message. It is a audience member is able to understand,
system of coded meanings, and in and interpret the message. It is a process
order to create that, the sender needs of interpretation and translation of coded
to understand how the world is information into a comprehensible form.
comprehensible to the members of the The audience is trying to reconstruct the
audience. idea by giving meanings to symbols and
In the process of encoding, the sender by interpreting the message as a whole.
(i.e. encoder) uses verbal (e.g. words, Effective communication is accomplished
signs, images, video) and non-verbal only when the message is received and
(e.g. body language, hand gestures, understood in the intended way.
face expressions) symbols for which However, it is still possible for the
he or she believes the receiver (that is, message recipient to understand a
the decoder) will understand. message in a completely different way
The symbols can be words and from what was the encoder was trying to
numbers, images, face expressions, convey.
signals and/or actions. It is very This is when "distortions" or
important how a message will be "misunderstanding" arise from "lack of
encoded; it partially depends on the equivalence" between the two sides in
purpose of the message. communicative exchange.

6.Distribute meeting minutes to
meeting participants as well as
those who were absent.
Improve Your 7.When receiving instructions,
1. . Listen
Project
practice active listening repeat the instructions for
.Communicatio validation.
2. n - by Harry
Develop and execute
hall a
communications plan. 8.When giving instructions, ask
3. Assign a the person to repeat the
communications
manager for large instructions.
programs and projects.
9.Say what you mean; mean what
4. Communicate through
different channels you say.
(e.g., casual 10.Create small project teams
conversations,
meetings, newsletters, when possible.
email, messaging, and
presentations). 11.Distribute meeting agenda
5. Repeat your messages with the purpose before the
(people quickly forget).
6/4/201m meetings
17.Engage the key stakeholders when
developing the project charter.
18.Engage the project team when
Improve Your developing the project
12.Project
Assign and track management plan.
action items. 19.Identify and analyze your
13.Communicatio
Capture key decisions stakeholders needs and interests.
nin -a decision register.
by Harry hall
14. Ask the right question 20.Invest the highest percentage of
s at the right time. your time communicating to the
15. Use the appropriate stakeholders with high power and
communications
high interests.
technology (e.g.,
messaging, social 21.Handle changes through an
media, integrated change control process.
teleconferences,
video, to name a 22.Compile and distribute status
few). reports in a consistent frequency
16. Set meeting rules (e.g., weekly).
(e.g. stick to the
agenda).
6/4/201m
29.Stop back and forth emails; have a
face-to-face or phone conversation.
30.Seek to understand cultural
Improve differences of team members.
23.Co-locate teamYour
Project
members when 31.Analyze and test assumptions.
possible.
Communicatio 32.Improve your
24.Try stand-up meetings.
n
25.Never press send/enter
emotional intelligence.
for an angry email. 33.Seek to understand then to be
26.Ask for feedback on understood (one of Dr. Coveys 7
your communication.
Habits).
27.Use theGRPI technique
for large programs and 34.Dont interrupt others.
projects. 35.Use stories to get your point
28.Be aware of your
nonverbal
across.
communication (which 36.Perform postmortems.
has more impact than
your words) 37.JoinToastmasters International.
Question: What would you add to this list?

6/4/201m
Question 1
Which of the following can cause a
conflict?
A.Insufficient action on the part of the
project manager
B.Competition for facilities, equipment,
material, manpower and other resources
C.Personality conflicts between managers
and/ or other personnel
D.All of the above

Questio 2
The project manager of a large multi-location software project
team has 24 members, out of which 5 are assigned to testing.
Due to recent recommendations by an organizational quality
audit team, the project manager is convinced to add a quality
professional to lead the test team at additional cost, to the
project. The project manager is aware of the importance of
communication, for the success of the project and takes this
step of introducing additional communication channels, making
it more complex, in order to assure quality levels of the project.
How many additional communication channels are introduced
as a result of this organizational change in the project?
Choices:
A. 25
B. 24
C. 1
D. 5

Question 3
Which of the following is a common
format for performance reporting?
Choices:
A. Pareto Diagrams
B. Bar charts
C. Responsibility Assignment
Matrices
D. Control Charts

Question 4
Which of the following contains two project
communication management processes that
are an integral part of the executing process
group?
A.Distribute information and Manage
stakeholder expectations
B.Report performance and Distribute
information
C.Identify stakeholders and Report performance
D.Manage stakeholder expectations and report
performance

Question 5
Project communication involves
dissemination of information by various
methods. Communication may be
formal, informal, verbal, and nonverbal.
Which of the following would define
direct communication with peers?
A. Formal communication
B. Horizontal communication
C. External communication
D. Vertical communication

Question 6
Most of the project manager's
external communication comprises:
A.Written documents
B.Oral communication
C.Tactile contact
D.Informal contact

Question 7
Truly effective communication:
A.Depends on using multiple channels
B.Depends on selecting the right method for
each message and avoiding duplication, since
everyone is overloaded with information
C.Cannot depend solely on non-verbal signals
which might be misunderstood
D.Can only be achieved by communication
professional
E.a, b and c

Question 8
Methods of transmitting information
include:
A.Oral and written
B.Non-verbal/ visual
C.Telepathy
D.only A and B
E.A, B and C

Question 9
A project management information system
consists of:
A.A project management software package
operating on appropriate computer facilities
B.Software, documents, and procedures
C.Automated tools and manual methods for
gathering, recording, filtering, and
dissemination of pertinent information for
members of a project team
D.All of the above

Question 10
The process of communication
contains four major parts. Which part
is the vehicle or method used to
convey the message?
A.Communicator
B.Message
C.Medium
D.Recipient
Salience Model
Salience model is a method for classifying stakeholders and to decide who do
matter. The problem faced by project managers is how to choose the right
stakeholders and how to prioritize competing claims of their communication
needs. Stakeholder salience is decided by the assessment of their power,
legitimacy and urgency in the organization. Power is defined as the ability of the
stakeholder to impose their will. Urgency is the need for immediate action and
legitimacy is whether their involvement is appropriate. The model lets the
project manager decide the relative salience of a given stakeholder. The degree
to which managers give priority to competing stakeholders claims be guided by
how salient stakeholders are.

7 Categories of Stakeholder
Prominence

categorizing stakeholders
The Salience Model attempts to
categorize stakeholders according to
their prominence. It works by ranking
stakeholders according to their
power, legitimacy, and urgency.
Power: to influence the project
deliverables or the organization
Legitimacy: of their interaction with
the project and its appropriateness
Urgency: of their communication
requirements
These categories overlap, and we
acknowledge this by placing our
stakeholders into the Venn diagram
shown here:
Evaluation of Atakeholder Using
Salience
The classes of stakeholder which need special attention are those that
overlap in the Venn diagram 4, 5, 6 and 7. Class 4 (Dominant)
stakeholders not only have the power but also have a legitimate claim for
communication and thus their needs should be taken into account. Class
5 (Dangerous) stakeholders have the power, the need for time critical
updates, but not the legitimacy. You need to pay special attention to
these stakeholders and their needs as they could be dangerous to your
project otherwise, possibly using their power and influence to build a
concensus perception that your project is a failure. Class 6 (Dependent)
stakeholders have the urgency and legitimacy but not the power
perhaps these stakeholders are part of your project team. These need to
be kept informed. Their urgency and legitimacy can be a great asset to
the project.
Class 7 (Definitive) stakeholders are the most important of all. They have
the power, the right to demand urgency from you or the organization,
and the legitimacy to demand the communication.
As a final note, remember that the diferent classes of stakeholder can be
gained or lost over time, they are not static, so you may need to change
how you communicate with diferent stakeholders as the project
progresses.

Sample 'Power - Interest' Grid

Stakeholder Analysis Chart

Key Stakeholders
Purchasers of the
Customers
product or service
Project Managers Manage the Project
Group performing the project
Project Team Members
work
Can influence the project
Influencers, Interst
decisions positively or negatively
Groups(e,g., NGO's)
due to an individual's position
External parties(e,g.,
Sellers and Business Partners Companies) that enter into a
business contract
Uses or is the recipient of the
User Group
product, servce or result
Whose employees are most
Performing Organisation direcly involved in doing the
project work
Sample Issue Log
Issue ID
Issue name 0001 2002
Description Sample Issue 1 Sample Issue 2
Sample
Issue author Sample Description
Description
Parties Mr A, Mr A. B. Mrs C
Type IT Application
Priority High
Severity Critical
Date Raised 2009/10/10
Date Assigned 2009/10/11
Deadliine 2010/01/01
Date Resolved 2009/10/15
Status Status
Action Actions
Resolution Resolution
Notes
6/4/201m NotesSalute to Sources
Key Stakeholders
Special Interet
Groups
Person or group that provides the financial resources
Sponsor
for the project
Managers responsible for the high level governance of
Portfolio Managers
a collection of programs or projects
Portfolio Managers
Managers responsible for the high level governance of
/Portfolio Review a collection of projects or programs
Board
Managers responsible for managing related projects in
Program Managers a coordinated way to obtain benefits and control not
available for manageing them individually
Project
It has direct or indirect responsibility for managing the
Management
project
Office
Functional
Key individuals playing a management role within
(Dept/Unit)
functional area of the business
Managers
apply professional responsibility
The project manager should deal

with issues in a direct swift, open
and honest manner, and should act
ethically and legally
The project manager should act
with integrity by adhering to ethical
standards
If in doubt, always do the right
thing
Aspirational standards are those
that we strive to uphold
mandatory standards establish firm
requirements that must be adhered
to.

Question 1
You have just started to plan for a hydro electric power project
that will generate 5400 Megawatts of power when completes.
Numerous stakeholders were involved in the project and you
have identified all of them. Which of the following statements
about stakeholders influence in the project is TRUE?
A. Stakeholders ability to influence the final characteristics of
the project is lowest at the start of the project and
increases as project move towards completion
B. Stakeholders ability to influence the final characteristics of
the project is highest at the start of the project and
reduces as project move towards completion
C. Stakeholders ability to influence the final characteristics of
the project mostly depends on the type of the project
D. Stakeholders ability to influence the final characteristics of
the project is same throughout the life cycle of the project
Question 2
Joan is managing a complex commercial software
development project to meet the needs of her
organization. In order to resolve issues that
generate during the executing phase of the
project, Joan develops an issue log to assign each
issue to a team member and make them
responsible for its resolution. By doing so, she
would like to eliminate all barriers that can prevent
the team from reaching its goal. This activity is
known as:
A. Report performance process
B. Develop project team process
C. Stakeholder management process
D. Manage project team process

Question 3
Successfully communicating technical concepts to
another team member in a different country
involves encoding, decoding and feedback. The
lesser is the noise the more meaningful will be
the message. But, the most efficient way of
communication that ensures common
understanding between participants is known as:
A. Pull communication
B. Push communication
C. Interactive communication
D.Personal communication

Question 4
Which of the following techniques are
NOT used while managing
stakeholder expectations?
A.Management skills
B.Stakeholder analysis
C.Communication methods
D.Interpersonal skills

Question 5
A project manager is creating a
report of the final status of a closed
project to the stakeholders. Which of
the following is NOT used in a final
project report to communicate the
status of a project?
A.Variance information
B.Lessons learned
C.Scope baseline
D.Status of deliverables
Question 6
The implementation of which of the
following processes decreases the
risk of project failure?
A.Manage stakeholder engagement
B.Control stakeholder engagement
C.Plan stakeholder management
D.Develop stakeholder engagement

Question 7
The five levels of stakeholder
engagement are...?
A. Oblivious, opposed, neutral,
proactive, driving
B. Unaware, opposed, neutral,
supportive, driving
C. Oblivious, resistant, neutral,
supportive, leading
D. Unaware, resistant, neutral,
supportive, leading
Question 8
Plan stakeholder management is
fundamentally concerned with all the
following except...?
A. Developing strategies to effectively
engage stakeholders throughout the
project
B. Development of the stakeholder register
C. Development of the stakeholder
management plan
D. Identifying how the project will affect
stakeholders

Question 9
You are engaged in gathering
information from stake holders
regarding whose interests should be
taken into account throughout the
project. This is called:
A.Identify stakeholders
B.Stakeholder analysis
C.Expert judgment
D.Plan stakeholder management
Question 10
The three 'I's' of stakeholders are...?
A.Independence, influence and
inquiry
B.Importance, inquiry and influence
C.Interest, influence and importance
D.Influence, inquiry and importance

Professional Ethics & Close
Project

Responsibility first. The Code of
Ethics defines that:
1. We, as project managers, will take
responsibility and ownership for all
decisions we make, whether right or
wrong. Also included are those
decisions that we fail to make.
2. We, as project managers, make
decisions and take actions based on
the best interests of society, public
safety, and the environment. So say
NO to decisions that are only good for
the company, but not good for the
public, or the environment.
3. We accept only those project
assignments that are consistent with
our background, experience, skills,
and qualifications. So if you do not
have the skills, do not take on the
project, and then jeopardize the
outcome and career of others with
you.
:
mandatory regulations
There are also mandatory regulations and legal
requirements: We inform ourselves and uphold the
policies, rules, regulations and laws that govern our
work, professional, and volunteer activities. We report
unethical or illegal conduct to appropriate
management and, if necessary, to those affected by
the conduct.This is an important point from where a
number of PMP Ethics questionscome from.Most
questions would paint an emotional situation, where
your close friend or colleague within your company is
found to be doing something illegal in your company.
Only you know about it, and reporting it would mean
losing the trust or friendship of your friend and co-
worker - See more at: http://www.pmchamp.com/pmp-
code-of-ethics-what-is-right-and-what-is-
wrong/#sthash.j6sDTsaR.dpuf

PMI clearly says that
We negotiate in good faith.This means that there is No
conflict of interest. If there is any, you declare it, and
remove yourself from the negotiation or procurement
process completely.Also, do not give any favors or
extra treatment to any preferred vendors. Treat
everyone equally, and whenever you release any
information, you give it out evenly to all parties, and
not do any favoritism. 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. This means that you do not ask for any
gifts, kickbacks, lunches, retreats or any personal
favors from vendors, employees or others - See more
at: http://www.pmchamp.com/pmp-code-of-ethics-
what-is-right-and-what-is-

PMI clearly says that
We do not act in an abusive manner toward others.
This means that you do not act as a dictator. Dont
abuse your powers, and dont use it to put
unnecessary pressure on people.
We respect the property rights of others.This
means that we do not take any copyright material
without getting the proper approvals. We respect the
intellectual property of others, and we do not use
any pirated software or do any plagiarism.There are
2 other key aspects of the Code of Ethics Fairness
& Honesty, which I will cover in the next post.
- See more at: http://www.pmchamp.com/pmp-code-
of-ethics-what-is-right-and-what-is-

Question 1
What are the two project processes in
the closing process group of a project?
A.Close project work and Close charter
B.Close contracts and Close project work
C.Close phase and Close project
management plan
D.Close project and Close procurements

Question 2
Once the project is complete, the
complete set of project records
should be put in which of the
following?
Choices:
A. Project Archives
B. Database
C. Storage room
D. Project Repor

Question 3
Which one of the following is the
last step of project closing?
Choices:
A. Client has accepted the product
B. Archives are complete
C. Client appreciates your product
D. Lessons learnt are documented

Question 4
Who should be involved in the
creation of lessons learned, at
closure of a project?
Choices:
A. Stakeholders
B. Project team
C. Management of the performing
organization
D. Project office

Question 5
In a crime prevention software development project
for a municipal organization, a steering committee is
responsible for approving all deliverables before they
are transferred to operations. This steering committee
is made up of directors from three different municipal
agencies. If the steering committee approves the
transfer of deliverables with a 2-1 vote, which of the
following statements is correct?
A. The project is in the close scope phase
B. The project is in the close project phase
C. The project is in the close procurements phase
D.The project is in the verify scope phase

Question 6
The usual moderator for your companys weekly
project review meeting is on vacation and you have
been asked to facilitate the meeting in in his absence.
While compiling the project reporting data to go into
the master status report that is submitted to the
executive team, you discover there are several projects
that are reporting a negative CV, but the master report
shows these as a positive. What do you do?
A. Ask the regular moderator about the discrepancies
when he returns.
B. Change the status report to show accurate status and
report the discrepancies to the appropriate
management.
C. Change the report to show accurate status.
D.File a complaint with PMI

Question 7
False information at any point during
the PMI Certification Program can
result in:
A. Revocation of your PMI membership
B. Revocation of your PMP certification
C. Both of the above are true
D. None of the above

Question 8
You are project manager of a project and
you are offering an estimate that you
know will be
changed after the contract is signed is
____?
A. Bad practice
B. Unprofessional practice
C. Bad for both the buyer and seller
D. All of the above
Question 9
You have been with the organization,
you constantly hear rumors about a
certain PMP failing to live up to the
PMP Code.What you should do ?
A. You can gather as much information
as you can before proceeding.
B. Confront the person immediately.
C. Ignore the rumors.
D. pass the rumors along.

Question 10
You have been with the organization , and
you find clear violations of the PMP Code
that occur with frequency.As a PMP, you
should:
A. leave the company.
B. note down the infractions,discuss them
discreetly with other PMPs, and decide
how to handle the situation.
C. Let the situation take care of itself.
D. All of the above

Project management
knowledge areas
- a quick review

10 PMBOK Guide project
management knowledge areas
Project Integration
management
Project Scope management
Project Time management
Project Cost management
Project Quality management
Project Human resource
management
Project Communications
management
Project Risk management
Project Procurement
management
Project Stakeholder
Management

Project Integration management
processes
Develop project charter

Develop project
management plan
Direct and manage
project work
Monitor and control
project work
Perform Integrated
change control
Close project or phase

Project Integration
Management
This knowledge area is concerned
with identifying defining the work
of the project and then combining
and integrating with the
appropriate processes
It also includes managing issues
and change, and re-planning if
required
There are two tools which fall with
this process. They are earned
Value management and the use of
project management software
such as Microsoft Project.

processes
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope

There are two aspects of Scope
management; one is product
Scope and the other project
Scope
Product Scope covers the
required features of the product
and clarifies the boundaries
what is not included
Project Scope is concerned with
the work of the project, and
again clarifies the boundaries of
what is not included

Project Scope management within
PMBOK will use the following PMP
areas
The end-product
requirement details
measurement techniques
to verify those details
creating the project
Scope management plan
creating the work
breakdown structure
controlling changes to
these processes
Project Time
management

Project Time Management
processes
Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
Control Schedule
Project Time Management within
areas
Project time management
includes estimating task
schedules, determining the
project schedule and project
completion date
It will also include monitoring
and controlling a project
schedule throughout the
project
It is closely aligned with
Project Cost Management, in
particular with the Estimate
Activity Resources and the
Estimate Activity Durations,
since it is these along with
their cost implications that
must be finalized before the
schedule can be developed

Project Cost management
processes
Plan Cost
Management
Estimate Costs
Determine Budget
Control Costs

Project Cost Management within
areas
In a similar way, this
knowledge area is there to
estimate the resources
required, and the project
budget.
Resource costing is not just
about people. It should also
include other types of
resource such as Materials,
equipment, facilities, and
project related services such
as letting contracts.
This knowledge area has four
processes

Project Quality management
processes
Plan Quality
Management
Perform
Quality
Assurance
Perform
Quality Control

Project Quality Management
within PMBOK will use the
following PMP areas
Performing Quality Assurance.
This is the act of auditing and
comparing the quality requirements
against the quality control
measurements to check that
appropriate quality standards and
operational definitions are used
Compare and contrast this to:
Perform Quality Control. This is
the monitoring the results of carrying
out quality activities which
will include the project
deliverables/products and project
management results such as how the
project is performing against
schedule and budget

Project Human resource
management processes
Plan Human
Resource
Management
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Project Human Resource Management
within PMBOK will use the following
PMP areas
This knowledge area is to do
with managing people
It includes aspects such as
acquiring the team,
developing the overall team
performance, and then
managing that performance
such as performance
appraisals, leading and
coaching, and resolving
resource issues and optimizing
the project performance
The objective here is to ensure
that all human resources are
used efectively, and draws
upon skills such as leadership,
team building, and
communication

purpose of the manage
stakeholder expectations process
This is an executing
process to ensure that
the project
stakeholders are
actively managed and
kept informed
it focuses on identifying
and resolving any
stakeholder concerns in
a timely manner

management processes
Plan
Communications
Management
Manage
Communications
Control
Communications
Management within PMBOK will
use the following PMP areas
Communications is not just
about the human kind, but
includes information such as
meeting management and
actions, risk actions and
assessments, project plans,
reviews and walk-throughs,
etc.
This information must be
shared with all of the project
stakeholders both internal
and external to the project
The Communications plan
should document all of these
aspects and along with other
documents, be reviewed and
updated as needed

Communication Types
Type of When Used

communication Complex problems, PM
FORMAL plan, Project Charter,
Long Distance
WRITTEN Communication
FORMAL Presentations,
VERBAL Speeches
E-mails, hand written
INFORMAL Notes, Text Messages,
WRITTEN instant Messaging
INFORMAL Meetings, Discussions,

Conversations
VERCAL

Communication Methods
Interactive Pull Push
Communicatio Communicatio Communicatio
n n n
Reciprocal One Way Stream Project Manager
Involves Two of Information Places
People The sender Information in a
One Person Provides Central Location
Provides Information to Recipients are
Information, the Those Who Nee it Responsible for
Other Receives it Sender Does not Retrieving or
and Responds to Expect Pulling the
it Response/Feedba Information
E.gs., ck E.gs.,
Conversations, E.gs., e-mails distribution of
Meetings, instant update reports, large documents,
Messaging and status reports, sending
6/4/201m
Conference Calls Salute
blogs to Sources
and 501
information to
Project Risk management
process
Plan Risk
Management
Identify Risks
Perform Qualitative
Risk Analysis
Perform Quantitative
Risk Analysis
Plan Risk Responses
Control risks
Project Risk Management within
areas
The PMBOK Guide advises that risks include
both threats and opportunities
An opportunity should also be seen as a type
of risk because just like a negative threat, an
opportunity also has uncertainty
Risks predict potential to give negative
impacts, and any actions should strive to
reduce or remove these
By the same token, opportunity actions
should strive to make them more probable
and increase their potential positive
outcomes
Put another way, opportunities should be
grasped, and action taken to ensure that they
are realized
Risk identification is best done during
planning, and as many people should be
involved as possible, so that the complete
picture of risk threats and positive
opportunities to the project can be identified

Project Procurement management
processes
Plan Procurement
Management
Conduct
Procurements
Control
Procurements
Close
Procurements
Project Procurement Management
following PMP areas
Most projects work within a
customer/supplier environment.
Generally the project team are
working on behalf of the customer,
and suppliers are responsible for the
creation of the project
deliverables/products there can be
both internal suppliers and external
suppliers
Project Procurement is used when it
is necessary to purchase or acquire
products, services, or results needed
from outside the project team. This
knowledge area includes contract
management and change control
Activities in this knowledge area will
include working with suppliers,
vendors, contractors, service groups,
etc.
Project Stakeholder management
processes
Identify
Stakeholders
Plan Stakeholder
Management
Manage
Stakeholder
Engagement
Control Stakeholder
Engagement

Project Stakeholder Management
following PMP areas
This is defined as the
creation and maintenance
of relationships with the aim
to satisfy needs
This is done by identifying
stakeholders and their
needs, then going on to
manage these while
providing continuous
communication and
involvement throughout the
project.
PMP & CAPM

For those of you who
have already purchased
a physical copy of the
book:
To get directions on
how to access the free
test bank, simply click
on the WAV Resource
Center logo on the left
or
www.jrosspub.com/wav
; take a few seconds to
register; select the
Achieve PMP Exam
Success, 5th Edition
title in the
Project/Program
Salute to Sources
Management category;
6/4/201m
The Exam
200 Multiple choice questions
Time 4 hours
25 questions are pre-release questions (not
included in score)
Passing score is 106 out of 175 questions
(approx 61 percent) - this is still a mystery!
Questions may be poorly worded
Requires memorization of Inputs/Outputs/
Tools & Techniques

The Exam
TOUGH!
Computer Based Testing (15 minute
tutorial)
Prometric Testing Centers
200 Multiple Choice Questions
Randomly selected from a pool of 1000+
Pass/Fail (You need about 106 to pass)
www.pmi.org/certification/info/examcontent.h
tm
4 Hours
6/4/201m
514 Salute to Sources
Distribution of Questions by
Process Group in the
PMPExam (PMBOK%)
Perentage of
Topics
Questions
Initiation 11
Planning 23
Executing 27
Monitoring &Controlling 21
Closing 9
Professional &
9
SocialResponsibility
The PMP Exam(PMBOK4)
Initiation 17 8.5%
Planning 47 23.5%
Execution 47 23.5%
Controlling 46 23.0%
Closing 14 7.0%
Professional Responsibility29 14.5%
6/4/201m
The CAPM Exam
Integration 15 11.1%
Scope Management 15 11.1%
Time Management 15 11.1%
Cost Management 12 8.8%
Quality Management 9 6.6%
Human Resources 9 6.6%
Communications 9 6.6%
Risk Management 15 11.1%
Procurement Management 9 6.6%
6/4/201m
Types of Questions
Situational Questions
Questions with two or
more right answers
Questions with
extraneous information
Out of the blue questions
Questions where
understanding is
important
Questions with new
approach to known topic.

Key Diference between PMP
and CAPM
1. PMP is a more higher level
certification than other PM tests
and enjoys unmatched reputation
and acceptance over any other
certificate PMI offers
2. PMP is meant for the people
who already have at least 3-4
years of real project management
experience and an idea what it
takes to be a project manager in
real world
3. point 2 is also reflected by PMI's
exam strategy around PMP which
is more lengthy, complex and
longer than CAPM examination
4. PMP exam is takes 4 hours to
complete in which you have to
answer 122(61%) questions
correct out of 200, in order to
qualify yourself as PMP. 25
questions are pre-test questions,
not scored.

Key Diference between PMP and
CAPM-cont.
4. CAPM has 150 questions from
which you have to answer 92
questions correctly in 3 hour
examination.!00 correct answers
are safe. 15 pre-test questions are
randomly placed, not scored.
5. PMP examination tests every
possible scenario keeping in mind
that the test tackers would already
face all those scenarios in real-life
work
6. CAPM exam does test all the
knowledge areas but keeps
focused on sections from PMBOK
more heavily than the real-life
scenarios

Overall guide to Preparing for the
PMP, CAPMCertification Exam
Understanding type of
questions in PMP,
CAPMCertification
exam
Understanding
PMBOKthoroughly
Joining a Study Group
Following the PMstudy
Education Process
Finding Time to study
for the Exam

Filling in online application for
PMP, CAPMCertification Exam
Filling in contact
hour details
Filling in work
experience
details
Submitting with
enough time lead
for preparation
Tips on taking the PMP,
CAPMCertification Exams
Take simulated
practice tests
Be relaxed - rest
before exam day
Question Answering
Techniques
Take breaks to relax
Answer All Questions -
what to do if you do
not know an answer

Tips for Exam Day
- Drive to testing location prior to - Have a game plan. Example:
test day 75 Questions Break
- Arrive early on test day 75 Questions Break
Bring 2 forms of ID and your letter 50 Questions and Review
from PMI Complete
- Each time you take a break,
- You will be assigned a small you must sign out and back in
locker with attendant. Must also show
- They will give you 6 sheets of ID
paper, 2 pencils and a small - Water fountain available, but
calculator take snack
- They will escort you to your seat - Can not wear a hat into
- You will walk through instructions center
for taking exam - Can not reach into pocket
- You have 10 minutes to - No talking
- People will come and go, but
complete the instructions dont let this shake you.
- You have 60 seconds to start the - Read entire question fully
online test after completing Usually more info than needed
instructions - Read answers from the
- Once you begin test, you have 4 bottom up
hours. Clock does not stop if you - If you are not sure of answer,
take break. do not guess on the first pass.
- Before answering any questions Simply mark the question for
perform Brain dump review.
.

Tips for Exam Day
- Do not struggle too long on - Once you choose yes or ok, the
one question. Mark it for hourglass will appear on the
review and come back. screen as it calculates you results.
- If you find questions further This takes about 15-20 seconds.
in the exam that will help you - Once complete the words You
answer the questions that you Passed appear on the screen
marked for review, jot that (hopefully!).
question number down with a - Test results are then printed with
brief reference. attendant
- Once you get to the end, - Turn in your pencils, paper and
you can then review the calculator
questions you previously - Attendant will give you a
marked. Many of these certified copy of your test results
answers will now come - You will receive certification via
quickly. mail
- After completing the Good Luck!
questions marked for review, Hundreds of FREE practice questio
you can now click on ns
Complete Exam
- It will prompt you Are you PMP Credential Handbook
sure Other PMP exam prep tips
- seconds. Prominent Tutoril Guides
- Once complete the words Practice! Practice! Practice!
You Passed appear on the
screen (hopefully!).
Final PMP, CAPMCertification
Exam; Information for Certified
PMPs/CAPMs
Successful PMPs/CAP
Ms : Name in PMI Re
gistry, getting PMP
/CAPM Certificates
Successful PMPs/CA
PMs : Continuing E
ducation Requireme
nts
Acknowledgement
Waleed El Naggar
David Litten
Wikipedia
PMI, PMBoK, Version 5
Lauren S Consult
IAL Consultants, Aus
Dreamstime Consults
PMStudy
Deep Fried Brain
Dump
Tom Mochal
Sir Ganttalot
Eric Verzuh
Rita Mulcahy
Edward Chung

Ive made it- oh yah!

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Essential Aspects PMP/CAPM

The Fundamentals, Project

The program will be facilitated by Mr R

6/4/201m Salute to Sources

6/4/201m Salute to Sources

Trying to manage a project

6/4/201m Salute to Sources

Most Projects Fail to Meet the Triple

PMs generally lack professional

6/4/201m Salute to Sources 13

Initiating the project

Problem solving Functional departments &

6/4/201m Salute to Sources

6/4/201m Salute to Sources

6/4/201m Salute to Sources

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6/4/201m Salute to Sources

define a new project

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6/4/201m Salute to Sources 28

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6/4/201m Salute to Sources 31

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6/4/201m Salute to Sources 34

6/4/201m Salute to Sources 36

1. Processes may or may not be sequential

6/4/201m Salute to Sources

6/4/201m Salute to Sources

6/4/201m Salute to Sources

2. Project Scope Management : Project

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3. Project Time Management :

5.Project Quality Management : Project

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6/4/201m Salute to Sources 49

4.4 Monitor and

6.1 Plan Schedule

7.1 Plan Cost

10. 10.1 10.2 10.3

11. 11.1 11.6

13. 13.1 13.2 13.3 13.4

6/4/201m Salute to Sources 58

6/4/201m Salute to Sources 59

6/4/201m Salute to Sources

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Functional Functional Functional

Staff Staff Staff

6/4/201m Salute to Sources

Functional Functional Functional Manager of Project

Functional Functional Functional

Project Staff Staff Staff

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6/4/201m Salute to Sources

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6/4/201m Salute to Sources

6/4/201m Salute to Sources

6/4/201m Salute to Sources

6/4/201m Salute to Sources

6/4/201m Salute to Sources

Group Little or Low Low to Moderat High to