Upload
others
View
13
Download
0
Embed Size (px)
Citation preview
PMP®ProjectManagementProfessionalExamStudyGuideNinthEdition
KimHeldman
SeniorAcquisitionsEditor:KenyonBrown
DevelopmentEditor:DavidClark
TechnicalEditors:VaninaManganoandAshleyJ.Hunt
SeniorProductionEditor:ChristineO’Connor
CopyEditor:ElizabethWelch
EditorialManager:MaryBethWakefield
ProductionManager:KathleenWisor
ExecutiveEditor:JimMinatel
BookDesigners:JudyFungandBillGibson
Proofreader:NancyCarrasco
Indexer:JohnSleeva
ProjectCoordinator,Cover:BrentSavage
CoverDesigner:Wiley
CoverImage:GettyImagesInc./JeremyWoodhouse
Copyright©2018byJohnWiley&Sons,Inc.,Indianapolis,Indiana
PublishedsimultaneouslyinCanada
ISBN:978-1-119-42090-3
ISBN:978-1-119-42092-7(ebk.)
ISBN:978-1-119-42091-0(ebk.)
ManufacturedintheUnitedStatesofAmerica
Nopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recording,scanningorotherwise,exceptaspermittedunderSections107or108ofthe1976UnitedStatesCopyrightAct,withouteitherthepriorwrittenpermissionofthePublisher,orauthorizationthroughpaymentoftheappropriateper-copyfeetotheCopyrightClearanceCenter,222RosewoodDrive,Danvers,MA01923,(978)750-8400,fax(978)646-8600.RequeststothePublisherforpermissionshouldbeaddressedtothePermissionsDepartment,JohnWiley&Sons,Inc.,111RiverStreet,Hoboken,NJ07030,(201)748-6011,fax(201)748-6008,oronlineathttp://www.wiley.com/go/permissions.
LimitofLiability/DisclaimerofWarranty:Thepublisherandtheauthormakenorepresentationsorwarrantieswithrespecttotheaccuracyorcompletenessofthecontentsofthisworkandspecificallydisclaimallwarranties,includingwithoutlimitationwarrantiesoffitnessforaparticularpurpose.Nowarrantymaybecreatedorextendedbysalesorpromotionalmaterials.Theadviceandstrategiescontainedhereinmaynotbesuitableforeverysituation.Thisworkissoldwiththeunderstandingthatthepublisherisnotengagedinrenderinglegal,accounting,orotherprofessionalservices.Ifprofessionalassistanceisrequired,theservicesofacompetentprofessionalpersonshouldbesought.Neitherthepublishernortheauthorshallbeliablefordamagesarisingherefrom.ThefactthatanorganizationorWebsiteisreferredtointhisworkasacitationand/orapotentialsourceoffurtherinformationdoesnotmeanthattheauthororthepublisherendorsestheinformationtheorganizationorWebsitemayprovideorrecommendationsitmaymake.Further,readersshouldbeawarethatInternetWebsiteslistedinthisworkmayhavechangedordisappearedbetweenwhenthisworkwaswrittenandwhenitisread.
Forgeneralinformationonourotherproductsandservicesortoobtaintechnicalsupport,pleasecontactourCustomerCareDepartmentwithintheU.S.at(877)762-2974,outsidetheU.S.at(317)572-3993orfax(317)572-4002.
Wileypublishesinavarietyofprintandelectronicformatsandbyprint-on-demand.Somematerialincludedwithstandardprintversionsofthisbookmaynotbeincludedine-booksorinprint-on-demand.IfthisbookreferstomediasuchasaCDorDVDthatisnotincludedintheversionyoupurchased,youmaydownloadthismaterialathttp://booksupport.wiley.com.FormoreinformationaboutWileyproducts,visitwww.wiley.com.
LibraryofCongressControlNumber:2017963878
http://www.wiley.com/go/permissionshttp://booksupport.wiley.comhttp://www.wiley.com
TRADEMARKS:Wiley,theWileylogo,andtheSybexlogoaretrademarksorregisteredtrademarksofJohnWiley&Sons,Inc.and/oritsaffiliates,intheUnitedStatesandothercountries,andmaynotbeusedwithoutwrittenpermission.PMPisaregisteredtrademarkofProjectManagementInstitute,Inc.Allothertrademarksarethepropertyoftheirrespectiveowners.JohnWiley&Sons,Inc.isnotassociatedwithanyproductorvendormentionedinthisbook.
ToBB,myforeverlove.
CONTENTSAcknowledgments
AbouttheAuthor
Introduction
WhatIsthePMP®Certification?
HowtoBecomePMP®Certified
WhoShouldBuyThisBook?
InteractiveOnlineLearningEnvironmentandTestBank
HowtoUseThisBookandtheTestBank
TheExamObjectives
HowtoContacttheAuthor
PMP®:ProjectManagementProfessionalExamStudyGuide,9thEdition
AssessmentTest
AnswerstoAssessmentTest
Chapter1WhatIsaProject?
IsItaProject?
WhatIsProjectManagement?
SkillsEveryGoodProjectManagerNeeds
UnderstandingOrganizationalStructures
UnderstandingProjectLifeCyclesandProjectManagementProcesses
AgileProjectManagement
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter2CreatingtheProjectCharter
ExploringtheProjectManagementKnowledgeAreas
UnderstandingHowProjectsComeAbout
KickingOfftheProjectCharter
FormalizingandPublishingtheProjectCharter
IdentifyingStakeholders
IntroducingtheKitchenHeavenProjectCaseStudy
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter3DevelopingtheProjectScopeStatement
DevelopingtheProjectManagementPlan
OverviewoftheProjectScopeManagementKnowledgeArea
PlanScopeManagement
CollectingRequirements
DefiningScope
WritingtheProjectScopeStatement
CreatingtheWorkBreakdownStructure
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter4CreatingtheProjectSchedule
OverviewoftheProjectScheduleManagementKnowledgeArea
CreatingtheScheduleManagementPlan
DefiningActivities
UnderstandingtheSequenceActivitiesProcess
EstimatingActivityResources
EstimatingActivityDurations
DevelopingtheProjectSchedule
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter5DevelopingtheProjectBudgetandCommunicatingthePlan
OverviewoftheProjectCostManagementKnowledgeArea
CreatingtheCostManagementPlan
EstimatingCosts
EstablishingtheCostBaseline
UnderstandingStakeholders
OverviewoftheProjectCommunicationManagementKnowledgeArea
CommunicatingthePlan
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter6RiskPlanning
PlanningforRisks
OverviewoftheProjectRiskManagementKnowledgeArea
PlanningYourRiskManagement
IdentifyingPotentialRisk
AnalyzingRisksUsingQualitativeTechniques
QuantifyingRisk
DevelopingaRiskResponsePlan
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
CHAPTER7PlanningProjectResources
OverviewoftheProjectProcurementManagementKnowledgeArea
ProcurementPlanning
OverviewoftheProjectResourceManagementKnowledgeArea
DevelopingtheResourceManagementPlan
ProjectQualityManagementKnowledgeAreaOverview
QualityPlanning
BringingItAllTogether
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
Chapter8DevelopingtheProjectTeam
DirectingandManagingProjectWork
AcquiringtheProjectTeamandProjectResources
DevelopingtheProjectTeam
ManagingProjectTeams
ImplementRiskResponses
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
CHAPTER9ConductingProcurementsandSharingInformation
ConductingProcurements
LayingOutQualityAssuranceProcedures
ManageProjectKnowledge
ManagingProjectInformation
ManagingStakeholderEngagement
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
CHAPTER10MeasuringandControllingProjectPerformance
MonitoringandControllingProjectWork
ControllingProcurements
MonitoringCommunications
ManagingPerformIntegratedChangeControl
MonitoringStakeholderEngagement
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
CHAPTER11ControllingWorkResults
MonitoringandControllingRisk
ControllingCostChanges
MonitoringandControllingScheduleChanges
UtilizingControlQualityTechniques
ValidatingProjectScope
ControllingScope
ControllingResources
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
CHAPTER12ClosingtheProjectandApplyingProfessionalResponsibility
FormulatingProjectCloseout
ClosingOuttheProject
ClosingOuttheProcurements
BalancingStakeholders’InterestsatProjectClose
ProfessionalResponsibility
ApplyingProfessionalKnowledge
UnderstandingHowThisAppliestoYourNextProject
Summary
ExamEssentials
ReviewQuestions
AppendixAAnswerstoReviewQuestions
AppendixBProcessInputsandOutputs
ComprehensiveOnlineLearningEnvironment
EULA
ListofTablesChapter1
TABLE1.1
TABLE1.2
TABLE1.3
TABLE1.4
TABLE1.5
TABLE1.6
TABLE1.7
Chapter2
TABLE2.1
TABLE2.2
TABLE2.3
TABLE2.4
TABLE2.5
TABLE2.6
TABLE2.7
TABLE2.8
TABLE2.9
TABLE2.10
TABLE2.11
TABLE2.12
TABLE2.13
TABLE2.14
Chapter3
TABLE3.1
TABLE3.2
Chapter4
TABLE4.1
TABLE4.2
TABLE4.3
Chapter5
TABLE5.1
Chapter6
TABLE6.1
TABLE6.2
TABLE6.3
Chapter7
Table7.1
Table7.2
Table7.3
Chapter8
Table8.1
Chapter11
Table11.1
ListofIllustrationsChapter1
Figure1.1Projectstakeholders
Figure1.2Functionalorganizationalchart
Figure1.3Project-orientedorganizationalchart
Figure1.4Strongmatrixorganizationalchart
Figure1.5Weakmatrixorganizationalchart
Figure1.6Balancedmatrixorganizationalchart
Figure1.7Projectmanagementprocessgroups
Figure1.8Projectmanagementprocessgroups
Figure1.9Sampleburn-downchart
Chapter2
Figure2.1Exampleofapower/interestgrid
Chapter3
Figure3.1WBSlevelsoneandtwo
Figure3.2WBSlevelsone,two,andthree
Figure3.3FigureWBSlevelsone,two,three,andfour
Chapter4
Figure4.1SampleKanbanboard
Figure4.2ExampleofaPDMorAON
Figure4.3ExampleofanADMmethod
Figure4.4Criticalpathdiagram
Figure4.5Exampleproductvision,releaseplan,anditerationplan
Figure4.6Projectschedulenetworkdiagramwithactivitydates
Figure4.7Ganttchart
Chapter5
Figure5.1Projectbudget
Figure5.2Costbaseline
Figure5.3Costbaseline,fundingrequirements,andcashflow
Figure5.4Networkcommunicationmodel
Chapter6
Figure6.1Riskbreakdownstructure
Figure6.2Riskbubblechart
Figure6.3Tornadodiagram
Figure6.4Decisiontree
Figure6.5Influencediagram
Chapter11
Figure11.1Earnedvalue
Figure11.2Controlchart
Figure11.3Paretochart
Figure11.4Scatterdiagram
AcknowledgmentsThankyouforbuyingPMP®:ProjectManagementProfessionalExamStudyGuide,NinthEdition,tohelpyoustudyandprepareforthePMP®exam.Thousandsofreadersworldwidehaveusedpreviouseditionsofthisbooktohelpthemstudyforandpasstheexam.Becauseoftheirsuccessandtheirrecommendationstofriendsandcoworkers,we’vebeenabletokeepthisstudyguideup-to-datetomatchthechangesmadeinAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).
IwouldalsoliketothankthecountlessinstructorswhousemybookintheirPMP®prepclasses.Thankyouforyourcontinuedinterestinusingitinyourclasses.AbigthanksgoestoallthePMI®chapterswhousethisbookintheirclassesaswell.
Ahugethank-yougoestoNeilEdde,formervicepresidentandpublisheratSybex,fortakingachancewaybackwhenonthefirsteditionofthisbook.Ican’tthankhimenoughforhavingtheforesightatthattimetobelieveinthislittle-knownexam.
Publishingthisbookclearlyfitsthedefinitionofaproject,andtheteamatSybexisoneofthebestprojectteamsyou’lleverfind.Iappreciateallthehardworkanddedicationeveryoneontheteamputintoproducingthisbook.AspecialthanksgoestoKenyonBrown,theacquisitionseditor,forgivingmetheopportunitytoupdatethebookandforhisideasonmakingitstronger.
Next,I’dliketothankDavidClark,thedevelopmenteditor,forhisdiligentworkinhelpingmemakethiseditionthebestitcanbe.AbigthanksalsogoestoChristineO’Connor,theproductioneditor,forallherhelponthebook.Itwasgreattoworkwithher.AndthanksalsotoLizWelch,thecopyeditor,forallherhelp.
Thereweremanyfolksinvolvedbehindthesceneswhoalsodeservemythanks,includingNancyCarrasco,theproofreader,andJohnSleeva,theindexer.
Next,I’dliketothankVaninaMangano,technicaleditor,forherwealthofsuggestionsandideasfornewtopicsIshouldaddtothetext.ItisalwaysapleasuretoworkwithVanina.Sheisatrueprofessional.Vaninaisaninstructorandconsultantinprojectmanagement.IhighlyrecommendVanina’sclassesandvideosifyou’relookingforadditionalstudymaterialsfortheexam.Last,butalwaysthefirstonmylist,ismybestfriendforacoupleofdecadesandcounting,BB.Iloveyou,andIwouldneverhaveaccomplishedwhatIhavetodatewithoutyourloveandsupport.You’rethebest!AndI’dberemissifIdidn’talsothankJasonandLeah,Noelle,Amanda,andJoe,andofcoursethetwobestgranddaughtersontheplanet,KateandJuliette,fortheirsupportandunderstanding.
AbouttheAuthorKimHeldman,MBA,PMP®,istheSeniorManager/CIOfortheRegionalTransportationDistrictinDenver,Colorado.KimdirectsITresourceplanning,budgeting,projectprioritization,andstrategicandtacticalplanning.ShedirectsandoverseesITdesignanddevelopment,enterpriseresourceplanningsystems,ITinfrastructure,applicationdevelopment,cybersecurity,theITprogrammanagementoffice,intelligenttransportationsystems,anddatacenteroperations.
KimoverseestheITportfolioofprojectsrangingfromthosethataresmallinscopeandbudgettomultimillion-dollar,multiyearprojects.Shehasover25yearsofexperienceininformationtechnologyprojectmanagement.Kimhasservedinaseniorleadershiproleforover18yearsandisregardedasastrategicvisionarywithaninnateabilitytocollaboratewithdiversegroupsandorganizations,instillvision,improvemorale,andleadherteamsinachievinggoalstheyneverthoughtpossible.
KimwrotethefirsteditionofPMP®:ProjectManagementProfessionalStudyGuide,publishedbySybex,in2002.Sincethen,thousandsofpeopleworldwidehaveusedthestudyguideinpreparationforthePMP®exam.KimisalsotheauthorofCompTIAProject+StudyGuide:ExamPK0-004,SecondEdition,ProjectManagementJumpStart,ThirdEdition,andProjectManager’sSpotlightonRiskManagement.Kimhasalsopublishedseveralarticlesandiscurrentlyworkingonaleadershipbook.
MostoftheReal-WorldScenariosinthisstudyguidearebasedonKim’sreal-lifeexperiences.Thenamesandcircumstanceshavebeenchangedtoprotecttheinnocent.
Kimcontinuestowriteonprojectmanagementbestpracticesandleadershiptopics,andshespeaksfrequentlyatconferencesandevents.YoucancontactKimatKim.Heldman@gmail.com.Sheloveshearingfromherreadersandpersonallyanswersallheremail.
mailto://[email protected]
IntroductionThisbookwasdesignedforanyonethinkingoftakingtheProjectManagementProfessional(PMP®)examsponsoredbytheProjectManagementInstitute(PMI®).Thiscertificationisgrowinginpopularityanddemandinallareasofbusiness.PMI®hasexperiencedexplosivegrowthinmembershipoverthelastfewyears,andmoreandmoreorganizationsarerecognizingtheimportanceofprojectmanagementcertification.
AlthoughthisbookiswrittenprimarilyforthoseofyoutakingthePMP®exam,youcanalsousethisbooktostudyfortheCertifiedAssociateinProjectManagement(CAPM®)exam.Theexamsaresimilarinstyle,andtheinformationcoveredinthisbookwillhelpyouwitheitherexam.
ThisbookhasbeenupdatedtoreflectthelatesteditionofAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).Itassumesyouhaveknowledgeofgeneralprojectmanagementpractices,althoughnotnecessarilyspecifictothePMBOK®Guide.It’swrittensothatyoucanskimthroughareasyouarealreadyfamiliarwith,pickingupthespecificPMBOK®Guideterminologywhereneededtopasstheexam.You’llfindthattheprojectmanagementprocessesandtechniquesdiscussedinthisbookaredefinedinsuchawaythatyou’llrecognizetasksyou’vealwaysdoneandbeabletoidentifythemwiththePMBOK®Guideprocessnamesormethodologies.
PMI®offersthemostrecognizedcertificationinthefieldofprojectmanagement,andthisbookdealsexclusivelywithitsproceduresandmethods.Projectmanagementconsistsofmanymethods,eachwithitsownterminology,tools,andprocedures.Ifyou’refamiliarwithanotherorganizedprojectmanagementmethodology,don’tassumeyoualreadyknowthePMBOK®Guideprocesses.Istronglyrecommendthatyoulearnalloftheprocesses—theirkeyinputs,toolsandtechniques,andoutputs.TakethetimetomemorizethekeytermsfoundintheGlossaryaswell.Sometimesjustunderstandingthedefinitionofatermwillhelpyouansweraquestion.Itmightbethatyou’vealwaysdonethatparticulartaskorusedthemethodologydescribedbutcalleditbyanothername.Knowthenameofeachprocessanditsprimarypurpose.
Theprocessnames,inputs,toolsandtechniques,outputs,anddescriptionsoftheprojectmanagementprocessgroupsandrelatedmaterialsandfiguresinthisbookarebasedoncontentfromAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).
WhatIsthePMP®Certification?PMI®istheleaderandthemostwidelyrecognizedorganizationintermsofpromotingprojectmanagementbestpractices.PMI®strivestomaintainandendorsestandardsandethicsinthisfieldandofferspublications,training,seminars,chapters,specialinterestgroups,andcollegestofurthertheprojectmanagementdiscipline.
PMI®wasfoundedin1969andfirststartedofferingthePMP®certificationexamin1984.PMI®isaccreditedasanAmericanNationalStandardsInstitute(ANSI)standardsdeveloperandalsohasthedistinctionofbeingthefirstorganizationtohaveitscertificationprogramattainInternationalOrganizationforStandardization(ISO)9001recognition.
PMI®boastsaworldwidemembershipofmorethan470,000,withmembersfrom207countriesandterritoriesaroundtheglobe.LocalPMI®chaptersmeetregularlyandallowprojectmanagerstoexchangeinformationandlearnaboutnewtoolsandtechniquesofprojectmanagementornewwaystouseestablishedtechniques.Iencourageyoutojoinalocalchapterandgettoknowotherprofessionalsinyourfield.
WhyBecomePMP®Certified?ThefollowingbenefitsareassociatedwithbecomingPMP®certified:
Itdemonstratesproofofprofessionalachievement.
Itincreasesyourmarketability.
Itprovidesgreateropportunityforadvancementinyourfield.
Itraisescustomerconfidenceinyouandinyourcompany’sservices.
DemonstratesProofofProfessionalAchievementPMP®certificationisarigorousprocessthatdocumentsyourachievementsinthefieldofprojectmanagement.Theexamtestsyourknowledgeofthedisciplinedapproaches,methodologies,andprojectmanagementpracticesasdescribedinthePMBOK®Guide.
Youarerequiredtohaveseveralyearsofexperienceinprojectmanagementbeforesittingfortheexam,aswellas35hoursofformalprojectmanagementeducation.Yourcertificationassuresemployersandcustomersthatyouarewellgroundedinprojectmanagementpracticesanddisciplines.Itshowsthatyouhavethehands-onexperienceandamasteryoftheprocessesanddisciplinestomanageprojectseffectivelyandmotivateteamstoproducesuccessfulresults.
IncreasesYourMarketabilityManyindustriesarerealizingtheimportanceofprojectmanagementanditsroleintheorganization.Theyarealsoseeingthatsimplyproclaimingaheadtechniciantobea“projectmanager”doesnotmakeitso.Projectmanagement,justlikeengineering,informationtechnology,andahostofothertrades,hasitsownspecificqualificationsandskills.Certificationtellspotentialemployersthatyouhavetheskills,experience,andknowledgetodrivesuccessfulprojectsandultimatelyimprovethecompany’sbottomline.
Acertificationwillalwaysmakeyoustandoutabovethecompetition.Ifyou’reaPMP®credentialholderandyou’recompetingagainstaprojectmanagerwithoutcertification,chancesareyou’llcomeoutasthetoppick.Asahiringmanager,allotherthingsbeingequal,Iwillusuallyoptforthecandidatewhohascertificationoverthecandidatewhodoesn’thaveit.Certificationtellspotentialemployersyouhavegonetheextramile.You’vespenttimestudyingtechniquesandmethodsaswellasemployingtheminpractice.Itshowsdedicationtoyourownprofessionalgrowthandenhancementandtoadheringtoandadvancingprofessionalstandards.
ProvidesOpportunityforAdvancementPMP®certificationdisplaysyourwillingnesstopursuegrowthinyourprofessionalcareerandshowsthatyou’renotafraidofalittlehardworktogetwhatyouwant.Potentialemployerswillinterpretyourpursuitofthiscertificationasahigh-energy,success-driven,can-doattitudeonyourpart.They’llseethatyou’relikelytodisplaythesesamecharacteristicsonthejob,whichwillhelpmakethecompanysuccessful.Yourcertificationdisplaysasuccess-oriented,motivatedattitudethatwillopenupopportunitiesforfuturecareeradvancementsinyourcurrentfieldaswellasinnewareasyoumightwanttoexplore.
RaisesCustomerConfidenceJustasthePMP®certificationassuresemployersthatyou’vegotthebackgroundandexperiencetohandleprojectmanagement,itassurescustomersthattheyhaveacompetent,experiencedprojectmanageratthehelm.Certificationwillhelpyourorganizationsellcustomersonyourabilitytomanagetheirprojects.Customers,likepotentialemployers,wantthereassurancethatthoseworkingforthemhavetheknowledgeandskillsnecessarytocarryoutthedutiesofthepositionandthatprofessionalismandpersonalintegrityareofutmostimportance.Individualswho
holdtheseidealswilltranslatetheirethicsandprofessionalismtotheirwork.Thisenhancesthetrustcustomerswillhaveinyou,whichinturnwillgiveyoutheabilitytoinfluencethemonimportantprojectissues.
HowtoBecomePMP®CertifiedYouneedtofulfillseveralrequirementsinordertositforthePMP®exam.PMI®
hasdetailedthecertificationprocessquiteextensivelyatitswebsite.Gotowww.pmi.organdclicktheCertificationstabtogetthelatestinformationoncertificationproceduresandrequirements.
Asofthiswriting,youarerequiredtofilloutanapplicationtositforthePMP®
exam.YoucansubmitthisapplicationonlineatthePMI®website.Youalsoneedtodocument35hoursofformalprojectmanagementeducation.Thismightincludecollegeclasses,seminars,workshops,andtrainingsessions.Bepreparedtolisttheclasstitles,location,date,andcontent.
Inadditiontofillingouttheapplicationanddocumentingyourformalprojectmanagementtraining,thereisonesetofcriteriayou’llneedtomeettositfortheexam.Thecriteriainthissetfallintotwocategories.Youneedtomeettherequirementsforonlyoneofthesecategories:
Category1isforthosewhohaveabaccalaureatedegree.You’llneedtoprovideproof,viatranscripts,ofyourdegreewithyourapplication.Inaddition,you’llneedtocompleteverificationforms—foundatthePMI®website—thatshow4,500hoursofprojectmanagementexperiencethatspansaminimumofthreeyears.
Category2isforthosewhodonothaveabaccalaureatedegreebutdoholdahighschooldiplomaorequivalent.You’llneedtocompleteverificationformsdocumenting7,500hoursofprojectmanagementexperiencethatspansaminimumoffiveyears.
Asofthiswriting,theexamfeeis$405forPMI®membersingoodstandingand$555fornon-PMI®members.TestingisconductedatPrometrictestingcenters.YoucanfindacenternearyouonthePrometriccenterwebsite,butyouwillnotbeabletoscheduleyourexamuntilyourapplicationisapprovedbyPMI®.YouhaveoneyearfromthetimePMI®receivesandapprovesyourcompletedapplicationtotaketheexam.You’llneedtobringtwoformsofidentification,suchasadriver’slicenseandacreditcardinyourname,withyoutothePrometrictestingcenteronthetestday.Youwillnotbeallowedtotakeanythingwithyouintothetestingroomandwillbeprovidedwithalockertostoreyourpersonalbelongings.Youwillbegivenacalculator,pencils,andscrappaper.Youwillturninallscrappaper,includingthenotesandsquigglesyou’vejottedduringthetest,tothecenteruponcompletionoftheexam.
Theexamisscoredimmediately,soyouwillknowwhetheryou’vepassedatthe
http://www.pmi.org
conclusionofthetest.You’regivenfourhourstocompletetheexam,whichconsistsof200randomlygeneratedquestions.Only175ofthe200questionsarescored.Twenty-fiveofthe200questionsare“pretest”questionsthatwillappearrandomlythroughouttheexam.These25questionsareusedbyPMI®todeterminestatisticalinformationandtodeterminewhethertheycanorshouldbeusedonfutureexams.YouwillreceiveascoreofProficient,ModeratelyProficient,orBelowProficientforeachexamdomain,aswellasaPassorFailscore.BecausePMI®usespsychometricanalysistodeterminewhetheryouhavepassedtheexam,apassingscoreisnotpublished.Thequestionsontheexamcoverthefiveprocessgroupsandprofessionalresponsibility.You’llanswerquestionsonthefollowing:
Initiating
Planning
Executing
MonitoringandControlling
Closing
ProfessionalResponsibility
Questionspertainingtoprofessionalresponsibilityontheexamwillbeintermixedwithquestionsforalltheprocessgroups.Youwon’tseeasectionorsetofquestionsdevotedsolelytoprofessionalresponsibility,butyouwillneedtounderstandalloftheconceptsinthisarea.I’vedevotedagoodportionofthelastchapterofthisbooktodiscussingprofessionalresponsibilitytopics.
Allunansweredquestionsarescoredaswronganswers,soitbenefitsyoutoguessatananswerifyou’restumpedonaquestion.
Afteryou’vereceivedyourcertification,you’llberequiredtoearn60professionaldevelopmentunits(PDUs)everythreeyearstomaintaincertification.ApproximatelyonehourofstructuredlearningtranslatestoonePDU.ThePMI®
websitedetailswhatactivitiesconstituteaPDU,howmanyPDUseachactivityearns,andhowtoregisteryourPDUswithPMI®tomaintainyourcertification.Asanexample,attendanceatalocalchaptermeetingearnsonePDU.
WhoShouldBuyThisBook?IfyouareseriousaboutpassingthePMP®exam(ortheCAPM®examforthatmatter),youshouldbuythisbookanduseittostudyfortheexam.Thisbookis
uniqueinthatitwalksyouthroughtheprojectprocessesfrombeginningtoend,justasprojectsareperformedinpractice.Whenyoureadthisbook,youwillbenefitfromtheexplanationsofspecificPMBOK®Guideprocessesandtechniquescoupledwithreal-lifescenariosthatdescribehowprojectmanagersindifferentsituationshandleproblemsandthevariousissuesallprojectmanagersareboundtoencounterduringtheircareers.Thisstudyguidedescribesindetailtheexamobjectivetopicsineachchapterandhasattemptedtocoveralloftheimportantprojectmanagementconcepts.
InteractiveOnlineLearningEnvironmentandTestBankTheinteractiveonlinelearningenvironmentthataccompaniesPMP®ProjectManagementProfessionalExamStudyGuide,NinthEditionprovidesatestbankwithstudytoolstohelpyouprepareforthecertificationexam—andtoincreaseyourchancesofpassingitthefirsttime!Thetestbankincludesthefollowingtools:
SampleTestsAllofthequestionsinthisbookareprovided,includingtheAssessmentTest,whichyou’llfindattheendofthisIntroduction,andtheChapterTeststhatincludethereviewquestionsattheendofeachchapter.Inaddition,therearetwoPracticeExams.Usethesequestionstotestyourknowledgeofthestudyguidematerial.Theonlinetestbankrunsonmultipledevices.
FlashcardsQuestionsareprovidedindigitalflashcardformat(aquestionfollowedbyasinglecorrectanswer).Youcanusetheflashcardstoreinforceyourlearningandforlast-minutetestprepbeforetheexam.
OtherStudyToolsSeveralbonusstudytoolsareincluded:
GlossaryThekeytermsfromthisbookandtheirdefinitionsareavailableasafullysearchablePDF.
BonusQuestionsSupplementthetopicsinthebookwithbonusquestionsthat’llhelpyoutestyourknowledgeandunderstandingofconcepts.
AudioInstructionandReviewWithovertwohoursofaudioinstruction,youcanlistentotheauthorreviewessentialconcepts,helpingyoutoincreaseyourunderstandingandfine-tunecriticalskills.
Gotohttp://sybextestbanks.wiley.comtoregisterandgainaccesstothisinteractiveonlinelearningenvironmentandtestbankwithstudytools.
http://sybextestbanks.wiley.com
HowtoUseThisBookandtheTestBankI’veincludedseveralstudytools,bothinthebookandinthetestbankathttp://sybextestbanks.wiley.com.FollowingthisIntroductionisanassessmenttestthatyoucanusetocheckyourreadinessfortheactualexam.Takethistestbeforeyoustartreadingthebook.Itwillhelpyouidentifytheareasyoumayneedtobrushupon.Theanswerstotheassessmenttestappearafterthelastquestionofthetest.Eachanswerincludesanexplanationandanotetellingyouinwhichchapterthismaterialappears.
ExamEssentialsappearattheendofeverychaptertohighlightthetopicsyou’llmostlikelyfindontheexamandhelpyoufocusonthemostimportantmaterialcoveredinthechaptersothatyou’llhaveasolidunderstandingofthoseconcepts.However,itisn’tpossibletopredictwhatquestionswillbecoveredonyourparticularexam,sobesuretostudyeverythinginthechapter.
Liketheexamitself,thisstudyguideisorganizedintermsofprocessgroupsandthenaturalsequenceofeventsaprojectgoesthroughinitslifecycle.Thisisincontrasttootherstudyguides,wherematerialisorganizedbyKnowledgeArea(HumanResourceManagement,CommunicationsManagement,andsoon);suchorganizationcanmakemappingtheprocessesineachKnowledgeAreatoprocessgroupsconfusingwhenyou’restudyingfortheexam.
Reviewquestionsarealsoprovidedattheendofeverychapter.Youcanusethemtogaugeyourunderstandingofthesubjectmatterbeforereadingthechapterandtopointouttheareasinwhichyouneedtoconcentrateyourstudytime.Asyoufinisheachchapter,answerthereviewquestionsandthenchecktoseewhetheryouranswersareright—thecorrectanswersappearinAppendixA.Youcangobacktorereadthesectionthatdealswitheachquestionyougotwrongtoensurethatyouanswerthequestioncorrectlythenexttimeyouaretestedonthematerial.Ifyoucanansweratleast80percentofthereviewquestionscorrectly,youcanprobablyfeelcomfortablemovingontothenextchapter.Ifyoucan’tanswerthatmanycorrectly,rereadthechapter,orthesectionthatseemstobegivingyoutrouble,andtrythequestionsagain.You’llalsofindmorethan200flashcardquestionsonthewebsiteforon-the-goreview.
http://sybextestbanks.wiley.com
Don’trelyonstudyingthereviewquestionsexclusivelyasyourstudymethod.Thequestionsyou’llseeontheexamwillbedifferentfromthequestionspresentedinthebook.Thereare200randomlygeneratedquestionsonthePMP®examand150ontheCAPM®,soitisn’tpossibletocovereverypotentialexamquestioninthereviewquestionssectionofeachchapter.Makesureyouunderstandtheconceptsbehindthematerialpresentedineachchapterandmemorizealltheformulasaswell.
Inadditiontotheassessmenttestandthereviewquestions,you’llfindbonusexamsonline.Takethesepracticeexamsjustasifyouwereactuallytakingtheexam(thatis,withoutanyreferencematerial).Whenyouhavefinishedthefirstexam,moveontothenextexamtosolidifyyourtest-takingskills.Ifyougetmorethan85percentoftheanswerscorrect,you’rereadytotaketherealexam.
Finally,youwillnoticevariousReal-WorldScenariosidebarsthroughouteachchapter.Theyaredesignedtogiveyouinsightintohowthevariousprocessesandtopicareasapplytoreal-worldsituations.
TheExamObjectivesBehindeverycertificationexam,youcanbesuretofindexamobjectives—thebroadtopicsinwhichtheexamdeveloperswanttoensureyourcompetency.PMP®examobjectivesarelistedatthebeginningofeverychapterinthisbook.
ExamobjectivesaresubjecttochangeatanytimewithoutpriornoticeandatthesolediscretionofPMI®.PleasevisittheCertificationspageofPMI®’swebsite,www.pmi.org,forthemostcurrentlistingofexamobjectives.
HowtoContacttheAuthorIwelcomeyourfeedbackaboutthisbookoraboutbooksyou’dliketoseefrommeinthefuture.YoucanreachmeatKim.Heldman@gmail.com.Formoreinformationaboutmywork,pleasevisitmywebsiteatKimHeldman.com.
PMP®:ProjectManagementProfessionalExamStudyGuide,9thEdition
http://www.pmi.orgmailto://[email protected]://KimHeldman.com
Updatedforthe2018Exam
ExamObjectives
Objective Chapter
PerformanceDomainI:Initiating
Task1:Performprojectassessmentbasedonavailableinformation,lessonslearnedfrompreviousprojects,andmeetingswithrelevantstakeholdersinordertosupportevaluationofthefeasibilityofnewproductsorserviceswithinthegivenassumptionsand/orconstraints.
2
Task2:Identifykeydeliverablesbasedonthebusinessrequirementsinordertomanagecustomerexpectationsanddirecttheachievementofprojectgoals.
2
Task3:Performstakeholderanalysisusingappropriatetoolsandtechniquesinordertoalignexpectationsandgainsupportfortheproject.
2
Task4:Identifyhigh-levelrisks,assumptions,andconstraintsbasedonthecurrentenvironment,organizationalfactors,historicaldata,andexpertjudgment,inordertoproposeanimplementationstrategy.
2
Task5:Participateinthedevelopmentoftheprojectcharterbycompilingandanalyzinggatheredinformationinordertoensureprojectstakeholdersareinagreementonitselements.
2
Task6:Obtainprojectcharterapprovalfromthesponsor,inordertoformalizetheauthorityassignedtotheprojectmanagerandgaincommitmentandacceptancefortheproject.
2
Task7:Conductbenefitanalysiswithrelevantstakeholderstovalidateprojectalignmentwithorganizationalstrategyandexpectedbusinessvalue.
2
Task8:Informstakeholdersoftheapprovedprojectchartertoensurecommonunderstandingofthekeydeliverables,milestones,andtheirrolesandresponsibilities.
2
PerformanceDomainII:Planning
Task1:Reviewandassessdetailedprojectrequirements,constraints,andassumptionswithstakeholdersbasedontheprojectcharter,lessonslearned,andbyusingrequirementgatheringtechniquesinordertoestablishdetailedprojectdeliverables.
3
Task2:Developascopemanagementplan,basedontheapprovedprojectscopeandusingscopemanagementtechniques,inordertodefine,maintain,andmanagethescopeoftheproject.
3
Task3:Developthecostmanagementplanbasedontheprojectscope, 5
schedule,resources,approvedprojectcharterandotherinformation,usingestimatingtechniques,inordertomanageprojectcosts.
Task4:Developtheprojectschedulebasedontheapprovedprojectdeliverablesandmilestones,scope,andresourcemanagementplansinordertomanagetimelycompletionoftheproject.
4
Task5:Developthehumanresourcemanagementplanbydefiningtherolesandresponsibilitiesoftheprojectteammembersinordertocreateaprojectorganizationalstructureandprovideguidanceregardinghowresourceswillbeassignedandmanaged.
7
Task6:Developthecommunicationsmanagementplanbasedontheprojectorganizationalstructureandstakeholderrequirements,inordertodefineandmanagetheflowofprojectinformation.
5
Task7:Developtheprocurementmanagementplanbasedontheprojectscope,budget,andschedule,inordertoensurethattherequiredprojectresourceswillbeavailable.
7
Task8:Developthequalitymanagementplananddefinethequalitystandardsfortheprojectanditsproducts,basedontheprojectscope,risks,andrequirements,inordertopreventtheoccurrenceofdefectsandcontrolthecostofquality.
7
Task9:Developthechangemanagementplanbydefininghowchangeswillbeaddressedandcontrolledinordertotrackandmanagechange.
3
Task10:Planforriskmanagementbydevelopingariskmanagementplan;identifying,analyzing,andprioritizingprojectrisks;creatingtheriskregister;anddefiningriskresponsestrategiesinordertomanageuncertaintyandopportunitythroughouttheprojectlifecycle.
6
Task11:Presenttheprojectmanagementplantotherelevantstakeholdersaccordingtoapplicablepoliciesandproceduresinordertoobtainapprovaltoproceedwithprojectexecution.
7
Task12:Conductkickoffmeeting,communicatingthestartoftheproject,keymilestones,andotherrelevantinformationinordertoinformandengagestakeholdersandgaincommitment.
3
Task13:Developthestakeholdermanagementplanbyanalyzingneeds,interests,andpotentialimpactinordertoeffectivelymanagestakeholders’expectationsandengagetheminprojectdecisions.
5
PerformanceDomainIII:Executing
Task1:Acquireandmanageprojectresourcesbyfollowingthehumanresourceandprocurementmanagementplansinordertomeetprojectrequirements.
8,9
Task2:Managetaskexecutionbasedontheprojectmanagementplanbyleadinganddevelopingtheprojectteaminordertoachieveproject
8,9
deliverables.
Task3:Implementthequalitymanagementplanusingtheappropriatetoolsandtechniquesinordertoensurethatworkisperformedinaccordancewithrequiredqualitystandards.
9
Task4:Implementapprovedchangesandcorrectiveactionsbyfollowingthechangemanagementplaninordertomeetprojectrequirements.
9
Task5:Implementapprovedactionsbyfollowingtheriskmanagementplaninordertominimizetheimpactoftherisksandtakeadvantageofopportunitiesontheproject.
8
Task6:Managetheflowofinformationbyfollowingthecommunicationsplaninordertokeepstakeholdersengagedandinformed.
9
Task7:Maintainstakeholderrelationshipsbyfollowingthestakeholdermanagementplaninordertoreceivecontinuedsupportandmanageexpectations.
9
PerformanceDomainIV:MonitoringandControlling
Task1:Measureprojectperformanceusingappropriatetoolsandtechniquesinordertoidentifyandquantifyanyvariancesandcorrectiveactions.
10,11
Task2:Managechangestotheprojectbyfollowingthechangemanagementplaninordertoensurethatprojectgoalsremainalignedwithbusinessneeds.
10
Task3:Verifythatprojectdeliverablesconformtothequalitystandardsestablishedinthequalitymanagementplanbyusingappropriatetoolsandtechniquestomeetprojectrequirementsandbusinessneeds.
11
Task4:Monitorandassessriskbydeterminingwhetherexposurehaschangedandevaluatingtheeffectivenessofresponsestrategiesinordertomanagetheimpactofrisksandopportunitiestotheproject.
11
Task5:Reviewtheissuelog,updateifnecessary,anddeterminecorrectiveactionsbyusingappropriatetoolsandtechniquesinordertominimizetheimpactontheproject.
11
Task6:Capture,analyze,andmanagelessonslearnedusinglessonslearnedmanagementtechniquesinordertoenablecontinuousimprovement.
10,11
Task7:Monitorprocurementactivitiesaccordingtotheprocurementplaninordertoverifycompliancewithprojectobjectives.
10
PerformanceDomainV:Closing
Task1:Obtainfinalacceptanceoftheprojectdeliverablesfromrelevantstakeholdersinordertoconfirmthatprojectscopeanddeliverableswereachieved.
12
Task2:Transfertheownershipofdeliverablestotheassignedstakeholdersinaccordancewiththeprojectplaninordertofacilitateprojectclosure.
12
Task3:Obtainfinancial,legal,andadministrativeclosureusinggenerallyacceptedpracticesandpoliciesinordertocommunicateformalprojectclosureandensuretransferofliability.
12
Task4:Prepareandsharethefinalprojectreportaccordingtothecommunicationsmanagementplaninordertodocumentandconveyprojectperformanceandassistinprojectevaluation.
12
Task5:Collatelessonslearnedthatweredocumentedthroughouttheprojectandconductacomprehensiveprojectreviewinordertoupdatetheorganization’sknowledgebase.
12
Task6:Archiveprojectdocumentsandmaterialsusinggenerallyacceptedpracticesinordertocomplywithstatutoryrequirementsandforpotentialuseinfutureprojectsandaudits.
12
Task7:Obtainfeedbackfromrelevantstakeholdersusingappropriatetoolsandtechniquesandbasedonthestakeholdermanagementplaninordertoevaluatetheirsatisfaction.
12
ExamobjectivesaresubjecttochangeatanytimewithoutpriornoticeandatPMI®’ssolediscretion.PleasevisitPMI®’swebsite(www.pmi.org)forthemostcurrentlistingofexamobjectives.
AssessmentTest1. Theprojectsponsorhasapproachedyouwithadilemma.Attheannualstockholdersmeeting,theCEOannouncedthattheprojectyou’remanagingwillbecompletedbytheendofthisyear.Theproblemisthatthisissixmonthspriortothescheduledcompletiondate.It’stoolatetogobackandcorrecthermistake,andnowstockholdersexpectimplementationbytheannounceddate.Youmustspeedupthedeliverydateofthisproject.Yourprimaryconstraintbeforethisoccurredwasthebudget.Choosethebestactionfromtheoptionslistedtospeeduptheproject.
http://www.pmi.org
A. Hiremoreresourcestogettheworkcompletedfaster.
B. Askformoremoneysothatyoucancontractoutoneofthephasesyouhadplannedtodowithin-houseresources.
C. UtilizenegotiationandinfluencingskillstoconvincetheprojectsponsortospeakwiththeCEOandmakeacorrectiontoherannouncement.
D. Examinetheprojectmanagementplantoseewhetherthereareanyphasesthatcanbefasttracked,andthenrevisetheprojectmanagementplantoreflectthecompressionoftheschedule.
2. Thesetypesofdependenciescancreatearbitrarytotalfloatvaluesandlimityourschedulingoptions.
A. Discretionary
B. External
C. Mandatory
D. Hardlogic
3. Projectmanagersspendwhatpercentageoftheirtimecommunicating?
A. 90
B. 85
C. 75
D. 50
4. Whichofthefollowingisnotanothertermforinspections?
A. Reviews
B. Assessment
C. Walkthrough
D. Audits
5. TheprimaryfunctionoftheClosingprocessesistoperformallofthefollowingexceptwhichone?
A. Formalizelessonslearnedanddistributethisinformationtoprojectparticipants.
B. Completeallactivitiesassociatedwithclosingouttheproject.
C. Validatethedeliverablesarecompleteandaccurate.
D. Ensureallprojectworkiscompleteandaccurate.
6. Duringyourprojectmeeting,aproblemwasdiscussed,andaresolutiontotheproblemwasreached.Duringthemeeting,theparticipantsstartedwonderingwhytheythoughttheproblemwassuchabigissue.Sometimeafterthe
meeting,youreceivedanemailfromoneofthemeetingparticipantssayingthey’vechangedtheirmindaboutthesolutionreachedinthemeetingandneedtoresurfacetheproblem.Thesolutionreachedduringtheinitialprojectmeetingisaresultofwhichofthefollowingconflictresolutiontechniques?
A. Collaborate
B. Forcing
C. Smoothing
D. Storming
7. Whataredecisionmodels?
A. Projectselectioncriteria
B. Projectselectionmethods
C. Projectselectioncommittees
D. Projectresourceandbudgetselectionmethods
8. You’vebeenassignedasaprojectmanageronaresearchanddevelopmentprojectforanewdentalprocedure.You’reworkingintheProjectScopeManagementKnowledgeArea.Whatisthepurposeofthescopemanagementplan?
A. Thescopemanagementplandescribesanddocumentsascopebaselinetohelpmakefutureprojectdecisions.
B. Thescopemanagementplandecomposesprojectdeliverablesintosmallerunitsofwork.
C. Thescopemanagementplandescribeshowprojectscopewillbedevelopedandhowscopechangeswillbemanaged.
D. Thescopemanagementplandescribeshowcostandtimeestimateswillbedevelopedforprojectscopechanges.
9. WhichofthefollowingstatementsregardingIshikawadiagramsintheIdentifyRisksprocessisnottrue?
A. Ishikawadiagramsarealsocalledcause-and-effectdiagrams.
B. Ishikawadiagramsarealsocalledfishbonediagrams.
C. Ishikawadiagramsarepartofthediagrammingtoolandtechniqueofthisprocess.
D. Ishikawadiagramsshowthestepsneededtoidentifytherisk.
10. WhichofthefollowingliststheoutputsofthePerformIntegratedChangeControlprocess?
A. Approvedchangerequests,workperformanceinformation,project
managementplanupdates(anycomponent),projectdocumentsupdates(changelog)
B. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog),enterpriseenvironmentalfactorsupdates
C. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog)
D. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog),organizationalprocessassetsupdates
11. Whatisoneofthemostimportantskillsaprojectmanagercanhave?
A. Negotiationskills
B. Influencingskills
C. Communicationskills
D. Businessskills
12. Allofthefollowingareatypeofprojectendingexceptforwhichone?
A. Extinction
B. Starvation
C. Desertion
D. Addition
13. Youaretheprojectmanagerforaconstructioncompanythatisbuildinganewcityandcountyofficebuildinginyourcity.YourCCBrecentlyapprovedascopechange.Youknowthatscopechangemightcomeaboutasaresultofallofthefollowingexceptwhichone?
A. Schedulerevisions
B. Productscopechange
C. Changestotheagreed-onWBS
D. Changestotheprojectrequirements
14. YouaretheprojectmanagerforXylophonePhonics.Itproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.You’reperformingcostestimatesforyourprojectanddon’thavealotofdetailsyet.Whichofthefollowingtechniquesshouldyouuse?
A. Analogousestimatingtechniques,becausethisisaformofexpertjudgmentthatuseshistoricalinformationfromsimilarprojects
B. Bottom-upestimatingtechniques,becausethisisaformofexpert
judgmentthatuseshistoricalinformationfromsimilarprojects
C. MonteCarloanalysis,becausethisisamodelingtechniquethatusessimulationtodetermineestimates
D. Parametricmodeling,becausethisisaformofsimulationusedtodetermineestimates
15. Projectmanagershavethehighestlevelofauthorityandthemostpowerinwhichtypeoforganizationalstructure?
A. Project-oriented
B. Simple
C. Functional
D. Hybrid
16. Thisprocessisconcernedwithdeterminingtheengagementlevelsofthestakeholders.
A. PlanCommunicationsManagement
B. ManageCommunications
C. PlanStakeholderEngagement
D. ManageStakeholderEngagement
17. Allofthefollowingstatementsaretrueregardingriskeventsexceptwhichone?
A. Projectrisksareuncertainevents.
B. Ifrisksoccur,theycanhaveapositiveornegativeeffectonprojectobjectives.
C. Unknownriskscanbethreatstotheprojectobjectives,andnothingcanbedonetoplanforthem.
D. Risksthathavemoreperceivedrewardstotheorganizationthanconsequencesshouldbeaccepted.
18. WhichofthefollowingdescribesthekeyfocusorpurposeoftheManageProjectKnowledgeprocess?
A. Gathering,creating,storing,distributing,retrieving,anddisposingofprojectinformation
B. Managingcommunications,resolvingissues,engagingothersontheproject,managingexpectations,improvingprojectperformancebyimplementingrequestedchanges,andmanagingconcernsinanticipationofpotentialproblems
C. Sharingorganizationalandprojectknowledgeandcreatingnewknowledge
thatcanbesharedinthefuture
D. Performingsystematicactivitiestodeterminewhichprocessesshouldbeusedtoachievetheprojectrequirements,andtoensurethatactivitiesandprocessesareperformedefficientlyandeffectively
19. YouaretheprojectmanagerforXylophonePhonics.Thiscompanyproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.Youarereadytoassignprojectroles,responsibilities,andreportingrelationships.OnwhichprojectPlanningprocessareyouworking?
A. EstimateActivityResources
B. PlanResourceManagement
C. AcquireResources
D. PlanOrganizationalResources
20. YouknowthatPV=470,AC=430,EV=460,EAC=500,andBAC=525.WhatisVAC?
A. 65
B. 20
C. 25
D. 30
21. Youareaprojectmanagerwhohasrecentlyheldaprojectteamkickoffmeetingwherealltheteammemberswereformallyintroducedtoeachother.Someoftheteammembersknoweachotherfromotherprojectsandhavebeenworkingwithyouforthepastthreeweeks.Whichofthefollowingstatementsisnottrue?
A. Teambuildingimprovestheknowledgeandskillsofteammembers.
B. Teambuildingbuildsfeelingsoftrustandagreementamongteammembers,whichcanimprovemorale.
C. Teambuildingcancreateadynamicenvironmentandcohesiveculturetoimproveproductivityofboththeteamandtheproject.
D. Teambuildingoccursthroughoutthelifeoftheprojectandcanestablishclearexpectationsandbehaviorsforprojectteammembers,leadingtoincreasedproductivity.
22. YouareaprojectmanagerfortheSwirlingSeasCruisesfooddivision.You’reconsideringtwodifferentprojectsregardingfoodservicesonthecruiselines.TheinitialcostofProjectFish’nforChipswillbe$800,000,withexpectedcashinflowsof$300,000perquarter.ProjectPicnic’spaybackperiodissixmonths.Whichprojectshouldyourecommend?
A. ProjectFish’nforChips,becauseitspaybackperiodistwomonthsshorter
thanProjectPicnic’s
B. ProjectFish’nforChips,becausethecostsonProjectPicnicareunknown
C. ProjectPicnic,becauseProjectFish’nforChips’spaybackperiodisfourmonthslongerthanProjectPicnic’s
D. ProjectPicnic,becauseProjectFish’nforChips’spaybackperiodistwomonthslongerthanProjectPicnic’s
23. Whichofthefollowingcompressiontechniquesincreasesrisk?
A. Crashing
B. Resourceleveling
C. Fasttracking
D. Leadandlag
24. Nametheethicalcodeyou’llberequiredtoadheretoasaPMP®credentialholder.
A. ProjectManagementPolicyandEthicsCode
B. PMI®StandardsandEthicsCodeofConduct
C. ProjectManagementCodeofProfessionalEthics
D. PMI®CodeofEthicsandProfessionalConduct
25. Youhavebeenassignedtoaprojectthatwillallowjobseekerstofilloutapplicationsandsubmitthemviathecompanywebsite.YoureporttotheVPofhumanresources.Youarealsoresponsibleforscreeningapplicationsfortheinformationtechnologydivisionandsettingupinterviews.Theprojectcoordinatorhasaskedforthelatestversionofyourchangestotheonlineapplicationpageforhisreview.Whichorganizationalstructuredoyouworkin?
A. Functionalorganization
B. Weakmatrixorganization
C. Virtualorganization
D. Balancedmatrixorganization
26. YouaretheprojectmanagerforLuckyStarsCandies.You’veidentifiedtherequirementsfortheprojectanddocumentedthemwhere?
A. Intherequirementsdocumentation,whichwillbeusedasaninputtotheCreateWBSprocess
B. Intheprojectscopestatement,whichisusedasaninputtotheCreateWBSprocess
C. Intheproductrequirementsdocument,whichisanoutputoftheDefine
Scopeprocess
D. Intheprojectspecificationsdocument,whichisanoutputoftheDefineScopeprocess
27. Whatisthepurposeoftheprojectcharter?
A. Torecognizeandacknowledgetheprojectsponsor
B. Torecognizeandacknowledgetheexistenceoftheprojectandcommitorganizationalresourcestotheproject
C. Toacknowledgetheexistenceoftheprojectteam,projectmanager,andprojectsponsor
D. Todescribetheselectionmethodsusedtochoosethisprojectoveritscompetitors
28. WhichofthefollowingaretoolsandtechniquesoftheIdentifyStakeholdersprocess?
A. Expertjudgment,datagathering,dataanalysis,datarepresentation,andmeetings
B. Expertjudgment,stakeholderanalysis,datarepresentation,andmeetings
C. Stakeholderanalysisandexpertjudgment
D. Datarepresentation,stakeholdermanagementstrategy,expertjudgment,andmeetings
29. Youareaprojectmanagerworkingonasoftwaredevelopmentproject.You’vedevelopedtheriskmanagementplan,identifiedrisks,anddeterminedriskresponsesfortherisks.Ariskeventoccurs,andyouimplementtheresponse.Then,anotherriskeventoccursasaresultoftheresponseyouimplemented.Whattypeofriskisthis?
A. Triggerrisk
B. Residualrisk
C. Secondaryrisk
D. Mitigatedrisk
30. Youareworkingonaprojectthatwillupgradethephonesysteminyourcustomerservicecenter.Youhaveconsideredusinganalogousestimating,parametricestimating,bottom-upestimating,andthree-pointestimatingtodetermineactivitycosts.Whichprocessdoesthisdescribe?
A. EstimatingActivityResources
B. EstimateCosts
C. DetermineBudget
D. EstimatingActivityCosts
31. Failurecostsarealsoknownaswhichofthefollowing?
A. Internalcosts
B. Costofpoorquality
C. Costofkeepingdefectsoutofthehandsofcustomers
D. Preventioncosts
32. FeedingbuffersandtheprojectbufferarepartofwhichofthefollowingDevelopScheduletoolandtechnique?
A. Criticalpathmethod
B. Schedulenetworkanalysis
C. Applyingleadsandlags
D. Criticalchainmethod
33. Youareworkingonaprojectthatwillupgradethephonesysteminyourcustomerservicecenter.Youhaveusedbottom-upestimatingtechniquestoassigncoststotheprojectactivitiesandhavedeterminedthecostbaseline.Whichofthefollowingstatementsistrue?
A. YouhavecompletedtheEstimateCostprocessandnowneedtocompletetheDetermineBudgetprocesstodeveloptheproject’scostbaseline.
B. YouhavecompletedtheEstimateCostprocessandestablishedacostbaselinetomeasurefutureprojectsagainst.
C. YouhavecompletedtheDetermineBudgetprocessandnowneedtocompletetheScheduleDevelopmentprocesstoestablishaprojectbaselinetomeasurefutureprojectperformanceagainst.
D. YouhavecompletedtheDetermineBudgetprocess,andthecostbaselinewillbeusedtomeasurefutureprojectperformance.
34. EachofthefollowingoptionsdescribesanelementoftheDevelopProjectManagementPlanprocessexceptforwhichone?
A. Projectcharter
B. Outputsfromotherplanningprocesses
C. Configurationmanagementsystem
D. Organizationalprocessassets
35. Therearelikelytobeteamloyaltyissuesinamatrixedenvironment.AllofthefollowingaretrueregardingthissituationasitpertainstotheManageTeamprocessexceptforwhichone?
A. Twoofthetoolsandtechniquesyoumightusetomanagethese
relationshipseffectivelyarecommunicationsmethodsandconflictmanagement.
B. Inthistypeofstructure,teammembersreporttobothafunctionalmanagerandaprojectmanager.Bothmanagersshouldhaveinputtotheprojectperformanceappraisalforallteammembers,whichisatoolandtechniqueofthisprocess.
C. Theprojectmanagerisgenerallyresponsibleformanagingteammembers’relationships.
D. Theeffectivemanagementofthesereportingrelationshipsisoftenacriticalsuccessfactorfortheproject.
36. MonteCarloanalysiscanhelppredicttheimpactofrisksonprojectdeliverables.Itisanelementofoneofthetoolsandtechniquesofoneofthefollowingprocesses.Theothertoolsandtechniquesofthisprocessincludesensitivityanalysis,decisiontreeanalysis,andinfluencediagrams.
A. PlanRiskResponses
B. PerformQuantitativeRiskAnalysis
C. IdentifyRisks
D. PerformQualitativeRiskAnalysis
37. Whichofthefollowingstatementsregardingconfigurationmanagementisnottrue?
A. Configurationmanagementinvolvesmanagingchangestotheprojectbaselines.
B. Changecontrolsystemsareasubsetoftheconfigurationmanagementsystem.
C. Configurationmanagementfocusesonthespecificationsofthedeliverablesoftheproject.
D. Configurationmanagementvalidatesandimprovestheprojectbyevaluatingtheimpactofeachchange.
38. Whichperformancemeasurementtellsyouwhattheprojectedtotalcostoftheprojectwillbeatcompletion?
A. ETC
B. EV
C. AC
D. EAC
39. Whichofthefollowingcontractsshouldyouuseforprojectsthathaveadegreeofuncertaintyandrequirealargeinvestmentearlyintheprojectlifecycle?
A. Fixedprice
B. Costreimbursable
C. Lumpsum
D. T&M
40. AccordingtothePMBOK®Guide,theprojectmanagerisidentifiedandassignedduringwhichprocess?
A. DuringtheDevelopProjectCharterprocess
B. AttheconclusionoftheDevelopProjectCharterprocess
C. PriortobeginningthePlanningprocesses
D. PriortobeginningtheDefineScopeprocess
41. AllofthefollowingaretoolsandtechniquesoftheCloseProjectorPhaseprocessexceptforwhichone?
A. Recordsmanagementsystems
B. Expertjudgment
C. Dataanalysis
D. Meetings
42. TheinputsoftheMonitorCommunicationsprocessincludeallofthefollowingexceptforwhichone?
A. Projectmanagementplan
B. Projectdocuments
C. Enterpriseenvironmentalfactors
D. Workperformanceinformation
43. Allofthefollowingstatementsaretrueregardingrisksexceptforwhichone?
A. Risksmightbethreatstotheobjectivesoftheproject.
B. Risksarecertaineventsthatmaybethreatsoropportunitiestotheobjectivesoftheproject.
C. Risksmightbeopportunitiestotheobjectivesoftheproject.
D. Riskshavecausesandconsequences.
44. WhichperformancemeasurementtellsyouthecostoftheworkthathasbeenauthorizedandbudgetedforaWBScomponent?
A. PV
B. EV
C. AC
D. EVM
45. WhichofthefollowingstatementsistrueregardingtheProjectManagementKnowledgeAreas?
A. TheyincludeInitiation,Planning,Executing,MonitoringandControlling,andClosing.
B. Theyconsistof10areasthatbringtogetherprocessesthathavethingsincommon.
C. Theyconsistoffiveprocessesthatbringtogetherphasesofprojectsthathavethingsincommon.
D. TheyincludePlanning,Executing,andMonitoringandControllingprocessesbecausethesethreeprocessesarecommonlyinterlinked.
46. YouhavejustpreparedanRFPforrelease.YourprojectinvolvesasubstantialamountofcontractworkdetailedintheRFP.Yourfavoritevendordropsbyandofferstogiveyouandyourspousetheuseoftheircompanycondoforyourupcomingvacation.It’slocatedinabeautifulresortcommunitythathappenstobeoneofyourfavoriteplacestogoforagetaway.Whatisthemostappropriateresponse?
A. Thankthevendor,butdeclinetheofferbecauseyouknowthiscouldbeconsideredaconflictofinterest.
B. Thankthevendor,andaccept.Thisvendorisalwaysofferingyouincentiveslikethis,sothisofferdoesnotlikelyhaveanythingtodowiththerecentRFPrelease.
C. Thankthevendor,accepttheoffer,andimmediatelytellyourprojectsponsorsothey’reawareofwhatyou’redoing.
D. Thankthevendor,butdeclinetheofferbecauseyou’vealreadymadeanotherarrangementforthisvacation.Askthemwhetheryoucantakearaincheckandarrangeanothertimetousethecondo.
47. WhataretheDefineScopeprocesstoolsandtechniques?
A. Cost–benefitanalysis,scopebaseline,expertjudgment,andfacilitatedworkshops
B. Productanalysis,alternativesgeneration,andexpertjudgment
C. Productanalysis,alternativesgeneration,expertjudgment,andfacilitatedworkshops
D. Dataanalysis,decisionmaking,interpersonalandteamskills,productanalysis,andexpertjudgment
48. YouaretheprojectmanagerforHeartthrobsbytheNumbersDatingServices.You’reworkingonanupdatedInternetsitethatwilldisplaypicturesaswellas
shortbiosofprospectiveheartbreakers.Youhaveyouractivitylistandresourcerequirementsinhandandareplanningtouseparametricestimatesandreserveanalysistodetermineactivitydurations.Whichofthefollowingstatementsistrue?
A. YouareusinginputsfromtheEstimateActivityDurationprocess.
B. YouareusingtoolsandtechniquesoftheEstimateCostprocess.
C. YouareusingtoolsandtechniquesoftheEstimateActivityDurationsprocess.
D. YouareusinginputsoftheEstimateCostsprocess.
49. Yourteamisdevelopingtheriskmanagementplan.Whichtoolandtechniqueofthisprocessisusedtodevelopriskcostelementsandscheduleactivitiesthatwillbeincludedintheprojectbudgetandschedule?
A. Meetings
B. Dataanalysis
C. Informationgatheringtechniques
D. Riskdataqualityassessment
50. Whattypeoforganizationexperiencestheleastamountofstressduringprojectcloseout?
A. Project-oriented
B. Functional
C. Weakmatrix
D. Strongmatrix
51. YouaretheprojectmanagerforXylophonePhonics.Itproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.YouareperformingthePlanQualityManagementprocessandareidentifyingoperationaldefinitions.Whichofthefollowingdoesthisdescribe?
A. Thequalitymetrics
B. Thequalitymanagementplan
C. Theprojectdocumentsupdate
D. Thecostofquality
52. Youneedtoconveysomeverycomplex,detailedinformationtotheprojectstakeholders.Whatisthebestmethodforcommunicatingthiskindofinformation?
A. Verbal
B. Vertical
C. Horizontal
D. Written
53. YouaretheprojectmanagerforHeartthrobsbytheNumbersDatingServices.You’reworkingonanupdatedInternetsitethatwilldisplaypicturesaswellasshortbiosofprospectiveheartbreakers.You’vejustcompletedyourprojectteamassignmentsincludingtheprojectteamdirectory,andyoupublishedtheresourcecalendar.Whichprocessareyouin?
A. PlanResourceManagement
B. ManageTeam
C. DevelopTeam
D. AcquireResources
54. YouareaprojectmanagerforWaterwaysHouseboats,Inc.You’vebeenaskedtoperformacost–benefitanalysisfortwoproposedprojects.ProjectAcosts$2.4million,withpotentialbenefitsof$12millionandfutureoperatingcostsof$3million.ProjectBcosts$2.8million,withpotentialbenefitsof$14millionandfutureoperatingcostsof$2million.Whichprojectshouldyourecommend?
A. ProjectA,becausethecosttoimplementitischeaperthanwithProjectB
B. ProjectA,becausethepotentialbenefitsplusthefutureoperatingcostsarelessinvaluethanthesamecalculationforProjectB
C. ProjectB,becausethepotentialbenefitsminustheimplementationandfutureoperatingcostsaregreaterinvaluethanthesamecalculationforProjectA
D. ProjectB,becausethepotentialbenefitsminusthecoststoimplementaregreaterinvaluethanthesamecalculationforProjectA
55. Thesediagramsrank-orderfactorsforcorrectiveactionbyfrequencyofoccurrence.Theyarealsoatypeofhistogram.
A. Controlcharts
B. Processflowcharts
C. Scatterdiagrams
D. Paretodiagrams
56. Youareaprojectmanagerworkinginaforeigncountry.Youobservethatsomeofyourprojectteammembersarehavingadifficulttimeadjustingtothenewculture.Youprovidedthemwithtrainingonculturaldifferencesandthecustomsofthiscountrybeforetheyarrived,buttheystillseemuncomfortableanddisoriented.Whichofthefollowingstatementsistrue?
A. Thisistheresultofworkingwithteamsofpeoplefromtwodifferent
countries.
B. Thisconditionisknownascultureshock.
C. Thisistheresultofjetlagandtravelfatigue.
D. Thisconditionisknownasglobalculturalism.
57. Yourprojectinvolvestheresearchanddevelopmentofanewfoodadditive.You’rereadytoreleasetheproducttoyourcustomerwhenyoudiscoverthataminorreactionmightoccurinpeoplewithcertainconditions.Thereactionstodatehavebeenveryminor,andnoknownlong-lastingsideeffectshavebeennoted.Asprojectmanager,whatshouldyoudo?
A. Donothingbecausethereactionsaresominorthatveryfewpeoplewillbeaffected.
B. Informthecustomerthatyou’vediscoveredthisconditionandtellthemyou’llresearchitfurthertodetermineitsimpacts.
C. Informyourcustomerthatthereisnoproblemwiththeadditiveexceptforanextremelysmallpercentageofthepopulationandreleasetheproducttothem.
D. Tellthecustomeryou’llcorrectthereactionproblemsinthenextbatch,butyou’llreleasethefirstbatchofproducttothemnowtobeginusing.
58. YouareperformingalternativesanalysisaspartoftheDefineScopeprocess.Whichofthefollowingoptionsisnottrue?
A. Alternativesanalysisisacomponentofthedataanalysistoolandtechnique.
B. AlternativesanalysisisusedinthePlanScopeManagementprocessandtheDefineScopeprocess.
C. Alternativesanalysisinvolvesunanimity,plurality,majority,andautocraticvotingmethods.
D. Brainstormingandlateralthinkingaretypesofalternativeanalysis.
59. Theprojectmanagerhasthegreatestinfluenceoverqualityduringwhichprocess?
A. PlanQualityManagement
B. ManageQuality
C. ControlQuality
D. MonitorQuality
60. Youaretheprojectmanagerforaconstructioncompanythatisbuildinganewcityandcountyofficebuildinginyourcity.Yourecentlylookedovertheconstructionsitetodeterminewhethertheworktodateconformedtothe
requirementsandqualitystandards.WhichtoolandtechniqueoftheControlQualityprocesswereyouusing?
A. Defectrepairreview
B. Inspection
C. Sampling
D. Qualityaudit
61. AllofthefollowingstatementsaretrueoftheprojectClosingprocessgroupexceptforwhichone?
A. ProbabilityforsuccessisgreatestintheprojectClosingprocessgroup.
B. Theprojectmanager’sinfluenceisgreatestintheprojectClosingprocessgroup.
C. Thestakeholders’influenceisleastintheprojectClosingprocessgroup.
D. RiskoccurrenceisgreatestintheprojectClosingprocessgroup.
62. Youarerefiningtheproductdescriptionforyourcompany’snewlineofskiboots.Whichofthefollowingstatementsistrue?
A. YouareintheInitiatingprocessesofyourprojectandknowthattheproductdescriptionwillcontainmoredetailinthisstageandthatadecreasingamountofdetailwillbeaddedtoitastheprojectprogresses.
B. YouareinthePlanningprocessesofyourprojectandknowthattheproductdescriptionwillcontainlessdetailinthisstageandgreaterdetailastheprojectprogresses.
C. YouareinthePlanningprocessesofyourprojectandknowthattheproductdescriptionshouldcontainthemostdetailpossibleatthisstagebecausethisiscriticalinformationforthePlanningprocess.
D. YouareintheInitiatingprocessesofyourprojectandknowthattheproductdescriptionwillcontainlessdetailinthisstageandgreaterdetailastheprojectprogresses.
63. Everystatusmeetingshouldhavetimeallottedforreviewingrisks.Whichofthefollowingsentencesisnottrue?
A. Riskidentificationandmonitoringshouldoccurthroughoutthelifeoftheproject.
B. RiskauditsareperformedduringtheMonitoringandControllingphaseoftheproject.
C. Risksshouldbemonitoredfortheirstatusandtodeterminewhethertheimpactstotheobjectiveshavechanged.
D. Technicalperformancemeasurementvariancesmayindicatethatariskis
loomingandshouldbereviewedatstatusmeetings.
64. Thebusinessneedordemandthatbroughtabouttheproject,high-levelscopedescription,analysisoftheproblemoropportunitytheprojectpresents,recommendation,andanevaluationstatementtogetherdescribeelementsofwhichofthefollowing?
A. Organizationalprocessassets
B. Thefeasibilitystudy
C. Thebusinesscase
D. Theprojectcharter
65. Whichofthefollowingstatementsistrueregardingconstraintsandassumptions?
A. Constraintsrestricttheactionsoftheprojectteam,andassumptionsareconsideredtrueforplanningpurposes.
B. Constraintsareconsideredtrueforplanningpurposes,andassumptionslimittheoptionsoftheprojectteam.
C. Constraintsconsidervendoravailabilityandresourceavailabilitytobetrueforplanningpurposes.Assumptionslimittheprojectteamtoworkwithinpredefinedbudgetsortimelines.
D. ConstraintsandassumptionsareinputstotheInitiationprocess.TheyshouldbedocumentedbecausetheywillbeusedthroughouttheprojectPlanningprocess.
66. Peoplearemotivatedbytheneedforachievement,power,oraffiliationaccordingtowhichtheory?
A. ExpectancyTheory
B. AchievementTheory
C. ContingencyTheory
D. TheoryX
67. Asaresultofaface-to-facemeetingyourecentlyhadtodiscusstheitemsinyourissuelog,youhaveresolvedissues,managedexpectations,andcomeawaywithanactionplanthatwillimproveprojectperformanceandwillalsorequireanupdatetothecommunicationsmanagementplan(partoftheprojectmanagementplan).Whichprocessdoesthisdescribe?
A. ManageStakeholderEngagement
B. MonitorCommunications
C. ManageProjectCommunications
D. ManageProjectTeam
68. You’vejustcompletedtheWBS.Whichofthefollowingstatementsistrue?
A. TheWBSbreakstheprojectdeliverablesdowntoalevelwherealternativesidentificationcanbeusedtodeterminehowlevel-twoassignmentsshouldbemade.
B. TheWBSbreakstheprojectdeliverablesdowntoalevelwhereprojectconstraintsandassumptionscanbeidentifiedeasily.
C. TheWBSbreakstheprojectdeliverablesdowntotheworkpackagelevel,whereproductanalysiscanbedocumented.
D. TheWBSbreakstheprojectdeliverablesdowntotheworkpackagelevel,wherecostandtimeestimatescanbeeasilydetermined.
69. AsaPMP®credentialholder,oneofyourresponsibilitiesistoensureintegrityontheproject.Whenyourpersonalinterestsareputabovetheinterestsoftheprojectorwhenyouuseyourinfluencetocauseotherstomakedecisionsinyourfavorwithoutregardfortheprojectoutcome,thisisconsideredwhichofthefollowing?
A. Conflictofinterest
B. Usingprofessionalknowledgeinappropriately
C. Culturallyunacceptable
D. Personalconflictissue
70. WhichofthefollowingdescribestheExecutingprocessgroup?
A. Projectplansareputintoaction.
B. Projectperformancemeasurementsaretakenandanalyzed.
C. Projectplansaredeveloped.
D. Projectplansarepublished.
71. WhichofthefollowingstatementsregardingtheADMmethodisnottrue?
A. TheADMmethodcanbeusedasatoolandtechniquewhensequencingactivities.
B. TheADMmethodusesonetimeestimatetodeterminedurations.
C. TheADMmethodisalsocalledAOA.
D. TheADMmethodisrarelyusedtoday.
72. Youareaprojectmanagerworkingongatheringrequirementsandestablishingestimatesfortheproject.Whichprocessgroupareyouin?
A. Planning
B. Executing
C. Initiating
D. MonitoringandControlling
73. AccordingtothePMBOK®Guide,whichofthefollowingnamesallthecomponentsofaninteractivecommunicationmodel?
A. Encode,transmit,decode
B. Encode,transmit,decode,acknowledge,feedback/response
C. Encode,transmit,decode,feedback/response
D. Encode,transmit,acknowledge,decode
74. WhoisresponsibleforperformingandmanagingprojectintegrationwhenusinganAgileprojectmanagementapproach?
A. Teammembers
B. Productowner
C. Scrummaster
D. Projectmanager
75. ThesetypesofmeetingsareassociatedwiththeAgileprojectmanagementmethodologies.Theyoccuratthebeginningofaniteration.Teammemberschooseitemsfromthebackloglisttoworkonduringtheiteration.Whatisthismeetingcalled?
A. Iterationplanningmeeting
B. Sprintplanningmeeting
C. Retrospectiveplanningmeeting
D. Dailystandupplanningmeeting
76. Whichofthefollowingprocessesassessesthelikelihoodofriskoccurrencesandtheirconsequencesusinganumericalrating?
A. PerformQualitativeRiskAnalysis
B. IdentifyRisks
C. PerformQuantitativeRiskAnalysis
D. PlanRiskResponses
77. ThePlanProcurementprocessappliesevaluationcriteriatobidsandproposalsandselectsavendor.Italsousesindependentestimatestocomparevendorprices.Thisisalsoknownaswhichofthefollowing?
A. Independentcomparisons
B. Analyticaltechniques
C. Shouldcostestimates
D. Expertjudgment
AnswerstoAssessmentTest1. D.Fasttrackingisthebestanswerinthisscenario.Budgetwastheoriginalconstraintonthisproject,soit’sunlikelytheprojectmanagerwouldgetmoreresourcestoassistwiththeproject.Thenextbestthingistocompressphasestoshortentheprojectduration.Formoreinformation,pleaseseeChapter1.
2. A.Discretionarydependenciescancreatearbitrarytotalfloatvalues,andtheycanalsolimitschedulingoptions.Formoreinformation,pleaseseeChapter4.
3. A.Projectmanagersspendabout90percentoftheirtimecommunicatingthroughstatusmeetings,teammeetings,email,verbalcommunications,andsoon.Formoreinformation,pleaseseeChapter9.
4. B.Inspectionsarealsocalledreviews,peerreviews,walkthrough,andaudits.Formoreinformation,pleaseseeChapter11.
5. C.ThedeliverablesarevalidatedandacceptedduringtheControlScopeprocess.Formoreinformation,pleaseseeChapter12.
6. C.Thesmoothingtechnique(alsoknownasaccommodate)doesnotusuallyresultinapermanentsolution.Theproblemisdownplayedtomakeitseemlessimportantthanitis,whichmakestheproblemtendtoresurfacelater.Formoreinformation,pleaseseeChapter8.
7. B.Decisionmodelsareprojectselectionmethodsthatincludebenefitmeasurementmethodsandmathematicalmodels.Formoreinformation,pleaseseeChapter2.
8. C.Thescopemanagementplanoutlineshowprojectscopewillbemanagedandhowscopechangeswillbeincorporatedintotheproject.Formoreinformation,pleaseseeChapter3.
9. D.Cause-and-effectdiagrams—alsocalledIshikawaorfishbonediagrams—showtherelationshipbetweentheeffectsofproblemsandtheircauses.KaoruIshikawadevelopedcause-and-effectdiagrams.Formoreinformation,pleaseseeChapter9.
10. C.TheoutputsofthisprocessareApprovedchangerequests,projectmanagementplanupdates(anycomponent),andprojectdocumentsupdates(changelog).Formoreinformation,pleaseseeChapter10.
11. C.Negotiation,influencing,andbusinessskillsareallimportantforaprojectmanagertopossess.However,goodcommunicationskillsarethemostimportantskillsaprojectmanagercanhave.Formoreinformation,pleaseseeChapter1.
12. C.Thefourtypesofprojectendingsareaddition,integration,starvation,and
extinction.Formoreinformation,pleaseseeChapter12.
13. A.Scopechangeswillcauseschedulerevisions,butschedulerevisionsdonotchangetheprojectscope.Projectrequirementsarepartoftheprojectscopestatement;therefore,scopechangemightcomeaboutasaresultofchangestotheprojectrequirements,asstatedinOptionD.Formoreinformation,pleaseseeChapter11.
14. A.Analogousestimating—alsocalledtop-downestimating—isaformofexpertjudgment.Analogousestimatingcanbeusedtoestimatecostortimeandconsidershistoricalinformationfromprevious,similarprojects.Formoreinformation,pleaseseeChapter4.
15. A.Projectmanagershavethehighestlevelofpowerandauthorityinaproject-orientedorganization.Theyalsohavehighlevelsofpowerandauthorityinastrongmatrixorganization.Formoreinformation,pleaseseeChapter1.
16. C.PlanStakeholderEngagementisconcernedwithdeterminingtheengagementlevelsofthestakeholders,understandingtheirneedsandinterests,andunderstandinghowtheymightimpacttheprojectorhowtheprojectmayimpactthem.Formoreinformation,pleaseseeChapter5.
17. C.Unknownrisksmightbethreatsoropportunitiestotheproject,andtheprojectmanagershouldsetasidecontingencyreservestodealwiththem.Formoreinformation,pleaseseeChapter6.
18. C.Sharingknowledgeandcreatingknowledgearethefocusofthisprocess.OptionAdescribestheManageCommunicationsprocess,OptionBdescribestheManageStakeholderEngagementprocess,andOptionDdescribestheManageQualityprocess.Formoreinformation,pleaseseeChapter9.
19. B.ThePlanResourceManagementprocessidentifiesprojectresources,documentsrolesandresponsibilitiesofprojectteammembers,anddocumentsreportingrelationships.Formoreinformation,pleaseseeChapter7.
20. C.VACiscalculatedthisway:VAC=BAC–EAC.Therefore,525–500=25.Formoreinformation,pleaseseeChapter11.
21. D.Teambuildingdoesoccurthroughoutthelifeoftheproject,butgroundrulesarewhatestablishclearexpectationsandbehaviorsforprojectteammembers.Formoreinformation,pleaseseeChapter8.
22. D.ThepaybackperiodforProjectFish’nforChipsiseightmonths.Thisprojectwillreceive$300,000everythreemonths,or$100,000permonth.The$800,000willbepaidbackineightmonths.Formoreinformation,pleaseseeChapter2.
23. C.Fasttrackingisacompressiontechniquethatincreasesriskandpotentiallycausesrework.Fasttrackingisperformingtwoactivitiespreviouslyscheduledtostartoneaftertheotherinparallel.Formoreinformation,pleaseseeChapter4.
24. D.ThePMI®CodeofEthicsandProfessionalConductispublishedbyPMI®,andallPMP®credentialholdersareexpectedtoadheretoitsstandards.Formoreinformation,pleaseseeChapter12.
25. B.Functionalmanagerswhohavealotofauthorityandpowerworkingwithprojectcoordinatorswhohaveminimalauthorityandpowercharacterizesaweakmatrixorganization.Projectmanagersinweakmatrixorganizationsaresometimescalledprojectcoordinators,projectleaders,orprojectexpeditors.Formoreinformation,pleaseseeChapter1.
26. A.Therequirementsdocumentationcontainsalistofrequirementsfortheprojectalongwithotherimportantinformationregardingtherequirements.Formoreinformation,pleaseseeChapter3.
27. B.Thepurposeofaprojectcharteristorecognizeandacknowledgetheexistenceofaprojectandcommitresourcestotheproject.Thecharternamestheprojectmanagerandprojectsponsor,butthat’snotitsprimarypurpose.Formoreinformation,pleaseseeChapter2.
28. A.IdentifyStakeholderstoolsandtechniquesareexpertjudgment,datagathering,dataanalysis,datarepresentation,andmeetings.Formoreinformation,pleaseseeChapter2.
29. C.Secondaryriskeventsoccurasaresultoftheimplementationofaresponsetoanotherrisk.Formoreinformation,pleaseseeChapter6.
30. B.EstimateCostsiswhereactivitycostsareestimatedusingsomeofthetoolsandtechniqueslistedinthequestion.Theremainingtoolsandtechniquesofthisprocessareexpertjudgment,dataanalysis,projectmanagementinformationsystem,andgroupdecisionmaking.Formoreinformation,pleaseseeChapter5.
31. B.Failurecostsareassociatedwiththecostofqualityandarealsoknownascostofpoorquality.Formoreinformation,pleaseseeChapter7.
32. D.Thecriticalchainisaresource-constrainedcriticalpaththataddsdurationbufferstohelpprotectscheduleslippage.Formoreinformation,pleaseseeChapter4.
33. D.TheDetermineBudgetprocessestablishesthecostbaseline,whichisusedtomeasureandtracktheprojectthroughouttheremainingprocessgroups.Formoreinformation,pleaseseeChapter5.
34. C.TheinputstoDevelopProjectManagementPlanincludeprojectcharter,outputsfromotherprocesses,enterpriseenvironmentalfactors(EEF),andorganizationalprocessassets(OPA).Thetoolsandtechniquesofthisprocessareexpertjudgment,datagathering,interpersonalandteamskills,andmeetings.Formoreinformation,pleaseseeChapter3.
35. A.ThetoolsandtechniquesoftheManageTeamprocessareinterpersonaland
teamskills(conflictmanagement,decisionmaking,emotionalintelligence,influencing,leadership)andPMIS.Formoreinformation,pleaseseeChapter8.
36. B.MonteCarloanalysisisasimulationtechniquethatispartofasimulationtoolandtechniqueperformedinthePerformQuantitativeRiskAnalysisprocess.Formoreinformation,pleaseseeChapter6.
37. A.Changecontrolsystemsareasubsetoftheconfigurationmanagementsystem.Changecontrolsystemsmanagechangestothedeliverablesand/orprojectbaselines.Formoreinformation,pleaseseeChapter10.
38. D.Estimateatcompletion(EAC)estimatesthetotalcostoftheprojectatcompletionbasedontheperformanceoftheprojecttodate.Formoreinformation,pleaseseeChapter11.
39. B.Cost-reimbursablecontractsareusedwhenthedegreeofuncertaintyishighandwhentheprojectrequiresalargeinvestmentpriortocompletion.Formoreinformation,pleaseseeChapter7.
40. A.AccordingtothePMBOK®Guide,theprojectmanagershouldbeassignedduringthedevelopmentoftheprojectcharter,whichoccursintheDevelopProjectCharterprocess.Formoreinformation,pleaseseeChapter2.
41. A.ThetoolsandtechniquesofCloseProjectorPhaseareexpertjudgment,dataanalysis,andmeetings.Formoreinformation,pleaseseeChapter12.
42. D.Workperformanceinformationisanoutput,notaninput,oftheMonitorCommunicationsprocess.Theotherinputsofthisprocessareworkperformancedataandorganizationalprocessassets.Formoreinformation,pleaseseeChapter10.
43. B.Risksareuncertaineventsthatmaybethreatsoropportunitiestotheobjectivesoftheproject.Formoreinformation,pleaseseeChapter6.
44. A.PlannedvalueisthecostofworkthathasbeenauthorizedandbudgetedforascheduleactivityorWBScomponent.Formoreinformation,pleaseseeChapter11.
45. B.TheprojectmanagementKnowledgeAreasbringtogetherprocessesthathavecommonalities.Forexample,theProjectQualityManagementKnowledgeAreaincludesthePlanQualityManagement,ManageQuality,andControlQualityprocesses.Formoreinformation,pleaseseeChapter2.
46. A.Thebestresponseistodeclinetheoffer.Thisisaconflictofinterest,andacceptingtheofferputsyourownintegrityandthecontractawardprocessinjeopardy.Formoreinformation,pleaseseeChapter12.
47. D.ThetoolsandtechniquesoftheDefineScopeprocessincludedataanalysis,decisionmaking,interpersonalandteamskills,productanalysis,andexpertjudgment.Formoreinformation,pleaseseeChapter3.
48. C.Parametricestimatesandreserveanalysis(partofdataanalysis)aretwoofthetoolsandtechniquesoftheEstimateActivityDurationprocess.Theothertoolsareexpertjudgment,analogousestimating,bottom-upestimating,decisionmaking,three-pointestimating,andmeetings.Formoreinformation,pleaseseeChapter4.
49. A.ThePlanRiskManagementprocesscontainsthreetoolsandtechniques:dataanalysis(stakeholderanalysis),expertjudgment,andmeetings.Meetingsareusedtodeterminetheplansforperformingriskmanagementactivities.Oneofthekeycomponentsofthesemeetingsistodetermineriskcostelements,alongwithscheduleactivities,anddefinitionsofterms,andthedevelopmentordefinitionoftheprobabilityandimpactmatrix.Formoreinformation,pleaseseeChapter6.
50. C.Weakmatrixorganizationalstructurestendtoexperiencetheleastamountofstressduringtheprojectcloseoutprocesses.Formoreinformation,pleaseseeChapter12.
51. A.Operationaldefinitionsarequalitymetrics.TheydescribewhatisbeingmeasuredandhowitwillbemeasuredduringtheControlQualityprocess.Formoreinformation,pleaseseeChapter7.
52. D.Informationthatiscomplexanddetailedisbestconveyedinwriting.Averbalfollow-upwouldbegoodtoanswerquestionsandclarifyinformation.Verticalandhorizontalarewaysofcommunicatingwithintheorganization.Formoreinformation,pleaseseeChapter9.
53. D.Resourcecalendarsandprojectteamassignments(whichincludestheprojectteamdirectory)areoutputsoftheAcquireResourcesprocess.Formoreinformation,pleaseseeChapter8.
54. C.ProjectB’scost–benefitanalysisisa$9.2millionbenefittothecompany,comparedto$6.6millionforProjectA.Cost–benefitanalysistakesintoconsiderationtheinitialcoststoimplementandfutureoperatingcosts.Formoreinformation,pleaseseeChapter2.
55. D.Paretodiagramsrank-orderimportantfactorsforcorrectiveactionbyfrequencyofoccurrence.Formoreinformation,pleaseseeChapter11.
56. B.Whenpeopleworkinunfamiliarenvironments,cultureshockcanoccur.Trainingandresearchinginformationaboutthecountryyou’llbeworkingincanhelpcounteractthis.Formoreinformation,pleaseseeChapter12.
57. B.HonestyandtruthfulreportingarerequiredofPMP®credentialholders.Inthissituation,youwouldinformthecustomerofeverythingyouknowregardingtheproblemandworktofindalternativesolutions.Formoreinformation,pleaseseeChapter12.
58. C.OptionCdescribesvotingmethodsthatareusedinthedecision-makingtoolandtechnique.Theyarenotpartofalternativesanalysis.Formore
information,pleaseseeChapter3.
59. B.ManageQualityistheprocesswhereprojectmanagershavethegreatestamountofinfluenceoverquality.Formoreinformation,pleaseseeChapter9.
60. B.Inspectioninvolvesphysicallylookingat,measuring,ortestingresultstodeterminewhethertheyconformtoyourqualitystandards.Formoreinformation,pleaseseeChapter11.
61. D.RiskoccurrenceislowestduringtheClosingprocessgroupbecauseyou’vecompletedtheworkoftheprojectatthispoint.However,riskimpactsarethegreatestintheClosingprocessbecauseyouhavemuchmoreatstake.Formoreinformation,pleaseseeChapter12.
62. D.ProductdescriptionsareusedduringtheInitiatingprocessgroupandcontainlessdetailnowandmoredetailastheprojectprogresses.Formoreinformation,pleaseseeChapter1.
63. B.Riskauditsshouldbeperformedthroughoutthelifeoftheproject,andyouarespecificallyinterestedinlookingattheimplementationandeffectivenessofriskstrategies.Formoreinformation,pleaseseeChapter11.
64. C.Theseelementsarepartofthebusinesscaseusedasaninput(throughthebusinessdocumentsinput)totheDevelopProjectCharterprocess.Formoreinformation,pleaseseeChapter2.
65. A.Constraintslimittheoptionsoftheprojectteambyrestrictingactionordictatingaction.Scope,time,andcostarethethreemostcommonconstraints,andeachofthesehasaneffectonquality.Assumptionsarepresumedtobetrueforplanningpurposes.Alwaysvalidateyourassumptions.Formoreinformation,pleaseseeChapter3.
66. B.AchievementTheoryconjecturesthatpeoplearemotivatedbytheneedforachievement,power,oraffiliation.Formoreinformation,pleaseseeChapter8.
67. A.Thecluesinthisquestionaretheface-to-facemeetingsresolvingissues,managingexpectations,andimprovingprojectperformance,whicharetheprimarypurposesoftheManageStakeholderEngagementprocess.Projectmanagementplanupdatesincludeboththecommunicationsmanagementplanandstakeholderengagementplanandareoutputsofthisprocess.Formoreinformation,pleaseseeChapter9.
68. D.Theworkpackagelevelisthelowestlevelintheworkbreakdownstructure.Scheduleandcostestimatesareeasilydeterminedatthislevel.Formoreinformation,pleaseseeChapter4.
69. A.Aconflictofinterestisanysituationthatcompromisestheoutcomeoftheprojectorignorestheimpacttotheprojecttobenefityourselforothers.Formoreinformation,pleaseseeChapter12.
70. A.TheExecutingprocessgrouptakespublishedprojectplansandturnsthem
intoactionstoaccomplishthegoalsoftheproject.Formoreinformation,pleaseseeChapter1.
71. B.Thearrowdiagrammingmethod(ADM)—alsocalledactivityonarrow(AOA)—usesmorethanonetimeestimatetodetermineprojectduration.Formoreinformation,pleaseseeChapter4.
72. A.ThePlanningprocessgroupiswhererequirementsarefleshedoutandestimatesonprojectcostsandtimearemade.Formoreinformation,pleaseseeChapter3.
73. B.Thecomponentsoftheinteractivecommunicationmodelareencode,transmit,decode,acknowledge,andfeedback/response.Thebasiccommunicationmodelconsistsofthesender,message,andreceiverelements.Formoreinformation,pleaseseeChapter5.
74. D.Theprojectmanagerisresponsibleforperformingandmanagingprojectintegrationwhereastheprojectteammembersareresponsibleforplanning,control,anddeliveryoftheproduct.Formoreinformation,pleaseseeChapter2.
75. B.TheSprintplanningmeetingoccursatthebeginningofaniterationorsprint.Teammemberschoosetheitemsfromthebacklogthattheywillworkonintheupcomingsprint.Formoreinformation,pleaseseeChapter1.
76. C.PerformQuantitativeRiskAnalysisanalyzestheprobabilityofrisksandtheirconsequencesusinganumericalrating.PerformQualitativeRiskAnalysismightusenumericratingsbutcanuseahigh-medium-lowscaleaswell.Formoreinformation,pleaseseeChapter6.
77. C.Independentestimatesarealsoknownasshouldcostestimates.Formoreinformation,pleaseseeChapter7.
Chapter1WhatIsaProject?
CongratulationsonyourdecisiontostudyforandtaketheProjectManagementInstitute(PMI®)ProjectManagementProfessional(PMP)®
certificationexam(PMP®exam).Thisbookwaswrittenwithyouinmind.ThefocusandcontentofthisbookrevolveheavilyaroundtheinformationcontainedinAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition,publishedbyPMI®2017.Iwillrefertothisguidethroughoutthisbookandelaborateonthoseareasthatappearonthetest.Keepinmindthatthetestcoversalltheprojectmanagementprocesses,sodon’tskipanythinginyourstudytime.
Whenpossible,I’llpassonhintsandstudytipsthatIcollectedwhilestudyingfortheexam.First,you’llwanttofamiliarizeyourselfwiththeterminologyusedinthePMBOK®Guide.Volunteersfromdifferingindustriesfromaroundtheglobeworkedtogethertocomeupwiththestandardsandtermsusedintheguide.Thesefolksworkedhardtodevelopanddefineprojectmanagementterms,andthetermsareusedinterchangeablyamongindustries.Forexample,resourceplanningmeansthesamethingtosomeoneworkinginconstruction,informationtechnology,orhealthcare.You’llfindmanyofthePMBOK®Guidetermsexplainedthroughoutthisbook.Evenifyouareanexperiencedprojectmanager,youmightfindthatyouusespecifictermsforprocessesoractionsyouregularlyperformbutthatthePMBOK®Guidecallsthembyanothername.So,thefirststepistogetfamiliarwiththeterminology.
ThenextstepistobecomefamiliarwiththeprocessesasdefinedinthePMBOK®
Guide.TheprocessnamesareuniquetoPMI®,butthegeneralprinciplesandguidelinesunderlyingtheprocessesareusedformostprojectsacrossindustryareas.
Thischapterlaysthefoundationforbuildingandmanagingyourproject.I’lladdressprojectandprojectmanagementdefinitionsaswellasorganizationalstructures.Goodluck!
IsItaProject?
Let’sstartwithanexampleofhowprojectscomeabout,andlaterwe’lllookatadefinitionofaproject.Considerthefollowingscenario:Youworkforawirelessphoneprovider,andtheVPofmarketingapproachesyouwithafabulousidea—“fabulous”becausehe’sthebigbossandbecausehethoughtitup.Hewantstosetupkiosksinlocalgroceryandbig-boxstoresasmini-offices.Theseofficeswilloffercustomerstheabilitytosignupfornewwirelessphoneservices,maketheirwirelessphonebillpayments,andpurchaseequipmentandaccessories.Hebelievesthattheexposureingrocerystoreswillincreaseawarenessofthecompany’sofferings.Afterall,everyonehastoeat,right?Hetellsyouthattheboardofdirectorshasalreadyclearedtheproject,andhe’lldedicateasmanyresourcestothisashecan.Hewantsthenewkiosksinplacein12storesbytheendofthisyear.Thebestnewsishehasassignedyoutoheadupthisproject.
Yourfirstquestionshouldbe“Isitaproject?”Thismightseemelementary,butprojectsareoftenconfusedwithongoingoperations.Projectsaretemporaryinnature;havedefinitestartandenddates;produceauniqueproduct,service,orresult;andarecompletedwhentheirgoalsandobjectiveshavebeenmetandsignedoffbythestakeholdersorwhentheprojectisterminated.
ExamSpotlight
Projectsmaybeterminatedforanynumberofreasons.Examplesinclude:Theobjectiveshavebeenmet,theobjectivescannotbemet,fundingisnolongeravailableorwasspent,theprojectisnolongerneeded,oritwasterminatedforlegalcauseorconvenience.
Anothercharacteristicofprojectsisthattheyofteninitiatechangeinanorganizationbymovingthebusinessfromonestatetoanother.Forexample,whenanorganizationundergoesanewbackofficesoftwareimplementationorupgrade,changeswilloccurwithintheorganizationtoaccommodatethenewbusinessprocessandsoftware.Thebusinessmovesfromcurrentstate—wheretheyarenow—tofuturestate—wheretheywillbeoncethesoftwareisimplemented.
Lastly,projectsalsobringaboutbusinessvaluecreation.Businessvaluecanbetangible(revenue,goods,marketshare)orintangible(goodwill,recognition,publicbenefit).
Whenconsideringwhetheryouhaveaprojectonyourhands,youneedtokeepsomeissuesinmind.First,isitaprojectoranongoingoperation?Next,ifitisaproject,whoarethestakeholders?Andthird,whatcharacteristicsdistinguishthisendeavorasaproject?We’lllookateachofthesenext.
Projectsvs.OperationsProjectsaretemporaryinnatureandhavedefinitivestartdatesanddefinitiveend
dates.Theprojectiscompletedwhenitsgoalsandobjectivesareaccomplished(byproducingdeliverables)tothesatisfactionofthestakeholders.Sometimesprojectsendwhenit’sdeterminedthatthegoalsandobjectivescannotbeaccomplishedorwhentheproduct,service,orresultoftheprojectisnolongerneededandtheprojectiscanceled.Projectsexisttobringaboutaproduct,service,orresultthatdidn’texistbefore.Thismightincludetangibleproducts,componentsofotherproducts,servicessuchasconsultingorprojectmanagement,andbusinessfunctionsthatsupporttheorganization.Projectsmightalsoproducearesultoranoutcome,suchasadocumentthatdetailsthefindingsofaresearchstudy.Inthissense,aprojectisunique.However,don’tbeconfusedbythetermunique.Forexample,FordMotorCompanyisinthebusinessofdesigningandassemblingcars.EachmodelthatForddesignsandproducescanbeconsideredaproject.Themodelsdifferfromeachotherintheirfeaturesandaremarketedtopeoplewithvariousneeds.AnSUVservesadifferentpurposeandclientelethanaluxurysedanorahybrid.Theinitialdesignandmarketingofthesethreemodelsareuniqueprojects.However,theactualassemblyofthecarsisconsideredanoperation—arepetitiveprocessthatisfollowedformostmakesandmodels.
DeterminingthecharacteristicsandfeaturesofthedifferentcarmodelsiscarriedoutthroughwhatthePMBOK®Guidetermsprogressiveelaboration.Thismeansthecharacteristicsoftheproduct,service,orresultofthe