ABSTRACT
Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project. [Planning]
2. d. Confusion of establishing a project in the matrix management environment
During project formation, there is always an element of confusion or lack of clarity regarding the balance of power between the project manager and functional managers. If not resolved, such confusion manifests itself in conflicts regarding technical decisions, resource allocation, and scheduling later in the project. [Executing]
3. c. Analytical techniques
Analytical techniques are a tool and technique n conduct procurements. They are used to help organizations identify the readiness of a vendor to provide the desired end state, determine costs to support budgeting, and avoid cost overruns In evaluating past performance they identify areas that have more risk and that may need to be monitored closely for project success. [Executing]
4. a. Action requirements
Such classification systems are helpful in both defining and documenting stakeholder needs to meet project objectives. Project requirements are ones that involve actions, processes, or other conditions the project needs to meet. [Planning]
5. b. Organizational process assets
Organizational process assets include formal and informal plans, policies, procedures, and guidelines. As an input to the develop project management plan process, they include the items listed as well as standardized guidelines, instructions, proposal evaluation criteria, and performance measurement criteria; project management plan template; change control procedures; project files from previous projects; and historical information and lessons learned [Planning]
6. a. Control procurements
The purpose of control procurements is to ensure that the contractual requirements are met by the seller. This objective is accomplished by managing procurement relationships, monitoring contract performance and making changes and corrections to contracts if appropriate. [Monitoring and Controlling]
7. a. Expert
Expert power is a function of knowledge, skills, and reputation possessed by the project manager. In such situations, project personnel will do what the project manager wants because they believe he or she knows best, and they trust and respect the project manager. [Executing]
8. b. Requirements baseline
The scope, schedule, and cost baselines may be combined into a performance measurement baseline. It also may include technical and quality parameters. It then is used as an overall project baseline against which project execution is compared to measure and manage performance. It also is used for earned value measurements. [Planning]
9. c. Job shadowing
Observations are a tool and technique in the collect requirements process. They provide a way to view individuals in their environment and to see how they perform their jobs or tasks and carry out processes. Another term for this approach is job shadowing and usually is done by an observer viewing the user performing his or her job. [Planning]
10. b. Continuous process improvement
Continuous process improvement provides an iterative means for improving the quality of all processes and is part of the definition of quality assurance. Its objective is to reduce waste and eliminate non-value-added activities. [Executing]
11. c. Use an affinity diagram
In quality assurance an affinity diagram is used to generate ideas that can be linked to form organized patterns of thought about a problem. Using them in project management, one can enhance the creation of the WBS by using it to give structure to the decomposition of scope. [Executing]
12. c. $118,000
In this situation, there is a $10,000 overrun from the target costs. Applying the 80/20 share ratio, the seller’s share of the overrun is 20% of $10,000 or a minus $2,000 in earned fee. The final value of this procurement is $110,000 in costs, plus a seller fee of $10,000 less $2,000, or $8,000 for a final price of $118,000. [Monitoring and Controlling]
13. c. Document the specific responsibilities of each stakeholder in the perform integrated change control process
Configuration management is an integral part of the perform integrated change control process. It is necessary because projects by their nature involve changes. The integrity of baselines must be maintained by releasing only approved changes for incorporation into the project’s products or services and by maintaining their related configuration and planning documentation. [Monitoring and Controlling]
14. b. Procurement management plan
The procurement management plan describes how the project management team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be used from developing procurement documents through closing contracts. [Planning]
15. a. Scope, quality, schedule, budget, and risk
The constraints include, but are not limited to scope, schedule, budget (cost), quality, resources, and risk. [Monitoring and Controlling]
16. b. Strategic plans
The configuration management knowledge base is an organizational process asset. It contains the versions and baselines of all company policies, practices, procedures, and standards, as well as pertinent project documents. [Initiating]
17. d. A quality audit
A quality audit is a tool and technique for the perform quality assurance process. It is primarily used to determine whether the project team is complying with organizational and project policies, processes, and procedures. [Executing]
18. c. Informal
Change requests are an input to the perform integrated change control process. Although occurring in many forms, they must be formal requests developed within the context of a change control system consisting of documented procedures. [Monitoring and Controlling]
19. d. Allowing automatic approval of changes
Allowing for automatic approval of defined changes is a function of the change control system, not configuration management. Configuration management ensures that the description of the project product is correct and complete. The change control system consists of a set of procedures to describe how modifications to project deliverables and documentation are managed and controlled. [Monitoring and Controlling]
20. d. Change control meetings
Often, a project will set up a change control board, which has the responsibility for meeting and reviewing the change requests, and approving, rejecting, or other disposition of the changes. Decisions of the board are documented and communicated to stakeholders for information and follow-up actions. [Monitoring and Controlling]
21. b. Adds business value as it links to business and project objectives
The requirements traceability matrix is a table that links requirements to their origin and traces them throughout the life cycle. This approach helps to ensure that each requirement adds value as it links to the business and project objectives. It also tracks requirements during the life cycle to help ensure that the requirements listed in the requirements document are delivered at the end of the project. [Planning]
22. a. Schedule
In many projects, there is a rush to finish because of schedule slippages that develop in the execution/implementation phase. Delays in schedules become cumulative and impact the project most severely in the final stages of the project. While there are other sources of conflict, such as personalities and cost, attempting to finish on time is always on everyone’s mind. [Closing]
23. b. Configuration management system
The formal configuration management system is an important tool and technique for scope control and focuses on deliverables and documents. [Monitoring and Controlling]
24. a. Root cause analysis
Determining the root cause of the problem means to determine the origin of the problem. What may appear to be the problem on the surface is often revealed, after further analysis, not to be the real cause of the problem. Process analysis includes root cause analysis used to identify as problem, discover the underlying causes that lead to it and develop preventive actions. [Executing]
25. d. Validate scope typically precedes control quality
Validate scope focuses on accepting project deliverables, and to be accepted, they must meet the requirements. Control quality is one way to ensure that the requirements have been met, which is why control quality typically is done before validate scope. [Monitoring and Controlling]
26. a. The company requires a continuous stream of projects to survive
Organizations that rely on products for their revenue must constantly be introducing new products into the marketplace as old products are removed. Ideally, this should be an overlapping process to maintain balanced or increasing revenue over time. The closure phase evaluates the efforts of the total system and serves as input to the conceptual phase for new projects and systems. It also has an impact on other ongoing projects with regard to identifying priorities. [Closing]
27. d. Cost of quality
Cost of quality involves both the cost of conformance and the cost of non-conformance. Examples of the cost of conformance are divided into two categories prevention costs and appraisal cots (includes inspections). Costs of non-conformance include internal failure costs and external failure costs. [Executing]
28. a. Identifies project assumptions
Project assumptions, which should be enumerated in the project scope baseline in the scope statement, are areas of uncertainty, and therefore, potential causes of project risk. [Planning]
29. c. Prototypes
Prototypes are used to obtain early feedback on requirements by providing a working model of the expected product before it is built. Stakeholders then can experiment with this model rather than discussing abstract representations of requirements. This approach supports progressive elaboration, because it is used in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision. [Planning]
30. a. Tools from control quality and plan quality management
The tools used from plan quality management and control quality are used in perform quality assurance. The perform quality assurance process also uses affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, prioritization matrices, activity network diagrams, matrix diagrams, quality audits, and process analysis. [Executing]
31. d. Continuously monitor the project
The monitor and control project work process is performed throughout the project and includes collecting, measuring, and disseminating performance information and assessing measurements and trends to effect process improvement. Continuous monitoring is important because it provides insight into the project’s health, highlighting areas requiring special attention. [Monitoring and Controlling]
32. d. Determine whether the project should continue to the next phase
The review at the end of a project phase is called a phase-end review. The purpose of this review is to determine whether the project should continue to the next phase for detecting and correcting errors while they are still manageable and for ensuring that the project remains focused on the business need it was undertaken to address. [Initiating]
33. c. Celebrating
During the adjourning stage of team development, the emphasis is on tasks and relationships that promote closure and celebration. There is recognition and satisfaction as the theme is moving on and separation. Management skills involve evaluating, reviewing, and improving, while leadership qualities are celebrating and bringing closure. [Executing]
34. b. At +$300, the situation is favorable, as physical progress is being accomplished ahead of your plan.
