PMP Framework & PR - 3rd Edition

8/8/2019 PMP Framework & PR - 3rd Edition

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Institut de Formation

Version 2.0 - Aot 2005

Session de prparation lexamen de

certification PMP

Project Management

Framework

INSTITUT DEFORMATION


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2Project Management Framework



Project Management Framework

Project Management Framework1. Definitions

2. Project Management Context Project Life Cycle

Project Environment Organizations Processes and process groups

3. Professional Responsibility

Introduction gnrale Objectifs et plan de formation Le PMI et la certification PMP


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Introduction

Objectif des sessions Formation en management de projet

Terminologie PMI

Prparation lexamen

Suggestion de plan de prparation 8 sessions par groupe de 2 jours 1 mois de pause

Rvisez entre chaque groupe de sessions Prvoir ~ 50 heures dtude personnelle

Apprenez la liste des processus par cur


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Introduction

Le PMI Association cre en 1969 pour valoriser le mtier du management de

projet

A la base de la norme ISO 10006 (management de la qualit appliqu

la gestion de projet) Aujourdhui la plus grande organisation non commerciale dans le

domaine de la gestion de projet : 210.000 membres dans 158 pays

Prsent dans tous les secteurs dactivit, et en particulier : Service informatique (20%), Constructeurs et diteurs (19%),

Finance (9%), Conseil en management (9%), Tlcoms (9%) Dans chaque pays, le PMI dispose dun chapitre national, dont le

chapitre de France qui comporte plusieurs antennes rgionales.

130.000 PMPs (environ 1000 en France)

en nov. 2005, soit +30% par rapport 2004


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Introduction


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Introduction

Le PMBOK

What is the PMBOK ? An integrated body of knowledge encompassing

generally accepted good project managementpractices


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Introduction

PMBOK p.13


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Introduction

Contenu du cours Les lments du management dentreprise non couverts

par le PMBOK mais sujets des questions dexamen : La responsabilit professionnelle (code dthique)

Thories organisationnelles Leadership et communication Ngociation, rsolution de conflits

Rvision des bases du management de projet Analyse financire de projet laboration dun WBS Mthodes de dcision en gestion de projet


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Introduction

Plan de formation

Jour 1

Introduction - 1 h Project Management Framework - 4 h

Definitions PM Context Professional Responsibility

Project Integration Management - 1 h

Jour 2

Project Integration Management - 3 h

Project Scope Management - 3 h


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Introduction

Plan de formation (suite)

Jour 3

Project Time Management - 4 h Project Cost Management - 3 h

Jour 4 Project Financial Assessment - 2 h Project Communications Management 5 h


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Introduction


Jour 5

Project Quality Management - 4 h Project Human Resource Management - 3 h

Jour 6

Project Human Resource Management - 3 h

Project Risk Management - 4 h


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Introduction


Jour 7

Construire un WBS - 3 h Project Procurement - 4 h

Jour 8

Examen blanc - 4 h

Correction / Stratgie de prparation - 3 h


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Introduction

Suivre min. 35 heures de cours auprs dun organisme accrdit

Sinscrire comme membre du PMI (PMI Membership)Remplir le dossier dligibilit pour lexamen (PMP Credential Handbook)

Attendre la prise en compte du paiement, le courrier dligibilit, et unventuel audit de votre dossier

Prendre un rendez-vous avec Thomson Prometrics pour passer lexamenavec lidentifiant fourni dans le courrier dligibilit

PMP

Processus de certification


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Introduction

http://www.2test.comLexamen


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Introduction

Lexamen QCM 200 questions 4 heures

Poids des questions :

Initiating the Project 11% Planning the Project 23 %

Executing the Project 27 %

Monitoring and Controlling the Project 21 %

Closing the Project 9 % Professional and Social Responsibility 9 %

Note de passage : 106 / 175 = 60,6%(25 questions ne comptent pas)

I i d F i


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Introduction

Votre dossier dligibilit 4500 heures de gestion de projet

(36 mois non concurrents)

Distribues sur les 44 processus Contacts demands

10% des dossiers sont audits

35 heures de formation en gestion de projet

Truc: Commencez complter votre dossier dsmaintenant

Lire attentivement les instructions de rdaction ALTIOR

I tit t d F ti


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Definitions

What is a project ?1. A project is temporarytemporary

Has definite beginning and end

No duration implied

1. Creates uniqueunique product or service

2. Because the product of the project is unique its

characteristics must beprogressivelyprogressivelyelaborated Scope of the project should remain constant even

as the products characteristics are progressivelyelaborated

PMBOK p.5

I tit t d F ti


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Definitions

Risk

I tit t d F ti


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Definitions

Project Management Application of knowledge, skills, tools and techniques

to activities to meet project requirements through the

use of processes. Projects are managed by teams and must deal with

competing demands for scope, time, cost, risk andquality; stakeholders with different needs andexpectations; identified requirements

Management by projects vs. project management

I tit t d F ti


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Integration Scope Time

Cost Quality Human resources

Communications Risk Procurement

Definitions

Project Knowledge Areas

Instit t de Formation


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Scope : Boundaries / Changes How are we going to assess ? Who will approve ? Manage ?

Time : Schedule Which objectives ? What way ?

Cost : Budget estimating and tracking Who ? How ?

Quality : Level of accuracy Reportingto whom ? Who is responsible ? Of what ?

Risk : Identification of Threats & Opportunities Actions to implement Warning Systems

Human Resources Who ? When ? Competencies ? Responsibilities ?

Contract - Procurement With whom ? How ? What type of contracts ?

Information - Communications To whom ? When ? What kind of

Definitions



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Definitions

Quality

Do the right thing right

Cost

Budget, value, control

Time

Schedule, value, controlScope

Needs, objectives and specs

Human ResourcesProductivity & efficiency

Communications

Information System

Procurement

Outsourcing

Risks

Probability,impact & actions



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Definitions

Programs Group of projects managed in a coordinated way to

obtain benefits not available from managing them

individually

Project Portfolio Management Selection and support of projects or programs

May be performed by a Project Management Office(PMO)

Guided by the organizations strategic plan



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Definitions

Project types

0: Regular changes on organizations lives.

1: Technically complex but not subject to relationship issues2: Subject to relationship issues but no technical complexity

3: But complex from a technical and people views.

and strategy market demand, organizational need, customer request,

technological advance, legal requirement, etc..

H

T

1

2

0

3



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Definitions

Project Stakeholders

Individuals and organizations actively involved in the

project or whose interest may be affected They may be positively or negatively affected by the

projects outcome

They can (and will) exert influence on the projet



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Definitions

Key Stakeholders Project Manager Customer

Paying Using

Performing organization include subcontractors (and suppliers)

Team member (include management team) PMO Sponsor Other organizations, lobbies, influencers



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Definitions

PMOOrganizational Unit to centralize and coordinate the management

of projects under its domain

provides support functions training, software, policies & procedures methodologies and templates centralized configuration management and risk mgt

makes recommendations and / or decisions on projects selects and coordinates personnel on projects

monitors projects timelines and budgets coordination of quality standards

Project Objectives (PM) Enterprise & Organizational objectives (PMO)



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Definitions

The process of establishing c lear and achievable objectives, measuring their

achievement, and adjusting performance in accordance with the results of the

measurement is called:

A Strategic planning.

B Contingency planning.C Detailed planning.

D Management by objectives



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Project Life CycleDefinition

Phases thatconnect the beginning of a project to its end

Depends on the industry and products,organizations

Subprojects can have distinctproject life cycles

ProductProductlife cycle (cf.operations,upgrade projects , divestment)!

Time

ProjectProject

Levelof effort

Organizational Points of Control

Phase 1 Phase 2 Phase 3 Phase 4

See figure PMBOK p.24



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Project Life CycleCommon characteristics

Phases are generally sequential and defined by atechnical transfer / handoff

Cost & staffing

Risk and cost of change Stakeholderss influence



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Project Life Cycle

Phases and deliverables A phase is marked by completion of a deliverable :

Tangible work Verifiable

Measurable The sequential logic of the deliverables defines the

characteristics of the product in the project life cycle Project phase is generally concluded with a review of

work accomplished : close current phase and/orinitiatenext

project review ~ phase review ~ phase exits ~ stage gates ~ kill points~ point of control ~ getting milestones

See figure PMBOK p.23



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Project Life Cycle

Most project life cycle descriptions have the following characteristics incommon :

A Subprojects, which have their own project life cycle

B A planning and design phase where the product is designed, and where costs

and schedules are worked out

C A correlation between cost and staffing throughout the life of the project

D The same number of phases regardless of the type of project

Project sponsors have the greatest influence on the scope, quality, time and

cost of the project during the :

A Concept phase

B Development phase

C Execution phase

D Close-down phase



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Project environment

Technological Complexity

Transfer

Resource availability

Physical Geography

Climate

Ground, air, etc.

Infrastructure Communications

Logistics

Transport

Economic Rate exchange

Funding availability

Economic factors



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Project environment

Politico-legal Regulations

Political system

Legal & fiscal systems

Socio-cultural Project compatibility with

values

Resistance to change

Organizational Hierarchy

Decision chain

Autonomy

Procedures

Relationship with otherorganizational entities

Required collaboration

Expected support Procedures



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Project environment

A group of related projects that are managed in a coordinated way that usuallyinclude an element of ongoing activity is called a :

A Major project

B Project office

C Program

D Group of projects



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36Project Management FrameworkVersion 2.0 - Aot 2005

Project environment

It is critical to complete a thorough

analysis of the projects environment Key factors

Current state Future state

Potential impact (positive or negative)

Plan of action



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Organizations

2 types of project-based organizations1. Organizations that performs primarily projects

under contract

2. Organizations adopting management by projects

Questions :

How is the organization affecting the project ? What are the organizations cultural values ?



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Organizations

Organizational structures

The functional organization

The projectized organization The matrix organization

Weak

project expediter organization

project coordinator organization

Balanced

Strong



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Project Management FrameworkVersion . - Aot


Projectcoordination

Upper Management

Marketing Engineering Logistics

Staff

StaffStaff

Staff

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

involved staff

Typicalstructure



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Main characteristics & advantages Resources grouped by area of specialization

1. Mono-functional projects : within function2. Pluri-functional projects : across functions

Development of technical excellence

Clear technical objectives and priorities

Supervision by specialists

Synergy among specialists Stable relations

Control of quality and performance

Team members report to only one supervisor



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Main inconveniences Specialty first, project second

Project manager has very little authority

Difficulty in coordination between functions Nobody responsible for multi-functional projects

Contribution to overall performance difficult tomeasure

Subordination of the project objectives to thetechnical objectives



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The projectized organization

Upper Management

Project Manager Project Manager ProjectManager

StaffStaff

StaffStaff

StaffStaff

Staff

Staff

Staff

Staff

Staff

Staff

ProjectCoordination

Typicalstructure



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Main characteristics & advantages Operational freedom, autonomy, adaptability

Project manager fully accountable

Client-results orientation Clear overall responsibility and priorities

Easier performance evaluation

Schedule and cost consciousness

Interdisciplinary contact

Identification with project : motivation and loyalty

Clear communication channels with stakeholders



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Main inconveniences Duplication of facilities and job functions

No home when project is done

Inability to develop technical expertise Less efficient use of resources



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The matrix organization

Upper Management

IS/IT Marketing Engineering

StaffStaff

Staff

StaffStaff

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

Weak Matrix

ProjectCoordination



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Upper Management


StaffStaff

Staff

Project ManagerProject Manager

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

Balanced Matrix

ProjectManagement



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Upper Management


StaffStaff

Staff

StaffStaff

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

Manager of

Project Managers

ProjectManager

ProjectManager

ProjectManager

Strong (tight) Matrix

ProjectCoordination



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Main advantages Combines advantages of both functional

and project structures Project objectives highly visible Improved project manager authority Trade-off and balance among :

cost-time-quality projects

Better distribution of information horizontally and vertically

More efficient use of scarce resources



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Main inconveniences Administrative complexity (policies & procedures)

Staffing requires extensive negotiations

Team members report to at least 2 supervisors Priority conflict between functional managers and PM

Added complexity to monitor and control



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Project managers role

Responsibility for results

Liaisons with client & other stakeholders

Shared responsibility for personnel evaluation andpromotion decisions

Development of management standards & methods

Determines when and what



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vs Functional managers role Technical quality of projects

Development of technical excellence

Efficient use of department resources Personnel management

Development of technical standards & methods

Corporate memory

Determines who and how



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The project-function interface

Functional

heads

authority

Project

managers

authority

FunctionalStructure

WeakMatrix

BalancedMatrix

StrongMatrix

ProjectStructure



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Main impacts : on organization Lateral relations Ambiguity and gray areas

Shared and individual accountability Multiple command structures Flexibility and adaptability Conflicting relationsConflicting relations

Decentralized decision making Participative decision making



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Main impacts : on top management

Increased need to manage

power balance between projects and functions

circulation of information

decision-making process

climate or culture



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Main impacts : on functional managers

sharing resources

conflicts with functional priorities

increased complexity in :

workload planning

control

evaluation maintaining lesprit de corps within function



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Main impacts : on specialized resources Insecurity and frustration caused by

Temporary relations Dual command Shared responsibility Conflicts

More horizontal communications

Increased technical interdependencies and project

constraints Greater need for compromise

Sharing of time among various obligations



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Upper Management


StaffStaff

Staff

StaffStaff

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

ProjectCoordination

Project expediter organization

ext

Typicalstructure



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Main characteristics

The expediter provides assistance on anas-needed basis

He forwards decision to be made by management

Fits functional organization andsmall projects



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Role of the expediter Little formal authority

Staff assistant role

Makes few decisions on own Responsibility lies in assuring timely arrival of materials

and completion of tasks

Communicate back problems

Can offer suggestions and recommendations Must motivate workers over whom he/she has no authority

Must persuade those in positions of authority to keepprojects moving



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Project coordinator organization

Upper Management


StaffStaff

Staff

StaffStaff

Staff

StaffStaff

StaffStaff

Staff

Staff

StaffStaff

ProjectCoordination

Typicalstructure



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Main characteristics and advantages

Staff person moved out of regular job reporting tohigher level manager in hierarchy

Higher authority to assign work to individuals acrossrange of functional organizations

Used by top management forstrategic studies



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Main inconveniences

Shared authority : worker must satisfy two bosses

functional manager still responsible for

performance of workers in theaccomplishment of project activities

upper level management not ready to cope with problemsarising from shared authority

line-staff project manager reporting to a division have noauthority over those portions of project in other divisions



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Organizations

MatrixOrganizationType

ProjectCharacteristics

Functional

Weak Matrix Balanced Matrix Strong Matrix

Projectized

Project ManagersAuthority

Little or none Limited Low toModerate

Moderate to high High to almosttotal

% of personnelassigned full time

Virtually none 0-25% 15-60% 50-95% 85-100%

Project Managers

Role

Part time Part time Full time Full time Full time

Common Titles ofRole

ProjectCoordinator /

Project Leader

ProjectCoordinator /

Project Leader

Project Manager/ Project Officer

Project Manager /ProgramManager

Project Manager /ProgramManager

PM AdministrativeStaff

Part time Part time Part time Full time Full time

Organizational Structure Influences on projects

PM



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Organizations

An authority continuum

Functional

Matrix

Projectized

Weak

Multi-project

Single Project

P.M. = has no authority outside function

Balanced

PE

PC

Strong

P.M. = authority over resources;

sharing resources among projects

P.M. = staff position to functional head;

communication

P.M. = staff position to upper management;

authority to assign mandates

P.M. = permanent position outside functional depts;shares authority with functional heads

P.M. = exclusive authority over resources

PM authorityType of organization



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Organizations (and PM authority)

A project manager works in a company favoring the weakest authority for the

project manager. The type of organization that holds the project manager to be

the weakest is :

A Projectized organization

B Strong matrix organizationC Weak matrix organization

D Balanced matrix



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Organizations (and projects)

A company has signed a contract for new work that is different from work that

they have done before. The company's strategic plan calls for much of this

kind of work in the future. It is important that they be able to bring the correct

shared resources to work on different parts of the contract. The type of

organization that this suggests is a :

A Functional organization

B Contractor organization

C Matrix organization

D Pure project organization

Complex projects, involving cross-disciplinary efforts, are MOST effectively

managed by :

A Multiple lead project managers

B A functional organization

C A strong matrix organization

D A strong traditional manager



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Organizations (and projects)

A large, complicated software development project is being contemplated by alarge company. The project will be done as part of a company strategic plan.The project will be multifunctional and will require many of the project team

members to work on multiple other projects during the life of this project. Thebest kind of organization to support this project is which of the following ?

A ProjectizedB FunctionalC Strong matrix

D Weak matrix

The manager of a large corporation wants to sign a contract to build a nuclear

power plant in Botswana several thousand miles away from the home office.

The project will take several years to build and test.

What type of organization will be best for managing this project ?

A Functional organization

B Contractor organization

C Matrix organization

D Pure project organization



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Organizations (and HR)

A project manager wants to have some of the people trained on his project

team. The project team is working in a balanced matrix organization.

Generally, the approval for this training should come from which of the

following managers?

A Project manager

B Executive manager

C Functional manager

D Human resources manager

A project manager wants to do as much as she can to help in developing her

project team. A key barrier to project team development is which of the

following ?

A Strong matrix management structure

B Major problems that delay the project completion date or budget targets

C Team members who are accountable to both functional and project managers

D Formal training plans that cannot be implemented



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Organizations (and Communications)

There are many ways to organize projects. The persons involved with these

projects have several titles that describe their management responsibilities.

Which of the following titles describes a person that has a PRIMARY

responsibility for communications ?

A Project manager

B Project manager in a strong matrix environment

C Project manager in a weak matrix environment

D Project expediter

Communication barriers are a more frequent source of conflict in matrix and

projectized environments than functional organizations for all the following

reasons EXCEPT :A Communication is the prime focus of an expediter type of project manager

B Team members are often physically separated in a matrix or project

environment

C There are increased number of levels of authority in a matrix or project

environment

D Team members are often separated in the timing of their contributions to a

matrix or project environment



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PM Processes

Definitions Project management is considered as a number of

inter-linked processes

It is an integrative endeavor A process is a series of actions bringing about a result

(value)

A process is described by its inputs, outputs

(documents), and tools and techniques(mechanism applied to the inputs to create the outputs)

Processes are performed by people



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PM Processes

Process types

Product oriented processes are concerned withspecifying and creating the project product

Project management processes are concerned withdescribing and organizing the work of the project



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Process Groups

Initiating

Monitoring andControlling

Planning

Executing

Closing

See PMBOK p. 40 : PDCA Cycle



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Process Groups

Initiating

Monitoring &Controlling

Planning

Executing

Closing

phase 1 phase 2

Rolling waveplanning

Initiating

Monitoring &Controlling

Planning

Executing

Closing



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Process Groups

Process groups & project life cycles

Level

of effort

PhasePhase

Initiating

Processes

Planning

Processes

Controlling

Processes Closing

Processes

Executing

Processes

Time

ProjectProject

Level

of effort

Concept Development Execution Closing

Organizational Points of Control

Phase 1 Phase 2 Phase 3 Phase 4

Initiati

ng

Control

ling

Planning

Execut

ing

Closi

ng

Initiati

ng

Control

ling

Planni

ng

Execut

ing

Closi

ng

Initiati

ng

Control

ling

Planni

ng

Execut

ing

Closi

ng

Initiati

ng

Control

ling

Planni

ng

Execut

ing

Closi

ng



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Initiating Processes

Integration

Develop projectcharter

Integration

Develop preliminaryproject scope

statement

Executing

processes

Planning

processes

Monitoring &

controllingprocesses



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Planning Processes

Procurement

Plan contracting

RiskRisk

identification

RiskQualitative

Risk analysis

RiskQuantitative

Risk analysis

RiskRisk response

planning

ProcurementPlan purchases

and acquisitions

Human ResourcesHuman resource

planning

CommunicationsCommunications

planning

QualityQuality

planning

Scope

Scopeplanning

Scope

Scopedefinition

TimeActivity

definition

Integration

Develop projectmanagement plan

Cost

Cost budgeting

TimeSchedule

development

RiskRisk management

planning

Cost

Cost estimating

TimeActivity duration

estimating

TimeActivity

sequencing

TimeActivity resource

estimating

Scope

Create WBS

Closing

processes

Executing

processes

Initiating

processes

Monitoring &

controlling

processes



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Executing Processes

CommunicationsInformationdistribution

Procurement

Select seller

Human ResourcesDevelop project

team

ProcurementRequest seller

responses

QualityPerform quality

assurance

IntegrationDirect and manageproject execution

Monitoring &

controlling

processes

Closing

processes

Planning

processes

Human ResourcesAcquire project

team



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Controlling Processes

CostCost

controlQuality

Perform qualitycontrol

RiskRisk monitoring

And control

TimeSchedule

control

Scope

Scope control

ScopeScope

verification

CommunicationsPerformance

reporting

IntegrationIntegrated changecontrol

Closing

processes

Planning

processes

Executing

processes

IntegrationMonitor & control

project work

Human ResourcesManage project

team

CommunicationsManagestakeholders

ProcurementContract

administration



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Closing Processes

ProcurementContractClosure

Integration

Close project

Monitoring &controlling

processes

Planning

processes

Executing

processes



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Test : Framework



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Professional Responsibility

PMI Members must :

1. Maintain high standards ofintegrity

2. Accept responsibility for actions3. Seek to enhance professional capabilities

4. Practice with fairness and honesty

5. Encourage others to act in an ethical andprofessional manner



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Professional responsibility

Maintain high standards of integrity

Be honest

Follow the law

Protect Intellectual property Project first

Stay away from bribes

Report violations



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Accept responsibility for actions

Deal with problems and conflicts as they arise

Involve management when the team cant

resolve



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Seek to enhance professional capabilities

Continue to learn

Stay aware of best practices and researches

on project management topics Understand your strengths and weaknesses

Plan your professional development



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Practice with fairness and honesty (1)

Balance stakeholders interests Get clear and concise requirements

Actively look for competing needs and objectives In conflict management, the customers needs go first

Interact with your team and all stakeholders ina professional and cooperative manner

Understand cultural differences Understand communication preferences when identifyingstakeholders

Respect different work ethics of team members Provide training



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Practice with fairness and honesty (2)

Contribute to the project management KB Share lessons learned

Support the education of others on project mgmt Coach other project managers



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and..

Encourage others to act in an ethical

and professional manner



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PMI Member Code of Ethics (1)1. professional behavior

Disclose conflicts of interest

Refrain from offering or accepting illegal payments

Conduct research honestly and impartially andmaintain complete research records

Respect and protect IP Seek to enhance their skills

Truthfully represent their qualifications



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PMI Member Code of Ethics (2)2. relationships with clients, employers, and public

Provide clients and employers with honest infor-mation about qualifications and project estimates

Respect implicit non disclosure agreement

Do not take advantage of information acquired

during mission Comply with all applicable laws and customs

Protect the public from harm



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PMI Member Code of Ethics (3)3. obligations to PMI

Respect the rules and procedures of the PMI

Do not engage in activities to compromise thereputation or property of PMI

Cooperate with PMI to review possible ethics or

rule violations Provide accurate and complete information to PMI



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PMP Code of Professional Conduct(specific responsibilities) Provide accurate and complete information concerning the

certification program

Report violations of the PMP Code of conduct, and cooperatewith PMI regarding these violations

Provide truthful info on your experience and performance

Support and disseminate the PMP Code of conduct to other

certificants Provide truthful information about project expected results

Maintain and satisfy scope and objectives of professionalservices



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The following are inputs you should consider when gathering data for an ethicaldecision (choose all that apply)

A Customer correspondence

B Third-party opinions

C Legal reviews

D Interviews with involved parties

While managing a team of programmers, you are approached by a team

member who voices displeasure about a co-worker. You take what you believe

to be appropriate measures to ease the tension between the two employees,

but the problem continues. Which of the following should you do next ?

A Consult the Human Resources Department.

B Discipline the employee who is creating the problem.

C Inform the employee who complained to 'take it or leave'.

D Discipline the employee who keeps complaining.



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You are a project manager working on contract for a mid-size pharmaceutical

company. You have just completed execution activities and notice that this

project will be completed on time, but 15% percent under budget. Given that

the client could be saving 15% of the estimated cost, this would mean your

personal bonus and profit to your company would also be reduced. Given the

situation, Which of the following should you do?

A Include activities to lengthen the contract, thus adding the extra 15% to the

total.

B Bill the client for the full cost of the agreed contract.C Add additional requirements that were removed due to cost restraints.

D Inform the client that the project was completed on time and under budget.

When it appears that a design error will interfere with meeting technical

performance objectives, the PREFERRED response is to :

A Decrease the performance value to equal the assessed value

B Develop alternatives solutions to the problem

C Increase the specified value to set a new performance goal

D Reduce the overall technical complexity of the projet



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You are building a water treatment facility. Routine tests reveal that there are

contaminants in the water but that they have an extremely low risk for causing

any sickness. As the project manager, you should :

A Inform the public that a detailed examination has been ordered to determine

the extent to which the problem exists

B Do nothing because there is extremely low risk for sickness except for some

effects on small children and the elderly

C Tell the public there is no problem, except for small children and the elderly

who need to boil the water before drinking

D Educate the public about the advances on water treatment technology and the

industry efficiency and safety record



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Test : Professional Responsibility



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Project Management Framework

Questions

PMP Framework & PR - 3rd Edition

Documents

Transcript of PMP Framework & PR - 3rd Edition