Pmp integration chapter 4
-
Upload
ahmed-fekry-elshabourypmp -
Category
Leadership & Management
-
view
41 -
download
1
Transcript of Pmp integration chapter 4
2
What is Project Integration
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project
KEY TERMS
Project Integration Management
3
• Includes the processes and activities needed to identify, define,
combine, unify, & coordinate the various processes & project
management activities within the project management process groups.
• Ensures that the project processes are properly coordinated Tradeoffs
between competing objectives and alternatives in order to meet
stakeholder approval .
Project Plan Development
Project Plan Execution
Overall Change Control
• These processes may occur repeatedly over the project duration /
Historical Records are needed to perform project management well, they
are inputs to continuous improvement
Project Integration Management
Knowledge
Area
Process
Initiating Planning Executing Monitoring & Control Closing
Processes
• Develop
Project
Charter
• Develop
Project
Management
Plan
• Direct and
Manage
Project
Execution
• Monitor and Control
Project Work• Perform Integrated
Change Control
• Close
Project
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
4
4.1- Develop Project Charter
The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations ( PROJECT BIRTH CERTIFICATE )
Project are authorized by someone external to the project such as sponsor, PMO, portfolio steering committee.
Project charter can be created by them or delegated to Project Manager.
7
8
Develop Project Charter INPUTS :
1- Project Statement of Work.
A narrative description of products or services to be delivered by the
project.
The SOW includes:
Business need
Product scope description
Strategic plan
2- Business Case
Provide the necessary information from business standpoint to
determine whether or not the project is worth the required investment.
It is a result for:
Market Demand / Organizational Need / Customer Request / Technological
Advance / Legal Requirement / Ecological (Environmental) Impact /
Social Need
Project selection
9
Two categories:
1. Benefit measurement methods (Comparative approach)
Murder board (a panel of people who try to shoot down a new
project idea)
Peer review
Scoring models
* Economic models (described next)
2. Constrained optimization methods (Mathematical approach)
Linear programming
Integer programming
Dynamic programming
Multi-objective programming
Project Selection – Economic Models
Present value (PV): The value today of future cash flows
Question
What is the present value PV of $300,000 received three years from now if we expect the interest rate to be 10 percent?
$300,000 / (1 + 0.1)3
PV = $300,000/1.331 = $225,394.
Net present value (NPV):
Project with positive & greater NPV value is better. It is the present value of the total benefits (income or revenue) minus the costs over many time periods
nr1
FVPV
FV = future value
r = interest rate
n = number of time period
10
Question
An organization has two projects to choose from. Project A will take three years
to complete and has an NPV of $45,000. Project B will take six years to
complete and has an NPV of $85,000. Which one is a better investment?
Answer Project B.
How to calculate NPV
NPV = 353-291 = 62
Time
period
Income /
Revenue( given )
PV of income at 10%
Interest Rate
Cost ( given )
PV of Cost at 10%
Interest R0ate
0 0 0 200 200
1 50 45 100 91
2 100 83 0 0
3 300 225 0 0
TOTAL 353 291
11
Internal rate of return (IRR): Project with greater IRR value is better. It is the rate between the cost and the revenue.
Question
An organization has two projects from which to choose: Project A with an IRR of 21 % or Project B with an IRR of 15 %. Which one is a better option?
Answer Project A
Payback period:
The number of time periods it takes to recover your investment in the project before you start accumulating profit. ( Break Even Point )
Question
There are two projects from which to choose: Project A with a payback period of six months or Project B with a payback period of 18 months. Which one should the organization select?
Answer Project A
12
Benefit-cost ratio:
compares the benefits to the costs of different options
Project with greater benefit-cost ratio value is better.
How much dollars i receive (Production) when spending 1 $
Question
What does a benefit cost ratio of 1.7 mean?
A. The costs are greater than the benefits.
B. Revenue is 1.7 times the costs.
C. Profit is 1. 7 times the costs.
D. Costs are 1. 7 times the profit.
Answer B.
The benefits, or revenue, the project brings to the organization are 1.7 times the cost of the initiative.
13
Question
15
Project A Project B A OR B
PV 95000 $ 75000 $
IRR 13 % 17 %
Payback Period 16 month 21 month
Cost Benefit Ratio 2.79 1.3
Question
16
Project A Project B A OR B
PV 95000 $ 75000 $
IRR 13 % 17 %
Payback Period 16 month 21 month
Cost Benefit Ratio 2.79 1.3
Project A Project B A OR B
PV 95000 $ 75000 $ A
IRR 13 % 17 % B
Payback Period 16 month 21 month A
Cost Benefit Ratio 2.79 1.3 A
Project Selection – Important Terms
Opportunity Cost:
the opportunity given up by selecting one project over another
Question
An organization has two projects to choose from. Project A has an NPV of $45,000. Project B has an NPV of $85,000. What is the opportunity cost of selecting project B
Answer Project B.
16
Project Selection – Important Terms
Sunk Costs:
Are expended costs
Should not be considered when deciding whether to continue with a troubled project.
Question
An organization has a project with an initial budget of $1,000,000. The project is half complete, and it has spent $2,000,000. Should the organization consider the fact that it is already $1,000,000 over budget when determining whether to continue with the project?
Answer No. The money spent is gone.
17
Project Selection – Important Terms
Law of Diminishing Returns:
After a certain point, adding more input/resource will not produce a proportional increase in productivity
A single programmer may produce at a rate of 1 module per hour. With a second programmer, the two may produce at a rate of 1.75 modules per hour (0.75 increase). With a third programmer, the group may produce at a rate of 2.25 modules per hour (0.5 increase).
This disparity may be due to many factors. For example, added coordination is required between programmers.
18
Project Selection – Important Terms
Working Capital
Current assets minus current liabilities for an organization.
Amount of money the company has available to invest
Depreciation
Straight line depreciation
Accelerated depreciation
Depreciates faster than straight line
Two forms:
(1) Sum of the Years Digits.
(2) Double Declining Balance.
19
Straight line depreciation
A laptop is worth $1,000. It can be scrapped at the end of a 5 year life for $100.
It's value can be depreciated as follows. 1,000 - 100 = 900 $.
Divide by the number of years in it's useful life 900 ÷ 5 = 180 $.
You can depreciate that laptop $180 / year over it's 5 year life.
If we decided in year 4 that the laptop was good for an extra 5 years, we could only deduct a total of $180 over the next 5 years or $36 per year.
Year 1: 20% ($180)Year 2: 20% ($180)Year 3: 20% ($180)Year 4: 20% ($180)Year 5: 20% ($180)
20
Question
Which of the following sequences represents straight line depreciation?
A. $100,$100,$100
B. $100,$120,$140
C. $100,$120,$160
D. $160,$140,$120
21
Question
Which of the following sequences represents straight line depreciation?
A. $100,$100,$100
B. $100,$120,$140
C. $100,$120,$160
D. $160,$140,$120
Answer A
Straight line depreciation uses the same amount each time period.
22
Accelerated depreciation
1. Sum of the Years Digits ( for the previous Laptop worth 1000$ )
It essentially front loads what you can deduct instead of spreading it over the useful life.
First we take the asset's useful life and add together the digits for each of those years.
We add 1 + 2 + 3 + 4 + 5 = 15.
Each number is then divided by the "sum of years" to determine the percentage by which the asset should be depreciated each year.
The largest deduction is taken the first year and a lesser amount each successive year.
Year 1: 5 ÷ 15 = 33% ($297)Year 2: 4 ÷ 15 = 27% ($243)Year 3: 3 ÷ 15 = 20% ($180)Year 4: 2 ÷ 15 = 13% ($117)Year 5: 1 ÷ 15 = 07% ($63)
23
Accelerated depreciation
2. Double Declining Balance ( for the previous Laptop worth 1000$ )
.First compute the straight-line depreciation.
Then figure out the total percentage of the asset that is depreciated the first year and double it.
Straight line depreciation applied $180 the first year or 20%.
Under this method, double that figure the first year: 40% or $360.
That figure should be applied annually until the remaining value makes that impossible.
Year 1: 5 ÷ 15 = 40% ($360) (straight line = 20%) so double it.
Year 2: 4 ÷ 15 = 40% ($360) (straight line = 20%) so double it.
Year 3: 3 ÷ 15 = 20% ($180) (straight line = 20%) can not double it. Not enough.
Year 4: 2 ÷ 15 = 0% ($0)Year 5: 1 ÷ 15 = 0% ($0)
24
Develop Project Charter: T & T
1. Expert Judgment, knowledgeable and experiences persons
Other units within the organization
Consultants
Different Stakeholders (including the customer)
Professional and technical associations
Industry groups
Subject Matter Experts
Project Management Office
2. Facilitation Techniques
Brainstorming, conflict resolution, problem solving, and meeting
25
Develop Project Charter: Outputs
26
Project Charter, usually includes:
Project Purpose/Justification
Measurable Project Objectives
High-level requirements
Assumptions and Constraints
High level project description
High level Risks
Summary budget & milestones
Initial Stakeholder List
Project Approval Requirements
Assigned Project Manager
Name and Authority of the sponsor
Project
Charter
Project Purpose/Justification
Measurable Project Objectives
High-level requirements
Assumptions and Constraints
High level project description
High level Risks
Summary budget & milestones
Initial Stakeholder List
Project Approval Requirements
Assigned Project Manager
Name and Authority of the sponsor
4.1- Develop Project Charter: OUTPUTS
27
OUTPUT
EEF
THE PROJECT CHARTER
CONTRACT
(IF ANY)
BUSINESS
CASE
(SOW)
OPA
TOOLS &
TECHNIQUES
EXTERNAL SMEs
EXPERTS JUDGMENTSFACILITATION TECHNIQUES
28
4.2- Develop Project Management Plan
The process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans.
30
PROJECT MANAGEMENT INF. SYSTEM ( EEF Page 84 )
The project management information system, which is part of the environmental factors,
Provides access to: tools, such as a scheduling tool, a work authorization system, a configuration management system, an information.
Collection and distribution system, or interfaces to other online automated systems. Automated gathering.
32
CHANGE CONTROL SYSTEM ( PMIS / EEF )
Baselines of the SCOPE,SCHEDULE AND BUDJET that CAN BE CHANGED. WHEN CHANGE IS ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST TO DECIDE HOW TO PROCEED.
Change Management Plan
Describes how changes will be managed and controlled.
Covers for the project as whole
May includes:
Change control procedures (how and who) The approval levels for authorizing changes The creation of a change control board to approve changes A plan outlining how changes will be managed and controlled Who should attend meetings regarding changes Tools to use to track and control changes
33
Configuration Management System ( PMIS / EEF )
It defines how you will manage changes to the deliverables and processes and the resulting documentation, including which organizational tools you will use in this effort.
Configuration Management Plan is a plan for making sure everyone knows what version of the scope, schedule, and other components of the project management plan is the latest version.
Recording any changes to the documents and its implementation status.
Includes documentation, tracking system & defined approval levels necessary for authorizing & controlling changes
Change Control Board (CCB) is responsible for approving or rejectingchange requests.
Roles and responsibilities of CCB are defined within configuration controland change control procedure
34
Develop project management plan: T & T
1. Expert Judgment, knowledgeable and experiences persons
Other units within the organization
Consultants
Different Stakeholders (including the customer)
Professional and technical associations
Industry groups
Subject Matter Experts
Project Management Office
2. Facilitation Techniques
Brainstorming, conflict resolution, problem solving, and meeting
35
1- Project
Management
Plan
The project management plan is the document that
describes how the project will be executed,
monitored, and controlled. It integrates and
consolidates all of the subsidiary plans and
baselines from the planning processes.
Project baselines include, but are not limited to:
• Scope baseline
• Schedule baseline
• Cost baseline
4.2-Develop Project Management Plan OUTPUTS
36
1- Project
Management
Plan
Subsidiary plans include, but are not limited to:
• Scope management plan
• Requirements management plan ( part of scope
management plan )
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan ( part of quality
management plan )
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
4.2-Develop Project Management Plan OUTPUTS
37
OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
THE PROJECT MANAGEMENT PLAN
PROJECT
CHARTER
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
EXPERT JUDGEMENTS &
SCHEDULE
MGMT
PLAN
REQUIREMT
MGMT
PLANSCHEDU
LE
BASELINE
COST
MGMT
PLANSCOPE
BASELINE
PROJECT
SCOPE
STMNT
SCOPE MGMTPLAN
COMM
MGMT
PLAN
QUALITY
MGMT
PLANPROCESS
IMPRVMNT
PLAN
PRCRMNT
MGMT
PLANRISK
MGMT
PLAN
HUMAN
RESOURCE
PLAN
COST
PRFRMNCE
BASELINE
STKHOLDR
MGMT
PLAN
THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
PROCESSES – THEY ARE NOW
INPUTS TO THE DEVELOPMENT
OF
THE PROJECT MANAGEMENT
PLANFACILITATION TECHNIQUES
38
4.3- Direct & Manage Project Work
Process of performing the work defined in the project management plan & implementing approved changes to achieve project’s objectives.
40
4.3- Direct & Manage Project Work
Direct & manage project work activities includes:
Perform activities to accomplish project objectives
Create project deliverables to meet the planned project work
Provide, train & manage team members assigned to the project
Obtain, manage & use resources
Implement planned methods & standards
Establish communication channels
Generate work performance data such as cost, schedule, technical & quality progress
Issue change request & implement the approved changes
Manage risk & implement risk response activities
Manage stakeholders’ engagement
Collect & documents lessons learned
42
1. the performance data collected from various controlling
processes.
2. work performance data has been transformed into
work performance information.
3. work performance information has been transformed
into work performance report.
4. Work performance reports are the physical or electronic
representation of work performance information
5. Examples of work performance reports status reports, memos, justifications, information notes, recommendations,
and updates.
43
Direct & Manage Project Work Inputs
• Change Requests
A change request is a formal proposal to modify any document,
deliverable, or baseline.
• Corrective action—An intentional activity that realigns the
performance of the project work with the project management plan.
• Preventive action—An intentional activity that ensures the future
performance of the project work is aligned with the project management
plan.
• Defect repair—An intentional activity to modify a nonconforming
product or product component.
44
Approved change requests
• are an output of the Perform Integrated Change Control process.
• Requests reviewed and approved for implementation by the change
control board (CCB).
• The approved change request may be a corrective action, a
preventative action, or a defect repair.
• Approved change requests are scheduled and implemented by the
project team, and can impact any area of the project or project
management plan.
• The approved change requests can also modify the policies, project
management plan, procedures, costs, or budgets or revise the
schedules.
• Approved change requests may require implementation of preventive
or corrective actions. 45
DELIVERABLES
• any unique and verifiable product, result or capability to
perform a service that is required to be produced to complete a
process, phase, or project.
• Deliverables are tangible components .
WORK
PERFORMANCE
DATA
• the raw observations and measurements identified during
activities being performed to carry out the project work.
• Data are often viewed as the lowest level of detail.
CHANGE
REQUESTS• a formal proposal to modify any document, deliverable, or
baseline
PROJECT
MNAGEMENT PLAN
UPDATESElements of the project management plan that may be updated.
PROJECT
DOCUMENTS
UPDATES
Project documents that may be updated include, but are not
limited to:• Requirements documentation………Project logs (issues, assumptions,
etc.),……… Risk register, and ………….Stakeholder register.
4.3- Direct & Manage Project Work Outputs
46
OUTPUTS
PROJECT
MGMT
PLAN
OPA
TOOLS &
TECHNIQUE
S
EXPERT JUDGEMENTS
MEETINGS
APPROVED
CHANGE
REQUESTS
PROJECT MANAGEMENT
INFORMATION SYSTEM
DELIVERABLES
WORK PERFORMANCE
DATA
CHANGE
REQUESTS
PROJECT MNAGEMENT
PLAN UPDATES
PROJECT DOCUMENTS
UPDATES
EEF
DIRECT & MANAGE PROJECT WORK
47
4.4- Monitor & Control Project Work
The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.
49
Compares actual project performance against the project
management plan.
Assesses performance to decide whether any
corrective or preventive actions are needed
Analyzes, tracks, and monitors project risk.
Maintains an accurate and timely information on the
project’s deliverables(s).
Provides cost and schedule forecasts.
Monitors the implementation of approved changes
when and as they occur.
52
4.4- Monitor & Control Project Work
1. Project Management Plan
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BA)
4. Validated Change Requests (including corrective
and/or preventive actions and defect repair)
5. Work Performance Information (SPI, CPI, CV, SV,
etc.)
6. EEF
7. OPA
53
4.4- Monitor & Control Project Work Inputs
• This is the project manager's system for authorizing the
start of work packages or activities.
• It is part of the PMIS, which is part of the EEF that are an
input to this process.
• It manages when and in what sequence work will be
done.
54
Work Authorization System ( EEF )
• (FTA) is a top down, deductive failure analysis in which
an undesired state of a system is analyzed using logic
relationships to combine a series of lower-level events.
55
Fault tree analysis (is not required for exam )
• The focus is on the relationship between a dependent variable and
one or more independent variables.
• Determines the relationship of independent variables such as paint
quantity, dryer fan speed, and door weight to the dependent
variable of drying time.
56
Regression Analysis ( will be explained later )
1. Analytical Techniques
Regression
Causal Analysis
Root Cause Analysis
Forecasting methods (time series, scenario building, etc.)
Fault tree analysis (FTA)
Reserve Analysis
Trend Analysis
Earned Value Management
Variance Analysis
Forecasting methods
2. Expert Judgment
3. Project Management Information Systems
4. Meetings57
Monitor & Control Project Work T & T
1 Change requests
2 Work Performance Reports
3 Project
management
plan updates
• Scope management plan (Section 5.1.3.1),
• Requirements management plan (Section 5.1.3.2),
• Schedule management plan (Section 6.1.3.1),
• Cost management plan (Section 7.1.3.1),
• Quality management plan (Section 8.1.3.1),
• Scope baseline (Section 5.4.3.1),
• Schedule baseline (Section 6.6.3.1), and
• Cost baseline (Section 7.3.3.1).
4 Project
documents
updates
• Schedule and cost forecasts,
• Work performance reports, and
• Issue log.
4.4- Monitor & Control Project Work OUTPUTS
58
OUTPUTS
PROJECT
MGMT
PLAN
OPA
T & T
1. EXPERT JUDGEMENTS
SCHEDULE
FORECASTS
3. PROJECT MANAGEMENT INFORMATION SYSTEM
4. MEETINGS
WORK PERFORMANCE
REPORTS
CHANGE
REQUESTS
PROJECT MNAGEMENT
PLAN UPDATES
PROJECT DOCUMENTS
UPDATES
EEF
2. ANALYTICAL TECHNIQUES
COST
FORECAST
VALIDATED
CHANGES
WORK
PERFORMANCE INFO
MONITOR & CONTROL PROJECT WORK
59
4.5- Perform Integrated Change Control
The process of reviewing all change requests, approving changes &
managing changes to: the deliverables, organizational process assets, project
documents & the project management plan.
61
Configuration management
Configuration Control is focused on the specification of both of the deliverables & the processes.
Change Control is focused on identifying, documenting, approving or rejecting changes to the project’s deliverables.
Some of the configuration management activities included in the perform integrated change control process are:
Configuration identification – provide basis definition & verification. Products & documents are labelled, changes managed & accountability maintained.
Configuration status accounting – info like listing of approved configuration identification, status & implementation of proposed changes are recorded & reported.
Configuration verification & audit – ensures that the composition & configuration items are tracked, correctly implemented to meet the defined configuration document. 62
Detailed Process for Making Changes
1- Prevent the root cause of changes.
2- Identify change.
3- Look at the impact of the change within the BASELINE.
4- Create a change request.
5- Perform integrated change control.
* Assess the change
* Look for options
* The change is approved or rejected
* Update the status of the change in the change log
* Update the project management plans and baseline
6- Get customer buy-in (if required)
63
OUTPUTS
PROJECT
MGMT
PLAN
OPA
T&T
1. EXPERT
JUDGEMENTS
2. MEETINGS
3. CHANGE CONTROL TOOLS
CHANGELOG
APPROVEDCHANGE
REQUESTS
PROJECT MNAGEMENT
PLAN UPDATES
PROJECT DOCUMENTS
UPDATES
EEFCHANGE
REQUESTS
WORK PERFORMANCE
REPORTS
MANUAL OR AUTOMATED MAY
BE USED BASED ON NEEDS
USED TO MANAGE CHANGE
REQUEST & COMMUNICATIONS
TO THE CCB
PERFORM INTEGRATED CHANGE
CONTROL 68
4.6- Close Project or Phase
1. The process of finalizing al activities across all of the project
management process groups to formally close the project or phase
2. Provide lessons learned, formal ending of project work and
release organization resources to pursue new endeavors.
70
Administrative Closure
• Actions and activities necessary to satisfy completion or exit criteria for the phase or project.
• Actions and activities necessary to transfer the project’s products, services, or results to the next phase
• Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.
OPA UPDATES
Project files
Project or phase closure documents
Historical information
72
OUTPUTS
PROJECT
MGMT
PLAN
(OPA)
T&T
1. EXPERT JUDGEMENTS
2. MEETINGS3. ANALYTICAL TECHNIQUES
ORGANIZATIONAL PROCESS
ASSETS UPDATES
FINAL PRODUCT, SERVICE OR
RESULT TRANSITION
ACCEPTED
DELIVERABLES• REGRESSION ANALYSIS
• GROUPING METHODS
• CAUSAL ANALYSIS
• ROOT CAUSE ANALYSIS
• FORECASTING SCENARIOS
• FAILURE MODE & EFFECT
ANALYSIS
• TREND ANALYSIS
• EARNED VALUE MANAGEMENT
(EVM)
• VARIANCE ANALYSIS
CLOSE PROJECT OR PHASE73
Question
1- The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?
A. The project is incomplete because it needs to be replanned.
B. The project is incomplete until all project and product deliverables are complete and accepted.
C. The project is complete because the customer has accepted the deliverables.
D. The project is complete because it has reached its due date.
74
Question
1- The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?
A. The project is incomplete because it needs to be replanned.
B. The project is incomplete until all project and product deliverables are complete and accepted.
C. The project is complete because the customer has accepted the deliverables.
D. The project is complete because it has reached its due date.
ANSWER : B
The lessons learned are project management deliverables, and therefore must be completed for the project to be complete. 75
Question
2 . When it comes to changes, the project manager's attention is BEST focused on:
A. Making changes.
B. Tracking and recording changes.
C. Informing the sponsor of changes.
D. Preventing unnecessary changes.
76
Question
2 . When it comes to changes, the project manager's attention is BEST focused on:
A. Making changes.
B. Tracking and recording changes.
C. Informing the sponsor of changes.
D. Preventing unnecessary changes.
ANSWER : D
77
Question
3. The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?
A. Shift more of the work to later in the schedule to allow time for the customer to get the funds.
B. Close Project or Phase.
C. Stop work.
D. Release part of the project team.
78
Question
3. The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?
A. Shift more of the work to later in the schedule to allow time for the customer to get the funds.
B. Close Project or Phase.
C. Stop work.
D. Release part of the project team.
ANSWER : B
79
Question
4. All of the following are parts of an effective change management plan EXCEPT:
A. Procedures.
B. Standards for reports.
C. Meetings.
D. Lessons learned.
80
Question
4. All of the following are parts of an effective change management plan EXCEPT:
A. Procedures.
B. Standards for reports.
C. Meetings.
D. Lessons learned.
ANSWER : D
Lessons learned are reviews of the processes and procedures after the fact, to improve them on future projects.
81
Question
5- Integration is done by the:
A. Project manager.
B. Team.
C. Sponsor.
D. Stakeholders.
82
Question
5- Integration is done by the:
A. Project manager.
B. Team.
C. Sponsor.
D. Stakeholders.
ANSWER : A
83
Question
6 . Double declining balance is a form of:
A. Decelerated depreciation.
B. Straight line depreciation.
C. Accelerated depreciation.
D. Life cycle costing.
84
Question
6 . Double declining balance is a form of:
A. Decelerated depreciation.
B. Straight line depreciation.
C. Accelerated depreciation.
D. Life cycle costing.
ANSWER : C
85
Question
7 . A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?
A. The sponsor creates the project management plan based on input from the project manager.
B. The functional manager creates the project management plan based on input from the project
manager.
C. The project manager creates the project management plan based on input from senior
management.
D. The project manager creates the project management plan based on input from the team.
86
Question
7 . A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?
A. The sponsor creates the project management plan based on input from the project manager.
B. The functional manager creates the project management plan based on input from the project
manager.
C. The project manager creates the project management plan based on input from senior
management.
D. The project manager creates the project management plan based on input from the team.
ANSWER : D87
Question
8 . You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:
A. Show how the resources were originally promised to your project.
B. Re-plan the project without the resources.
C. Explain the impact if the promised resources are not made available.
D. Crash the project.
88
Question
8 . You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:
A. Show how the resources were originally promised to your project.
B. Re-plan the project without the resources.
C. Explain the impact if the promised resources are not made available.
D. Crash the project.
ANSWER : C
89
Question
9 . During a project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:
A. Management by objectives.
B. Lack of a change management plan.
C. Good team relations.
D. Lack of a clear work breakdown structure.
90
Question
9 . During a project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:
A. Management by objectives.
B. Lack of a change management plan.
C. Good team relations.
D. Lack of a clear work breakdown structure.
ANSWER : B
91
Question
10 . Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project?
A. Project A
B. Project B
C. Project C
D. Project D
92