PMP Preparation Class
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Transcript of PMP Preparation Class
PMP Preparation Class
Out of Bounds Technology
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Course Outline
Initiating a Project
Planning Project Work
Developing Project Schedules, Cost Estimates, and Budgets
Planning Project Quality, Staffing, and Communications
Analyzing Risks and Planning Risk Response
Planning Project Procurement
Executing Project Work
Monitoring and Controlling Project Work
Monitoring and Controlling Project Schedules and Costs
Monitoring and Controlling Project Quality, Staffing, and Communications
Monitoring and Controlling Project Risk and Contracts
Closing the Project
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Basis of the PMBOK Framework
Project Management processes
Process Group Interactions
Develop Project Charter
Initiating
Processes
Planning
Processes
Monitoring
And
Controlling
Processes
Executing
Processes
Closing
Processes
Inputs Outputs Tools and
Techniques
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Initiating Process Group
Develop Project Charter
Identify Stakeholders
Test Questions
____ 1. The project ____ usually provides the direction and funding for the project.
a. planner c. sponsor
b. coordinator d. auditor
____ 2. Project ____ work with the project sponsors, the project team, and the other people involved in a project
to meet project goals.
a. organizers c. handlers
b. designers d. managers
____ 3. A project’s ____ addresses questions concerning what unique product, service or result should be
delivered to a customer or sponsor.
a. schedule c. time-frame
b. scope d. cost
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____ 4. Key elements of the project management framework include the project stakeholders, project
management ____, project management tools and techniques, project success, and contribution of a
portfolio of projects to the success of the entire enterprise.
a. domain c. vision
b. scope d. knowledge areas
____ 5. Project ____ management involves defining and managing all the work required to complete the project
successfully.
a. time c. risk
b. communications d. scope
____ 6. Project ____ management, the ninth knowledge area, is an overarching function that affects and is
affected by all of the other knowledge areas.
a. human resource c. integration
b. procurement d. quality
____ 7. Some popular ____-management tools and techniques include Gantt charts, project network diagrams,
and critical-path analysis.
a. quality c. cost
b. time d. scope
____ 8. Project ____ may be defined as a test of whether a project has met scope, time, and cost goals.
a. depth c. success
b. clarity d. vision
____ 9. Two important concepts that help projects meet enterprise goals are the use of programs and project ____
management.
a. waste c. means
b. portfolio d. promotion
____ 10. Which of the following it the logical flow of any project?
a. Planning, Initiating, Executing, Montoring
and Controlling, Closing
c. Initiating, Planning, Montoring and
Controlling, Executing, Closing
b. Initiating, Planning, Executing, Montoring
and Controlling, Closing
d. Planning, Initiating, Executing, Montoring
and Controlling, Closing
____ 11. A program ____ provides leadership and direction for the project managers heading the projects within
the program.
a. director c. facilitator
b. organizer d. manager
____ 12. Individual projects often address ____ goals, whereas project portfolio management addresses strategic
goals.
a. program c. tactical
b. long-term d. minor
____ 13. By grouping projects into ____, organizations can better tie their projects to meeting strategic goals.
a. portfolios c. suites
b. applications d. collections
____ 14. Project managers and their teams must develop knowledge and skills in all ____ project management
knowledge areas.
a. five c. eleven
b. nine d. fifteen
____ 15. ____ management is a soft skill required to achieve high performance on projects.
a. Scope c. Conflict
b. Time d. Cost
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____ 16. An organization should consider only projects with a ____ NPV if financial value is a key criterion for
project selection.
a. positive c. zero
b. negative d. well-defined
____ 17. Projects involve five project management process groups: initiating, planning, ____, monitoring and
controlling, and closing.
a. delivering c. maintaining
b. designing d. executing
____ 18. ____ processes include devising and maintaining a workable scheme to ensure that the project meets its
scope, time, and cost goals as well as organizational needs.
a. Initiating c. Securing
b. Planning d. Protecting
____ 19. A ____ is a product or service produced or provided as part of a project.
a. process c. deliverable
b. result d. requirement
____ 20. Based on the PMBOK® Guide, Fifth Edition , there are ____ knowledge areas in project management.
a. 7 c. 25
b. 9 d. 10
____ 21. Most time and money is normally spent on ____ because that is where the project’s products and/or
services (for example, the buildings for a construction project, the training courses for a training project,
and so on) are produced.
a. monitoring c. controlling
b. executing d. planning
____ 22. The PMBOK Guide® is a ____ that describes best practices for what should be done to manage a project.
a. rule book c. protocol
b. standard d. secondary authority
____ 23. After a project is approved, senior managers should meet to determine the ____, time, and cost constraints
for the project.
a. range c. vision
b. scope d. boundary
____ 24. It often makes sense to break large projects down into two or more smaller ____.
a. projects c. portfolios
b. programs d. enterprises
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Planning Process Group
Develop Project Management Plan
Plan Scope Management
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Collect Requirements
Define Scope
Create WBS
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Plan Schedule Management
Define Activities
Sequence Activities
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Relationship Description
Finish-to-start (FS) Activity A must finish before activity B can start.
Finish-to-finish (FF) Activity A must finish before activity B can finish.
Start-to-start (SS) Activity A must start before activity B can start.
Start-to-finish (SF) Activity A must start before activity B can finish.
Finish to Start
0
A
10 days
B
4 days
A (10 days) B (4 days)
B can’t start until A is finished
14 days
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Start to Start
A
10 days
B
4 days
A (10 days)
B (4 days)
B can’t start until A starts
A (10 days)
B (4 days)
SS
10 days (Best Case)
14 days (Worst Case)
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Finish to Finish
A
10 days
B
4 days
A (10 days)
B (4 days)
B can’t finish until A finishes
A (10 days)
B (4 days)
FF
14 days (Worst Case)
10 days (Best Case)
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Start to Finish
A
10 days
B
4 days
A (10 days)
B (4 days)
A (10 days)
A must start before B can finish
B (4 days)
10 days (Best Case)
14 days (Worst Case)
SF
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Estimate Activity Resources
Estimate Activity Durations
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Develop Schedule
Critical Path Method
ES EF
LS LF DU
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Conduct a forward pass to determine early start (ES) and early finish (EF) times for each
activity.
Perform a backward pass to determine late start (LS) and late finish (LF) times for each
activity.
Calculate float.
Identify the critical path as the path with the longest total duration and zero float.
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Plan Cost Management
Estimate Costs
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Determine Budget
Test Questions
____ 1. The main purpose of project planning is to guide project ____.
a. initiation c. review
b. execution d. evaluation
____ 2. Planning includes tasks related to each of the ____ project management knowledge areas.
a. 4 c. 10
b. 5 d. 16
____ 3. Project ____ management involves coordinating all the project management knowledge areas throughout
a project’s life span.
a. union c. unification
b. synthesis d. integration
____ 4. Project management ____ facilitate communication among stakeholders and provide a baseline for
progress measurement and project control.
a. charters c. contracts
b. plans d. compacts
____ 5. The main planning tasks performed as part of project scope management include scope planning, scope
definition, and ____.
a. scope evaluation c. creating the WBS
b. scope reduction d. scope expansion
____ 6. The main output of scope planning is a ____ management plan, which is a document that includes
descriptions of how the team will prepare the scope statement, create the WBS, verify completion of the
project deliverables, and control requests for changes to the project scope.
a. scope c. program
b. project d. portfolio
____ 7. The project team develops a preliminary scope statement during project ____.
a. review c. orientation
b. initiation d. development
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____ 8. Scope statements should include, at a minimum, a description of the project, including its overall
objectives and justification; detailed descriptions of all project ____; characteristics and requirements of
products and services produced as part of the project; and project success criteria.
a. stakeholders c. meetings
b. volunteers d. deliverables
____ 9. To define the ____ of the project accurately, it is very important to ensure consistency between the project
charter, scope statement, WBS, Gantt chart, and related documents.
a. scope c. vision
b. charter d. parameters
____ 10. The project manager should work with his or her team and ____ to determine the level of detail needed in
the WBS dictionary.
a. client c. auditor
b. customer d. sponsor
____ 11. Performance in meeting project scope goals is based on the scope ____.
a. definition c. baseline
b. revision d. statement
____ 12. The project team begins to develop a ____ by first clearly defining all the activities it needs to perform.
a. charter c. scope
b. schedule d. work flow diagram
____ 13. Activity ____ provide schedule-related information about each activity, such as predecessors, successors,
logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions
related to the activity.
a. features c. properties
b. characteristics d. attributes
____ 14. After defining project activities, the next step in project time management is activity ____.
a. organization c. segmenting
b. sequencing d. ordering
____ 15. There are ____ basic reasons for creating dependencies among project activities.
a. three c. five
b. four d. six
____ 16. ____ dependencies are inherent in the nature of the work being performed on a project.
a. Embedded c. Mandatory
b. Absolute d. Compulsory
____ 17. ____ dependencies involve relationships between project and nonproject activities.
a. Internal c. Ancillary
b. External d. Miscellaneous
____ 18. A three-point estimate is an estimate that includes a(n) ____, most likely, and pessimistic estimate, such
as three weeks, four weeks, and five weeks, respectively.
a. optimistic c. remote
b. unusual d. conditional
____ 19. Duration estimates are provided as a ____ number, such as four weeks; as a range, such as three to five
weeks; or as a three-point estimate.
a. continuous c. fractional
b. random d. discrete
____ 20. What is the PERT weighted average based on an optimistic estimate of 6 days, a most likely estimate of 8
days, and a pessimistic time of 12 days?
a. 6 c. 11
b. 8 d. 12
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Plan Quality Management
Plan Human Resource Management
Plan Communications Management
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Plan Risk Management
Identify Risks
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Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
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Plan Procurement Management
Plan Stakeholder Management
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Executing Process Group
Direct and Manage Project Work
Perform Quality Assurance
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Acquire Project Team
Develop Project Team
Manage Project Team
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Non-PMBOK topics
Maslow’s Hierarchy of Needs
• Abraham Maslow argued that human beings possess unique qualities that enable them to
make independent choices, thus giving them control of their destiny.
• Maslow developed a hierarchy of needs, which states that people’s behaviors are guided or
motivated by a sequence of needs.
Herzberg’s Motivational and Hygiene Factors
• Frederick Herzberg wrote several famous books and articles about worker motivation. He
distinguished between:
– Motivational factors: Achievement, recognition, the work itself, responsibility,
advancement, and growth. These factors produce job satisfaction.
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– Hygiene factors: Larger salaries, more supervision, and a more attractive work
environment. These factors cause dissatisfaction if not present, but do not motivate
workers to do more.
McClelland’s Acquired-Needs Theory
• Specific needs are acquired or learned over time and are shaped by life experiences. The
following are the main categories of acquired needs:
– Achievement (nAch): People with a high need for achievement like challenging
projects with attainable goals and lots of feedback.
– Affiliation (nAff): People with high need for affiliation desire harmonious
relationships and need to feel accepted by others, so managers should try to create a
cooperative work environment for them.
– Power (nPow): People with a need for power desire either personal power (not
good) or institutional power (good for the organization). Provide institutional
power seekers with management opportunities.
McGregor’s Theory X and Y
• Douglas McGregor popularized the human relations approach to management in the 1960s.
• Theory X: Assumes workers dislike and avoid work, so managers must use coercion,
threats, and various control schemes to get workers to meet objectives.
• Theory Y: Assumes individuals consider work as natural as play or rest and enjoy the
satisfaction of esteem and self-actualization needs.
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Power Modes
• Power is the potential ability to influence behavior to get people to do things they would
not otherwise do.
• Types of power include:
– Coercive power
– Legitimate power
– Expert power
– Reward power
– Referent power
Manage Communications
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Conduct Procurements
Manage Stakeholder Engagement
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Monitoring and Controlling Process Group
Monitor and Control Project Work
Perform Integrated Change Control
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Validate Scope
Control Scope
Control Schedule
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Control Costs
Earned Value Management
Measurement Equation
Schedule variance SV = EV - PV
Schedule performance index SPI = EV / PV
Cost variance CV = EV – AC
Cost performance index CPI = EV / AC
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EAC= AC+(BAC-EV)
EAC=BAC/CPI
TCPI = (BAC-EV)/(BAC-AC)
VAC = BAC-EAC
ETC = remaining money left
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Control Quality
Control Communications
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Control Risks
Control Procurements
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Control Stakeholder Engagement
Close Project or Phase
Close Procurements
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Test Questions
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