Project Management Professional (PMP) Exam Prep Course 3 - The Basics of Project Management - Part 2

Transcription

1 Project Management Professional (PMP) Exam Prep Course 3 - The Basics of Project Management - Part 2

2 Slide 1 The Basics of Project Management Looking Glass Development, LLC (303) / (888) S. Ulster St. #150 Denver, CO information@lookingglassdev.com

3 Slide 2 What is Project Management? The management of a temporary endeavor undertaken to create a unique product or service. It requires the project team to deliver the agreed upon service or product with the agreed upon functionality on time and on budget with the agreed upon level of quality. Copyright and all rights reserved Looking Glass Development, LLC.

4 Slide 3 Projects Have unique charter & goals Might have unique organization Develops a unique product or service Defined start & end dates Mostly heterogeneous teams Operations Usually has semi-permanent charter Semi-permanent organization Maintains an existing set of practices Provides a standard product or service (e.g. an assembly line) Are continuous Copyright and all rights reserved Looking Glass Development, LLC.

5 Slide 4 A program is a group of related projects managed in a coordinated way to obtain benefits and control. A portfolio is a grouping of related and unrelated projects and programs managed & grouped for visibility and control purposes. Copyright and all rights reserved Looking Glass Development, LLC.

6 Slide 5 Scope Change Planning Management Success Monitoring Organizational Project Management Projects Programs Portfolios Projects have defined objectives. Scope is progressively elaborated throughout the project lifecycle. Project managers expect change & implement processes to keep change managed & controlled. Project managers progressively elaborate high-level information into detailed plans throughout the project lifecycle. Project managers manage the project team to meet the project objectives. Success is measured by product & project quality, timeliness, budget compliance, & degree of customer satisfaction. Project managers monitor & control the work of producing the products, services, or results that the project was undertaken to produce. Programs have a larger scope and provide more significant benefits. Program managers expect change from both inside & outside the program & are prepared to manage to it. Program managers develop the overall program plan & create highlevel plans to guide detailed planning at the component level. Program managers manage the program staff & the project managers; they provide vision & overall leadership. Success is measured by the degree to which the program satisfies the needs & benefits for which it was undertaken. Program managers monitor the progress of program components to ensure the overall goals, schedules, budget, & benefits of the program will be met. Portfolios have an organizational scope that changes with the strategic objectives or the organization Portfolio managers continuously monitor changes in the broader internal & external environment. Portfolio managers create & maintain necessary processes & communication relative to the aggregate portfolio. Portfolio managers may manage or coordinate portfolio management staff, or program and project staff that may have reporting responsibilities into the aggregate portfolio, Success is measured in terms of the aggregate investment performance & benefit realization of the portfolio. Portfolio managers monitor strategic changes & aggregate resource allocation, performance results, & risk of the portfolio, Copyright and all rights reserved Looking Glass Development, LLC.

7 Slide 6 Key Terms Project Management Office (PMO) Centralizes the management of projects. Typical 3 structures: Supportive Providing a consultative role by providing templates, best practices, training, access to information, & lessons learned. Controlling Provide support & require compliance. Directive Take control of the projects by directly managing the projects. Copyright and all rights reserved Looking Glass Development, LLC.

8 Slide 7 Key Terms Management by Objectives (MBO) Requires all processes, initiatives and operations to be tracked against specific, defined objectives. MBO only works if management strongly supports it. MBO has three basic steps: Establish unambiguous and realistic objectives. Regularly evaluate if the objectives are being met. Implement corrective action. Copyright and all rights reserved Looking Glass Development, LLC.

9 Slide 8 Key Terms Work Performance Data The raw observations & measurements identified during activities performed to carry out project work: % work physically completed, start & finish dates & technical measures. Work Performance Information The performance data collected from controlling processes: status of deliverables, status of change requests, forecasted ETC. Work Performance Reports The physical or electronic representation of work performance information. Copyright and all rights reserved Looking Glass Development, LLC.

10 Slide 9 Key Terms Project Life Cycle A series of phases that a project passes through from its initiation to its closure. It provides the basic framework for managing the project. Project Phases Represent a collection of logically related project activities that culminate in the completion of one or more deliverables. Copyright and all rights reserved Looking Glass Development, LLC.

11 Slide 10 Key Terms Life Cycles Predictive Also known as fully plan driven, are ones where the scope, time & cost are determined as early as possible Waterfall. Iterative & Incremental Project phases intentionally repeat one or more project activities as the team s understanding increases. Adaptive Change driven or agile are intended to respond to high levels of change & stakeholder involvement with fixed time & cost. Copyright and all rights reserved Looking Glass Development, LLC.

12 Slide 11 Key Terms Constraints Represent factors that limit options of the project manager and project team. Common constraints include time, budget, requirements, resources and/or risks. Management s responsibility to set the priority of each constraint. Project manager and project team s responsibility to analyze the impacts of changes against the project constraints. Organizational Project Management Maturity Model (OPM3) Is PMI s model to help organizations determine their level of project management maturity. Stakeholders & Stakeholder Management Stakeholders represent anyone with a vested interest in the project. Copyright and all rights reserved Looking Glass Development, LLC.

13 Slide 12 Scope It s all about managing six (6) things. It s simple really Risk Quality Resources Schedule Budget Copyright and all rights reserved Looking Glass Development, LLC.

14 Slide 13 Plan Do Monitoring & Controlling Processes Planning Processes Initiating Processes Closing Processes Executing Processes Act Check Copyright and all rights reserved Looking Glass Development, LLC.

15 Slide 14 Copyright and all rights reserved Looking Glass Development, LLC.

16 Slide 15 Project Boundaries Monitoring & Controlling Processes Planning Processes Project Deliverables End Users Project Initiator/ Sponsor Project Inputs Initiating Processes Closing Processes Executing Processes Project Records Process Assets *Source: PMBOK Guide 2013 p.54 Copyright and all rights reserved Looking Glass Development, LLC.

17 Slide 16 Low Formality Little Documentation Limited Process Code / Fix DSDM Adaptive Dev AUP EssUP Crystal Lite XP FDD Scrum Linear Well Known Risks, Sequential, Limited Scope Change RUP RUP Waterfall / SDLC CMM DOD- STD-2167A +MIL-STD-1521B Spiral MIL-STD-498 RUP CMMI Iterative Potential for Unknown Risks Significant Scope Change & Feedback Copyright and all rights reserved Looking Glass Development, LLC. High Formality Well-Documented, Rigid Process Significant Number of Steps

18 Slide 17 The Big 3 Life Cycles Copyright and all rights reserved Looking Glass Development, LLC.

19 Slide 18 Keys to the Predictive Waterfall Model The Waterfall Model offers the most number of standard decision gates. Examples include: o Conceptual Design Review o Requirements Review o Preliminary Design Review o Critical Design Review Copyright and all rights reserved Looking Glass Development, LLC.

20 Slide 19 Analysis The Basic Predictive Model Design Development Testing Deployment Copyright and all rights reserved Looking Glass Development, LLC.

21 Slide 20 Keys to the Predictive Model A waterfall model offers the easiest departmentalization and managerial control. A waterfall model forces the team to completely define all requirements before proceeding to the next phase. This is also its biggest disadvantage. The waterfall model has strong emphasis on documentation and the development of source code. The waterfall model provides a very structured and disciplined approach to development. This high degree of structure may also be seen as a disadvantage by many. Copyright and all rights reserved Looking Glass Development, LLC.

22 Slide 21 Keys Challenges to the Predictive Model Real projects rarely follow the sequential flow of the waterfall model. At the beginning of a project requirements can often be uncertain. Developing in a waterfall model can be a long process without yielding any results until the very end. Copyright and all rights reserved Looking Glass Development, LLC.

23 Slide 22 The Iterative Life Cycles 2. Evaluate Alternatives & Prototypes 1. Determine Objectives Requirements, Alternatives, & Constraints 3. Determine Next Level 4. Plan Next Level Copyright and all rights reserved Looking Glass Development, LLC.

24 Slide 23 Advantages of the Iterative Model The spiral model is evolutionary. The spiral model provides strong focus on project risk. Prototypes allow for rapid evaluation. Can incorporate other models within iterations as special cases. Copyright and all rights reserved Looking Glass Development, LLC.

25 Slide 24 Challenges of the Iterative Model Team must have strong risk assessment expertise. Potentially less ability to control costs and schedule overruns. Copyright and all rights reserved Looking Glass Development, LLC.

26 Slide 25 Prototyping Prototyping assumes it is often difficult to know all the requirements at the beginning of the project. Prototyping requires the developer to build a simplified version of the proposed system and present it to the customer as part of the development process. The prototype should never be deployed! Copyright and all rights reserved Looking Glass Development, LLC.

27 Slide 26 Reasons to Prototype Prototypes can be used to complete requirements analysis. Prototypes can account for design uncertainty. Prototypes can allow experimentation and comparison of multiple solutions. Copyright and all rights reserved Looking Glass Development, LLC.

28 Slide 27 Dangers of Prototyping False Expectations the system is now complete. Increased Expense must develop prototype and production system. Poorly Designed Systems Prototyping focuses on rapid development which can lead to heavy layering and a failure to make global considerations. Copyright and all rights reserved Looking Glass Development, LLC.

29 Slide 28 Deliverable 1 Option 1 A Deliverable 2 Managing WIP A Option 2 A C A Option 1 B Deliverable 3 B Option 2 B B C Option 1 C Option 2 C In Option 1 the best resource for the deliverable attempts to do each task for the feature and nothing gets delivered. In Option 2 resourcing is applied based upon availability and two features are delivered. Copyright and all rights reserved Looking Glass Development, LLC.

30 Slide 29 Based on industrial process theory. Self-organization Emergence Defined process control vs. empirical process control. Defined Processes - Repeatable processes such as in manufacturing. Leads to commoditization. In projects often leads to rework. Empirical Processes - Complex processes where it is difficult to have consistent processes. Focuses on 3 keys. Copyright and all rights reserved Looking Glass Development, LLC.

31 Slide 30 Foundation Visibility The aspects of the process that affect the outcome must be visible to those controlling the process & what is seen must be true. Inspection The various aspects of the process must be examined frequently enough that unacceptable variances in the process can be detected. Adaptation If one or more of the processes are determined out of control the processes change. Copyright and all rights reserved Looking Glass Development, LLC.

32 Slide 31 Vision Ranked Product Backlog Release Planning Scrum PO, SM & Team conduct Sprint Planning Meeting 1 / 2 to complete grooming. 1 / 2 to define tasks & task estimates in ½ or full days. No task longer than 1 day. Sprint Tasks Sprint Backlog 2 6 Week Sprints Daily Scrum Every 24 Hours Sprint end date & deliverables do not change Scrum = 3 Roles + 4 Artifacts + 5 Meetings Copyright and all rights reserved Looking Glass Development, LLC. Sprint Review Not longer than 4 hours for a 30 day sprint nor more than 1 hour to plan. Shippable Product Sprint Retrospective Not more than 2 hours for a 30 day sprint. Not more than 1 hour to plan.

33 Slide 32 A Project Vision Serves as a Charter or Project Vision Required to begin any project. Never longer than a single page. Includes 5 key pieces of information: Need, justification, success criteria, prioritization, constraints & assumptions. Project Datasheet -$21,000 CPI: 0.90 Schedule Status/Trend: CV: OKBad Cost Status/Trend: SV: -$13,000 SPI: 0.93 GoodBad Actual Costs: EAC: $362,852 EAC: Weeks $188,000 Cost Sch. 10/22/2010 Project Start Date: Project ID: 1234 Sample Project Project Name: Target Dt: 10/21/2011 Project Manager: Joe Smith Project Duration Est.: 52 Weeks Forecast Dt: 11/18/2011 Product Manager: Project Budget Est.: 326,000 Executive Sponsor: $ The Big Boss Development Methodology: Earned Value Reporting: Stage Gate Mgmt: Primary Stakeholders: Performance Trends $400 Project Key Performance Indicators (KPIs) Pyramid Management Fixed Flexible Accept Priority Scope Quality Schedule Costs Sponsor Approval: PM Approval: Project Scope Statement Project Prioritization (# out of # for org.): 1 out of 10 Major Project Milestones and/or Phases Change Management Process Copyright and all rights reserved Looking Glass Development, LLC. $300 $200 $100 $0 In Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $1,000's Forecast Costs Forecast Results Budget Business Benefit Increased Revenue Operational Efficiency Reduced Costs Regulatory / Mandate Portfolio Fit Key Constraints / Assumptions Date: Date: Project Success Criteria Project Justification Tranform Grow Run Primary Risks Communication & Reporting Process

34 Slide 33 Key Scrum Artifacts Product Backlog A prioritized list of items to be delivered. Each item is relatively independent of the others. Backlog may be reprioritized at any time. Items = User Stories or PBIs PBI = Product Backlog Item Copyright and all rights reserved Looking Glass Development, LLC.

35 Slide 34 The Scrum Roles Product Owner Responsible for representing interests of all stakeholders, obtaining funding, defining initial requirements, ROI, and objectives (Product Backlog). The Team Develops the functionality. Is selfmanaging, self-organizing, and cross functional. Scrum Master Responsible for the Scrum process, teaching Scrum to everyone, implementing Scrum so it fits with culture, and that everyone follows Scrum rules & practices. Copyright and all rights reserved Looking Glass Development, LLC.

36 Slide 35 Vision Ranked Product Backlog Release Planning Scrum PO, SM & Team conduct Sprint Planning Meeting 1 / 2 to complete grooming. 1 / 2 to define tasks & task estimates in ½ or full days. No task longer than 1 day. Sprint Tasks Sprint Backlog 2 6 Week Sprints Daily Scrum Every 24 Hours Sprint end date & deliverables do not change Scrum = 3 Roles + 4 Artifacts + 5 Meetings Copyright and all rights reserved Looking Glass Development, LLC. Sprint Review Not longer than 4 hours for a 30 day sprint nor more than 1 hour to plan. Shippable Product Sprint Retrospective Not more than 2 hours for a 30 day sprint. Not more than 1 hour to plan.

37 Slide 36 PBI To Do In Progress Validate Impeded Done PBI Task Task Task Task PBI PBI PBI PBI Task Task Task Task Task Task Task Task Task TaskTask Technical Debt Copyright and all rights reserved Looking Glass Development, LLC.

38 Slide Burndown Chart Points/Work Remaining Time Copyright and all rights reserved Looking Glass Development, LLC.

39 Slide 38 Sprint Planning Meeting PO speak to the sprint goal. Acceptance criteria. Team forecasts number of stories. Team breaks PBIs into tasks. Estimate tasks: 0.5 / 1. Build sprint burndown and task board. Copyright and all rights reserved Looking Glass Development, LLC.

40 Slide 39 The Daily Scrum 10 to 15 minute meeting for team to answer 3 questions. Stand up means STAND UP! Target 10 minutes, 15 max. Same time every day & don t miss a day. Stand in front of the visual progress artifact. Everybody is present. No typing during the meeting. Concentrate on the 2nd and 3rd questions. Don t talk to the Scrum Master. Talk to the team. Copyright and all rights reserved Looking Glass Development, LLC.

41 Slide 40 Sprint Review Summary of sprint by PO. PO demonstrates every acceptance criteria of every story delivered. Gather feedback from stakeholders and incorporate into product backlog. Update release plan and discuss next step. Copyright and all rights reserved Looking Glass Development, LLC.

42 Slide 41 Sprint Retrospective The most important Scrum meeting. Important to change something in every sprint. Remember: It s not a lesson learned until you do something about. Work on only the 2 most important lessons. Copyright and all rights reserved Looking Glass Development, LLC.

43 Slide 42 Day 1 Day 2 - X Last Day Daily Scrum Plan Retro & Review AM Sprint Planning Work & Backlog Grooming Sprint Review & Sprint Retrospective PM Work Work & Backlog Grooming 1. Free Time 2. Google 20% Time 3. Personal Time Copyright and all rights reserved Looking Glass Development, LLC.

44 Slide 43 PMBOK Guide Knowledge Areas Knowledge Areas describe project management knowledge and practice in terms of their component processes. Integration Management Scope Management Schedule Management Cost Management Quality Management Resource Management Communications Management Risk Management Procurement Management Stakeholder Management Copyright and all rights reserved Looking Glass Development, LLC.

45 Slide 44 Ten Knowledge Areas Extended 4 Integration Management 5 Scope Management 6 Schedule Management 7 Cost Management 8 Quality Management 9 Resources Management 10 Communications Management 11 Risk Management 12 Procurement Management 13 Stakeholder Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Copyright and all rights reserved Looking Glass Development, LLC.

46 Slide 45 Inputs Tools & Techniques Outputs Copyright and all rights reserved Looking Glass Development, LLC.

47 Slide 46 Ten Knowledge Areas Extended 4 Integration Management 5 Scope Management 6 Schedule Management 7 Cost Management 8 Quality Management 9 Resources Management 10 Communications Management 11 Risk Management 12 Procurement Management 13 Stakeholder Management Outputs Copyright and all rights reserved Looking Glass Development, LLC. 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Inputs Tools & Techniques Precedence diagramming method (PDM) Dependency determination and integration Leads and lags Project management information system

48 Slide 47 The Process Groups & Knowledge Areas Combined Copyright and all rights reserved Looking Glass Development, LLC.

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50 Review Questions: 1. Which of the following is not an output of a project? A. A product or artifact that is quantifiable B. A capability to perform a service C. A manufactured product D. All of the above 2. Which of the following is not a characteristic shared by both projects and operations? A. Performed by people B. Generates repetitive outputs C. Are constrained by limited resources D. Are planned, executed, and controlled 3. Which of the following is an example of an operation? A. The development of a new product B. Constructing a building C. Producing a new car D. Developing a new marketing campaign 4. Which of the following is a key element of defining an operation? A. Operations maintain an existing set of practices B. Operations have unique charters and goals C. Operations have defined start and end dates D. None of the above 5. Which of the following is an that is organization likely to be project-based? A. Organizations who derive most of their revenue from performing projects B. Organizations that have adopted management by projects C. Both A & B D. None of the above 6. Which of the following is not a factor in the development of organizational culture and style? A. Shared values, norms or beliefs B. Technical certifications C. Policies and procedures D. View of authority relationships

51 7. Who is responsible for determining what the appropriate practice for the project is? A. The project sponsor B. The project manager C. The key stakeholders D. The project management team 8. Which of the following is the best description of the primary purpose of the PMBOK Guide? A. To define the proper methodology for managing project B. To identify the PM knowledge considered good practice C. To establish the international PM standards D. To define proper PM practices 9. Which of the following is not a common characteristic of a project? A. A project is temporary B. A project produces a unique product or service C. A project has repetitive tasks D. A project uses progressive elaboration 10. Which of the following is part of the temporary nature of projects? A. The project team seldom outlives the project B. The project team existed prior to the project being created C. The market window is not usually temporary D. The project team is always broken up at the end of the project 11. Which of the following represents the best definition for progressive elaboration? A. Developed in steps and continuing in increments B. Developed with a continuous process C. Developed with explicit steps D. Developed with explicit steps 12. Which of the following is a reason to authorize a project? A. A market demand B. A specified organizational need C. A regulatory requirement D. All of the above

52 13. Which of the following correctly identifies the project management process groups? A. Initiating, planning, developing, testing, and deployment B. Initiating, planning, executing, monitoring and controlling, and closing C. Envisioning, planning, developing, deployment, and closing D. Envisioning, planning, executing, monitoring and controlling, and closing. 14. Which of the following is not one of project management s triple constraints? A. Time B. Costs C. Scope D. Requirements 15. Which of the following is not one of the PMBOK Guide s nine (9) knowledge areas? A. Cost management B. Human resources management C. Requirements management D. Quality management 16. Which of the following is not one of the PMBOK Guide s nine (9) knowledge areas? A. Time Management B. Risk management C. Communications management D. Contract management 17. Which of the following is not a key element to understanding the project environment? A. Understanding specific government regulations B. Understanding the cultural and social environments C. Understanding the international and political environments D. Understanding the physical environment 18. Which of the following is not a term used to define application areas? A. Technical elements, such as a specific kind of engineering B. Financial elements, such as a knowledge of reading financial statements C. A management specialization, such as government contracting D. Industry groups or verticals, such as telecommunications, automotive, or financial

53 19. Which of the following is the best definition of a standard? A. A government requirement, which specifies product, process or service characteristics B. A document established by consensus and approved by a recognized body that provides for common and repeated use C. A guideline that describes a preferred approach D. Mandated compliance by some governmental organization 20. Which of the following is not a key common element of understanding the project environment? A. The cultural and social environment B. The international and political environment C. The outside environment D. The physical environment 21. Which of the following best represents the definition of a program? A. A temporary endeavor undertaken to create a unique product or service B. A group of related efforts managed in a coordinated way to obtain benefits and control not available from managing them separately C. A collection of efforts or groups of efforts and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives D. None of the above 22. Which of the following statements is a key element of a subproject? A. They are based on the project processes B. They often involve specialized technology C. The subproject can consist of a series of even smaller subprojects D. All of the above 23. Which of the following is not true about a project management office? A. A PMO should always have direct control over all project activities in the organization. B. A PMO is an organizational unit to centralize and coordinate the management of projects. C. A PMO oversees the management of a project, programs or a combination of both. D. PMOs can operate on a continuum from providing project management support functions to software, policies, and actual direct management of projects.

54 24. What does a project life cycle define? A. What technical work to do in each phase B. What the deliverable dependencies are C. Who will complete each deliverable D. How each deliverable is approved 25. Which of the following is a characteristic that most project life cycles share in common? A. Projects might or might not have phases, but are defined by deliverable handoffs. B. Phases are usually sequential and are usually defined by some sort of technical information transfer or component handoff. C. Projects are defined by iterative phases that continue for a predefined period. D. Projects do not have phases and are usually defined by the need to have requirements defined at the beginning of the project. 26. Which of the following is not common for a project s life cycle? A. Cost and staffing levels tend to be low at the start, peak during the intermediate phases and drop rapidly as the project concludes B. The level of uncertainty and risk of failure is highest at the beginning and improves throughout the project C. The cost of project changes and correcting errors gets progressively lower as the project continues D. The ability of stakeholders to influence the project s characteristics is highest at the beginning and gets progressively lower 27. When are project phases generally considered to be completed? A. When a review of the accomplished work and the deliverables has taken place, and they have been accepted B. When a managerial decision to continue to the next phase has been made C. When the deliverables have been accepted D. A & B 28. Two characteristics of a deliverable are: A. They are quantified and usable B. They are part of the process and are tangible C. They are measurable and verifiable D. None of the above

55 29. Bob is a project manager whose project has been closed at the end of the third phase of the five phases that were initially planned. What should Bob s next course of action be in terms of the current project? A. Seek a review with the key stakeholders B. Seek a review with the project sponsor C. Complete a review with the project team D. Nothing, this is a legitimate decision 30. Which of the following is not part of formal phase completion? A. Review of the completed phase deliverables B. Acceptance of the phase deliverables C. Review of any phase documents D. Authorization of the subsequent phase 31. Which of the following is not a name used for a phase-end review? A. Milestones B. Phase exits C. Phase gates D. Kill points 32. Which of the following is true about projects? A. Most projects are not linked to the ongoing work of the organization B. Some projects can be initiated informally for a limited amount of time to secure formal approval for additional phases or activities C. The preliminary planning process is never handled as a separate project D. All of the above 33. Which of the following is a justification to initiate a project? A. A business problem B. A change in the competitive marketplace C. Regulatory requirements D. All of the above 34. Which of the following is a key distinction between projects and operations? A. Operations often require key resources B. Projects have limited budgets C. Operations are ongoing and repetitive D. All of the above

56 35. Which of the following statements about a project s life cycle is true? A. The project life cycle defines what resources will be involved and what work is to be completed in each phase B. The project life cycle defines which resources will complete each deliverable C. The project life cycle defines what deliverables are required D. The project life cycle defines when deliverables are to be completed 36. When participating on a project over time, stakeholders have varying levels of what? A. Responsibility and authority B. Authority and influence C. Responsibility and influence D. Influence and support 37. In dealing with stakeholders, which group is most often overlooked? A. Stakeholders who have little organizational influence B. Stakeholders who are challenging to work with C. Stakeholders whose view of the project is negative D. Subject matter experts 38. Which of the following is not considered a key stakeholder on every project? A. The end user B. The project team C. The PMO D. The general public 39. The single most important responsibility for a project manager in terms of the stakeholders is what? A. Manage stakeholder expectations B. Clearly define stakeholder requirements C. Provide visibility to negative stakeholders D. Ensure stakeholders approve all critical scope changes 40. Your project sponsor approaches you and asks for a detailed project schedule. Which of the following would be required to meet her request? A. Work Breakdown Structure B. An approved budget C. Quantitative risk assessment D. All of the above

57 41. Early in the project management planning process, a key stakeholder argues that he should take charge of the project. Based upon the standards for professional project management who should be in charge of the project at this juncture? A. The stakeholder in question B. The project manager C. The project sponsor D. The technical lead 42. Which of the following is not a stakeholder management responsibility? A. Exceeding stakeholder expectations B. Meeting stakeholder expectations C. Managing stakeholder expectations D. None of the above 43. In which of the following process groups can stakeholders be identified? A. Initiating and planning B. Planning, monitoring and controlling C. Initiating, planning, and monitoring and controlling D. Any of the process groups 44. A project manager comments to a coworker that she is having a lot of trouble with a large number of scope changes in her project. Which of the following is a likely cause of the large number of changes? A. Not involving stakeholder early enough in the project B. Having too many project stakeholders C. Not having a senior enough sponsor D. All of the above 45. Management by Objectives works only if: A. The process is well documented B. The processes do not impact the objectives C. It is supported by the management team D. The processes are defined in the project charter 46. In which of the following process groups are stakeholders not identified? A. Initiating B. Closing C. Executing D. Stakeholders can be identified in any process group

58 47. Jane is a project expediter working at a manufacturing company. Her main project is currently in the planning process. Her project sponsor comes to her and asks for information about the project management methodology the company has decided to deploy. He asks her why they are using it and where it came from. What should Jane do? A. Provide the information to the project sponsor B. Advise the owners of the new methodology of the request C. Provide the sponsor with the appropriate templates D. All of the above 48. Sam is a project manager working for a consulting company. He is currently responsible for a large multi-million dollar effort with resources in seven locations. One day three stakeholders come into his office and are very upset because they just realized that requirements they see as critical are not included in the project scope. What is the most likely cause of the absence of these requirements? A. The sponsor decided against including their requirements B. The stakeholders in question were not involved early enough in the process C. The stakeholders are new to the organization D. All of the above 49. Linda is a project manager for a major engineering project. She is in her third year on the project and has been in charge since project s inception. Her boss, the Vice President of Engineering, walks into Linda s office one day to inform Linda that it is likely that her project is going to be postponed because several of the project s major stakeholders are unhappy with the project. Which of the following is likely the cause of Linda s problems? A. Linda has been late with deliverables B. Linda s project is over budget C. Changes in the triangle have caused a reduction in project scope D. Any of the above

59 50. Iain is a program manager at a small engineering firm. He is currently leading a project with 14 resources that provides a new design for a major urban hub. He is almost through with the execution phase. Iain just learned that several environmental interest groups intend to protest his design at an upcoming public hearing. What is the most likely cause of their issues? A. They are extremist groups B. The interest groups were not included early in the project process C. Key elements of project scope have been dropped D. All of the above 51. Regina is a project manager for a major engineering project. She is in her third year on the project and has been in charge since project s inception. Her boss, the Vice President of Engineering, walks into Regina s office one day to inform Regina that it is likely that her project is going to be postponed because several of the project s major stakeholders are unhappy with the project. What should Regina do? A. Revisit the scope statement B. Ask to freeze the project C. Try to convince her boss that the project can be saved D. Open a dialogue with unsatisfied stakeholders 52. What is the relationship between the project manager and the stakeholders? A. The project manager is a stakeholder B. The project manager supervises the stakeholders C. The project manager reports to the stakeholders D. The project manager communicates with the stakeholders 53. In Scrum, the team activity is monitored and coordinated on the following basis: A. Hourly B. Daily C. Weekly D. Monthly 54. The Product Owner of your project is absent due to a planned vacation. Who should assume the Product Owner s responsibilities at a sprint planning meeting? A. The ScrumMaster B. The Team C. A person selected by the Team D. The CEO

60 55. You are new on an internal Agile project for a company with well developed processes. You need to find the list of prioritized project requirements. Where will you most likely find this list? A. Sprint Backlog B. Product Backlog C. Iteration Backlog D. The Release Plan 56. In a Scrum Project, the typical length of an iteration is: A. Between 2-6 weeks B. 30 days C. 45 days D. 90 days 57. Which of the following statements BEST describes the relationship between Agile Development and the PMBOK Guide? A. The PMBOK Guide represents PMI's methodology for executing projects. While Agile Development represents a software development framework. B. Agile Development represents the newest way to execute a project while the PMBOK Guide represents the old way of executing a project. C. The PMBOK Guide represents the overall framework for executing projects and Agile Development represents a set of specific methodologies used in project execution. D. Agile Development represents the overall framework for executing projects and the PMBOK Guide represents a set of specific practices used in large scale projects. 58. Which of the following terms refers to a staging and scheduling strategy in which the various parts of the system are developed at different times or rated and integrated as they are completed? A. Iterative development B. Incremental development C. Staged development D. Agile development

61 59. Which comparing traditional linear development to agile, which of the following statements is most likely to be true? A. Agile development makes extensive use of best resourcing to ensure optimal productivity while traditional development uses WIP. B. Both traditional development and Agile make use of best resourcing to ensure optimal productivity. C. Both traditional development and Agile make extensive use of WIP to ensure optimal productivity. D. Agile development makes extensive use of WIP while traditional development uses best resourcing to ensure optimal productivity. 60. Which of the following concepts represents the idea that information, requirements and facts will be seen over time as the project progresses? A. Convergence B. Emergence C. Self-organization D. Dynamic evolution

62 Answer Key: 1. C Answer C. PMBOK Guide p. 5 Manufactured products represent operations because of their mass produced, repetitive nature. 2. B Answer B. PMBOK Guide p.6 Projects and operations share many of the same characteristics. However, projects do not attempt to produce the same product over and over again. 3. C Answer C. PMBOK Guide p.7 The objective of an ongoing operation is to sustain the business. A project s goal, on the other hand, is to attain a specific objective and terminate. 4. A Answer A. LGd PMP Exam Prep Course Projects have unique charters, goals and defined start and end dates. Operations have semi-permanent charters, semi-permanent organizations, maintain an existing set of practices, provide a standard product or service, and are continuous. 5. C Answer C. PMBOK Guide Project-based organizations are those whose operations consist primarily of projects. These organizations generally fall into two categories: organizations that derive most of their revenue from projects or organizations that have adopted management by projects. 6. B Answer B. PMBOK Guide p. 27 Each of the items except technical certifications is listed as a factor in the PMBOK Guide influencing culture. 7. D Answer D. PMBOK Guide 2008, p.13 The project management team must define what good practice means in each project on a case-by-case basis. 8. B Answer B. PMBOK Guide 2008, p.13 According to the PMBOK Guide, The Primary purpose of the PMBOK Guide is to identify the subset of the Project Management Body of Knowledge that is generally recognized as good practice.

63 9. C Answer C. PMBOK Guide p.5 Projects are temporary endeavors undertaken to create a unique product or service. This rarely includes repetitive work. 10. A Answer A. PMBOK Guide p. 5 Because of the definition of projects, the project team seldom outlives the project. They are by definition temporary and so are their teams. 11. A Answer A. PMBOK Guide p.7 Progressive elaboration means developing a project in steps, and continuing in increments. This often necessitates that definitions are broad at the beginning and get more specific as time progresses. 12. D Answer D. PMBOK Guide p. 10 Each of the examples represent justifications to create a unique product or service using a defined team, budget and schedule. 13. B Answer B. PMBOK Guide p.19 According to PMI every project regardless of development methodology uses the process groups of Initiating, Planning, Executing, Monitoring & Controlling, and Closing. This process is often iterative. 14. D Answer D. The triple constraints of project management include time, costs, and scope and quality. 15. C Answer C. PMBOK Guide The nine knowledge areas include: integration, scope, time, cost, quality, human resources, communications, risk and procurement management. 16. D Answer D. PMBOK Guide The nine knowledge areas include: integration, scope, time, cost, quality, human resources, communications, risk and procurement management.

64 17. A Answer A. PMBOK Guide Although understanding specific governmental regulations is key to project success, this is not considered a part of project environment. 18. B Answer B. PMBOK Guide Although important, understanding business finance is part of general business management and skills and is not considered an application area of knowledge for most projects. 19. B Answer B. PMBOK Guide p. 13 While several of the options deal with standards, only B is the actual definition. 20. C Answer C. PMBOK Guide The outside environment is not a key element in understanding the project environment. 21. B Answer B. PMBOK Guide The first answer is the definition of a project. The third is the definition of a portfolio. B is a program. 22. D Answer D. PMBOK Guide Each of the included statements could be true for a given subproject. When projects are divided into more manageable components, these pieces are often referred to as subprojects. 23. A Answer A. PMBOK Guide Although it would be very nice, a project management office does not have to have direct control over all projects. 24. A Answer A. PMBOK Guide Project life cycles generally define: What technical work to do in each phase. When the deliverables are to be generated in each phase. Who is involved in each phase. How to control and approve each phase. 25. B Answer B. PMBOK Guide The PMBOK Guide lists four major characteristics that projects share. One of these is the handoff of work packages or deliverables.

65 26. C Answer C. PMBOK Guide The cost of project changes and the correction of errors gets progressively higher on most projects because of the amount already invested and because of the fact that changes or errors often force the rework of already-produced deliverables. It is this fact that often justifies the significant amount of work done at the beginning of the project to define requirements. 27. A Answer A. PMBOK Guide A project phase is generally considered concluded when the key project stakeholders have actually accepted the deliverables from that phase. This might also include an overt decision to continue to the next phase. However, this does not preclude multiple phases from occurring at the same time. 28. C Answer C. PMBOK Guide A deliverable is a measurable, verifiable work product such as a specification, feasibility report, detailed design document, or working prototype. Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived. 29. D Answer D. PMBOK Guide The answer is nothing because according to the PMBOK Guide a phase can be legitimately closed without the decision to initiate any other phases for a wide variety of reasons. 30. D Answer D. PMBOK Guide Formal phase completion does not include authorizing the subsequent phase. For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group, specifying what is allowed and expected for that phase. 31. A Answer A. PMBOK Guide p. 23 Phase-end reviews can be called phase exits, phase gates, or kill points. Milestones are significant points or events in the project such as when the phase-end review has been completed, but they are not the review itself.

66 32. B Answer B. PMBOK Guide Many projects are linked to operational work of the organization while other organizations only formally approve projects after the completion of a feasibility study, or manage the preliminary planning phase as a separate project. Some projects can initially be informal for a limited amount of time before formal approval has been secured. 33. D Answer D. PMBOK Guide The driving forces that creates the stimuli for a project are typically referred to as problems, opportunities, or business requirements. 34. C Answer C. LGd PMP Exam Prep course. While it is true that operations often require key resources, projects do also. Projects and operations also both have limited budgets. However, whereas operations are ongoing and repetitive, projects are fixed to a set time. 35. A Answer A. LGd PMP Exam Prep Course. The project lifecycle defines what resources will be involved in each phase and what work is to be done in each phase. 36. A Answer A. PMBOK Guide p.24 This is an example of the kind of question on the exam where multiple answers look right. According to the PMBOK Guide, responsibility and authority is the correct answer even though project managers must watch the stakeholders influence and their level of support throughout the project. 37. C Answer C. PMBOK Guide p. 23 Negative stakeholders are often overlooked by the project team and because of this they risk failing to bring their projects to a successful end.

67 38. D Answer D. PMBOK Guide p This is one of the many questions where your ability to select the best answer as seen by PMI becomes critical. Many select the PMO because not every company has a Project or Program Management Office. However, this is not the best answer. The PMO is listed in the PMBOK Guide as a key stakeholder, but the general public is not. 39. A Answer A. PMBOK Guide p. 23 All of these items are important. But because stakeholders often have very different or conflicting objectives, it is most important that the project manager manage the stakeholder expectations. 40. A Answer A. In the project management process the approved budget and the quantitative risk assessment both come after the project schedule. Only the WBS is required from this list. 41. B Answer B. In the project management process, the project manager should be named as early as possible and should take charge of the project upon their assignment. It is considered a poor choice to allow a stakeholder to take charge of the project. 42. A Answer A. Exceeding stakeholder expectations is the same as gold plating. Gold plating is a key evil according to PMI that should never be done. 43. D Answer D. Stakeholder management is an ongoing part of the project management process. The identification of stakeholders is a key element of this and must be done in all of the process groups. 44. A Answer A. Many projects involve a significant number of stakeholders or suffer from not having a senior enough sponsor. These issues do not necessarily have any impact on scope change. However, not having stakeholders involved at an early enough stage can dramatically increase the amount of scope change.

68 45. C Answer C. Any management methodology requires the management team to support it in order to be effective. 46. D Answer D. Stakeholders can be identified at any point in the PM process. 47. B Answer B. This question is another example of a question requiring you to determine what you would do first. In this situation it would be best if you immediately notified the owners of this request. In many cases this is going to be a PMO. 48. B Answer B. The most common cause of disconnected stakeholders and requirements is a failure to engage the stakeholders at an early enough point in time. Stakeholders should be engaged in the project as early as possible. 49. C Answer C. The single most likely cause of the loss of stakeholder support is a reduction in scope that causes the loss of deliverables desired by the stakeholders. Unless proper stakeholder management is done, the project manager will not know which stakeholders have strong attachments to which deliverables and, as a result, difficulties will ensue when scope changes occur. 50. B Answer B. Public interest groups are often one of the most difficult groups of stakeholders with which to work. However, they are project stakeholders, and as with all stakeholders it is critical that the project manager engage with them as early as possible as the number one cause of stakeholder issues is a failure to engage them at an early enough point. 51. B Answer B. This is another example of the what would you do first type of question. In this case, although you might do several of the items, you would first freeze the project. 52. A Answer A. Although several of these answers might be true, the only thing that is definitely true is that the project manager is also a project stakeholder.

69 53. B Answer B. The Rules of Scrum advocate a daily fifteen minute standup meeting done face-to-face called the daily scrum. 54. A Answer A. In the absence of the Product Owner, it is the responsibility of the ScrumMaster to prepare adequate product backlogs for the sprint planning meeting. Source: Ken Schwaber, Agile Project Management with Scrum Appendix A. 55. B Answer B. The Product Backlog is designed to hold prioritized project requirements. Source: Ken Schwaber, Agile Project Management with Scrum, Chapter B Answer B. The typical length of an iteration is one complete cycle within a project and is usually 20 business days or 30 sequential calendar days. Source: Ken Schwaber, Agile Project Management with Scrum, Appendix B. 57. C Answer C. The relationship between Agile Development and the PMBOK Guide has traditionally been contentious. Many agilists try to argue Agile Development and the PMBOK Guide are at odds. However, nothing could be further from the truth. The PMBOK Guide represents generally accepted principles and practices. It does NOT represent a methodology that can be followed step-by-step. Many Agilists also claim that their particular concepts are a framework representing a loose scaffolding. However, most thinkers agree Agile represents an aggregation of methodologies. 58. B Answer B. Alistair Cockburn defines Incremental development as a staging and scheduling strategy in which the various parts of the system are developed at different times or rated and integrated as they are completed. This means that the features or requirements do not have to be completed as part of a single release. When a team uses incremental delivery they are able to deliver features or requirement in a wide range of orders defined by the team. This fundamentally changes how projects are executed. Suddenly, it what is delivered at any point in the project. This notion is somewhat similar to the ideas surrounding Object