B:The promotion of the profession  of project management is part of your professional responsibilities and using internationally recognized and standardized publications like the PMBOK® Guide is an example of this.

A:A project is differentiated from operational activity by the fact that it is designed to deliver a unique product within a specified time period whereas operational work is ongoing and repetitive.

C:Achieving 3% growth on last year’s sales figures is an operational goal in line with on-going repetitive company activity and as such it is not an example of a project.

B:Checking is not the correct answer because it is not the right term. You may have thought this described the Monitoring and Controlling process group.

B:Constraints is correct because central to any successful project management is an awareness that a project manager must balance competing constraints on the project. A change in one area can and usually does also mean a potential change in another area.

D:Progressive elaboration is correct because very rarely will you encounter a project where every detail is known at the beginning of a project and there are no changes to the project. It is typical for a project management plan to be iterative in response to this potential for change. The process of knowing more detail as the project develops is known as progressive elaboration.

B:This answer is correct because portfolio management is typically used by more mature companies to align projects with their strategic aspirations in order to increase  the chances of project success and of meeting strategic goals.

A:Program is correct because a program is a group of projects that are interrelated in some way. A project may be part of a program, but a program will always have projects.

B:Return on investment is not a strategic consideration. It is a method of calculating whether a project should proceed from a financial rather than a strategic point of view.

C:A project management office takes responsibility for providing organization-wide project management support functions, including common standards, templates, and processes. It is also directly responsible for project delivery.

A:A PMO provides high-level support across several projects. It does not provide lower-level detail to a single project but instead provides a rolled-up summary report of the project.

B:Notice that this question uses the product life cycle, not the project life cycle. You will need to look out for this style of question and make sure you read it properly. The product life cycle covers all aspects of the product from inception, design, and manufacture to end of life, recycling, and obsolescence. Monitoring and Controlling is one of the five process groups.

D:Successful projects enable organizations to deliver their strategic goals.

C:The project manager is the person vested with the authority by the performing organization to achieve the objectives of the project.

C:Net present value of investment is a tool for project selection.

D:OPM3 stands for Organizational Project Management Maturity Model, and part of the model is used to assess where on a scale an organization sits in relation to its adoption and application of project management practices.

D:Enterprise environmental factors are a constant input  into many of the processes. They can be thought of as the environment in which the project must operate and by which it will be influenced.

D:Knowing the project life cycle and how projects and project management fit gives you context and provides a basic framework for managing a project, regardless of the specific work involved. Do not get this confused with PRODUCT life cycle.

B:The generic level of the project life cycle features four key characteristics of starting the project, organizing and preparing, carrying out the project work, and closing the project. Checking the project is part of the Shewhart and Deming plan-do-check-act cycle, which elaborates more on a specific part of the project life cycle.

A:You may decide to initiate phases in a project due to the size, complexity, or presence of defined major deliverables. Breaking such projects down into phases gives a greater level of control.

D:The three types of phase-to-phase relationships are overlapping, iterative, and sequential. Progressive is not one of these.

D:This situation describes a matrix organization where the functional manager retains most of the power. Therefore, it is a weak matrix, reflecting the small amount of power the project manager has to influence  resources and budget on the project.

D:This situation describes an organization divided into its functional responsibilities. A project manager often has to deal with staff and resources from different areas across the organization that are ultimately controlled by the functional manager. As such, the project manager has little or no power in this type of organization.

A:Government regulations are an example of enterprise environmental factors. The other three are examples of Organizational Process Assets, which belong to the company, are the property of the company, and reflect the organizational culture.

C:The processes described in the PMBOK® Guide are not to be universally applied to every project. Each project is different. It is the responsibility of the project manager and project team to determine which processes are appropriate and how rigorously they should be applied to any project depending on its size, complexity, and impact.

C:The Initiating process group is always the first performed in any project or phase of a project. It is the process group that formally establishes the project.

D:The Executing process group consists of those processes that complete the work defined in the project management plan.

A:A framework is an international standard of best practices and it to be used as a toolbox from which you choose processes, tools, and techniques to help you deliver projects successfully. A methodology has already taken the processes, tools, and techniques and developed them into a standardized approach to managing projects in a certain way.

D:Reducing the team size is not one of the key principles behind Lean. This may help if the team has identified waste associated with the team size, but it is not one of the principles.

D:Eliminating waste is the act of reducing  or minimizing any unnecessary part of a process. This can include waiting times, meetings, documentation, or duplicated activities. If a process can be completed without a specific component, and the result still provides the value that is required/specified, then it is better that component to be removed.

A:By applying the practices of Lean to your project or product, your processes will be more efficient. Efficient processes are free from waste. Waste slows progress and results in unnecessary costs.

B:Delays, duplication, over-production, and errors are considered forms of waste because they do not add value to the project or the client, and result in unnecessary spending.

C. The Project Management Institute (PMI)® is the industry-recognized standard for project management practices.

B. Projects exist to create a unique product, service, or result. The new color line is not a unique product. A minor change has been requested (to add a new color), indicating that this is an ongoing operations function. Some of the criteria for projects are that they are unique, temporary with definitive start and end dates, and considered complete when the project goals are achieved.

A. This is a project. The product line is new, which implies that this is a unique product—it hasn’t been done before. You can discern a definite start and end date by the fact that the new appliances must be ready by the spring catalog release.

B. This came about because of an organizational need. Staff members were spending unpro- ductive hours producing information for the management report that wasn’t consistent or meaningfu

C. Project management brings together a set of tools and techniques to organize project activities. Project managers are the ones responsible for managing the project management processes.

A, C, D. Option B describes the waterfall, or predictive, process.

B. When one business develops new pricing structures or new products, or offers more for the same, competing businesses must do something similar in order to stay competitive. This is the definition of competitive forces.

D. Portfolios are collections of projects and/or programs. The projects or programs do not have to be directly related or interdependent to reside within the portfolio.

D. The processes, in order, are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

C. The Initiating process group is where stakeholders have the greatest ability to influence outcomes of the project. Risk is highest during this stage because of the high degree of unknown factors.

B, C, D. The three types of PMOs are supportive, controlling, and directive.

C. The seven wastes are associated with Kaizen, a Lean methodology.

1. Any change reTuests should be documented in the project’s change control system. B is incorrect because the new law will reTuire changes to the project. C is incorrect because it may be inappropriate to consult with the project stakeholders, especially on a large project. D is incorrect because we do not know the impact of the change, and it may not justify halting the project work.

1. A predetermined budget set by management is an example of a project constraint. B and C are examples of organizational process

assets that the project manager will use as inputs to project management planning. D, interviews with subject matter experts, is an example of expert judgment and is a tool and techniTue used in project management plan development.

.D.The primary purpose of the project management plan is to define how the project will be managed and to communicate that information to project stakeholders. A and B are incorrect because these address only the project work. C is incorrect because this answer addresses the project’s change control system.

1. A hybrid project that will combine the planning processes of predictive and the work iterations of Agile will likely allow changes through the prioritized product backlog. Once the scope has been planned in the predictive fashion, the management of the project will likely change to the rules of the agile environment. Changes may enter

the project, but they cannot interrupt the current work of the project. Changes will go into the prioritized product backlog, will be prioritized among the known reTuirements, and then the team will take on the work in future work iterations. A is incorrect because schedule and cost change control are more geared toward predictive project management. Schedule and cost change control can still take place as part of integrated change control, but this isn’t the best answer for this Tuestion. B, process change control, isn’t a valid project management term; in addition, the scope is being changed, not a project management process. D is incorrect because changes are allowed to the project scope even after a baseline has been created.

1. Defect repair review is a review of the defect repair. Even though the project may be on a deadline, Robert’s project team will still need to repair the walls and confirm that the repair is acceptable. A is an example of a preventive action. B is an example of a corrective action.

C is an example of defect repair.

.A.Susan has tacit knowledge; this knowledge has been gained by experience and it’s not easy to communicate or Tuickly explain to others. B, C, and D are incorrect. Explicit knowledge is factual knowledge and is easy to explain to others. Factual and experiential knowledge are not project management terms used to describe the knowledge management process.

1. The project management plan provides baselines for the schedule, cost, and scope. Control is a project activity and part of the monitoring and controlling process group. A, B, and C are incorrect answers, because scope, cost, and schedule do have associated baselines. Recall that a baseline is what’s predicted and the actuals are the experiences of the project. The difference between the baseline and what actually happened reveals the variances of the project.

1. The project management plan defines how changes will be approved or declined. B describes the risk management plan. C defines the project charter and project scope. D is incorrect because the change control board may be part of the change control process.

1. The configuration management system documents all functional physical characteristics of the project’s product. It also controls changes to the project’s product. B, C, and D are incorrect answers; integrated change control, scope control, and the change management plan do not address the management of the product.

1. In an agile project, the team is self-organizing, and they will determine who’ll take on what activities during each work iteration. A is incorrect because the project manager and the project management team direct the performance of the project activities in a predictive

project. In a program, the program manager assigns the project manager authority over the project resources and authorizes the project manager to direct the project work. C and D are incorrect because the project sponsor and program manager do not direct performance.

1. Lessons learned happens during the sprint retrospective, which is the final meeting of each sprint. This is a meeting to learn what did and didn’t work well in the past iteration so the team can make adjustments for the next sprint of the project. A is incorrect because lessons learned happens in each sprint during the sprint retrospective. B is incorrect because the sprint review is a demonstration of what the development team has accomplished during the sprint. D is incorrect because lessons learned happens during the sprint retrospective; in addition, Scrum doesn’t used paired programming; this is an attribute of ;P.

C.The earned value techniTue, commonly called earned value management (EVM), measures project performance on several factors, including cost and schedule. A, the WBS, is a breakdown of the project scope. B, the project plan, defines how the project will be controlled, executed, and closed. D, the work authorization, enables work to progress within a project.

Change reTuests should not be automatically approved. All documented change reTuests should flow through the change control system, should be evaluated, and then a decision should be made. A, B, and D are all part of configuration management.

1. Risk responses are not addressed in the project charter. High-level risks may be identified, but the responses to those risks are not included in the project charter. These responses will be documented in the project’s risk response plan. A, B, and C are incorrect because the reTuirements to satisfy the project customer, the project manager, and the summary budget are defined in the charter.

1. Linear programming is an example of a mathematical model that can be used for project selection. Recall that mathematical models are also known as constrained optimization. A, C, and D are incorrect because future value, present value, and the benefit/cost ratio are all examples of benefits comparison models.

.D.Of all the choices presented, this is the best answer, because changes to project documents and plans do reTuire change reTuests. A is incorrect because creating a risk response isn’t the best answer. B, notating the project plan, isn’t a viable choice because the plan has incorrect information that should be corrected. C is also incorrect because May can communicate the error to the project sponsor, but she is not likely to do so with the stakeholders. In addition, the communication doesn’t update the error in the plan.

1. The project management plan communicates how the project will be executed, monitored and controlled, and then closed. A and B both describe components of the project charter. C does not answer the Tuestion as completely as D.

1. $139,000 is the present value of Mary’s project. This is found through the following formula: PV = FV ÷ (1 + I)n, which is future value divided by 1 plus the interest rate to the power of the periods the

project will last. This formula would read ($175,000)/(1.26) because the interest rate provided was 6 percent. A, C, and D are all incorrect calculations.

1. When a change enters the project, the change log must be updated to reflect the change. A and C are incorrect because the Tuestion did not indicate that new costs or risks will be entering the project. B, the Tuality baseline, is not a valid answer because Tuality is a reflection of the completion of the project scope.