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22 Cards in this Set
- Front
- Back
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The five Project Management Process Groups are: A. Planning, checking, directing, monitoring, and recording. B. Initiating, planning, executing, monitoring and controlling, and closing. C. Planning, executing, directing, closing, and commissioning. D. Initiating, executing, monitoring, evaluating, and closing. |
B. Initiating, planning, executing, monitoring and controlling, and closing.
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Project Management Process Groups are: A. Overlapping activities that occur throughout the project. B. Overlapping activities that generally occur at the same level of intensity within each phase of the project. C. Generally discrete, one-time events. D. Discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project. |
A. Overlapping activities that occur throughout the project.
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The linkages between Project Management Process Groups are best described by the following: A. The work breakdown structure links Process Groups. B. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase. C. Process Groups are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. D. There are no significant links between discrete Process Groups. |
C. Process Groups are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase.
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The relationship between Project Management Process Groups and project life cycle phases is best described by the following: A. They are unrelated, incompatible concepts. B. They are the same concept described by different terms to satisfy application area extensions. C. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phase. D. Process Groups interact within each project phase and are normally repeated for each phase. |
D. Process Groups interact within each project phase and are normally repeated for each phase.
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For a project to be successful, the project team should generally do all of the following EXCEPT: A. Comply with requirements to meet stakeholder needs and expectations. B. Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result. C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives. D. Select appropriate processes required to meet the project objectives. |
C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.
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All of the following are characteristics of Project Management Process Groups EXCEPT: A. Project Management Process Groups are linked by the outputs they produce. B. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases conducted in a controlled environment. D. When a project is divided into phases, the Process Groups are used, as appropriate, to effectively drive the project to completion in a controlled manner. |
C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases conducted in a controlled environment.
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The Initiating Process Group consists of the processes performed to: A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B. Deploy risk mitigation strategies to enhance the likelihood of project success. C. Establish and describe the need for a project selection process. D. Approve the market analysis to ensure resolution of potential contract disputes. |
A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
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Performing the Initiating processes at the start of each phase: A. Is wasteful and should be avoided whenever possible. B. Helps to keep the project focused on the business need that the project was undertaken to address. C. Helps to ensure that the project continues regardless of changes in the success criteria. D. Helps to ensure continuous employment of project team members even if the project is unlikely to satisfy the business need that it was undertaken to address. |
B. Helps to keep the project focused on the business need that the project was undertaken to address.
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Plan quality management to identify quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements is part of the: A. Conceptual phase. B. Planning process group. C. Project implementation phase. D. Control quality process. |
B. Planning process group.
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The Control Schedule process for a project: A. Focuses on starting the project earlier than scheduled to help mitigate schedule risk and to achieve the approved schedule baseline. B. Is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. C. Is concerned mainly with activities that are on the critical path. D. Should focus primarily on activities that are difficult to carry out. |
B. Is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
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All of the following processes are performed in the Executing Process Group EXCEPT: A. Completing the work defined in the project management plan to satisfy the project specifications. B. Coordinating people and resources in accordance with the project management plan. C. Managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan. D. Concluding all activities across all Project Management Process Groups to formally complete appropriate project phases or contractual obligations. |
D. Concluding all activities across all Project Management Process Groups to formally complete appropriate project phases or contractual obligations.
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The relationship between project management processes and Knowledge Areas is best described by the following: A. Project management processes are further grouped into separate Knowledge Areas. B. Knowledge Areas are integrated into project management processes through the project life cycle concept. C. A Knowledge Area represents a sub-set of concepts, terms, and activities that make up an area of specialization in project management, whereas a project management process is mapped using a data flow diagram. D. Project teams should utilize the Knowledge Areas and project management processes for all projects all of the time to ensure compliance with project management standards. |
A. Project management processes are further grouped into separate Knowledge Areas.
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Which of the following processes is included in Project Integration Management? A. Develop project management plan. B. Control scope definition. C. Review scope verification. D. Conduct procurement surveillance." |
A. Develop project management plan.
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All of the following are characteristics of the project charter EXCEPT: A. It formally authorizes the existence of a project. B. Projects are initiated by an entity external to the project. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project. C. It is used primarily to request bids for a project or a specific phase of a project. D. It provides the project manager with the authority to apply organizational resources to project activities. |
C. It is used primarily to request bids for a project or a specific phase of a project.
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All of the following are characteristics of the Project Management Information System (PMIS) EXCEPT: A. It is part of the environmental factors. B. It 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. C. It is used as part of the Direct and Manage Project Work. D. It is used by the project manager and the project management team primarily to generate presentations to key stakeholders. |
D. It is used by the project manager and the project management team primarily to generate presentations to key stakeholders.
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Which of the following is NOT true about tools and techniques of Perform Integrated Change Control? A. They include expert judgment. B. They include change control meetings. C. A change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other disposition of those changes. D. They include project plan updates. |
D. They include project plan updates.
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You are managing a $10 million project. Which of the following is an acceptable cause for “re–baselining” this project? A. The client has approved an addition to the scope of the project with a $150,000 budget increase and a 2–week extension of the scheduled completion. B. The contractor's company has instituted a Quality Assurance Program in which it has pledged to spend one million dollars during the next year. C. The productivity in the Design Department is lower than estimated, which has resulted in 1,000 additional hours over what was budgeted and a forecasted 2–week delay of the scheduled completion. D. The Engineering Department of the performing organization has converted to a new $250,000 CAD system. |
A. The client has approved an addition to the scope of the project with a $150,000 budget increase and a 2–week extension of the scheduled completion.
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Configuration control is focused on: A. The identification and correction of problems arising in functional areas of project implementation. B. The specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines. C. Testing new systems. D. Identifying, documenting and controlling changes to the project and the product baselines, while change control is focused on the specifications of both the deliverables and the processes. |
B. The specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
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A Change Control Board (CCB) is: A. A formally chartered group of stakeholders responsible for ensuring that only a minimal amount of changes occur on the project. B. A formal or an informal group of stakeholders that has oversight of project execution. C. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. D. A dashboard that provides integrated information to help control changes to cost, schedule, and specifications throughout the life of the project. |
C. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
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Some of the configuration management activities included in the Perform Integrated Change Control process include all of the following activities EXCEPT: A. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. B. Monitoring changes in resource leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project. C. Configuration status accounting, in which information is recorded and reported as to when appropriate data about the configuration item should be provided. D. Configuration verification and configuration audits that ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. |
B. Monitoring changes in resource leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project.
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Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations are addressed: A. As part of the Close Project or Phase process. B. Following the plan outlined in the Quality Management process. C. As requested by senior executives. D. As the last step in project management. |
A. As part of the Close Project or Phase process.
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Outputs of the Monitor and Control Project Work process include all of the following EXCEPT: A. Change requests. B. Project management plan updates. C. Work performance reports. D. Final product, service, or result transition. |
D. Final product, service, or result transition.
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