PMP Exam Preparation Study Guide Project Scope Management

PROJECT SCOPE MANAGEMENT

STUDY NOTESPMBOK 2000 based, Version 7

In Preparation ForPMP® Certification Exam

IBM Education and TrainingWorldwide Certified Material

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Initially Prepared By: Kim Ulmer Edited By: Peter Dapremont

March 2002 Edition

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Project Scope ManagementStudy Notes

Reference Material to study:

ü A Guide to the Project Management Body of Knowledge (PMBOK), Chapter 5 (2000edition)

ü PMP Exam Practice Test and Study Guide, 4th Edition, by Ward, J. LeRoy, PMP,2001

ü PMP Exam Prep, 3rd Edition, by Mulcahy, Rita, PMP, 2001ü ESI PMP Challenge!, 3rd Edition, Scope Section, Ward, J. LeRoy, 2001ü Project Planning, Scheduling & Control, Chapters 1-4, 16, Appendix A,

Lewis, James P., 1995ü The New Project Management, Chapters 8, 12-13, Frame, J. Davidson, 1994

What to Study?ü Chapter 5 of the PMBOK on the Project Scope Management processes: Initiation,

Scope Planning, Scope Definition, Scope Verification, and Scope Change Control.(Be familiar with Inputs, Tools and Techniques, and Outputs for each phase)

ü Know the difference between project and product scope.ü Know the difference between a scope statement and a statement of work (SOW).ü Know key definitions (see list in study notes or PMBOK glossary).ü Know what a Work Breakdown Structure (WBS) is and what it is used for.ü Know what a work package is and how it relates to the WBS.ü Know how to label the levels of a WBS chart.ü Know what a project plan is and how it is used.

“PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. “PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.“PMP” and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and othernations.

Project Scope Management

Project Scope Management 2-3© Copyright IBM Corp. 2002 Course materials may not be reproduced in whole or in part

without the prior written permission of IBM.

Key Definitions

A formal, approved document used to guide both project executionand project control. The primary uses of the project plan are todocument planning assumptions and decisions, to facilitatecommunication among stakeholders, and to document approvedscope, cost, and schedule baselines.

Project Plan

The members of the project team who are directly involved inproject management activities. On some smaller projects, theproject management team may include virtually all of the projectteam members.

Project ManagementTeam

A formal document issued by senior management which explainsthe purpose of the project including the business need the projectaddresses and the resulting product. It provides the projectmanager with the authority to apply organizational resources toproject activities.

Project Charter

A temporary endeavor undertaken to create a unique product orservice.

Project

The work that must be done in order to deliver a product with thespecified features and functions.

Project Scope The features and functions that characterize a product or service.Product Scope

The same as an accountability matrix or responsibility assignmentmatrix.

Linear ResponsibilityChart

Compressing the project schedule by overlapping activities thatwould normally be done in sequence. Also used to implyoverlapping of normally sequential phases in a project life cycle.

Fast Tracking

A form of participative expert judgment, it is a anonymous,interactive forecasting technique used to derive consensus aboutfuture events on a project. The purpose of the Delphi technique isto elicit information and judgments from participants to facilitateproblem-solving, planning, and decision-making.

Delphi Technique

Any measurable, tangible, verifiable outcome, result, or item thatmust be produced to complete a project or subproject.

Deliverable

Any numbering system used to uniquely identify each element ofthe work breakdown structure.

Code of Accounts

Any numbering system used to monitor project costs by category(e.g., labor supplies, materials). The project chart of accounts isusually based on the primary performing organization’s corporatechart of accounts.

Chart of Accounts

A formally constituted group of stakeholders responsible forapproving or rejecting changes to the project baselines.

Change ControlBoard (CCB)

The original plan plus or minus approved changes.Baseline

A structure which relates the project organizational structure to thework breakdown structure to help ensure that each element of theproject’s scope is assigned to a responsible individual. Alsoreferred to as a Responsibility Assignment Matrix (RAM).

Accountability Matrix


© Copyright IBM Corp. 20022-4 Project Scope ManagementCourse materials may not be reproduced in whole or in part


Key Definitions, cont.

A deliverable at the lowest level of the work breakdown structure.A work package may be divided into activities.

Work Package

A deliverable-oriented grouping of project elements whichorganizes and defines the total scope of the project.

Work BreakdownStructure (WBS)

In cases where work is to be performed in segments due totechnical or funding limitations, work authorization/releaseauthorizes specified work to be performed during a specifiedperiod.

WorkAuthorization/Release

Process of sanctioning all project work.Work Authorization

Individuals and organizations who are involved in or may beaffected by project activities.

Stakeholder

A narrative description of products or services to be suppliedunder contract.

Statement of Work(SOW)

Process of verifying that that all identified project deliverableshave been completed correctly and satisfactorily and obtainingformal acceptance of the project scope from the stakeholders.

Scope Verification

A documented description of the project as to its output,approach, and content. (What is being produced?, How is it beingproduced?, and What is included?)

Scope Statement

A plan which describes how project scope will be managed andhow scope change will be integrated into the project. Includes anassessment of how likely and frequently the project scope maychange and a description of how scope changes will be identifiedand classified.

Scope ManagementPlan

Developing a written scope statement that includes the projectjustification, the major deliverables, and the project objectives.

Scope Planning

Decomposing the major deliverables into smaller, moremanageable components to provide better control.

Scope Definition

Controlling changes to project scope.Scope ChangeControl

Any change to the project scope.Scope Change

A structure which relates the project organization structure to theWBS to help ensure that each element of the project’s scope ofwork is assigned to a responsible individual. Also called anAccountability Matrix, Responsibility Chart, or ResponsibilityMatrix.

ResponsibilityAssignment Matrix(RAM)

The people who report either directly or indirectly to the projectmanager.

Project TeamMembers

The work that must be done to deliver a product with the specifiedfeatures and functions.

Project Scope

A device which houses the project plan. It can be as simple as a3-ring binder or more complex such as a Lotus Notes database. The notebook is updated throughout the life of the project.

Project Notebook




Project Scope Management Processes

Project Scope Management:

� Includes the processes necessary to ensure that the project includes all the workrequired, and only the work required, to complete the project successfully.

� Primarily concerned with defining and controlling what is and what is not included in theproject.

Initiation (5.1): (Process Group: Initiating)

� Authorizes the organization to begin a new project or the next phase of an existing project.

� Formally recognizes that a new project exists or that an existing project should continueto its next phase.

� Links the project to the ongoing work of the performing organization.� Inputs include: product description, strategic plan, project selection criteria, and

historical information� Product description: the characteristics of the product or service that the project

was undertaken to create. � Strategic plan: all projects should be aligned with the performing organizations

strategic goals.� Historical information: includes the results of previous project selection decisions

and previous project performance.� Methods used during initiation include: project selection methods and expert judgment

from: other units within the organization, consultants, industry groups, orprofessional/technical associations.� Project selection methods:

· Include decision criterion and a means to calculate value under uncertainty.Known as the decision model and calculation method.

· Also includes choosing alternative methods of performing the project. · Fall into one of two categories: benefit measurement methods (comparative

approaches, scoring models, benefit contribution, economic models) orconstrained optimization methods (mathematical models using linear,nonlinear, dynamic, integer, and multi-objective programming algorithms).

· Decision models include generalized techniques such as decision trees,forced choice as well as specialized ones such as Analytic Hierarchy Processand Logical Framework Analysis.

� Outputs include: the project charter, an assigned or identified project manager,constraints, and assumptions.� Project charter:

· A document that formally authorizes a project and is issued by management.· Includes (directly or through reference) the business need for the project and

the product description.· Provides the project manager with the authority to apply organizational

resources to project activities.� Constraints: factors that limit the project team’s options.� Assumptions: factors which for planning purposes are considered to be true.




Project Scope Management Processes, cont.

Scope Planning (5.2): (Process Group: Planning)

� The process of progressively elaborating and documenting the project work (projectscope) that produces the product/service of the project.

� Inputs include: the product description, project charter, constraints, and assumptions.� Methods used during scope planning include: product analysis, benefit/cost analysis,

alternatives identification, and expert judgment.� Product analysis:

· Involves developing a better understanding of the product of the project.· Includes techniques such as product breakdown analysis systems

engineering, value engineering, value analysis, function analysis, and qualityfunction deployment.

� Benefit/cost analysis:· Involves estimating tangible and intangible costs (also called outlays) vs.

benefits (returns) of various project/product alternatives.· Involves using financial measures such as return on investment or payback

period to access the relative value of the alternatives. � Outputs include: scope statement, supporting detail, and scope management plan.

� Scope statement: · Provides a documented basis for making future project decisions and for

confirming or developing common understanding of project scope among thestakeholders.

· As the project progresses, the scope statement may need to be revised orrefined to reflect approved changes to the scope of the project.

· Includes, either directly or by reference, the project justification, the projectproduct/service, project deliverables, the project objectives (quantifiablecriteria that must be met for the project to be considered successful).

· Forms the basis for an agreement between the project team and the projectcustomer.

� Supporting detail: includes documentation of all identified assumptions andconstraints.

� Scope management plan: · Describes how project scope will be managed and how scope changes will be

integrated into the project. · Includes an assessment of the expected stability of the project scope.· Includes a clear description of how scope changes will be identified and

classified. · May be formal or informal, highly detailed or broadly framed depending on the

project needs. · A subsidiary component of the project plan.





Scope Definition (5.3): (Process Group: Planning)

� The process of subdividing the major project deliverables into smaller, moremanageable components to:� Improve the accuracy of the cost, duration, and resource estimates.� Define a baseline for performance measurement and control.� Facilitate clear responsibility assignments.

� Proper scope definition is critical to project success.� Inputs include: scope statement, constraints, assumptions, other planning outputs, and

historical information.� Other planning outputs: process outputs from other knowledge areas should be

reviewed for possible impact on project scope definition. � Historical information: history from previous projects should be considered during

scope definition including information regarding errors and omissions. � Methods used during scope definition are: work breakdown structure templates (or

WBS from a previous project), and decomposition (subdivision).� Decomposition:

· Involves subdividing the major project deliverables or sub deliverables intosmaller, more manageable components until the deliverables are defined insufficient detail to support development of project activities.

· Involves identifying the major deliverables of the project, including projectmanagement. The deliverables should be defined in terms of how the projectwill be organized. (i.e., The first level of decomposition may be the phases ofthe project cycle followed by the project deliverables at the second level.)

· Decides if adequate cost and duration estimates can be developed at thislevel of detail for each deliverable.

· Identifies constituent components of the deliverable. Constituent elementsshould be described in terms of tangible, verifiable results in order to facilitateperformance measurement. Should always be defined in terms of how thework of the project will actually be organized and accomplished.

· Verifies the correctness of the decomposition. Are the lower level items bothnecessary and sufficient? Is each item clearly and completely defined? Caneach item be appropriately scheduled, budgeted, assigned?

� Output from defining scope: work breakdown structure (WBS). (see below)





Scope Verification (5.4): (Process Group: Controlling)

� The process of obtaining formal acceptance of the project scope by the stakeholders(sponsor, client, customer, etc.)

� Requires reviewing deliverables and work results to ensure that all were completedcorrectly and satisfactorily.

� Differs from Quality Control in that Scope Verification is primarily concerned withacceptance of the work results while Quality Control is primarily concerned with thecorrectness of the work results. Both processes are generally performed in parallel.

� Inputs include: work results (completed or partially completed deliverables, incurred orcommitted costs, etc.), product documentation (plans, specifications, technicaldocumentation, etc.), WBS, scope statement, and the project plan.

� The method used in verifying scope is: inspection (measuring, examining, reviewingand testing to determine if results conform to requirements)

� Output from verifying scope: formal acceptance by client or sponsor of the majordeliverable(s).

Scope Change Control (5.5): (Process Group: Controlling)

� The process of controlling changes to project scope.� Scope Change Control is concerned with:

� Influencing the factors that create scope changes to ensure that changes areagreed upon.

� Determining that a scope change has occurred.� Managing the actual changes when and if the changes occur.

� Must be thoroughly integrated with the other control processes such as ScheduleControl, Cost Control, Quality Control, etc.

� Inputs include: WBS, performance reports, change requests, and the scopemanagement plan.� Performance reports: provide information on scope performance such as which

interim deliverables have been completed and which have not. � Change requests:

· May occur in many forms - oral, written, direct, indirect, externally initiated,internally initiated, legally mandated or optional.

· May require expanding or reducing the scope.· Are generally the result of an external event; an error or omission in defining

either the scope of the project or product; a value-added enhancement, aresponse to a risk.





� Methods for controlling scope change include: scope change control, performancemeasurement, and additional planning.� Scope change control:

· Defines procedures by which the project scope may be changed. · Includes the paperwork, tracking systems, and approval levels necessary for

authorizing changes.· Should be integrated with the Integrated Change Control Process and any

system(s) in place to control product scope. · Must comply with all relevant contractual obligations.

� Performance measurement: assists in assessing the magnitude of any variationsthat do occur.

� Additional planning: additional planned modifications such as to the WBS oranalysis of alternative approaches.

� Outputs include: scope changes, corrective action, lessons learned, and adjustedbaseline.




Project Scope Management Concepts

Generic Project Life Cycle:

A generic project life cycle may have the following phases:� Initiation/Concept/Feasibility: Someone has identified a need that must be met. The

definition of the problem to be solved may be fuzzy. Feasibility studies may be doneduring this phase to clarify the problem before preceding. Order of magnitude costsmay be obtained. Other items that may be identified at this phase includestakeholders, risk, goals and objectives, strategy, potential team, and alternatives. The output of this phase is the project charter which grants permission for the project toproceed to the next phase.

� Development/Planning: The purpose of this phase is to determine exactly what is tobe done. A problem statement is developed along with objectives, strategies forachieving the objectives, and detailed work plans to support the strategies. The scopebaseline is determined. Budgetary costs are determined, and the budget isdeveloped. A risk assessment is done. The WBS is established. The players areidentified along with the levels of authority, responsibility, and accountability. Controlsystems are developed (if not already in place) and quality standards determined.Detailed planning is completed and documented in the project plan. The project planis kept within a hard-copy or electronic device called a project notebook. The projectplan/notebook serves as the controlling document throughout the life of the project.

� Implementation/Execution: The lines of communication between teams and teammembers are established. Work packages are established and implemented.Definitive estimates are determined. Goods and services are procured. Scope,quality, time, and cost are directed, monitored and controlled. Problems are resolved.

� Termination/Close-out: The product is finalized, reviewed and accepted. Productresponsibility is transferred. The project is evaluated and the results documented alongwith lessons learned in the project notebook. Resources are redirected or released,and the project team is reassigned.




Project Scope Management Concepts, continued

Feasibility Phases of the Life Cycle:

� The feasibility phases are the concept and development phases of a generic project lifecycle. Generally speaking, these phases count for approximately 25% of the projecttime.

� While the feasibility phases are critical to project success, they are also the most oftenneglected. These phases are often compromised by implementation pressure.

� The principle issues during these phases are cost, time, quality, and risk.� Project controls should be established. Some characteristics of a good project control

system:� The controls should be tailored to each project� The controls should limit informal changes in scope� The controls should be designed to “avoid surprises”� The frequency and type of control is project phase dependent.� Depending on the control, there may be varying degrees of management

involvement.� The focal point for scope change control is the WBS.

Acquisition Phases of the Life Cycle:

� The acquisition phases are the implementation and termination phases of a genericproject life cycle. Generally speaking, these phases count for approximately 75% ofthe project time.

� Project controls during the implementation phase:� Emphasize performance measurement against cost, quality, and schedule

baselines.� Maintain scope, cost, time and quality balance.� Types of reports: cost, schedule, performance status; S curves; earned value;

variances; trends, and exceptions





Work Breakdown Structure:

� An output of the Scope Definition Process. Used as input into the Scope VerificationProcess.

� A deliverable-oriented grouping of project components that organizes and defines thetotal scope of the project.

� Used to develop or confirm a common understanding of project scope.� A detailed representation of the scope of the project expressed in terms of work,

resource, and cost.� Each descending level represents an increasingly detailed description of the project

deliverables.� Lowest level of the WBS may be referred to as the work package, especially in

organizations that follow earned value management practices. Work packages may befurther decomposed in a subproject WBS (such as contracting work to anotherorganization.)

� Developing a WBS (from class notes by Infotech):1. Identify major issues.2. Break down each issue into smaller deliverable units.3. Subdivide deliverables into measurable units.4. Define each work package as subcontractable units of work.5. Review for patterns and anomalies.6. Review again.

� Developing a WBS (from Project Planning, Scheduling & Control by Lewis):1. What tasks must be done?2. Who will do each one?3. How long will each task take?4. What materials/supplies are required?5. How much will each task cost?

� Examples of names of WBS structure levels:1. Program2. Project3. Task4. Sub-Task5. Work Package

� See PMBOK pgs. 58-60 for examples of WBS’s.





An example of numbering a WBS:

1

1.1

1.1.1 1.1.2

1.2

1.2.1 1.2.2

1.3

1.3.1 1.3.2 1.3.3

Work Package:

� The lowest level of a WBS.� Work packages are further broken down into activities during the Activity Definition

Process. (part of Project Time Management)

Role of Project Manager:

� Produce end item with available resources, within time, cost and performanceconstraints.

� Make all required decisions regarding the project.� Act as interface with customer and top functional managers.� Negotiate with functional managers to accomplish necessary work within time, cost,

and quality goals.� Resolve conflicts.

Functions Performed by Project Manager:

� Planning and scheduling, performance analysis, progress reporting� Client/consultant relations� Project and cost trend analysis, logistics management, cost control� Organization and resource planning� Contract and materials administration and estimating




Sample Questions

1. Which of the following could be an appropriate WBS code for a work package at thefourth level in a WBS where the top level code is 1?A. 1.4B. 1.1.1.1C. 1.2.3.4D. b and c

2. Which of the following Project Scope Management processes involves subdividing the major project deliverables into smaller, more manageable components?

A. Scope PlanningB. Scope DecompositionC. Scope Change ControlD. Scope Definition

3. A clear definition of the customer’s needs serves as the direct basis for which of the following? (choose best answer)A. WBSB. Functional requirementC. Project cost estimateD. Project charter

4. A technical requirement has which of these characteristics? (choose best answer)A. Easy for a lay person to comprehendB. Written in non-technical language.C. Developed in cooperation with the customer.D. Typically describes physical dimensions or performance requirements.

5. Project scope is:A. The work that must be done in order to deliver a product with the specified features

and functions.B. The features and functions that characterize a product or service.C. A narrative description of work to be performed under contract.D. all of the above

6. What is the purpose of the WBS?A. To show which work elements have been assigned to organizational units.B. To ensure that all work within a project is identified and defined within a common

framework.C. To show the organizational structure of a program.D. To indicate which individuals have responsibility for which work packages.




Sample Questions, continued

7. The unique identifiers assigned to each item of a WBS are often known collectivelyas:A. The work package codesB. The project identifiersC. The code of accountsD. The element accounts

8. Change requests can occur due to:A. An external event such as a change in government regulation.B. An error or omission in defining the scope of the product.C. A value-adding change.D. all of the above

9. What is the difference between scope verification and quality control?A. There is no difference.B. Scope verification is primarily concerned with the correctness of work results while

quality control is primarily concerned with the acceptance of work results.C. Scope verification is concerned with ensuring that changes are beneficial while quality

control is concerned that the overall work results are correct.D. Scope verification is primarily concerned with the acceptance of work results while

quality control is primarily concerned with the correctness of work results.

10. Which of the following are outputs of the Scope Verification Process?A. InspectionB. Work resultsC. Formal acceptanceD. Scope changes

11. Which of the following are outputs of the Scope Change Control Process?A. Scope changes and scope management planB. Corrective action and formal acceptanceC. Schedule updates and corrective actionD. Scope changes, corrective action, lessons learned, and adjusted baseline.

12. Who should contribute to the development of the project plan?A. Project managerB. Entire project team including project managerC. Senior managementD. Just the planning department





13. A Gantt chart is useful in determining:A. The level of effort for a task.B. When a task starts and stops.C. How tasks are related to each other.D. Who is assigned to each task.

14. Which of the following tools and techniques are commonly used in the Scope Definition Process?

A. InspectionB. DecompositionC. WBS templatesD. b and c

15. Which of the following is NOT an example of a type of schedule report?A. Gantt chartB. Milestone chartC. fishbone diagramD. network diagram

16. What is the primary purpose of a milestone chart?A. To show task dependencies.B. To show resource constraints.C. To show significant events in the project such as completion of key deliverables.D. To highlight the critical path.

17. What is a linear responsibility chart?A. An accountability matrix.B. A RAM.C. An OBS.D. a and b.

18. Completion of the product scope is measured against: A. The product requirementsB. The Project PlanC. The Project CharterD. The Change Control Plan





19. A document which describes how project scope will be managed and how scope changeswill be integrated into the project is: (choose the best answer)A. A project planB. A risk analysisC. A scope management planD. A scope statement

20. Which of the following statements concerning a scope statement are true?A. It provides a documented basis for making future project decisions and for developing

common understanding of the project scope among stakeholders.B. Scope statement and Statement of work are synonymous.C. Project justification and project objectives are not included or referenced in the scope

statement.D. Once written, the scope statement should never be revised.

21. What is the relationship between work packages and activities?A. There is no relationship.B. Work packages are further broken into activities as part of the Activity Definition

Process.C. Activities are broken into work packages as part of the Scope Planning Process.D. Work packages and activities are synonymous.

22. Which of the following documents is not an input to Initiation?A. Product description.B. Strategic planC. Historical informationD. Project Charter

23. Scope Change Control is primarily concerned with:

A. Influencing the factors that create scope changes. B. Defining a baseline for performance measurement and control.C. Developing a written scope statement which will serve as the basis for future project

decisions.D. Assigning work elements to the proper organizations.

24. A technique used to validate that the project can meet the required performance and business objectives is:A. Cost/Benefit AnalysisB. Statistical Regression AnalysisC. Pareto AnalysisD. Decomposition





25. A high-technology project has been initiated. This project will require the coordination of several different high technology functional areas. What kind of organizational structure would be appropriate for this project ?

A. FunctionalB. MatrixC. Strong MatrixD. Balanced Matrix

26. Which of the following statements is not true about the WBS?A. The WBS indicates when certain activities are to be done.B. The WBS is a hierarchical breakdown of the project deliverables.C. The WBS represents the entire scope of the project.D. The WBS shows both products and services.

27. A work package is:A. The code of accountsB. The definition of the scope statement C. Items at the lowest level of the WBSD. Activity that can be assigned to more then one person

28. Which of the following is an output of the Scope Verification Process?A. WBSB. Project PlanC. Formal AcceptanceD. Lessons Learned

29. The baseline may be modified for what reasons? (choose the best answer)A. The project manager decides to expand the scope of the project.B. A change in a government regulation has occurred which impacts the project.C. A change request for enhanced function has been received and approved through the

Scope Change Control Process.D. b and c.

30. Decomposition involves:A. Identifying the major elements of the project.B. Deciding if adequate cost and duration estimates can be developed at this level of

detail for each element..C. Identifying the constituent elements of the deliverable.D. All of the above.




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Answers

PMBOK Guide, pgs. 58-59D30PMBOK Guide, pgs. 63-64D29PMBOK Guide, pg. 61C28PMBOK Guide, pg. 60C27PMBOK Guide, pgs. 57-61A26

Multiple, specialized functions will require strong guidance and control from theProject Manager

C25PMBOK Guide, pgs. 55-56A24PMBOK Guide, pg. 62A23PMBOK Guide, pg. 53D22PMBOK Guide, pg. 67B21PMBOK Guide, pg. 56A20PMBOK Guide, pg. 56C19PMBOK Guide, pg. 51A18

A linear responsibility chart is defined in the Lewis book. See PMBOK Guide,Glossary.

D17C16

PMP Challenge!, question 18C15PMBOK Guide, pg. 57D141991 PMI Sample Exam #17B13

B12PMBOK Guide, pg. 62D11

Answer “D”, scope changes, is an output of the Scope Change Control Process.PMBOK Guide, pg. 61

C10PMBOK Guide, pg. 61D9PMBOK Guide, pg. 63D8PMBOK Guide, GlossaryC7Definition “A” is an OBS. See PMBOK, pgs. 59-60B6

PMBOK Guide, pg. 51. The distinction between project scope and product scopeis very fine. “B” is product scope. “C” is statement of work.

A51991 PMI Sample Exam #16D41991 PMI Sample Exam #15B3PMBOK Guide, pg. 57D2Old PMI Sample ExamD1




PMP® Certification Exam Preparation

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_________Total

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_________9. Reviewed my answer after reading the other questions

_________8 Used the PMI® rather than my own perspective

_________7. Checked the mathematics

_________6. Known the PMBOK® definition

_________5. Known the formula

_________4. Used a strategy of elimination

_________3. Read ALL the answers before answering the question

_________2. Read the answer properly and identified the keywords

_________1. Read the question properly and identified the keywords

NumberI would have answered a larger number ofquestions correctly if I had ___________.




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PMP Exam Preparation Study Guide Project Scope Management