PMP Preparation Class

PMP Preparation Class

Out of Bounds Technology

http://www.oobtech.com

PMP Preparation Class | Out of Bounds Technology

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Course Outline

Initiating a Project

Planning Project Work

Developing Project Schedules, Cost Estimates, and Budgets

Planning Project Quality, Staffing, and Communications

Analyzing Risks and Planning Risk Response

Planning Project Procurement

Executing Project Work

Monitoring and Controlling Project Work

Monitoring and Controlling Project Schedules and Costs

Monitoring and Controlling Project Quality, Staffing, and Communications

Monitoring and Controlling Project Risk and Contracts

Closing the Project


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Basis of the PMBOK Framework

Project Management processes

Process Group Interactions

Develop Project Charter

Initiating

Processes

Planning

Processes

Monitoring

And

Controlling

Processes

Executing

Processes

Closing

Processes

Inputs Outputs Tools and

Techniques


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Initiating Process Group

Develop Project Charter

Identify Stakeholders

Test Questions

____ 1. The project ____ usually provides the direction and funding for the project.

a. planner c. sponsor

b. coordinator d. auditor

____ 2. Project ____ work with the project sponsors, the project team, and the other people involved in a project

to meet project goals.

a. organizers c. handlers

b. designers d. managers

____ 3. A project’s ____ addresses questions concerning what unique product, service or result should be

delivered to a customer or sponsor.

a. schedule c. time-frame

b. scope d. cost


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____ 4. Key elements of the project management framework include the project stakeholders, project

management ____, project management tools and techniques, project success, and contribution of a

portfolio of projects to the success of the entire enterprise.

a. domain c. vision

b. scope d. knowledge areas

____ 5. Project ____ management involves defining and managing all the work required to complete the project

successfully.

a. time c. risk

b. communications d. scope

____ 6. Project ____ management, the ninth knowledge area, is an overarching function that affects and is

affected by all of the other knowledge areas.

a. human resource c. integration

b. procurement d. quality

____ 7. Some popular ____-management tools and techniques include Gantt charts, project network diagrams,

and critical-path analysis.

a. quality c. cost

b. time d. scope

____ 8. Project ____ may be defined as a test of whether a project has met scope, time, and cost goals.

a. depth c. success

b. clarity d. vision

____ 9. Two important concepts that help projects meet enterprise goals are the use of programs and project ____

management.

a. waste c. means

b. portfolio d. promotion

____ 10. Which of the following it the logical flow of any project?

a. Planning, Initiating, Executing, Montoring

and Controlling, Closing

c. Initiating, Planning, Montoring and

Controlling, Executing, Closing

b. Initiating, Planning, Executing, Montoring


d. Planning, Initiating, Executing, Montoring


____ 11. A program ____ provides leadership and direction for the project managers heading the projects within

the program.

a. director c. facilitator

b. organizer d. manager

____ 12. Individual projects often address ____ goals, whereas project portfolio management addresses strategic

goals.

a. program c. tactical

b. long-term d. minor

____ 13. By grouping projects into ____, organizations can better tie their projects to meeting strategic goals.

a. portfolios c. suites

b. applications d. collections

____ 14. Project managers and their teams must develop knowledge and skills in all ____ project management

knowledge areas.

a. five c. eleven

b. nine d. fifteen

____ 15. ____ management is a soft skill required to achieve high performance on projects.

a. Scope c. Conflict

b. Time d. Cost


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____ 16. An organization should consider only projects with a ____ NPV if financial value is a key criterion for

project selection.

a. positive c. zero

b. negative d. well-defined

____ 17. Projects involve five project management process groups: initiating, planning, ____, monitoring and

controlling, and closing.

a. delivering c. maintaining

b. designing d. executing

____ 18. ____ processes include devising and maintaining a workable scheme to ensure that the project meets its

scope, time, and cost goals as well as organizational needs.

a. Initiating c. Securing

b. Planning d. Protecting

____ 19. A ____ is a product or service produced or provided as part of a project.

a. process c. deliverable

b. result d. requirement

____ 20. Based on the PMBOK® Guide, Fifth Edition , there are ____ knowledge areas in project management.

a. 7 c. 25

b. 9 d. 10

____ 21. Most time and money is normally spent on ____ because that is where the project’s products and/or

services (for example, the buildings for a construction project, the training courses for a training project,

and so on) are produced.

a. monitoring c. controlling

b. executing d. planning

____ 22. The PMBOK Guide® is a ____ that describes best practices for what should be done to manage a project.

a. rule book c. protocol

b. standard d. secondary authority

____ 23. After a project is approved, senior managers should meet to determine the ____, time, and cost constraints

for the project.

a. range c. vision

b. scope d. boundary

____ 24. It often makes sense to break large projects down into two or more smaller ____.

a. projects c. portfolios

b. programs d. enterprises


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Planning Process Group

Develop Project Management Plan

Plan Scope Management


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Collect Requirements

Define Scope

Create WBS


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Plan Schedule Management

Define Activities

Sequence Activities


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Relationship Description

Finish-to-start (FS) Activity A must finish before activity B can start.

Finish-to-finish (FF) Activity A must finish before activity B can finish.

Start-to-start (SS) Activity A must start before activity B can start.

Start-to-finish (SF) Activity A must start before activity B can finish.

Finish to Start

0

A

10 days

B

4 days

A (10 days) B (4 days)

B can’t start until A is finished

14 days


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Start to Start

A

10 days

B

4 days

A (10 days)

B (4 days)

B can’t start until A starts

A (10 days)

B (4 days)

SS

10 days (Best Case)

14 days (Worst Case)


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Finish to Finish

A

10 days

B

4 days

A (10 days)

B (4 days)

B can’t finish until A finishes

A (10 days)

B (4 days)

FF


10 days (Best Case)


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Start to Finish

A

10 days

B

4 days

A (10 days)

B (4 days)

A (10 days)

A must start before B can finish

B (4 days)

10 days (Best Case)


SF


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Estimate Activity Resources

Estimate Activity Durations


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Develop Schedule

Critical Path Method

ES EF

LS LF DU


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Conduct a forward pass to determine early start (ES) and early finish (EF) times for each

activity.

Perform a backward pass to determine late start (LS) and late finish (LF) times for each

activity.

Calculate float.

Identify the critical path as the path with the longest total duration and zero float.


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Plan Cost Management

Estimate Costs


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Determine Budget

Test Questions

____ 1. The main purpose of project planning is to guide project ____.

a. initiation c. review

b. execution d. evaluation

____ 2. Planning includes tasks related to each of the ____ project management knowledge areas.

a. 4 c. 10

b. 5 d. 16

____ 3. Project ____ management involves coordinating all the project management knowledge areas throughout

a project’s life span.

a. union c. unification

b. synthesis d. integration

____ 4. Project management ____ facilitate communication among stakeholders and provide a baseline for

progress measurement and project control.

a. charters c. contracts

b. plans d. compacts

____ 5. The main planning tasks performed as part of project scope management include scope planning, scope

definition, and ____.

a. scope evaluation c. creating the WBS

b. scope reduction d. scope expansion

____ 6. The main output of scope planning is a ____ management plan, which is a document that includes

descriptions of how the team will prepare the scope statement, create the WBS, verify completion of the

project deliverables, and control requests for changes to the project scope.

a. scope c. program

b. project d. portfolio

____ 7. The project team develops a preliminary scope statement during project ____.

a. review c. orientation

b. initiation d. development


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____ 8. Scope statements should include, at a minimum, a description of the project, including its overall

objectives and justification; detailed descriptions of all project ____; characteristics and requirements of

products and services produced as part of the project; and project success criteria.

a. stakeholders c. meetings

b. volunteers d. deliverables

____ 9. To define the ____ of the project accurately, it is very important to ensure consistency between the project

charter, scope statement, WBS, Gantt chart, and related documents.

a. scope c. vision

b. charter d. parameters

____ 10. The project manager should work with his or her team and ____ to determine the level of detail needed in

the WBS dictionary.

a. client c. auditor

b. customer d. sponsor

____ 11. Performance in meeting project scope goals is based on the scope ____.

a. definition c. baseline

b. revision d. statement

____ 12. The project team begins to develop a ____ by first clearly defining all the activities it needs to perform.

a. charter c. scope

b. schedule d. work flow diagram

____ 13. Activity ____ provide schedule-related information about each activity, such as predecessors, successors,

logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions

related to the activity.

a. features c. properties

b. characteristics d. attributes

____ 14. After defining project activities, the next step in project time management is activity ____.

a. organization c. segmenting

b. sequencing d. ordering

____ 15. There are ____ basic reasons for creating dependencies among project activities.

a. three c. five

b. four d. six

____ 16. ____ dependencies are inherent in the nature of the work being performed on a project.

a. Embedded c. Mandatory

b. Absolute d. Compulsory

____ 17. ____ dependencies involve relationships between project and nonproject activities.

a. Internal c. Ancillary

b. External d. Miscellaneous

____ 18. A three-point estimate is an estimate that includes a(n) ____, most likely, and pessimistic estimate, such

as three weeks, four weeks, and five weeks, respectively.

a. optimistic c. remote

b. unusual d. conditional

____ 19. Duration estimates are provided as a ____ number, such as four weeks; as a range, such as three to five

weeks; or as a three-point estimate.

a. continuous c. fractional

b. random d. discrete

____ 20. What is the PERT weighted average based on an optimistic estimate of 6 days, a most likely estimate of 8

days, and a pessimistic time of 12 days?

a. 6 c. 11

b. 8 d. 12


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Plan Quality Management

Plan Human Resource Management

Plan Communications Management


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Plan Risk Management

Identify Risks


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Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses


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Plan Procurement Management

Plan Stakeholder Management


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Executing Process Group

Direct and Manage Project Work

Perform Quality Assurance


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Acquire Project Team

Develop Project Team

Manage Project Team


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Non-PMBOK topics

Maslow’s Hierarchy of Needs

• Abraham Maslow argued that human beings possess unique qualities that enable them to

make independent choices, thus giving them control of their destiny.

• Maslow developed a hierarchy of needs, which states that people’s behaviors are guided or

motivated by a sequence of needs.

Herzberg’s Motivational and Hygiene Factors

• Frederick Herzberg wrote several famous books and articles about worker motivation. He

distinguished between:

– Motivational factors: Achievement, recognition, the work itself, responsibility,

advancement, and growth. These factors produce job satisfaction.


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– Hygiene factors: Larger salaries, more supervision, and a more attractive work

environment. These factors cause dissatisfaction if not present, but do not motivate

workers to do more.

McClelland’s Acquired-Needs Theory

• Specific needs are acquired or learned over time and are shaped by life experiences. The

following are the main categories of acquired needs:

– Achievement (nAch): People with a high need for achievement like challenging

projects with attainable goals and lots of feedback.

– Affiliation (nAff): People with high need for affiliation desire harmonious

relationships and need to feel accepted by others, so managers should try to create a

cooperative work environment for them.

– Power (nPow): People with a need for power desire either personal power (not

good) or institutional power (good for the organization). Provide institutional

power seekers with management opportunities.

McGregor’s Theory X and Y

• Douglas McGregor popularized the human relations approach to management in the 1960s.

• Theory X: Assumes workers dislike and avoid work, so managers must use coercion,

threats, and various control schemes to get workers to meet objectives.

• Theory Y: Assumes individuals consider work as natural as play or rest and enjoy the

satisfaction of esteem and self-actualization needs.


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Power Modes

• Power is the potential ability to influence behavior to get people to do things they would

not otherwise do.

• Types of power include:

– Coercive power

– Legitimate power

– Expert power

– Reward power

– Referent power

Manage Communications


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Conduct Procurements

Manage Stakeholder Engagement


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Monitoring and Controlling Process Group

Monitor and Control Project Work

Perform Integrated Change Control


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Validate Scope

Control Scope

Control Schedule


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Control Costs

Earned Value Management

Measurement Equation

Schedule variance SV = EV - PV

Schedule performance index SPI = EV / PV

Cost variance CV = EV – AC

Cost performance index CPI = EV / AC


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EAC= AC+(BAC-EV)

EAC=BAC/CPI

TCPI = (BAC-EV)/(BAC-AC)

VAC = BAC-EAC

ETC = remaining money left


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Control Quality

Control Communications


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Control Risks

Control Procurements


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Control Stakeholder Engagement

Close Project or Phase

Close Procurements


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Test Questions


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PMP Preparation Class