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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Predictive, Plan-Based Methodologies | 30% | - Predictive Tool Techniques
|
| Topic 2: Project Management Fundamentals and Core Concepts | 50% | - Project Communications Management
|
| Topic 3: Agile and Hybrid Methodologies | 20% | - Agile Principles and Mindset
|
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NEW QUESTION # 454
What should a project manager do to prepare a risk management plan in a project with a lot of technical uncertainty?
Answer: B
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION # 455
A project management office manages a number of aspects including the:
Answer: C
Explanation:
Section: Volume C
Explanation:
1.4.4 Project Management Office
A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:
Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices,
training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Controlling. Controlling PMOs provide support and require compliance through various means.
Compliance may involve adopting project management frameworks or methodologies, using specific
templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.
Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of
control provided by the PMO is high.
The PMO integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are being fulfilled. The PMO is the natural liaison between the organization's portfolios, programs, projects, and the corporate measurement systems (e.g. balanced scorecard).
The projects supported or administered by the PMO may not be related, other than by being managed together.
The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports.
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project, to make recommendations, or to terminate projects or take other actions, as required, to remain aligned with the business objectives. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.
A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:
Managing shared resources across all projects administered by the PMO;
Identifying and developing project management methodology, best practices, and standards;
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards, policies, procedures, and templates by means of
project audits;
Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets);
and
Coordinating communication across projects.
Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts are aligned with the strategic needs of the organization. Differences between the role of project managers and a PMO may include the following:
The project manager focuses on the specified project objectives, while the PMO manages major program
scope changes, which may be seen as potential opportunities to better achieve business objectives.
The project manager controls the assigned project resources to best meet project objectives, while the PMO
optimizes the use of shared organizational resources across all projects.
The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual projects,
while the PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.
NEW QUESTION # 456
Power, urgency, and legitimacy are attributes of which stakeholder classification model?
Answer: B
NEW QUESTION # 457
Select three processes that are associated with Project Schedule Management.
Answer: B,C,E
Explanation:
According to the PMBOKGuide, the Project Schedule Management knowledge area includes the processes required to manage the timely completion of the project. There are six processes in this knowledge area, and the three correct options from your list are:
* A. Define Activities: This is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. It breaks down work packages into schedule activities.
* C. Estimate Activity Durations: This is the process of estimating the number of work periods needed to complete individual activities with estimated resources. It uses inputs like the activity list and resource requirements.
* D. Develop Schedule: This is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
Analysis of other options:
* B. Plan Resource Management (Option B): This process belongs to the Project Resource Management knowledge area. It involves defining how to estimate, acquire, manage, and use team and physical resources.
* E. Acquire Resources (Option E): This is also part of Project Resource Management. It is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
Per the PMI standards, the full sequence of Schedule Management involves Planning, Defining Activities, Sequencing Activities, Estimating Durations, Developing the Schedule, and finally, Controlling the Schedule.
NEW QUESTION # 458
What important leadership quality/qualities should project manager possess?
Answer: C
NEW QUESTION # 459
......
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