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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Predictive Plan-Based Methodologies | 17% | - Risk and quality management
|
| Topic 2: Project Management Fundamentals and Core Concepts | 36% | - Project life cycle and phases
|
| Topic 3: Business Analysis Frameworks | 27% | - Requirements management
|
| Topic 4: Agile Frameworks and Methodologies | 20% | - Agile principles and mindset
|
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NEW QUESTION # 802
An output of the Create WBS process is:
Answer: A
Explanation:
Section: Volume A
NEW QUESTION # 803
Which type of contract gives both the seller and the buyer flexibility to deviate from performance with financial incentives?
Answer: C
NEW QUESTION # 804
Which is the correct formula for calculating expected activity cost for three-point estimating?
Answer: B
NEW QUESTION # 805
A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?
Answer: A
Explanation:
Section: Volume A
Explanation:
11.2.2.6 SWOT Analysis
This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.
Process: 11.2 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics.
Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10.Project documents
11.Procurement documents
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
Outputs
1. Risk register
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for
describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the Identify
Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
NEW QUESTION # 806
The project manager is distributing project communications, collecting and storing project information, and retrieving documents when required. In which process is the project manager involved?
Answer: A
Explanation:
According to the PMBOKGuide, the Manage Communications process is the stage where the project manager ensures that project information is collected, created, distributed, stored, retrieved, managed, controlled, and ultimately disposed of in an appropriate and timely manner.
This process is part of the Executing Process Group and focuses on the active movement of information. Key activities include:
* Distribution: Getting the right information to the right stakeholders using the methods defined in the Communications Management Plan (e.g., emails, portals, or presentations).
* Information Management: Ensuring that project artifacts are not just sent, but also organized and stored so they can be easily retrieved for audits, future phases, or lessons learned.
* Effective Communication: Tailoring the message to the audience, including the choice of media, tone, and technical level.
Analysis of Other Options:
* A. Monitor Communications: This is a Monitoring and Controlling process. Its purpose is to ensure the communication needs of the project and its stakeholders are met. It involves checking if the plan is working, rather than the act of distributing and storing the information itself.
* B. Plan Communications Management: This is a Planning process. It involves developing the strategy and " rulebook " for how communications will be handled. The actual execution of that plan happens in Manage Communications.
* D. Manage Stakeholder Engagement: While communication is a tool used here, this process specifically focuses on communicating and working with stakeholders to meet their needs/expectations and fostering appropriate stakeholder involvement. It is more about relationship management than the mechanical storage and retrieval of project documents.
NEW QUESTION # 807
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