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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Business Analysis Frameworks | 27% | - Scope definition and management - Stakeholder engagement and communication - Solution evaluation and validation - Requirements elicitation and analysis - Business analysis planning and monitoring |
| Topic 2: Project Management Fundamentals and Core Concepts | 36% | - Project management processes and process groups - Project, program, and portfolio definitions and distinctions - Project roles, responsibilities, and stakeholders - Project life cycles and delivery approaches - Key concepts of project management |
| Topic 3: Agile Frameworks/Methodologies | 20% | - Agile principles and mindset - Kanban method and flow management - Scrum framework: roles, events, artifacts - Hybrid approaches combining predictive and agile - Iterative and incremental delivery practices |
| Topic 4: Predictive, Plan-Based Methodologies | 17% | - Monitoring and controlling phase: measurement, change control - Executing phase: work performance, team management, communication - Closing phase: completion, handover, lessons learned - Planning phase: scope, schedule, cost, quality, risk, resources - Initiating phase processes and activities |
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NEW QUESTION # 89
On which type of project.... only after the final iteration?
On wtiich type of project lite cycle is ihe deliverable produced trough a series of ileralrons considering thai the deliverable ts completed only after the Imal iteration?
Answer: A
Explanation:
According to the PMBOKGuide and the Agile Practice Guide, project life cycles are defined by how they handle requirements, activities, and the delivery of the product.
* Iterative Life Cycle (Choice C): In an iterative life cycle, the project scope is generally determined early, but time and cost estimates are routinely modified as the project team's understanding of the product increases. The deliverable is developed through a series of repeated cycles (iterations) that successively add functionality or refine the product. Crucially, the full deliverable is only completed and considered finished after the final iteration. Each iteration improves the quality or detail of the single deliverable until it meets the final requirements.
* Incremental Life Cycle (Choice A): Unlike iterative, an incremental life cycle delivers a functional portion of the product at the end of each iteration. The deliverable is produced through a series of iterations that each add a complete, usable " increment " to the previous ones.
* Predictive Life Cycle (Choice B): Also known as " Waterfall, " this life cycle is characterized by a linear approach where the scope, time, and cost are determined in the early phases of the life cycle. It does not typically use a series of iterations to produce the deliverable.
* Adaptive Life Cycle (Choice D): This is a combination of iterative and incremental (Agile). It uses iterations to refine the product but also delivers functional increments frequently (usually every 2-4 weeks).
The key distinction for an Iterative approach is that the goal is the correctness of the solution through refinement of a single deliverable, whereas an Incremental approach focuses on speed of delivery by providing small, working pieces of the deliverable over time.
NEW QUESTION # 90
The review of a seller's progress toward achieving the goals of scope and quality within cost and schedule compared to the contract is known as:
Answer: A
NEW QUESTION # 91
Which three of the following interpersonal skills does a project manager rely on when developing the project management plan? (Choose three)
Answer: A,B,D
NEW QUESTION # 92
Who is responsible for reviewing change requests and approving or rejecting the change requests?
Answer: A
Explanation:
Section: Volume E
Explanation:
Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
NEW QUESTION # 93
Which of the following response strategies are appropriate for negative risks or threats?
Answer: D
Explanation:
Section: Volume E
Explanation:
11.5.2.1 Strategies for Negative Risks or Threats
Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique influence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact. The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely. The project manager may also isolate the project objectives from the risk's impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.
Transfer. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat
to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.
Mitigate. Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of
occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred. Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of mitigation actions. Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.
Accept. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the
risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost- effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.
NEW QUESTION # 94
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