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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Agile Frameworks and Methodologies | 20% | - Scrum and Kanban basics
|
| Topic 2: Project Management Fundamentals and Core Concepts | 36% | - Core project management principles
|
| Topic 3: Predictive Plan-Based Methodologies | 17% | - Risk and quality management
|
| Topic 4: Business Analysis Frameworks | 27% | - Stakeholder engagement
|
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NEW QUESTION # 1101
Which of the following is an example of schedule compression?
Answer: D
Explanation:
Explanation/Reference:
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding
resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.
NEW QUESTION # 1102
Which statement about accepted deliverables is correct?
Answer: C
NEW QUESTION # 1103
Define Activities and Estimate Activity Resources are processes in which project management Knowledge Area?
Answer: D
Explanation:
According to the PMBOKGuide (specifically the 4th and 5th editions, which use these specific process names), Define Activities and Estimate Activity Resources are core processes within the Project Time Management knowledge area (renamed to Project Schedule Management in later editions).
* Define Activities: This process involves identifying and documenting the specific actions to be performed to produce the project deliverables. It takes the work packages from the WBS and breaks them down into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
* Estimate Activity Resources: This process involves estimating the types and quantities of material, human resources, equipment, or supplies required to perform each activity. This is a critical step because the availability and type of resources directly impact the duration of the activities.
* Knowledge Area Context: In the standard process mapping, Project Time/Schedule Management includes:
* Plan Schedule Management
* Define Activities
* Sequence Activities
* Estimate Activity Resources
* Estimate Activity Durations
* Develop Schedule
* Control Schedule
Comparison with Other Domains:
* Project Cost Management (B): Focuses on Estimate Costs, Determine Budget, and Control Costs.
* Project Scope Management (C): Focuses on Collect Requirements, Define Scope, and Create WBS.
* Project Human Resource Management (D): While this area (now Resource Management) deals with managing the team, the initial estimation of which resources are needed for specific tasks is traditionally housed within the Time/Schedule management processes to build the project timeline.
NEW QUESTION # 1104
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: D
NEW QUESTION # 1105
The stakeholder register is an output of:
Answer: D
Explanation:
Section: Volume C
Explanation:
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.
13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
Identification information. Name, organizational position, location, role in the project, contact information;
Assessment information. Major requirements, main expectations, potential influence in the project, phase
in the life cycle with the most interest; and
Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change- or new ones identified-throughout the life cycle of the project.
Process: 13.1 Identify Stakeholders
Definition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.
Inputs
1. Project charter
2. Procurement documents
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings
Outputs
1. Stakeholder register
NEW QUESTION # 1106
......
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