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| Section | Weight | Objectives |
|---|---|---|
| Predictive, Plan-Based Methodologies | 17% | - Planning phase: scope, schedule, cost, quality, risk, resources - Monitoring and controlling phase: measurement, change control - Closing phase: completion, handover, lessons learned - Executing phase: work performance, team management, communication - Initiating phase processes and activities |
| Business Analysis Frameworks | 27% | - Solution evaluation and validation - Scope definition and management - Stakeholder engagement and communication - Business analysis planning and monitoring - Requirements elicitation and analysis |
| Project Management Fundamentals and Core Concepts | 36% | - Key concepts of project management - Project life cycles and delivery approaches - Project, program, and portfolio definitions and distinctions - Project management processes and process groups - Project roles, responsibilities, and stakeholders |
| Agile Frameworks/Methodologies | 20% | - Kanban method and flow management - Iterative and incremental delivery practices - Scrum framework: roles, events, artifacts - Hybrid approaches combining predictive and agile - Agile principles and mindset |
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NEW QUESTION # 1158
The risk management team of a software project has decided that due to the lack of adequate talent in the company, development of a specific part of the system is under high risk, so the team has decided to outsource it. This is an example of which risk response?
Answer: A
NEW QUESTION # 1159
The project charter is an input to which process?
Answer: C
Explanation:
Section: Volume E
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high- level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule,
Summary budget,
Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful,
and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),
Schedule baseline (Section 6.6.3.1), and
Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),
Requirements management plan (Section 5.1.3.2),
Schedule management plan (Section 6.1.3.1),
Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1),
Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1),
Communications management plan (Section 10.1.3.1),
Risk management plan (Section 11.1.3.1),
Procurement management plan (Section 12.1.3.1), and
Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;
Details of the tailoring decisions specified by the project management team as follows:
โ Project management processes selected by the project management team,
โ Level of implementation for each selected process,
โ Descriptions of the tools and techniques to be used for accomplishing those processes, and
โ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled;
Configuration management plan that documents how Configuration management will be performed;
Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending
decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
NEW QUESTION # 1160
The cost baseline and project funding requirements are outputs of which process in Project Cost Management?
Answer: D
Explanation:
According to the PMBOKGuide (Project Management Body of Knowledge), specifically within the Project Cost Management knowledge area:
* Determine Budget (Option D): This is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The two primary outputs of this process are the Cost Baseline (the approved version of the time-phased project budget, excluding any management reserves) and the Project Funding Requirements (total funding and periodic funding requirements, which include the cost baseline plus management reserves).
* Estimate Costs (Option A): This process involves developing an approximation of the monetary resources needed to complete project work. Its primary outputs are Activity Cost Estimates and Basis of Estimates. It does not produce the baseline itself.
* Control Costs (Option B): This is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. Its outputs include Work Performance Information, Cost Forecasts, and Change Requests.
* Plan Cost Management (Option C): This is the initial process that defines how the project costs will be estimated, budgeted, managed, monitored, and controlled. Its sole output is the Cost Management Plan.
In the PMI framework, the Cost Baseline is used as a basis for comparison to actual results. The Project Funding Requirements are often derived from the cost baseline but may include " step-increases " or management reserves to ensure the organization has sufficient cash flow to support project expenditures at various milestones.
NEW QUESTION # 1161
Directing another person to get from one to another using a known set of expected behaviors are the ability to lead a team and inspire them to do their jobs well is related to?
Answer: C
Explanation:
Section: Volume E
Explanation
NEW QUESTION # 1162
Which tool or technique is used in the Plan Scope Management process?
Answer: D
Explanation:
According to the PMBOKGuide, the Plan Scope Management process is the process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled. This process occurs early in the Planning Process Group.
* Expert Judgment: This is a standard tool and technique for the Plan Scope Management process. It involves input from individuals or groups with specialized knowledge or training in similar projects, the specific industry, or the technical area. Experts help define how the scope will be managed based on organizational culture, complexity, and historical information.
* Other Tools for this Process: In addition to Expert Judgment, this process utilizes Data Analysis (specifically alternatives analysis) and Meetings.
Why the other options are incorrect:
* A. Document analysis: This is a tool and technique used in the Collect Requirements process, not Plan Scope Management. It involves reviewing existing documentation to identify requirements.
* B. Observations: Also known as " job shadowing, " this is a tool and technique used in Collect Requirements to understand business processes or requirements that users may find difficult to articulate.
* C. Product analysis: This is a tool and technique used in the Define Scope process. It involves defining the product and its requirements in more detail through techniques like systems engineering or value engineering.
NEW QUESTION # 1163
......
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