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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Project Management Fundamentals and Core Concepts | 36% | - Project, program, and portfolio definitions and distinctions - Project roles, responsibilities, and stakeholders - Key concepts of project management - Project life cycles and delivery approaches - Project management processes and process groups |
| Topic 2: Agile Frameworks/Methodologies | 20% | - Scrum framework: roles, events, artifacts - Kanban method and flow management - Agile principles and mindset - Hybrid approaches combining predictive and agile - Iterative and incremental delivery practices |
| Topic 3: Predictive, Plan-Based Methodologies | 17% | - Executing phase: work performance, team management, communication - Initiating phase processes and activities - Closing phase: completion, handover, lessons learned - Planning phase: scope, schedule, cost, quality, risk, resources - Monitoring and controlling phase: measurement, change control |
| Topic 4: Business Analysis Frameworks | 27% | - Solution evaluation and validation - Scope definition and management - Business analysis planning and monitoring - Requirements elicitation and analysis - Stakeholder engagement and communication |
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NEW QUESTION # 622
What is an example of an emerging trend in procurement management?
Answer: A
NEW QUESTION # 623
Which provides the basic framework for managing a project?
Answer: C
NEW QUESTION # 624
An input required in Define Scope is an organizational:
Answer: C
Explanation:
Section: Volume C
Explanation:
2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization's knowledge bases such as lessons learned and historical information.
Organizational process assets may include completed schedules, risk data, and earned value data.
Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
Process: 5.3 Define Scope
Definition: The process of developing a detailed description of the project and product.
Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.
Inputs
1. Scope management plan
2. Project charter
3. Requirements documentation
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Product analysis
3. Alternatives generation
4. Facilitated workshops
Outputs
1. Project scope statement
2. Project documents updates
NEW QUESTION # 625
A company has implemented an adaptive project management framework for a new project. When planning for an iteration, how should risks be addressed? Choose two.
Answer: A,E
NEW QUESTION # 626
A tool or technique used in the Control Procurements process is:
Answer: C
Explanation:
Section: Volume A
Explanation:
10.2.2.5 Performance Reporting
Performance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts. Performance reporting involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results.
Performance reporting needs to provide information at an appropriate level for each audience. The format may range from a simple status report to more elaborate reports and may be prepared regularly or on an exception basis. A simple status report might show performance information, such as percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:
* Analysis of past performance,
* Analysis of project forecasts (including time and cost),
* Current status of risks and issues,
* Work completed during the period,
* Work to be completed in the next period,
* Summary of changes approved in the period, and
* Other relevant information, which is reviewed and discussed.
Process: 12.3 Control Procurements
Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Key Benefit: The key benefit of this process is that it ensures that both the seller's and buyer's performance meets procurement requirements according to the terms of the legal agreement.
Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work performance reports
6. Work performance data
Tools & Techniques
1. Contract change control system
2. Procurement performance reviews
3. Inspections and audits
4. Performance reporting
5. Payment systems
6. Claims administration
7. Records management system
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
NEW QUESTION # 627
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