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| Section | Weight | Objectives |
|---|---|---|
| Agile and Hybrid Methodologies | 20% | - Agile Principles and Mindset
|
| Project Management Fundamentals and Core Concepts | 50% | - Project Scope Management
|
| Predictive, Plan-Based Methodologies | 30% | - Predictive Methodology Principles
|
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NEW QUESTION # 607
In the Define Activities process, the schedule management plan is used to:
Answer: A
Explanation:
Explanation/Reference:
Explanation:
6.1.3.1 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds.
For example, the schedule management plan can establish the following:
Project schedule model development. The scheduling methodology and the scheduling tool to be
used in the development of the project schedule model are specified.
Level of accuracy. The acceptable range used in determining realistic activity duration estimates is
specified and may include an amount for contingencies.
Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time
measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources.
Organizational procedures links. The WBS (Section 5.4) provides the framework for the schedule
management plan, allowing for consistency with the estimates and resulting schedules.
Project schedule model maintenance. The process used to update the status and record progress of
the project in the schedule model during the execution of the project is defined.
Control thresholds. Variance thresholds for monitoring schedule performance may be specified to
indicate an agreed-upon amount of variation to be allowed before some action needs to be taken.
Thresholds are typically expressed as percentage deviations from the parameters established in the baseline plan.
Rules of performance measurement. Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set. For example, the schedule management plan may specify:
○○ Rules for establishing percent complete,
○○ Control accounts at which management of progress and schedule will be measured,
○○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.
Reporting formats. The formats and frequency for the various schedule reports are defined.
Process descriptions. Descriptions of each of the schedule management processes are documented.
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
Schedule management plan
1. Scope baseline
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
NEW QUESTION # 608
How can a project manager ensure effective project stakeholder engagement?
Answer: D
NEW QUESTION # 609
Hotspot Question
Based on the network diagram, which path is the longest?
Answer:
Explanation:
NEW QUESTION # 610
Which tool or technique is used to manage change requests and the resulting decisions?
Answer: A
Explanation:
Section: Volume A
Explanation:
4.5.2.3 Change Control Tools
In order to facilitate Configuration and change management, manual or automated tools may be used. Tool selection should be based on the needs of the project stakeholders including organizational and environmental considerations and/or constraints.
Tools are used to manage the change requests and the resulting decisions. Additional considerations should be made for communication to assist the CCB members in their duties as well as distribute the decisions to the appropriate stakeholders
4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:
Corrective action-An intentional activity that realigns the performance of the project work with the project
management plan;
Preventive action-An intentional activity that ensures the future performance of the project work is aligned
with the project management plan;
Defect repair-An intentional activity to modify a nonconforming product or product component;
Updates-Changes to formally controlled project documents, plans, etc., to reflect modified or additional
ideas or content.
NEW QUESTION # 611
An input to the Plan Stakeholder Management process is:
Answer: D
Explanation:
According to the PMBOKGuide, the Plan Stakeholder Engagement process (referred to as Plan Stakeholder Management in earlier editions) is the process of developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project.
* Stakeholder Register: This is a critical Project Document and a primary input to this process. It provides the list of all identified stakeholders along with their classification, interests, and influence levels. You cannot plan how to manage or engage stakeholders without first having the list of who they are and what their requirements are, which is exactly what the register provides.
* Logical Flow: The process of Identify Stakeholders produces the Stakeholder Register as an output.
That register then flows directly into Plan Stakeholder Engagement as an input so that the project manager can create a tailored engagement strategy.
Why the other options are incorrect:
* A. The project charter: While the project charter is an input to the Identify Stakeholders process (because it lists high-level stakeholders and sponsors), it is typically not the primary input for the detailed Planning of stakeholder engagement. The register is more specific and refined.
* B. The stakeholder analysis: This is a Tool and Technique used within the processes (both Identify Stakeholders and Plan Stakeholder Engagement) to gather and evaluate information. It is the action of analyzing, not a standalone input document.
* C. A communication management plan: This is usually an output developed alongside or after the stakeholder engagement plan. While the two are closely linked, the Stakeholder Engagement Plan defines the " why " and " who " of engagement, while the Communications Management Plan defines the " how, " " when, " and " what. "
NEW QUESTION # 612
......
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