Answer Key
- c. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities.
Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project. [Planning]
PMI®, PMBOK® Guide, 2013, 131, 152
- d. Confusion of establishing a project in the matrix management environment
During project formation, there is always an element of confusion or lack of clarity regarding the balance of power between the project manager and functional managers. If not resolved, such confusion manifests itself in conflicts regarding technical decisions, resource allocation, and scheduling later in the project. [Executing]
Meredith and Mantel 2012, 151–152
- c. Analytical techniques
Analytical techniques are a tool and technique n conduct procurements. They are used to help organizations identify the readiness of a vendor to provide the desired end state, determine costs to support budgeting, and avoid cost overruns In evaluating past performance they identify areas that have more risk and that may need to be monitored closely for project success. [Executing]
PMI®, PMBOK® Guide, 2013, 376
- a. Action requirements
Such classification systems are helpful in both defining and documenting stakeholder needs to meet project objectives. Project requirements are ones that involve actions, processes, or other conditions the project needs to meet. [Planning]
PMI®, PMBOK® Guide, 2013, 112
- b. Organizational process assets
Organizational process assets include formal and informal plans, policies, procedures, and guidelines. As an input to the develop project management plan process, they include the items listed as well as standardized guidelines, instructions, proposal evaluation criteria, and performance measurement criteria; project management plan template; change control procedures; project files from previous projects; and historical information and lessons learned [Planning]
PMI®, PMBOK® Guide, 2013, 75
- a. Control procurements
The purpose of control procurements is to ensure that the contractual requirements are met by the seller. This objective is accomplished by managing procurement relationships, monitoring contract performance and making changes and corrections to contracts if appropriate. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 379
- a. Expert
Expert power is a function of knowledge, skills, and reputation possessed by the project manager. In such situations, project personnel will do what the project manager wants because they believe he or she knows best, and they trust and respect the project manager. [Executing]
Adams et al. 1997, 174–180
Verma 2005, 54
Levin 2010, 163
- b. Requirements baseline
The scope, schedule, and cost baselines may be combined into a performance measurement baseline. It also may include technical and quality parameters. It then is used as an overall project baseline against which project execution is compared to measure and manage performance. It also is used for earned value measurements. [Planning]
PMI®, PMBOK® Guide, 2013, 302, 549
- c. Job shadowing
Observations are a tool and technique in the collect requirements process. They provide a way to view individuals in their environment and to see how they perform their jobs or tasks and carry out processes. Another term for this approach is job shadowing and usually is done by an observer viewing the user performing his or her job. [Planning]
PMI®, PMBOK® Guide, 2013, 116
- b. Continuous process improvement
Continuous process improvement provides an iterative means for improving the quality of all processes and is part of the definition of quality assurance. Its objective is to reduce waste and eliminate non–value-added activities. [Executing]
PMI®, PMBOK® Guide, 2013, 242–243
- c. Use an affinity diagram
In quality assurance an affinity diagram is used to generate ideas that can be linked to form organized patterns of thought about a problem. Using them in project management, one can enhance the creation of the WBS by using it to give structure to the decomposition of scope. [Executing]
PMI®, PMBOK® Guide, 2013, 245
- c. $118,000
In this situation, there is a $10,000 overrun from the target costs. Applying the 80/20 share ratio, the seller’s share of the overrun is 20% of $10,000 or a minus $2,000 in earned fee. The final value of this procurement is $110,000 in costs, plus a seller fee of $10,000 less $2,000, or $8,000 for a final price of $118,000. [Monitoring and Controlling]
Fleming 2003, 92
- c. Document the specific responsibilities of each stakeholder in the perform integrated change control process
Configuration management is an integral part of the perform integrated change control process. It is necessary because projects by their nature involve changes. The integrity of baselines must be maintained by releasing only approved changes for incorporation into the project’s products or services and by maintaining their related configuration and planning documentation. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 96–97
- b. Procurement management plan
The procurement management plan describes how the project management team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be used from developing procurement documents through closing contracts. [Planning]
PMI®, PMBOK® Guide, 2013, 366–367
- a. Scope, quality, schedule, budget, and risk
The constraints include, but are not limited to scope, schedule, budget (cost), quality, resources, and risk. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 6
- b. Strategic plans
The configuration management knowledge base is an organizational process asset. It contains the versions and baselines of all company policies, practices, procedures, and standards, as well as pertinent project documents. [Initiating]
PMI®, PMBOK® Guide, 2013, 98
- d. A quality audit
A quality audit is a tool and technique for the perform quality assurance process. It is primarily used to determine whether the project team is complying with organizational and project policies, processes, and procedures. [Executing]
PMI®, PMBOK® Guide, 2013, 247
- c. Informal
Change requests are an input to the perform integrated change control process. Although occurring in many forms, they must be formal requests developed within the context of a change control system consisting of documented procedures. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 96, 531
- d. Allowing automatic approval of changes
Allowing for automatic approval of defined changes is a function of the change control system, not configuration management. Configuration management ensures that the description of the project product is correct and complete. The change control system consists of a set of procedures to describe how modifications to project deliverables and documentation are managed and controlled. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 94, 96, and 531
- d. Change control meetings
Often, a project will set up a change control board, which has the responsibility for meeting and reviewing the change requests, and approving, rejecting, or other disposition of the changes. Decisions of the board are documented and communicated to stakeholders for information and follow-up actions. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 99
- b. Adds business value as it links to business and project objectives
The requirements traceability matrix is a table that links requirements to their origin and traces them throughout the life cycle. This approach helps to ensure that each requirement adds value as it links to the business and project objectives. It also tracks requirements during the life cycle to help ensure that the requirements listed in the requirements document are delivered at the end of the project. [Planning]
PMI®, PMBOK® Guide, 2013, 118
- a. Schedule
In many projects, there is a rush to finish because of schedule slippages that develop in the execution/implementation phase. Delays in schedules become cumulative and impact the project most severely in the final stages of the project. While there are other sources of conflict, such as personalities and cost, attempting to finish on time is always on everyone’s mind. [Closing]
Verma 1996, 103 and 105
- b. Configuration management system
The formal configuration management system is an important tool and technique for scope control and focuses on deliverables and documents. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 96–97
- a. Root cause analysis
Determining the root cause of the problem means to determine the origin of the problem. What may appear to be the problem on the surface is often revealed, after further analysis, not to be the real cause of the problem. Process analysis includes root cause analysis used to identify as problem, discover the underlying causes that lead to it and develop preventive actions. [Executing]
PMI®, PMBOK® Guide, 2013, 247
- d. Validate scope typically precedes control quality
Validate scope focuses on accepting project deliverables, and to be accepted, they must meet the requirements. Control quality is one way to ensure that the requirements have been met, which is why control quality typically is done before validate scope. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 134
- a. The company requires a continuous stream of projects to survive
Organizations that rely on products for their revenue must constantly be introducing new products into the marketplace as old products are removed. Ideally, this should be an overlapping process to maintain balanced or increasing revenue over time. The closure phase evaluates the efforts of the total system and serves as input to the conceptual phase for new projects and systems. It also has an impact on other ongoing projects with regard to identifying priorities. [Closing]
Kerzner 2009, 69–70
- d. Cost of quality
Cost of quality involves both the cost of conformance and the cost of non-conformance. Examples of the cost of conformance are divided into two categories prevention costs and appraisal cots (includes inspections). Costs of non-conformance include internal failure costs and external failure costs. [Executing]
PMI®, PMBOK® Guide, 2013, 235
- a. Identifies project assumptions
Project assumptions, which should be enumerated in the project scope baseline in the scope statement, are areas of uncertainty, and therefore, potential causes of project risk. [Planning]
PMI®, PMBOK® Guide, 2013, 322
- c. Prototypes
Prototypes are used to obtain early feedback on requirements by providing a working model of the expected product before it is built. Stakeholders then can experiment with this model rather than discussing abstract representations of requirements. This approach supports progressive elaboration, because it is used in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision. [Planning]
PMI®, PMBOK® Guide, 2013, 116
- a. Tools from control quality and plan quality management
The tools used from plan quality management and control quality are used in perform quality assurance. The perform quality assurance process also uses affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, prioritization matrices, activity network diagrams, matrix diagrams, quality audits, and process analysis. [Executing]
PMI®, PMBOK® Guide, 2013, 245–247
- d. Continuously monitor the project
The monitor and control project work process is performed throughout the project and includes collecting, measuring, and disseminating performance information and assessing measurements and trends to effect process improvement. Continuous monitoring is important because it provides insight into the project’s health, highlighting areas requiring special attention. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 88
- d. Determine whether the project should continue to the next phase
The review at the end of a project phase is called a phase-end review. The purpose of this review is to determine whether the project should continue to the next phase for detecting and correcting errors while they are still manageable and for ensuring that the project remains focused on the business need it was undertaken to address. [Initiating]
PMI®, PMBOK® Guide, 2013, 41, 549
- c. Celebrating
During the adjourning stage of team development, the emphasis is on tasks and relationships that promote closure and celebration. There is recognition and satisfaction as the theme is moving on and separation. Management skills involve evaluating, reviewing, and improving, while leadership qualities are celebrating and bringing closure. [Executing]
Verma 1997, 40; PMI®, PMBOK® Guide, 2013, 276
- b. At +$300, the situation is favorable, as physical progress is being accomplished ahead of your plan.
Schedule variance is calculated as EV – PV, or $1,500 – $1,200 = +$300. Because the SV is positive, physical progress is being accomplished at a faster rate than planned. [Monitoring and Controlling]
Kerzner 2009, 648–649; PMI®, PMBOK® Guide, 2013, 224
- d. Managing the approved cost baseline and any changes to it
The control costs process involves monitoring the project’s status to update the project costs and managing changes to the cost baseline. Its benefit is that is provides the means to recognize variance in order to take corrective action and minimize risks. Therefore, effective management of the approved cost baseline and any changes is imperative. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 215–216
- d. Recognize that your original estimates were fundamentally flawed, and your project is in an atypical situation
CPI = EV/AC. It measures the efficiency of the physical progress accomplished compared to the baseline. A CPI of 0.44 means that for every dollar spent, you are only receiving 44 cents of progress. Therefore, something is not correct with how you planned your project, or your original estimates were fundamentally flawed, and your project is in an atypical situation. You might want to reconsider a formal “replan” and/or take a new baseline of your project. [Monitoring and Controlling]
Kerzner 2009, 650–652; PMI®, PMBOK® Guide, 2013, 224
- c. Project scope statement
The project scope statement describes in detail the deliverables and what work must be done to prepare them. Ancillary results are also considered deliverables and are included in the project scope statement. They include items such as project management reports and documentation. Deliverables in the project scope statement may be described at a summary level or in a detailed way. [Planning]
PMI®, PMBOK® Guide, 2013, 123
- c. Expert judgment
According to the PMBOK® Guide, expert judgment is use in close project or phase to ensure closure is performed to appropriate standards. [Closing]
PMI®, PMBOK® Guide, 2013, 102
- a. Project charter
Outputs of the define scope project are the project scope statement and project document updates that include updates to the stakeholder register, requirements documentation, and the requirements traceability matrix. [Planning]
PMI®, PMBOK® Guide, 2013, 125
- c. (Percent complete) × (budget at completion)
Multiplying the percent complete by the budget at completion, or the total budget for the project, is the simplest formula to use. The 50/50 rule, or the more conservative 0/100 rule, can eliminate the necessity for the continuous determination of percent complete. After the percent complete is determined, it can be plotted against time expended. [Monitoring and Controlling]
Kerzner 2009, 656–657
- a. Commence as scheduled and stated in the staffing management plan
Training is a tool and technique for the develop project team process. The requirements and schedule for the develop project team process should be stated in the staffing management plan. Project team members’ skills can be developed as part of the project activities. [Executing]
PMI®, PMBOK® Guide, 2013, 266, 275
- b. Milestone method
The milestone method is especially helpful for work packages of long duration that have interim milestones or a functional group of activities with a milestone established at specific control points. In the EV system, value is earned when the milestone is completed. In such cases, a budget is assigned to the milestone rather than to the work packages. [Monitoring and Controlling]
Kerzner 2009, 656
- c. Estimate at completion
EAC is the total amount of money estimated to be spent on the project. It can be calculated several different ways. However, the basic approach is to add the actual costs to date plus the estimate to complete. [Monitoring and Controlling]
Kerzner 2009, 660
PMI®, PMBOK® Guide, 2013, 224
- d. Links the project to the ongoing work of the organization
The project charter not only authorizes a project, it shows how the project is linked to the strategic plan of the organization. Among other things, the project charter documents the business need for the project and describes the current understanding of the requirements. [Initiating]
PMI®, PMBOK® Guide, 2013, 68
- a. Conflict resolution
Facilitation techniques are a tool and technique in develop project management plan process. Other examples are brainstorming, problem solving, and meeting management. They are used to help teams and individuals achieve agreement to accomplish the project’s objectives. [Planning]
PMI®, PMBOK® Guide, 2013, 77
- d. Process measurement data base
The process measurement data base is an organizational process asset that is used to collect and make available measurement data on processes and products. The other answers are examples of enterprise environmental factors used as inputs to direct and manage the project work. [Executing]
PMI®, PMBOK® Guide, 2013, 83
- c. EAC = [Actual to date] + [all remaining work to be done at the planned cost including remaining work in progress]
This formula assumes that all of the remaining work is independent of the burn rate incurred thus far. AC is $2,900 + [$500 + $1,000]. The $500 is from Activity B, and the $1,000 is from Activity C. [Monitoring and Controlling]
Kerzner 2009, 660
PMI®, PMBOK® Guide, 2013, 224
- a. Certain deliverables or subprojects will be accomplished far into the future
Many projects involve deliverables or subprojects that will be accomplished far into the future and cannot be specified in detail at the current time. In these situations, the project management team typically waits until the deliverable or subproject is clarified so that details for that portion of the WBS can be developed. Then a rolling wave planning approach can be used. [Planning]
PMI®, PMBOK® Guide, 2013, 131
- c. Manage communications process
Lessons learned documentation is an output of the manage communications process. It is an element of the organizational process assets updates. It includes the causes of issues, reasons for corrective actions selected, and other types of lessons learned about communications management. [Executing]
PMI®, PMBOK® Guide, 2013, 303
- a. Influencing the factors that create change to the authorized cost baseline
The control costs process is also concerned with ensuring that requested changes have been acted upon, managing actual changes if and when they occur, ensuring cost expenditures do not exceed authorized funding, monitoring cost performance, preventing unapproved changes from being included in the reported cost or resource use, informing stakeholders of all approved changes and their costs and bringing expected cost overruns within acceptable limits. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 216
- a. Respect and trust
Leadership is critical to project management as it focuses on ensuring a group of people are working toward a common goal and enables them to work as a team. It involves getting things done through others. Respect and trust, not fear and submission, are its key elements. [Executing]
PMI®, PMBOK® Guide, 2013, 513
- b. 100% rule
The WBS is a deliverable-oriented, hierarchical decomposition of work to be done by the project team. Sometimes called the 100% rule, it shows the total of the work at the lowest levels must roll up to the higher levels so that nothing is left out and no extra work is done. [Planning]
PMI®, PMBOK® Guide, 2013, 131
- b. Use fast tracking
Fast tracking or crashing the schedule for the remaining work to be done are examples of schedule compression techniques to find ways to bring project activities that are behind into alignment with the project management plan. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 190
- c. $6.42 million
Test: $5M + $960K + $460K = $6.42M; Don’t Test: $7M. [Planning]
PMI®, PMBOK® Guide, 2013, 339
- b. Herzberg’s Motivator-Hygiene Theory
Frederick Herzberg’s Motivator-Hygiene Theory asserts that some job factors lead to satisfaction, whereas others can only prevent dissatisfaction. There are two types of factors associated to the motivation process: hygiene factors, which relate to the work environment, and motivators, which relate to the work itself. Hygiene factors, if provided appropriately, can prevent dissatisfaction, while motivating factors can increase job satisfaction and are more permanent. [Executing]
Verma 1996, 56, 64–65
Meredith and Mantel, 2012, 200
- a. Work performance information
The project’s work performance information should document and communicate the CV, SV, CPI, SPI, TCPI, and VAC for the WBS components in particular for specific work packages and control accounts. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 225
- d. A calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders
Cost forecasts are another output of control costs, and the EAC is used to show the expected total costs of completing all work expressed as the sum of the actual cost to date and the estimate to complete. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 224–225
- d. Customer request
Projects can be authorized as a result of a market demand, organizational need, customer request, technological advance, legal requirement, ecological impact, or a social need. The new industrial park is an example of a project authorized because of a customer request. [Initiating]
PMI®, PMBOK® Guide, 2013, 69
- a. A recommendation for changing current practice should be made and defended.
It is important to capture lessons learned, which then can be used on subsequent projects. The more detailed the lessons the better. However, when it comes to personnel lessons learned, the information should be handled in a confidential manner. [Closing]
Meredith and Mantel 2012, 570
- c. List of risks requiring near-term responses
The primary outputs from identify risks are initial entries into the risk register. It ultimately contains outcomes of other risk management processes as they are conducted. As an output of identify risks, the risk register should contain a list of identified risks, a list of potential responses, root causes that gave rise to the identified risks, and a structure for describing risks. [Planning]
PMI®, PMBOK® Guide, 2013, 327
- b. David McClelland
According to David McClelland, there are three relevant motives or needs in work situations: the need for achievement, power, and affiliation or association. This theory supports the view that there is a high correlation between achievement, affiliation, and power motives and the overall motivation and performance achieved in a project. [Executing]
Verma 1996, 68
Levin, 2010, 88–91
- b. Monte Carlo analysis
Simulation is a tool and technique for the develop schedule process by which multiple project durations with different sets of activity assumptions are calculated. Monte Carlo analysis is the most commonly used simulation technique. [Planning]
PMI®, PMBOK® Guide, 2013, 180, 340, 562
- b. Performance measurement baseline
The PMB is an approved, integrated scope-schedule-cost plan for the project work against which project execution is compared in order to measure and manage performance. It includes contingency reserve but not management reserve. It typically integrates scope, schedule, and cost parameters of the project, but it may also include technical and quality parameters. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 302, 549
- d. Resource breakdown structure
Schedule data for the project schedule includes a number of items as it collects the information used to describe and control the schedule. It includes schedule milestones, schedule activities, activity attributes, and assumptions and constraints. It may include resource histograms, alternate schedules, contingency reserves cash-flow projections, and order and delivery schedules [Planning]
PMI®, PMBOK® Guide, 2013, 184, 191, and 561
- b. Expectancy Theory
Developed by Victor Vroom, Expectancy Theory asserts that people think seriously about how much effort they should put into a task before doing it. Motivation is linked to an expectation of a favorable outcome. It is based on the concept that people choose behaviors that they believe will lead to desired rewards and outcomes. [Executing]
Verma 1996, 73
- c. Work performance data
Work performance data is an input to control schedule. [Planning]
PMI®, PMBOK® Guide, 2013, 185
- d. Personnel skills
Personnel skill updates are an example of an enterprise environmental factor that may require updates as a result of the manage project team process along with inputs to the organizational performance appraisals. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 285
- a. Configuration status accounting
Configuration status accounting captures, stores, and accesses the needed configuration information to manage products and product information effectively. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 97
- c. Final output of creating the WBS is described in terms of verifiable products, services, or results.
By using decomposition, the upper-level WBS components are subdivided for the work for each of the deliverables or subcomponents into its most fundamental elements, where the WBS components then represent verifiable products, service, or results. [Planning]
PMI®, PMBOK® Guide, 2013, 131
- c. The first time management process
The schedule management plan is the output of plan schedule management, the first of the seven time management processes. It is a subsidiary plan to the project management plan. [Planning]
PMI®, PMBOK® Guide, 2013, 143
- d. Activity name
The components for each activity evolve over time. In the initial stages of the project, they include the activity ID, WBS ID, and the activity name. Later, additional information is added as other time management processes are performed. [Planning]
PMI®, PMBOK® Guide, 2013, 153
- b. An external dependency
Some dependencies are external ones, and they involve a relationship between project activities and nonproject activities. In sequencing activities, the project management team must determine which dependencies are external as they are usually outside of the team’s control. [Planning]
PMI®, PMBOK® Guide, 2013, 158
- d. Trend analysis
Trend analysis is used in many control processes in project management. The trend analysis examines the performance of the project over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable in trend analysis to understand performance to date and to compare it to future performance goals in the form of completion dates. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 188
- c. Carrying out the work
The implementation phase (carrying out the work) is when all interfaces affecting the project must be coordinated and when the product or service of the project is created. In most projects, this phase is also where a large portion of the project budget is spent. [Executing]
PMI®, PMBOK® Guide, 2013, 56
- b. Accommodating
Open subordination is much like an accommodating or smoothing style of conflict management in which negotiators are more concerned about positive relationships than about substantive outcomes. It can dampen hostility, increase support and cooperation, and foster more interdependent relationships. This is an effective style for project managers to use with support staff. It concedes one’s position to the needs of others to maintain harmony and relationships. [Executing]
Verma 1996, 157
PMI®, PMBOK® Guide, 2013, 283
- b. Authorized procurement administrator
The buyer, through its authorized procurement administrator, is responsible for providing the seller with formal written notice of contract completion. The procurement administrator does so when the seller has met all contractual requirements as articulated in the contract. [Closing]
PMI®, PMBOK® Guide, 2013, 389
- c. Correspondence
Contract terms and conditions often require written documentation of certain aspects of buyer/seller communications. Examples include any warnings of unsatisfactory performance and requests for changes in the contract or clarification. Other organizational process assets to update include payment schedules and requests and seller performance evaluation documentation. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 386
- b. Project charter
Although the project charter cannot stop conflicts from arising, it can provide a framework to help resolve them, because it describes the project manager’s authority to apply organizational resources to project activities. The project charter also documents the business needs, justification, objectives, and high-level requirements of the project. [Initiating]
Meredith and Mantel 2012, 228–229
PMI®, PMBOK® Guide, 2013, 71–72
- d. Checklists
Checklists are used to verify that the work of the project and its deliverables fulfill a set of requirements. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 242 and 250
- c. Zero-sum game analysis
Achieving mutual gain during negotiations means that each party benefits by the decisions made. A zero-sum game is where one side wins at the expense of the other. [Executing]
Ward 2008, 474
PMI®, PMBOK® Guide, 2013, 517
- d. Control charts
Control charts help to determine whether or not a process is stable or has predictable performance. This function of control charts is achieved through the graphical display of results over time to determine whether differences in the results are created by random variations or are unusual events. In a manufacturing environment, such charts are used to track repetitive actions such as manufactured lots. In a project management environment, they can be used to monitor processes such as cost and schedule variances, number requirements, and errors in project documents. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 238
- b. Structure
Supportive behavior is relationship oriented and is the extent to which the leader engages in two-way communication, listens, provides support and encouragement, facilitates interaction, and involves the followers in decision making. Structure connotes a certain level of rigidity and inflexibility and is not a term associated with supportive behavior. [Executing]
Verma 1996, 216–217
Kerzner, 2009, 222–223
- d. A defined integrated change control process
If the recommended corrective or preventive actions or a defect repair require a change to any of the project management plans, a change request should be prepared in conformance with the perform integrated change control process. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 253
- a. Help anticipate how problems occur
Flowcharts depict the interrelationship of a system’s components and show the relationships among process steps. They are often referred to as process maps as they display the sequence of steps and the branching possibilities for a process that transforms one or more inputs into one or more outputs. Flowcharts show activities, decision points, branching loops, parallel paths, and the order of processing. As such, they aid the team in anticipating where quality problems might occur, which helps in developing approaches for dealing with these potential problems. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 236
- a. Change master
During the execution stage, the major attributes and emphasis is on realignment. The leadership style/blend that is most appropriate is one who is a decision maker, balances work and fun, is trustworthy, and promotes the team concept and synergy. [Executing]
Verma 1996, 225
- c. Adjusting leads and lags
Corrective action is anything that brings expected future schedule performance in line with the project plan. Adjusting leads and lags is one of many tools available to identify the cause of variation. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 190
- d. Defect repair
Defect repair is an intentional activity to modify a nonconforming product or project component. [Executing]
PMI®, PMBOK® Guide, 2013, 81
- c. The person who formally authorizes the project
The charter is issued by the project initiator or sponsor who formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. [Initiating]
PMI®, PMBOK® Guide, 2013, 71
- a. Smoothing
Smoothing emphasizes areas of agreement while avoiding points of disagreement. It tends to keep peace only in the short term. [Executing]
Adams et al. 1997, 181–189
Verma 1996, 118
PMBOK® Guide, 2013, 283
- c. Does not require 100% inspection of the components to achieve a satisfactory inference of the population
The application of the statistical concept of probability has proven, over many years in many applications, that an entire population of products need not be inspected, if the sample selected conforms to a normal distribution of possible outcomes (the “bell” curve). Sample frequency and sizes should be determined as the quality management plan is prepared in order that the cost of quality includes the number of tests and expected scrap. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 240 and 252
- c. Use a control chart
A control chart is one of the seven basic tools of quality control that determines whether or not a process is stable or has predictable performance. It also illustrates how a process behaves over time. When a process is within acceptable limits, it need not be adjusted; when it is outside acceptable limits, an analysis should be conducted to determine the reasons why. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 238
- c. It is used primarily for Level 1 of the WBS
Estimates are categorized according to accuracy and the time to prepare them. Grassroots or engineering-type estimates are definite estimates and are prepared when detailed information about the project is available. These estimates would use the work-package level of the WBS. [Planning]
Kerzner 2009, 574
PMI®, PMBOK® Guide, 2013, 201
- a. Cost management plan
The management and control of costs focuses on variances. Certain variances are acceptable, and others, usually those falling outside a particular range, are unacceptable. The actions taken by the project manager for all variances are described in the cost management plan. [Planning]
PMI®, PMBOK® Guide, 2013, 198–199
- c. Norming; high supportive and low directive approach
There are four stages of team development: forming, storming, norming, and performing. Different leadership styles in terms of the amount of required supportive and directive behavior are appropriate when a team is in a certain development stage. At the norming stage, the third stage in team development, leaders provide high support and low direction. [Executing]
Verma 1996, 227
PMI®, PMBOK® Guide, 2013, 276
- a. The procurement administrator is reassigned
The close procurements process looks at the administration of the contract and not the people responsible or involved with the contract. [Closing]
PMI®, PMBOK® Guide, 2013, 387
- a. Histogram
In a histogram, or a special form of bar chart, each column represents an attribute or characteristic of a problem or situation. The height of each column represents the relative frequency of the characteristic. It describes the central tendency, dispersion, or shape of a statistical distribution. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 238
- a. Estimate costs
The estimate activity resources process involves estimating the type and quantities of material, people, equipment, or supplies needed to perform each activity. This means close coordination with the estimate costs process is needed. [Planning]
PMI®, PMBOK® Guide, 2013, 141, 162
- a. Legitimate
Legitimate power is formal authority based on a person’s position within the organization. It comes with the right to give orders or make requests. [Executing]
Adams et al. 1997, 174–180
Verma 1996, 233
Levin 2010, 161–162
- a. Role ambiguity
The main sources of stress are grouped into four categories of stress-creating factors: those related to roles and relationships, those related to the job environment, personal factors, and factors related to the project environment or climate. Role ambiguity is an example of factors related to roles and responsibilities. It occurs when an individual is not clear about his or her job responsibilities. [Monitoring and Controlling]
Verma 1996, 180, 183–184; Levin, 2010, 176–183
- d. The buffer needed and the buffer remaining
Critical chain is an approach in scheduling in which the project team can place buffers on any project schedule path to account for limited resources and project uncertainties. During a performance review, comparing the amount of buffer remaining to the amount of buffer needed to protect the delivery date can help to determine schedule status. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 180, 189
- b. The resource pool can be limited to those people who are knowledgeable about the project
Resource calendars are an input to the estimate activity resource process and to the estimate activity durations process. They are used to estimate resource use. Early in a project, the resource pool might include people at different levels of expertise in large numbers, but as the project progresses, the resource pool then can be limited to those people who are knowledgeable about the project because of their work on it. [Planning]
PMI®, PMBOK® Guide, 2013, 163, 167–168
- d. Bottom-up estimating
When an activity cannot be estimated with a reasonable degree of confidence, the work then needs to be decomposed into more detail. The estimates then are aggregated into a total quantity for each of the activity’s resources through a bottom-up approach. These activities may or may not have dependencies between them. However, when dependencies exist, this pattern of use of resources then is documented in the estimated requirements for each activity. [Planning]
PMI®, PMBOK® Guide, 2013, 164
- a. Review work performance information
The calculated SV and SPI time performance indicators for WBS components, in particular the work packages and control accounts, are documented and communicated to stakeholders as an output of the control schedule process. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 190
- a. Who will do the task
In a matrix environment, project resources (that is, people) come from the functional departments. Therefore, it is the functional manager’s job to identify who will work on specific project tasks. [Executing]
Verma 1995, 56–57
PMI®, PMBOK® Guide, 2013, 37
- b. Net present value of the inflow is greater than the specified amount or percentage threshold
The discounted cash-flow approach—or the present value method—determines the net present value of all cash flow by discounting it by the required rate of return. The impact of inflation can be considered. Early in the life of a project, net cash flow is likely to be negative because the major outflow is the initial investment in the project. If the project is successful, cash flow will become positive. [Initiating]
Meredith and Mantel 2012, 51
- b. Risk register
The monitor and control risks process includes keeping track of those risks on the watch list. Low-priority risks are inputs to the monitor and control risks process and are documented in the risk register. Other inputs that are part of the risk register include identified risks and risk owners, agreed-upon risk responses, control actions to assess the effectiveness of response plans, specific implementation actions, symptoms and warning signs of risk, residual and secondary risks, and the time and cost contingency reserves. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 350
- a. Project statement of work
The project statement of work describes in a narrative form the products, services, or results that the project will deliver. It references the product scope description as well as the business need and strategic plan. [Initiating]
PMI®, PMBOK® Guide, 2013, 68
- d. Preparing personnel performance evaluations
The project manager, or whoever supervised the work of each individual team member, should prepare the personnel evaluations because they have an intimate understanding of the work performed by the team members. The termination manager focuses instead on the administrative requirements of termination and the environment within which the project will be operating if it is continued in any way. [Closing]
Meredith and Mantel 2012, 564–566
- b. Parametric estimating
Parametric estimating uses statistical relationships between historical data and other variables to calculate an estimate for activity parameters such as cost, budget, and duration. The activity durations then are determined quantitatively by multiplying the quantity of work to be performed by the labor hours per unit of work. This technique can produce higher levels of accuracy depending on the reliability of the data in the model. [Planning]
PMI®, PMBOK® Guide, 2013, 170
- d. Performing
The performing stage of team development is noted by a theme of productivity. Management skills involve consensus building, problem solving, decision making, and rewarding, with leadership shown through management by walking around, stewardship delegation, mentoring, being a futurist, and being a cheerleader/champion. [Executing]
Verma 1997, 40
PMI®, PMBOK® Guide, 2013, 276
- b. Terms and conditions in the contract
The terms and conditions can prescribe specific procedures for the various ways that a contract could be terminated. [Closing]
PMI®, PMBOK® Guide, 2013, 378, 387
- d. Behavioral-oriented reasons
Behavioral reasons, rather than quantitative reasons, account for more project terminations because it is much more difficult to manage people than things. Issues such as poor morale, poor human relations, poor labor productivity, and no commitment from those involved in the project combine to thwart project success in many industries. [Closing]
Kerzner 2009, 452–453
- c. Implementation
Regardless of the many terms used across many industries, implementation would be considered a term used in the executing phase in which the work is carried out and done. [Closing]
Kerzner 2009, 69
PMI®, PMBOK® Guide, 2013, 39
- c. Project charter and stakeholder register
The project charter signifies official sanction by top management and starts the planning, or development, phase. This document formally recognizes the existence of the project and provides the project manager with the authority to apply organizational resources to project activities. The stakeholder register is an output of identify stakeholders and also an output during the initiating processes. [Initiating]
PMI®, PMBOK® Guide, 2013, 71–72, 398
- b. Initiator
To initiate something means to get it started. In the project environment, that typically means a task. [Executing]
Verma 1997, 78–79
- a. A kickoff meeting is recommended
Even if team members already know one another, a kickoff meeting should still be held because the meeting always includes more than meeting team members. Specific expectations for the project can be discussed as well as other important administrative details. It also gives people an opportunity to express their commitment to the project’s objectives. [Executing]
Verma 1997, 135
Meredith and Mantel, 2012, 224–225
- a. Consider every meeting a team meeting, not the project manager’s meeting
Team building should be made as important a part of every project activity as possible. Given that there are many meetings on projects, each team member should be made to feel that it is his or her meeting and not just the project manager’s meeting. This will foster greater contribution by each team member. [Executing]
Verma 1997, 137
PMI®, PMBOK® Guide, 2013, 278
- c. Influencing
All are useful skills for project managers. In this situation influencing was necessary as the project manager has little or no direct control over tem members as they work in a weak matrix. The ability of the project manager to influence stakeholders in a timely basis is critical to project success. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 284
- b. Realism
A project selection model should reflect the objectives of the company and its managers; consider the realities of the organization’s limitations on facilities, capital, and personnel; and include factors for risk—the technical risks of performance, cost, and time as well as the market risk of customer rejection. [Initiating]
Meredith and Mantel 2012, 64–65
- a. Conduct a risk audit
The risk audit is a tool and technique in the control risks process with two purposes: to assess the effectiveness of risk responses and to evaluate the effectiveness of the risk management process. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 351
- c. Not be viewed as part of the project life cycle
Projects are efforts that occur within a finite period of time with clearly defined beginnings and ends. Maintenance is ongoing and of an indefinite duration. A maintenance activity, such as revision of an organization’s purchasing guidelines, may be viewed as a project but is a separate and distinct undertaking from the initial project that generated it. At this point, the project has been completed, and its deliverables are transferred to operations for implementation. [Initiating]
Frame 2003, 16–17
PMI®, PMBOK® Guide, 2013, 13
- c. Technical performance measurement
Technical performance measurement compares technical accomplishments to date to the project plan’s schedule of technical achievement. Deviation, such as less functionality than planned at a key milestone, can help to forecast the degree of success in achieving the project scope. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 352
- d. Monitor and control project work and control risks
A workaround is a form of corrective action, as it is a response to a threat that has occurred for which a prior response had not been planned or was not effective. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 93, 353, and 567
- b. Demands
Claims administration is a tool and technique in the control procurements process. When the buyer and seller cannot agree, this is also called claims, disputes, or appeals and should be documented, processed, monitored, and managed throughout the contract life cycle. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 384
- a. Procurement performance review
These reviews are a tool and technique of the control procurements process, which can include a review of seller-prepared documentation and buyer inspections. They seek to identify performance successes or failures, progress with respect to the contract statement of work and contract noncompliance. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 383
- 126. a. Add a project buffer
After the critical path is identified using the critical chain method, resource availability is entered and a resource-constrained schedule results. This schedule may have an altered critical path that is known as the critical chain. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. To protect the target finish date from slippage on the critical chain, a project buffer is placed at the end of the critical chain. [Planning]
PMI®, PMBOK® Guide, 2013, 178
- a. Concept
The greatest degree of uncertainty about the future is encountered during the concept phase or at the start of the project. The direction of the project is determined in this phase, and the decisions made have the greatest influence on scope, quality, time, and cost of the project. [Initiating]
Wideman 1992, II-1
PMI®, PMBOK® Guide, 2013, 40
- c. Tight matrix
A “tight” matrix refers to team members working in close proximity to one another. Studies have demonstrated that such a team approach facilitates concurrent engineering by having designers working next to manufacturing engineers, for example, to help ensure that the project is designed in such a manner that it is also cost-effective to manufacture. [Executing]
Verma 1997, 169
PMI®, PMBOK® Guide, 2013, 277
- b. Consultation
Project managers tend to use four basic decision styles: command, consultation, consensus, and coin flip or random. If acceptance and quality are both important, the consultation style is preferred. It allows for some involvement of team members but allows project managers to maintain control over the final decision. In this style, team members are free to express their opinions, but the project manager makes the final decision. [Executing]
Verma 1997, 178
PMI®, PMBOK® Guide, 2013, 516
- d. As an input to develop project charter
Historical information is an organizational process access in the develop project charter process. Other organizational process assets are organizational standard processes, policies, and process definitions; templates from other project charters; and the lessons learned data base. [Initiating]
PMI®, PMBOK® Guide, 2013, 70
- d. Direct and manage project work
Work performance data containing these examples are an output of direct and manage project work. They are raw observations and measurements identified as activities are being performed to complete the work of the project. These data often are viewed at the lowest level of detail from which information is derived by other processes. The data then are gathered as the work is done and passed to the controlling processes of the various processes for further analyses. [Executing]
PMI®, PMBOK® Guide, 2013, 85
- d. Forcing
Forcing, using power or dominance, implies the use of position power to resolve conflict. It involves imposing one viewpoint at the expense of another. Project managers may use it when time is of the essence, when an issue is vital to the project’s well-being, or when they think they are right based on available information. Although this approach is appropriate when quick decisions are required or when unpopular issues are an essential part of the project, it puts project managers at risk. [Executing]
Adams et al. 1997, 181–189
Verma 1996, 157
PMI®, PMBOK® Guide, 2013, 283
- c. Managing remaining buffer durations against the remaining durations of task chains
The purpose of the critical chain method is to modify the project schedule to account for limited resources. The schedule is built using duration estimates with required dependencies and defined constraints as inputs. Then, the critical path is calculated and resource availability is entered, which means there is a resource-limited schedule with an altered critical path. Buffers protect the critical chain from slippage, and the size of each buffer accounts for the uncertainty in the duration of the chain of dependent tasks that lead up to the buffer. This method then focuses on managing the remaining buffer durations against the remaining duration of task chains. [Planning]
PMI®, PMBOK® Guide, 2013, 178
- d. Expert
Expert power is earned/personal power when project personnel admire an individual’s skills and want to follow him or her as a role model. In such situations, people willingly comply with the demands of such a person. [Executing]
Adams et al. 1997, 174–180
Levin, 2010, 163
- d. Determine the philosophy and wishes of management
Any selection technique must be evaluated based on the degree to which it will meet the organization’s objective for the project. Management generally establishes the organization’s objective; therefore, management’s wishes must be identified first. Then the most appropriate model to support management’s wishes should be selected. [Initiating]
Meredith and Mantel 2012, 62
- b. Project management plan
Project scope is measured against the project management plan. The project scope statement and scope baseline are subsets of the project management plan. However, the whole plan and all the baselines (cost and schedule) need to be met in addition to part of the scope. The project management plan is the agreement between the project manager and sponsor and defines what constitutes project completion. [Closing]
PMI®, PMBOK® Guide, 2013, 102
- 137. c. Determine the formula for calculating the estimate at completion (EAC) for the project
Three recognized earned value rules of performance measurement are to (1) determine the EAC calculation to be used on the project as tracking methodologies are specified and to provide a validity check on the bottom-up EAC, (2) establish the earned value measurement techniques (for example, weighted milestones, fixed formula or percent complete), and (3) define the WBS level at which the measurements of control accounts will be performed. Four methods can be used to calculate the EAC. [Planning]
PMI®, PMBOK® Guide, 2013, 199, 224
- d. Final product, service, or result transition
All the elements are outputs of the close project or phase processes, but the final product, service, or result transition is not part of the organizational process assets. It is an output on its own and involves the product that the project was created to produce. [Closing]
PMI®, PMBOK® Guide, 2013, 103–104
- b. Acknowledge that conflict exists
In order to address conflict, people must recognize and acknowledge that conflict exists. Next, it is important to establish common ground or shared goals and then to separate people from the problem. [Executing]
Verma 1996, 126
PMI®, PMBOK® Guide, 2013, 282–283; 518
- d. Determine the total float variance
Performance reviews are a tool and technique used in control schedule and includes trend analysis, critical path method, critical chain method, and earned value management. In terms of the critical path method, the emphasis is on comparing progress along the critical path to determine schedule status. Variance on the critical path will have a direct impact on the project’s end date; evaluating progress of activities or near critical paths can identify schedule risk. After the variance is known, the project team can take corrective action to bring performance in line with the plan. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 176–177, 188–189
- a. Group decision-making techniques
Both processes use inspection. Validate scope also uses group-decision making techniques to reach a conclusion when the validation is performed by the project team and other stakeholders. Methods to reach a group decision include: unanimity, majority, plurality, and dictatorship. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 115, 135
- 142. d. Schedule
In a study of sources of conflict by project life-cycle phase, seven different causes of conflict were identified. In the execution phase, the highest-ranking sources of conflict were schedules, technical issues, and personnel, in this order, followed by priorities, administrative procedures, cost, and personalities. [Executing]
Verma 1996, 103–104
Meredith and Mantel, 2012, 152
- d. Forcing
Forcing and majority rule are represented by a strong desire to satisfy oneself rather than to satisfy others. It involves imposing one viewpoint at the expense of another and is characterized by a win-lose outcome in which one party overwhelms the other. [Executing]
Adams et al. 1997, 181–189
Verma 1996, 118 and 120
PMI®, PMBOK® Guide, 2013, 283
- 144. a. Operations managers
Operations managers are stakeholders on many projects. They deal with producing and managing the products and services of the organization. On many projects, they are responsible after the project is complete and has been formally handed off to them for incorporating the project into normal operations and providing long-term support for the product. [Initiating]
PMI®, PMBOK® Guide, 2013, 12–14, 33
- a. The choice of media
The choice of media, or the way you deliver the information is as important as what you say. It is important to determine when to communicate in writing versus orally, when to prepare an informal memo or when to use a formal report, and when to communicate face to face or by email, as examples. [Executing]
PMI®, PMBOK® Guide, 2013, 298
- d. Collaborating
Collaborating involves bringing people with opposing views together to reach a solution. When there are too many people involved, it is more difficult to reach a solution, given the multiplicity of perspectives. When the parties involved have mutually exclusive views, forcing or compromise must be used. [Executing]
Adams et al. 1997, 181–189
Verma 1996, 119
PMI®, PMBOK® Guide, 2013, 283
- 147. c. Stakeholder register
The stakeholder register is the main output of identify stakeholders and contains all the details known at the time related to the stakeholders. [Initiating]
PMI®, PMBOK® Guide, 2013, 398
- c. Change requests
Quality improvements to processes and procedures as well as the project and product will result in a change request that will be reviewed and evaluated to allow full consideration of the recommended improvements using the perform integrated change control process. [Executing]
PMI®, PMBOK® Guide, 2013, 247
- 149. d. Basis of estimates
Basis of estimates is an output from the estimate costs process. [Planning]
PMI®, PMBOK® Guide, 2013, 204–210
- a. Develop project charter
In the develop project charter process, an agreement is an input to define initial intentions for the project. They may take the form of a type of contract such as memorandums of understanding, service level agreements, letter of agreement, letter of intent, verbal agreement, or other written agreements. [Initiating]
PMI®, PMBOK® Guide, 2013, 70
- c. Accepted deliverables
Accepted deliverables is an input to the close project or phase. The other selections are inputs or tools and techniques for other processes. [Closing]
PMI®, PMBOK® Guide, 2013, 102
- d. Scope management plan
The scope management plan is not part of the scope baseline. However, both the scope baseline and the scope management plan are a part of the larger project management plan. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 76–77 and 131–132
- c. A high-level requirement
The project charter formally authorizes the existence of the project and provides the project manager with the organizational resources for the project activities. Using agile is an example of a high-level requirement, which also is included in the charter. [Initiating]
PMI®, PMBOK® Guide, 2013, 71–72
- c. Note key stakeholders as parties in the contract
Procurement documents are an input to the identify stakeholder process. If the project results from a procurement activity or is based on an established contract, the parties in the contract are key project stakeholders. Others, such as suppliers, are also stakeholders and should be added to the stakeholder list. [Initiating]
PMI®, PMBOK® Guide, 2013, 394
- a. Manage them closely
You must manage them closely. High-power/high-interest stakeholders who do not support your project could have a devastating effect on your project. [Initiating]
PMI®, PMBOK® Guide, 2013, 397
- b. Maintenance requests
Defect repairs, corrective actions, and preventive actions are types of change requests that occur on a project. Maintenance requests typically would be outside the scope of the project itself. [Executing]
PMI®, PMBOK® Guide, 2013, 85
- a. Role
The human resource plan documents roles and responsibilities on the project. A role is the function assumed by or assigned to a person in the project. The court liaison is an example of such a role on a project. [Planning]
PMI®, PMBOK® Guide, 2013, 264
- 158. a. Determine who decides the project is a success
Project approval criteria should be documented in the project charter. These criteria include determining what constitutes success, who decides the project is successful, and who signs of on the project. [Initiating]
PMBOK® Guide, 2013, 72
- a. Focus on relationships necessary to ensure success
The project manager has limited time on a project, and his or her time should be used as efficiently and effectively as possible. Therefore, by performing a stakeholder analysis, the project manager can identify the stakeholder relationships that can be leveraged to build coalitions and potential partnerships to enhance project success and to determine relationships that need to be influenced differently at different stages of the project or phase [Initiating]
PMI®, PMBOK® Guide, 2013, 395
- d. High-performing team
This high-performing team is covered in develop project team and obviously is important and necessary. However, regarding quality management other key concepts are prevention over inspection and continuous improvement [Planning]
PMI®, PMBOK® Guide, 2013, 229
- c. Process analysis
Process analysis is used as a tool and technique in perform quality assurance. The tools and techniques used during plan quality management are the seven basic quality tools (cause-and-effect diagrams, flowcharts, checksheets, Pareto diagrams, histograms, control charts, and scatter diagrams), cost-benefit analysis, cost of quality, benchmarking, design of experiments, statistical sampling, additional quality planning tools (brainstorming, force field analysis, nominal group technique, and quality management and control tools, [affinity diagrams, process decision program charts interrelationship diagraphs, tree diagrams, prioritization matrices, activity network diagrams, and matrix diagrams]), and meetings. [Planning]
PMI®, PMBOK® Guide, 2013, 235–241 and 246–247
- c. Quality policy
The quality policy includes the overall intentions and the direction of the organization regarding quality and as formally expressed by top management. When the performing organization lacks a formal quality policy or when the project involves multiple performing organizations, as in a joint venture, the project management team must develop a quality policy for the project as an input to its quality planning. [Planning]
PMI®, PMBOK® Guide, 2013, 234
- b. You may need to compensate the seller for seller preparations and for any completed or accepted work
Early termination of a contract is a special case of procurement closure. The rights and responsibilities of the parties are contained in a termination clause of the contract. Typically such a clause allows the buyer to terminate the whole contract or a portion of it for cause or convenience at any time. In doing so, the buyer may need to compensate the seller for seller’s preparations and for any completed and accepted work related to the terminated part of the contract. [Executing]
PMI®, PMBOK® Guide, 2013, 378, 387
- d. It includes a specific contract management plan.
A contract management plan is not part of a contract. It is used to identify how the contract will be administered. [Executing]
PMI®, PMBOK® Guide, 2013, 357, 382
- 165. d. Project review meetings
Bidders conferences are meetings with prospective sellers prior to the preparation of a bid or proposal to answer questions and clarify issues. They are a tool and technique in the conduct procurements process. Project review meetings are conducted to assess project performance and status. [Executing]
PMI®, PMBOK® Guide, 2013, 375
- a. Have a meeting
Meetings are another tool and technique in plan procurement management. They are held as research alone may not provide specific information for a procurement strategy without additional information exchange with potential bidders. Through collaborating with potential bidders the organization purchasing the material or service may benefit. Suppliers may benefit to influence a mutually beneficial approach or product. [Planning]
PMI®, PMBOK® Guide, 2013, 366
- c. Project expeditor
A variation of the weak matrix organizational structure, the project expeditor has no formal authority to make or enforce decisions. Nonetheless, the project expeditor must be able to persuade those in authority to maintain the project’s visibility so that resources will be allocated as needed to meet the project’s schedule, budget, and quality constraints. This approach is considered to be effective in high-technology and research and development environments. [Planning]
Verma 1995, 153–154
PMI®, PMBOK® Guide, 2013, 23
- a. Have the project manager and the functional manager work together to complete performance evaluations
In a matrix environment, project team members have two bosses: the project manager and their functional line manager. People often are unclear as to which manager is their “real” boss, as there may be a continual shifting balance of power. To avoid confusion regarding performance issues, it is a best practice to have the project manager and functional line manager complete the individual’s performance evaluations. Also, greater weight should be given to the project manager’s assessment for the time the individual actually worked on the project. [Planning]
Verma 1995, 178
PMI®, PMBOK® Guide, 2013, 33, 266, and 270
- b. Acquire project team
The resource calendar is an output from the acquire project team process. Other outputs are project staff assignments and updates to the project management plan, especially the human resource management plan. A resource calendar is also an output of the develop human resource plan process as part of the staffing management plan and the conduct procurements process. [Planning]
PMI®, PMBOK® Guide, 2013, 265, 271, 378
- a. Preventive action
As a specific subset of change requests, approved preventive actions are an input to the direct and manage project work process. Such actions are intentional to ensure the future performance of the project work is aligned with the project management plan. [Executing]
PMI®, PMBOK® Guide, 2013, 81–82
- 171. b. Audit project success or failure and archiving records
Administrative closure includes step-by-step methodologies that address: actions and activities necessary to satisfy completion or exit criteria for the phase or the project; actions or activities to transfer the products, services, or results to the next phase or to production or operations; and activities to collect project or phase records, audit success or failure, gather lessons learned, and archive information for future use in the organization. [Closing]
PMI®, PMBOK® Guide, 2013, 101
- d. Understanding of policies, operating procedures, and regulations of external stakeholder organizations
Successful project managers have expertise and skills in all three following areas: leadership/interpersonal, project management/administration, and technical. The understanding of policies, operating procedures, and regulations of external stakeholder organizations is representative of project management/administrative skills, not leadership/interpersonal skills. [Executing]
Verma 1995, 27; PMI®, PMBOK® Guide, 2013, Appendix X3
- a. Adaptive life cycle
The adaptive life cycle is one that is known as change driven or one with agile methods and is set up to respond to change and ongoing stakeholder involvement. This approach differs from iterative and incremental as durations are very rapid and are fixed in time and cost. This approach is preferred in a rapidly changing environment where requirements and scope are difficult to define in advance and when it is possible to define small incremental improvements, which deliver value to stakeholders. [Executing]
PMI®, PMBOK® Guide, 2013, 46
- c. Prepare a staff release plan
The staff release plan determines the method and timing of releasing team members. Morale is improved if there are smooth transitions for the staff to upcoming projects. This staff release plan also helps to mitigate human resource risks that may occur. It is part of the staffing management plan, which is part of the human resource plan. [Planning]
PMI®, PMBOK® Guide, 2013, 266
- 175. d. Analyze each stakeholder’s impact or support and classify them
The second step in the stakeholder analysis process is to analyze the potential impact or support each stakeholder could generate and then to classify the stakeholders to define an approach or strategy. [Initiating]
PMI®, PMBOK® Guide, 2013, 396
- 176. b. Select communications technology
Although all four listed are tools and techniques in the manage communications process (another is communications methods), since this project is a virtual one, the choice of technology is an important consideration. It can vary from project to project and throughout the life cycle, but as the project manager the focus is to ensure the choice is important for the information that is communicated.
[Executing]
PMI®, PMBOK® Guide, 2013, 300–301
- d. Storming
During the storming stage, the team is addressing the work, technical decisions, and the project management approach. However, if team members are not collaborating and open to different ideas and perspectives, the environment becomes counterproductive. [Executing]
PMI®, PMBOK® Guide, 2013, 276
- b. A power/influence grid
Although a number of classification models are available to help prioritize the key stakeholders, the power/influence grid groups stakeholders based on their level of authority or power and their active involvement or interest in the project. [Initiating]
PMI®, PMBOK® Guide, 2013, 396
- b. Checklists for risk identification
Checklists are a tool and technique of the identify risks process and include risks encountered on similar, previous projects identified through the lessons learned process. The project team will review the checklist as part of the identify risks process as well as during closeout. To help others in the future, the team will add to the list as necessary based on its experience. [Planning]
PMI®, PMBOK® Guide, 2013, 325
- b. International Organization for Standardization (ISO)
Project quality management is intended to be compatible with International Organization for Standardization quality standards. [Executing]
PMI®, PMBOK® Guide, 2013, 228
- 181. b. All potential sellers are given equal standing
Bidders conferences are conducted to ensure all prospective sellers have a clear and common understanding of the requirements. They are not used to prequalify vendors. Thus, all vendors are treated equally. [Executing]
PMI®, PMBOK® Guide, 2013, 375
- b. Building trust
Building trust helps to build the foundation of the relationship and is a critical component in effective team leadership. Without trust, it is difficult to establish positive relationships with the various stakeholders engaged in the project. If trust is compromised, people will disengage, and collaboration becomes more difficult if not impossible. [Executing]
PMI®, PMBOK® Guide, 2013, 407, 517
- d. Transference
Risk transference is shifting some or all negative impact of a threat and the ownership of the response to the threat to a third party. It does not eliminate the threat posed by an adverse risk. [Planning]
PMI®, PMBOK® Guide, 2013, 344
- a. Terminate procurements
Termination is a word used to define a contract ending through mutual agreement by both parties, the default of one party, or for the convenience of the buyer. [Closing]
PMI®, PMBOK® Guide, 2013, 355, 387
- 185. d. Conduct a procurement audit
The procurement audit attempts to identify successes and failures relative to the procurement process especially in terms of the preparation or administration of other procurement contracts on the project or on other projects in the organization. Uncovering and reporting both successes and failures can contribute to the project management knowledge base and improve the quality of project management services. A procurement audit should be conducted as part of the close procurements process. [Closing]
PMI®, PMBOK® Guide, 2013, 388
- c. Risk urgency assessment
Risks that may occur in the near-term need urgent attention. The purpose of the risk urgency assessment is to identify those risks that have a high likelihood of occurring. Assessing risk urgency can be combined with the risk ranking that is determined from the probability and impact matrix for a final risk severity rating. [Planning]
PMI®, PMBOK® Guide, 2013, 333
- d. Delphi technique
When consensus is necessary, the Delphi technique is a frequently used information gathering technique. A facilitator first sends out a questionnaire to the experts to solicit ideas. The responses then are summarized and returned to the experts for further comment. Consensus generally is reached after a few such rounds. The Delphi technique helps to reduce bias in the data and the undue influence of one person on the outcome. [Planning]
PMI®, PMBOK® Guide, 2013, 324
- b. Verifying compliance in the seller’s work processes
Inspections and audits are tools and techniques in the control procurements process. They are required by the buyer and supported by the seller in the procurement contracts and can be conducted as the project is executed to verify compliance in the seller’s work processes or deliverables. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 383
- d. To establish minimum requirements of performance for one or more of the evaluation criteria
Weighting systems are developed and used to help select the best vendor as part of the proposal evaluation techniques. By assigning a numerical weight to each evaluation criteria, the buyer can emphasize one area as being more important than another. These proposal evaluation techniques are a tool and technique in the conduct procurements process. [Executing]
PMI®, PMBOK® Guide, 2013, 375
- a. Hold meetings
Meetings are a tool and technique in the control risks process. Risk management should be an agenda item at periodic status meetings. While the amount of time needed for risk management will vary depending on the identified risks, their priority, and the difficulty of the response, the more often risk management is practiced, the easier it becomes. Frequent discussions about risk make it more likely that risks and opportunities will be identified. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 352
- c. Your fee is generally not subject to appeals
This contract type reimburses the seller for all legitimate costs, but the majority of the fee is earned only based on the satisfaction of broad subjective performance criteria defined and incorporated in the contract. The fee determination is based on subjective determination of seller performance by the buyer; it generally is not subject to appeals. [Planning]
PMI®, PMBOK® Guide, 2013, 364
- 192. d. A mechanism to communicate and support project decision making is provided
All of the answers are outputs in the control risks process, however, work performance information specifically provides a mechanism to communicate and support project decision making. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 353–354
- c. Value delivered by vendors meeting the needs
Other factors to consider include the core capabilities of the organization, the risks associated with meeting the need in a cost-effective way, and capability internally compared with the vendor community. [Executing]
PMI®, PMBOK® Guide, 2013, 374
- a. Open items list
Issues or an open item list are examples of inputs if contract negotiation is an independent process. Outputs are documented decisions. While contract negotiations may need to be a separate process for complex procurements, for simple procurement items, the terms and conditions of the contract can be fixed and nonnegotiable. [Executing]
PMI®, PMBOK® Guide, 2013, 377
- a. Plan procurement management
Enterprise environmental factors, which include marketplace conditions that the team needs to be aware of as it develops its plans for purchases and acquisition, are an input to the plan procurement management process. [Planning]
PMI®, PMBOK® Guide, 2013, 362
- b. Program manager
Organizational strategy provides guidance and direction to project management. Portfolio managers, sponsors, or program managers identify alignment or potential conflicts between organizational strategies and project goals and communicates them to the project manager. [Initiating]
PMI®, PMBOK® Guide, 2013, 15
- c. Expert judgment and some form of proposal evaluation techniques
Expert judgment is a tool and technique used in the conduct procurements process. It, along with some form of proposal evaluation techniques as developed during the plan procurements process and noted as source selection criteria, is used to rate and score proposals. This does not preclude the use of other tools and techniques, but these tools and techniques are used in all evaluations. [Executing]
PMI®, PMBOK® Guide, 2013, 375–376
- a. Sender-receiver models
Sender-receiver models incorporate feedback loops to provide opportunities for interaction/participation and remove barriers to communication. [Executing]
PMI®, PMBOK® Guide, 2013, 298
- a. Seven percent
Albert Meharabian, a researcher, discovered that words alone account for just seven percent of any message’s impact. Vocal tones account for 38 percent of the impact and facial expressions account for 55 percent of the message. Thus, project managers should use nonverbal ingredients to complement verbal message ingredients whenever possible and should recognize that nonverbal factors generally have more influence on the total impact of a message than verbal factors. The lack of nonverbal cues makes project communications in a virtual environment more challenging. [Executing]
Verma 1996, 19
- 200. a. Periodically review the business case
The business case is an input to the develop project charter process. On a multi-phase project, it should be reviewed periodically to ensure the project is on track to deliver the business benefits. [Initiating]
PMI®, PMBOK® Guide, 2013, 69