EXERCISE 22
Here is one more TRICK to getting more familiar processes. For each of the processes listed, in the appropriate information in columns. Note that last two columns are asking which process comes before or after within the knowledge area.
Answers
As you read the answers to this exercise, notice the words (whatever needs to be done)
They are repeated often and are meant to hint at all the soft, interpersonal activity required, as well as the project management and technical activity needed.
Project
Planning Whatever needs to be done to create an activity list from each work package
Planning Whatever needs to be done to create a network diagram
Define Activities Estimate Activity Resources Plan Procurement
Management
Procurement management
Planning Whatever needs to be done to create the procurement statements of work,
procurement documents, & the procurement management plan
None Conduct Procurements
Develop Project Management I Plan
Integration management
Planning Whatever needs to be done to create a project management plan that is bought into, approved, realistic & formal
Planning Whatever needs to be done to finalize and document detailed
Executing Producing work according to the project management plan
Planning Whatever needs to the be done to create about into, approved, realistic &schedule and
Planning Whatever needs to be done to analyze the probability & impact of potential risks to determine which risks might warrant a response or further analysis
Identify risks Perform Quantitative Risk Analysis (don't
Planning Whatever needs to be done to create the project scope statement
Collect requirements
Create WBS
Validate Scope Scope management
Monitoring &
controlling
Meeting with the customer to gain
formal acceptance of interim deliverables
Create WBS Control Scope
Identify Stakeholders Stakeholder management
Initiating Identifying & documenting information about the
Executing Whatever needs to be done to select a seller based on the seller
responses and obtain a signed contract
Whatever needs to be done to measure performance against
Whatever needs to the be done to create about the project constraints
and approve or reject change requests
Monitor and control project work
Close project or phase
If you find this exercise helpful, you may want to continue to test yourself on other processes not listed here, and review your answers against the process descriptions in this book.
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1113. A day in the life exercise
The following exercise is one last opportunity to test yourself to see if you really understand what a project manager does.
EXERCISE23
Many people do not practice proper project management on their real acts. Cause and the project management process or its lack of experience in properly managing large projects can affect you dramatically on the exam.
This exercise is designed to help you uncover what you might be doing infector on your projects so differences between your real-world experience and the world of proper project management do not get in your way on the exam.
In the following table, list which activities a project manager should spend the most, medium, and least amount of time on during a typical day once planning is complete and the team has begun working on the project.
Answers
There is any number of correct answers to this question. Let`s first review what should NOT be on your "Most"
list, and then we will look at what efforts a project manager should focus on during the course of a day. Think through the items listed here and identify whether you have any misconceptions about what you should be doing as a project manager. If you do, you need to clarify and fix these misconceptions before you take the exam.
Items that should NOT be on your "Most" list:
• Dealing with problems (rather than preventing them)
• Schedule- or schedule-management-related topics
• Meetings
• Babysitting
• Completing work activities
The following items should have been included in your "Most" list:
• Using project management tools, such as a charter, WBS, project management plan, etc.
• Measuring
• Recommending and taking corrective and preventive actions
• Doing risk management and implementing risk responses
• Coaching and mentoring
• Communicating
• Looking for possible changes
1114. Historical information is the best input for the initiation phase 1115. Reports: There are several kinds of report:
Status report determines the variance between actual performance and performance management baseline. It includes all the listed down here other reports.
Progress report: what has been accomplished
Trend report: shows the performance behavior of the project within a time period.( stable, ascending or descending)
Forecast report: predict the future performance and status of the project.
Variance report: comparing actual to baseline
Earned Value report: integrate (cost, scope and schedule) measures to project performance .
1116. How to use reports?
The reports will be communicated through manage communication process in execution.
The reports will be communicated to project team and proper SH to be analyzed then feedback.
The reports will be communicated to control risks.
The reports will be communicated to control procurement
The reports will be communicated to control communications to ensure they have been communicated.
Analyzing reports (feedback) may result in change requests.
The reports will be documented in lesson learned
1117. (Work Performance Reports) is the main output of (Monitor & Control Project Work) process. So report performance is a monitoring & controlling task, BUT is also done during closure to report the
performance of the project in the final report.
1118. Work performance reports are an inputs to control risks .. And are an outputs of other control processes , such as ( control scope , control schedule , ... etc ) .
1119. Report the incorrect status to the appropriate management. Project managers are required by PMI's Code of Ethics to provide truthful and accurate information, and to report the errors and omissions of others to the appropriate management.
1120. A status report is submitted to SH all long the project even in closing.
1121. A status report describes where the project now stands – 1122. Status report is a progress report
1123. A progress report describes what has been accomplished –
1124. The biggest disadvantage of status report is it is refer to the problems after happening. By interacting with the team, watching what is going on, and listening to the team members, you will find out sooner than later what the "real" status of the project is. Reports are normally a week or two behind the actual work, causing a delay in reacting to problems. That is the biggest disadvantage of progress reports as opposed to watching what is going on, asking questions, and assisting team members.
1125. A variance report compares actuals measurements of performance to the performance baseline 9.
1126. A performance report may include: WBS element, PV, EV, AC, CV, SV, CPI, SPI.
1127. All team members must follow the company policies and report daily status(even if it means lower productivity).
1128. All status reports must be formal and detailed.
1129. You can't report your sponsor.
1130. Get formal acceptance, write lessons learned, hand over deliverable to stakeholder(s), close the contract.
One important fact is that you need your team’s help when you’re writing the lessons learned. That’s why you can’t release the team until the lessons learned are documented and added to the organizational process assets. Also, the last thing you do on the project is close the contract. Remember, release the project team is no longer part of closing as per the new RDS study conducted by PMI.
1131. When performing closure on the project or a project phase _contract closure__ occurs before ___administrative closure__
1132. The key output of Closure is the ___ final product, _service or result transition_
1133. Administrative closure means verifying that the project is complete or terminated; contract closure means verifying that the contract terms were satisfied. When you close out a project, there are two main things you need to do: administrative closure and contract closure. Administrative closure means working with the team to make sure that all of your project’s exit criteria are met. If the project was successful, then you need to make sure you have formal acceptance from the stakeholders, and that the product meets its requirements. If the project was terminated early, you still need to store the project
documents. And in both cases you need to write lessons learned! Contract closure is what you do to make sure that your contract’s terms are satisfied. If your project went well, then this means making sure that payment was made and all of the clauses of the contract were adhered to. But even if the project got terminated, there may still be some contractual obligations that need to be met.
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1134. When you are carrying out a project for an external customer. Most of the project's scope of work has been outsourced and distributed among many sub-contractors. The buyer role of the Direct and Manage Project Work process in this scenario will authorize the seller's work at the appropriate time.
1135. Last step in Administrative closure is Release resources or Measure customer certification at the end of the project by capturing customer feedback, in order to assist in project evaluation and enhance customer relationships.
1136. The five process groups that comprise the project management lifecycle are: initiating, planning, executing, monitoring and controlling and closing.
1137. The two primary outputs of the Initiating process are the project charter and identify stakeholders.
1138. The primary goal of the planning process group is to produce the project management plan.
1139. The ten knowledge Areas of the PMBOK ® Guide, 5th edition are, in short, Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement, Stakeholders.
1140. Almost half of the processes that occur in the ten knowledge areas of the PMBOK ® Guide, 5th edition occur in the Planning process group.
1141. Only the Integration knowledge area has processes in all five of the process groups of the project management lifecycle.
1142. Two primary goals of the Monitoring and Control process group are to monitor and control project work and to perform integrated change control.
1143. Control means influencing the factors that create changes to the authorized baselines.
1144. Work Performance Information needs to be gathered BEFORE you start monitoring and controlling your risks.
1145. All projects, even those without a required completion date (yes, they do exist), should be planned and have a schedule, so that, among other things, the team knows what should be done by whom, and to control the project and prove project success.
1146. Project management plan importance is in directing and managing project work, the n in monitoring and controlling.
1147. The WBS is the foundation for all project management planning
1148. 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.
1149. Percentage of work completed, quality and technical performance measurements, start and finish dates of scheduled activities is known as _work performance data, whereas status of deliverables, status of change requests, forecasted estimates to completion is called _work performance information.
1150. Regression Analysis is an analytical technique tool that used in parametric estimate, M&C project work and closing project and/or phase.
1151. The project management plan is prepared by the project manager based on the inputs from the team and all the appropriate stakeholders.
1152. Engineering is primarily responsible for creating design and test specifications.
1153. Product of the Project is Actually created in EXECUTION Phase /Group
1154. PMBOK ® Guide, 5th edition process groups Interact based on DEMING SHEWARTS PLAN DO CHECK ACT cycle (PACA)
1155. Standards are OPTIONAL , Regulations are REQUIRED
1156. The project manager is assigned during the Initiating phase of the project • 1157. Planning is a key element in all projects •
1158. The project management plan is the key document by which the project is managed • 1159. When closing a project, the project manager archives all project records •
1160. Projects are not considered complete until final acceptance has been received from the customer and the PM releases resources upon project completion.
1161. The project is of sufficient size to warrant the use of a project management plan and all subsidiary plans • 1162. You are following the formal processes as outlined by PMI, even if you don't use them in real life • 1163. When the question asks you about a document, be careful not to choose the information that is listed the
document.
1164. During closing phase, schedule is top rank of conflict because any delay in execution phase will cumulative at the end.
1165. Monitoring the project continuously provide the basis to have insight into the health of the project and identify any area that need special attention.
1166. Why use expert judgement in closing? To ensure the closure is performed to appropriate standards.
1167. The process measurement data base is an organizational process asset that is used to collect and make available measurement data on processes and products
1168. No OPA update in Planning processes.
1169. As part of the initiating process group, many large or complex projects may be divided into separate phases.
1170. The purpose of the documenting process during closure is to formally transfer the deliverables to the operation group or customer.
1171.
1172. Project performance measurements are used to assess the magnitude of variation.
1173. Be careful, when the question asks to choose a list of ITTO for a certain process, make sure you choose the list that contains only the correct ITTO. Sometimes, a main item is put with wrong list to confuse you.
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(PMI)® Code of Ethics
1174. (PMI)® Code ofethics are Responsibility, respect, Fairness and honesty.
1175.