Project Management Professional - Module (01) - Project Management Framework.pdf

Pmp

1. Module (01) ‐Project 
Management Framework

2. 2021 January
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Project A temporary endeavor that produces a unique
product, service, or result
Temporary in nature and has a definite beginning
and ending
Unique
Temporary
Progressively
Elaborated

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Project Management Project management is the application of knowledge, sk ills,
tools, and techniques to satisfy projectrequirements

Preparing a business case tojustify the investment

Estimating resources and times

Developing and implementing a management plan for the
project

Leading and motivating the projectdelivery team

Managing the risks, issues, and changes on the project

Monitoring progress against plan

Closing the project in a controlled fashion when appropriate

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Value of Projects What value will this project bring to the
company upon completion?
Why should we undertake thisproject?
Money, Brand Reputation, Customer Service,
New or Change product orService

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Operations Management Deals with the ongoing production of goods
and/or Services
Considers the acquisition, development, and
utilization of resources that firms need to deliver
the goods andservices

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Program Management
Group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually

Must be some value add in managing them together as a
program

Aproject may or may not be part of a program, but a program
will always have projects

Focuses on the project interdependencies and helps to
determine the optimal approach for managing them
Program
Project1
Project2
Project3
Project4

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Portfolio Management Aportfolio is a collection of projects, programs, subsidiary
portfolios, and operations managed as a group to achieve
strategic objectives.

Collections of Projects, Programs, subsidiarity Portfolios

Achieve strategic (long term) objectives
Portfolio
Program1
Program2
Project1
Project2

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Phases and Deliverables
A phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables.

The number of the phases depends on the industry type and size and the
complexity of the project
A deliverable is any unique and verifiable product, service or result.

May be tangible or intangible

Must be accepted by the customer or sponsor for the phase
Phase 1
Phase 2
Phase 3
Deliverable
Deliverable
Deliverable
Project
Output

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Project LifeCycle A representation of the phases that a projecttypically goes
through from start tofinish
Can be either predictive oradaptive

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Project Governance Project Governance

Framework within which project decisions are made

Three pillars:
Structure

People

Information

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Stakeholders Individuals, group, or organization that may affect, be affected,
or perceive to be affected by the project. KeyStakeholders

Project Manager - manages the project

Customer - uses theproject deliverable

Project team - the collection of individuals completing the
project work

Project Sponsor – Provides resources and support

Functional Manager - DepartmentalManager, i.e Manager
of Engineering, Vice President of Marketing, Director of IT.
Generally controls resources

12. 2021 January
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Project Roles
Project
Manager
• Empowered to lead the project
• Authorized to make decisions
• Responsible for the success or failure of the project
Project
Co o rd in a t o r
• Weaker then the PM
• May be authorized to make decisions
Project
Expeditor
• Weakest role of the PM world
• Very limited decision ability

13. 2021 January
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Project ManagementOffice
Organizational Structure that standardizes the processes and
facilitates the sharing of resources, methodologies, tools, and
techniques
Types:

Supportive: Supports the project manager, such as providing templates, training,
or lessons learned form other projects.

Controlling: Determines the framework or methodology and use of specific
forms

Directive: Controls the project. PM will be assign and report to the PMO.

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Project Bosses Sponsor

Internal or External

Project Champion

Funding the project

Maybe used to resolve conflicts in the project
Program Manager

Senior to Project Manager

Maybe responsible for several projects executing at the same
time

Maybe used to resolve conflicts in the project

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Organizational Structures
Functional Organizations

Structure that groups staff membersaccording to their area of expertise
(sales, marketing, construction, etc.). Functional structures require the
project team members to report directly to the functional manager
Matrix Organizations

There are three matrix structures: weak, balanced, and strong. The
different structures are reflective of the project manager's authority in
relation to the functional manager's authority.
Project Oriented Organizations,(Projectized)

Structure where the PM has the greatest amount of authority. The
project team is assigned to the project on a full-time basis. When the
project is complete, the project team members moves on to other
assignments within the organization.
Hybrid

Blended type

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Organizational StructuresChart
Functional
Wea
k
Matrix
Balance
Matri
x
Strong
Matrix
Projectized
PMLittle/No Low
Low to
Moderate
Moderate to
High
High/Total
Resource
Avail.
Little/No Low
Low to
Moderate
Moderate to
High
High/Total
Budget
controls
Functional
Manger
Functional
Manger
Mixed PM PM

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Project Constraints Scope
Schedule
Cost
Risk
Quality
Resources
Scope
Quality

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Knowledg
e
Area
s
Project Management Process Groups
Initiating Planning Executing
Monitorin
g&
Controll
ing
Closing
Project
Integration
Management
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or
Phase
Project
Scope
Management
Plan Scope Management
Collect
Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Project
Schedule
Management
Plan Schedule Management
Define
Activities
Sequence
Activities
Estimate Activity Durations
Develop Schedule
Control Schedule
Proje
ct
Cost
Management
Plan Cost Management
Estimate Costs
Determine
Budget
Control Costs
Project
Quality
Management
Plan Quality Management Manage Quality Control Quality
Project
Resource
Management
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop
Team
Manage
Team
Control Resources
Project
Communications
Management
Plan Communications Management Manage Communications Monitor Communications
Proje
ct
Risk
Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Analysis Perform Quantitative
Risk Analysis Plan Risk
Responses
Implement Risk Responses Monitor Risks
Project
Procurement
Management
Plan Procurement Management Conduct Procurements Control Procurements
Project
Stakeholde
r
Management
13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
PROCESS GROUPS & KNOWLEDGE AREAS TABLE

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Process Groups andKnowledge Areas
5 Process Groups 1.
Initiation (2)
2.
Planning (24)
3.
Execution (10)
4.
Monitor & Control (12)
5.
Closing (1)
10 KnowledgeAreas
1.
Integration Management (7)
2.
Scope Management (6)
3.
Schedule Management (6)
4.
Cost Management (4)
5.
Project Quality(3) Management
6.
Resources Management (6)
7.
Communications Management (3)
8.
Risk Management (7)
9.
Procurement Management (3)
10.
Stakeholder Management (4)
49 Processes organized into 5 Process Groups & 10 Knowledge Areas

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Process
Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on theproject
Input

Starting point for the process, the raw materials to begin the
execution

Could be the output of a previousprocess

Tools and Techniques

The actions or methods that are used to transform the raw
materials into the output

Output

The end result of our efforts. The raw materials into a polished
stone

Maybe the input into another process
Input
Process
Output
Tools and
techniques

21. 2021 January
rd
3, 01 Rev , 007-TC
•The project manager for a construction project 
discovers that a new water line is being created in 
the neighborhood where he’s managing a 
project. Company policy requires that a series of 
forms for city environmental changes need to be 
filled out before his team can continue work on 
the project. 
This is an example of:
A. A portfolio
B. A program
C. An enterprise environmental factor
D. A project

22. 2021 January
rd
3, 01 Rev , 007-TC
•The project manager for a construction project 
discovers that a new water line is being created in 
the neighborhood where he’s managing a project. 
Company policy requires that a series of forms for 
city environmental changes need to be filled out 
before his team can continue work on the project.  This is an example of:
A. A portfolio
B. A program
C. An enterprise environmental factor
D. A project
Since the project manager is filling out forms 
because of company policy, this is a good example of 
an enterprise environmental factor

23. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a characteristic 
of a project?
A. Temporary
B. Strategic
C. Specific result
D. Progressively elaborated

24. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a characteristic 
of a project?
A. Temporary
B. Strategic
C. Specific result
D. Progressively elaborated
A project doesn’t have to be strategic or critical. It 
only needs to be temporary, have a specific result 
and be progressively elaborated.

25. 2021 January
rd
3, 01 Rev , 007-TC
•An energy company is investing in a series of 
initiatives to look for alternative energy sources 
so that the company can be competitive in 10 
years. The initiatives are tracked and managed 
together because this goal is vital to the 
success of the company. This is an example of...
A. A portfolio
B. A program
C. A project
D. A enterprise environmental factor

26. 2021 January
rd
3, 01 Rev , 007-TC
•An energy company is investing in a series of initiatives 
to look for alternative energy sources so that the 
company can be competitive in 10 years. The initiatives 
are tracked and managed together because this goal is 
vital to the success of the company. This is an example 
of...
A. A portfolio
B. A program
C. A project
D. A enterprise environmental factor
Since the initiatives are being managed together because 
of a strategic business goal, you can tell that this is a 
portfolio.

27. 2021 January
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3, 01 Rev , 007-TC
•Which of the following is NOT a responsibility 
of a project manager?
A. Managing stakeholder expectations
B. Managing project constraints
C. Gathering product requirements
D. Sponsoring the project

28. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a responsibility 
of a project manager?
A. Managing stakeholder expectations
B. Managing project constraints
C. Gathering product requirements
D. Sponsoring the project
The sponsor is the person who pays for the 
project. The project manager doesn’t usually play 
that role.

29. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a Process Group?
A. Monitoring and Controlling
B. Gathering Requirements
C. Initiating
D. Closing

30. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a Process Group?
A. Monitoring and Controlling
B. Gathering Requirements
C. Initiating
D. Closing
The process groups categorize all of the activities 
that a project goes through in its lifecycle. They 
are Initiating,Planning,  Executing, Monitoring and 
Controlling, and Closing

31. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a knowledge 
area?
A. Scope
B. Integration
C. Procurement
D. Initiating

32. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a knowledge area?
A. Scope
B. Integration
C. Procurement
D. Initiating
Initiating is a process group, not a knowledge area. 
The process groups help you to think about all of the 
different stages a project goes through from the time 
it is first imagined until it is completed. The 
knowledge areas are all the things you need to think 
about as your
 project goes through those stages

33. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager is having trouble with his 
project because one of his team members is not 
performing, which is causing him to miss an 
important date he promised to a stakeholder. He 
discovers that the team member knew about the 
project problem, but didn’t tell him because the 
team 
members are all afraid of his bad temper. 
Which BEST describes how the project manager 
can avoid this situation in the future?
A. Increasing his knowledge of the PMBOK® Guide
B. Measuring personal performance
C. Improving his personal skills
D. Managing stakeholder expectations

34. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager is having trouble with his project because 
one of his team members is not performing, which is causing 
him to miss an important date he promised to a stakeholder. 
He discovers that the team member knew about the project 
problem, but didn’t tell him because the team 
members are 
all afraid of his bad temper. Which BEST describes how the 
project manager can avoid this situation in the future?
A. Increasing his knowledge of the PMBOK® Guide
B. Measuring personal performance
C. Improving his personal skills
D. Managing stakeholder expectations
The way that the project manager interacts with the people on 
his team interfered with his work getting done. This is a good 
example of how a lack of personal skills can lead directly to 
major project problems down the line, and it’s why this 
particular project manager needs to work
 on his personal skills

35. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a Project 
Constraint?
A. Quality
B. Scale
C. Time
D. Cost

36. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT a Project 
Constraint?
A. Quality
B. Scale
C. Time
D. Cost
Scale is not a project constraint. The constraints 
are Scope, Time, Cost, Quality, Resource, and 
Risk.

37. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager is running a data center 
installation project. He finds that his stakeholder is 
angry because he’s run over his budget because 
the staff turned out to be more expensive than 
planned. The stakeholder’s unhappy that when the 
project is over, the servers won’t have as much 
drive 
space as he needs. Which of the following 
constraints was not affected by this problem?
A. Quality
B. Resource
C. Time
D. Cost

38. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager is running a data center installation 
project. He finds that his stakeholder is angry because he’s 
run over his budget because the staff turned out to be more 
expensive than planned. The stakeholder’s unhappy that 
when the project is over, the servers won’t have as much 
drive 
space as he needs. Which of the following constraints 
was not affected by this problem?
A. Quality
B. Resource
C. Time
D. Cost
There is no mention of the project being late or missing its 
deadlines in the example. The project was over budget, which 
affects the project’s cost. The project won’t meet the 
stakeholder’s requirements, which is a quality problem. And the 
staff was more expensive than planned, which is a resource 
problem

39. 2021 January
rd
3, 01 Rev , 007-TC
•You’re managing a project to build a new 
accounting system. One of the accountants in 
another department really likes the current 
system and is refusing to be trained on the new 
one. What is the BEST way to handle this 
situation?
A. Refuse to work with him because he’s being difficult
B. Appeal to the accountant’s manager and ask to have 
him required to take training
C. Get a special dispensation so that the accountant 
doesn’t have to go to the training
D. Work with him to understand his concerns and do 
what 
you can to help alleviate them without 
compromising your project

40. 2021 January
rd
3, 01 Rev , 007-TC
•You’re managing a project to build a new accounting 
system. One of the accountants in another department 
really likes the current system and is refusing to be 
trained on the new one. What is the BEST way to 
handle this situation?
A. Refuse to work with him because he’s being difficult
B. Appeal to the accountant’s manager and ask to have him 
required to take training
C. Get a special dispensation so that the accountant doesn’t 
have to go to the training
D. Work with him to understand his concerns and do what  you can to help alleviate them without compromising your 
project
When a stakeholder is negatively impacted by your project, 
you need to manage his expectations and help him to buy 
into your project.

41. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is used for identifying 
people who are impacted by the project?
A. Resource List
B. Stakeholder Register
C. Enterprise Environmental Factors
D. Project Plan

42. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is used for identifying 
people who are impacted by the project?
A. Resource List
B. Stakeholder Register
C. Enterprise Environmental Factors
D. Project Plan
The stakeholder register is where you identify all 
of the people who are impacted by your project

43. 2021 January
rd
3, 01 Rev , 007-TC
•A project coordinator is having trouble 
securing programmers for her project. Every 
time she asks her boss to give a resource to 
the project he says that they are too busy to 
help out with her project. Which type of 
organization is she working in?
A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized

44. 2021 January
rd
3, 01 Rev , 007-TC
•A project coordinator is having trouble securing 
programmers for her project. Every time she asks her 
boss to give a resource to the project he says that they 
are too busy to help out with her project. Which type 
of organization is she working in?
A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized
Since the project manager has to ask permission from the 
functional manager and can’t overrule him, she’s working 
in a functional organization

45. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager runs into a problem with 
her project’s contractors, and she isn’t sure if 
they’re abiding by the terms of the contract. 
Which knowledge area is the BEST source of 
processes to help her deal with this problem?
A. Cost Management
B. Risk Management
C. Procurement Management
D. Communications Management

46. 2021 January
rd
3, 01 Rev , 007-TC
•A project manager runs into a problem with her 
project’s contractors, and she isn’t sure if they’re 
abiding by the terms of the contract. Which knowledge 
area is the BEST source of processes to help her deal 
with this problem?
A. Cost Management
B. Risk Management
C. Procurement Management
D. Communications Management
The Procurement Management knowledge area deals with 
contracts, contractors, buyers and sellers. If you’ve got a 
question about a type of contract or how to deal with 
contract problems, you’re being asked about a 
Procurement Management process

47. 2021 January
rd
3, 01 Rev , 007-TC
•You’re a project manager for a construction 
project. You’ve just finished creating a list of 
all of the people who will be directly affected 
by the project. What process group are you in?
A. Initiating
B. Planning
C. Executing
D. Monitoring & Controlling

48. 2021 January
rd
3, 01 Rev , 007-TC
•You’re a project manager for a construction 
project. You’ve just finished creating a list of all of 
the people who will be directly affected by the 
project. What process group are you in?
A. Initiating
B. Planning
C. Executing
D. Monitoring & Controlling
People who will be directly affected by the project 
are stakeholders, and when you’re creating a list of 
them you’re performing the Identify Stakeholders 
process. That’s one of the two processes in the 
Initiating process group.

49. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT true about 
overlapping phases?
A. Each phase is typically done by a separate team
B. There’s an increased risk of delays when a later 
phase can’t start until an earlier one ends
C. There’s an increased risk to the project due to 
potential for rework
D. Every phase must go through all five process 
groups

50. 2021 January
rd
3, 01 Rev , 007-TC
•Which of the following is NOT true about overlapping 
phases?
A. Each phase is typically done by a separate team
B. There’s an increased risk of delays when a later phase 
can’t start until an earlier one ends
C. There’s an increased risk to the project due to potential for 
rework
D. Every phase must go through all five process groups
If there’s an increased risk of a project because one phase 
can’t start until another one ends, that means your project 
phases aren’t overlapping. When you’ve got overlapping 
phases, that means that you typically have multiple teams 
that start their phases independently of each other.

51. 2021 January
rd
3, 01 Rev , 007-TC
End of Module (01)